Tag: strategy

The Chief Marketing Officer role has transformed - but most organisations are still hiring as if it hasn’t. Artificial intelligence (AI), smartphones, social media, influencers and shifting customer expectations have transformed the way growth is achieved. Yet many organisations continue to misunderstand the evolution of the role.

I write this from London on the eve of England’s first game at the FIFA World Cup. Before a ball is kicked, the airwaves already fill with debate. Has Thomas Tuchel made a mistake by leaving out star names such as Cole Palmer, Phil Foden and Trent Alexander-Arnold? While some people call for a public inquiry, I can understand Tuchel’s choices as an investment manager.

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.

Two overarching themes are likely to dominate the investing landscape over 2026 and beyond - the unstoppable rise of Artificial Intelligence (AI) and the changing global order. These subjects are complex and dynamic. It is impossible (and unwise) to form a fully-fledged thesis. More important than knowing the terrain is having the right attitude to traverse it.

Governance conversations everywhere - in boardrooms, conferences, and social platforms - are often punctuated by phrases such as “best practice”, “governance with purpose” and “future-ready boards.” Yet good intentions alone rarely change outcomes.

For much of the last century, investment success depended on foresight. Investors believed they could anticipate market cycles, economic turning points and policy changes to stay ahead. But that paradigm is shifting. Today, markets no longer respond only to fundamentals such as interest rates or corporate earnings. Instead, fast-moving, unpredictable forces now dominate.

In South Africa, we sit with a paradox that should concern every business leader. On one hand, unemployment remains stubbornly high, particularly among young people. On the other hand, organisations are grappling with a deepening skills crisis.

Still building campaigns around the same old audience segment? You’re not alone. Most marketers are doing the same. Not because it’s working, but because there hasn’t been a better or easier way to access fresh, high-quality audiences. For too long, audience buying has been fragmented. It has also been expensive and slow to scale. That is exactly what needs to change.

Holding onto spreadsheets and resisting digital transformation creates a barrier to growth. Businesses in every sector share one critical trait - their finance teams sit at the heart of the organisation. However, despite rapid global evolution and increasingly dynamic industries, most finance teams still rely on manual processes and spreadsheet-driven decision-making.