Tag: corporate culture

Reading through the proposed amendments to the Companies Act again, it struck me that they are symptomatic of a general South African problem: too much regulation, too few results. No doubt some of these amendments are necessary, but will they actually address the big issues that concern us all?

Are you a leader who aims to drive real growth for the people within your organisation and at the same time deliver exceptional customer service that sets you apart from your competitors? Running a business in a racially polarised country with a melting pot of diversity, requires leaders to understand the complexity of building an inclusive culture out of a fragmented workforce.

Seize and expand the competitive edge with a smart, well-managed culture 'renovation'. Most business leaders understand the power of a dynamic, positive culture, but almost every effort to change culture fails. Why? The approach is often all wrong. Rather than attempt to 'transform' a new culture from the ground up, leaders need to instead spearhead a culture renovation.

Bringing in external advisors to run family businesses may do little for family harmony and gatherings but it can make a substantial difference to a balance sheet, according to our new research, in collaboration with INSEAD and AvS- International Trusted Advisors.

Technology helps us connect, learn, get work done and reimagine our daily lives. Yet as we rely more on technology, we become more sensitive to its performance highs and lows. As the pressure to perform increases, businesses who understand the impact tech has on people are at an advantage.

In an efficiency-obsessed world, productivity and optimisation is the currency that professionals seem to live and die by. We’re constantly seeking ways to more effectively utilise our time, manage our projects, 'use' our downtime, and upskill for an advantage over our colleagues in the next virtual cubicle. 

2021 marks a year which should be characterised by transformative change and reinvention. 2020 was a uniquely challenging year, which tested companies and their boards, demanding rapid responses to new challenges, and decision-making with a far wider ambit of influence.

Few would have predicted that the first year of the third decade of the millennium would be turned on its head by a global pandemic. What was to be ‘twenty plenty’ became an anomaly with events that went beyond the realm of normal expectations and changed the way we work, live and play.

Risk management is defined by the identification of events, both internal and external, that can affect the organisation’s ability to achieve specific objectives and to remain compliant within specific regulations. Risk management is carefully outlined in King IV as being inseparable from the company’s strategy and sustainability.

If you are reading this, you are well on your way towards surviving one of the most cataclysmic events of our lifetime; one that is forever going to reshape the way we view the world and drive home the importance of prioritising sustainability and all it entails during the years ahead.