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BusinessBrief August/September 2017 edition is now available!

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Read our exclusive cover story entitled EMBRACING CHAOS – DO TROUBLED TIMES FAVOUR THE BOLD? by Jonathan Foster-Pedley, Dean & Director Henley Business School Africa as well as a host of other topical management articles written by professionals, consultants and academics.

Balancing shareholder and customer needs

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Business leaders often struggle to find a balance between protecting commercial interests and adhering to the principles of good business ethics. Following the recent spate...

Having fun growing a business through diversity

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Diversity, if seen as a powerful tool and harnessed properly to serve the business purpose, can be an asset contributing to positive business growth,...

Gatekeepers make the worst brand builders!

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In a highly fragmented world the consumer is looking for simplicity and navigable signs to know which brands to transact with and which to...

SAA board and chair must fulfil their duties

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There are reports that SAA chair, Dudu Myeni, has recently missed several special board meetings, and that her colleagues on the board are taking...

IoD Guidelines for reducing Social Inequality

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Social inequality is a strategic risk for businesses globally, and particularly in South Africa. Consequently, directors need to ensure that initiatives to reduce inequality...

Performance Management Reboot

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Performance management systems have become too time-consuming and cumbersome - the time is right for a reboot. This guide will show you how to revisit...

Technology-led or soon-to-be-dead?

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The future of business is in the cloud. That is the message from global analysts as the latest IT sales figures show a marked shift away from hardware. The shift to cloud services and other Digital Business solutions has slashed Gartner's global IT spending growth forecasts by half: a cut of $67bn for this year alone, with data centre growth predicted at a modest 0.3% in 2017.

Leadership – the importance of being present

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We see leaders all around us: we see them in businesses, parliament, communities, and even in social settings. We see them amongst the rich and the poor, men and women, young and old. Consider a group of small children playing for example: one always tends to take the lead while the others follow. But if we see so many leaders, why do we find so little leadership?

THE CRITICAL CORE

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From his 30 years as a top strategy consultant, Tony Manning has distilled a set of must-do strategy practices that apply to every company everywhere. These are the critical core.

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