Tag: leadership

New global research reveals a critical gap in corporate restructuring. It shows that 83% of business restructuring leaders arrive too late to save value. Therefore, organisations must shift from reactive crisis repair to proactive strategic resilience.

Volunteering is often framed as an act of goodwill rather than a pathway to professional growth. However, this view misses an important point. In many cases, volunteering builds capability, credibility and leadership. April, designated as Global Volunteer Month, offers a timely opportunity to reassess this practice. It remains widely misunderstood, particularly in emerging markets.

In South Africa’s evolving corporate landscape, the role of the Non-Executive Director is undergoing a quiet but significant transformation. Increasingly, the expanding role of the Non-Executive Director reflects this shift. Previously, organisations primarily tasked Non-Executive Directors with oversight and compliance. Today, however, they expect Non-Executive Directors to contribute meaningfully to strategy, risk navigation and long-term value creation.

African managers and executives often set their sights on multinational contexts. Others expand their companies beyond their home markets. However, they operate in environments where success is not determined by market dynamics alone. International business sits at the intersection of state policy, foreign direct investment, political economy and corporate control.

Let’s clear something up straight away. There is no such thing as overnight success. This is where the overnight success myth begins. It’s an impressive phrase. However, it belongs in the same category as “instant legacy” or “effortless empire”. In fact, the overnight success myth is catchy and marketable, but largely fiction.

South Africa’s financial institutions are investing heavily in digital transformation, data capabilities and new financial technologies. However, technology alone will not determine which institutions succeed in the coming decade. Instead, leadership will serve as the real differentiator.

In today’s South African corporate landscape, shaped by governance scrutiny, activist shareholders, geopolitical volatility, Environmental, Social and Governance (ESG) pressure and rapid technological disruption, the role of the CEO has changed fundamentally. Boards are no longer looking for steady operators. They are looking for strategic architects of resilience, growth and trust. Achieving CEO excellence is now essential.

In an era defined by rapid technological change, economic uncertainty, and institutional pressure, the need for grounded, values-driven leadership has never been more urgent. Purpose, Passion, Progress frames this urgency as a leadership imperative. In Purpose, Passion, Progress, Andrew Maringa challenges the assumption that leadership depends on titles, authority or visibility.

Work-life balance is quietly clocking out. In its place comes a way of working that reflects how people actually live. Meetings, school runs, errands and coffee breaks now share the same daylight hours. When work happens where life already unfolds, the day feels lighter. Teams stay focused, and productivity follows without pressure. This is not a trend. It is a practical reset in how the modern office fits into real life. This more natural rhythm resonates with today’s professionals.

Everyone knows how important it is to retain good staff, and how disappointing it is when a top performer leaves. This impact is felt more keenly in smaller businesses. For a Small and Medium Enterprise (SME), losing a key employee is not just an HR inconvenience. It can shake team morale, disrupt operations and affect customer relationships.