A close friend and strategy consultant recently sat down with the three owners of a medium sized business, having been requested to review and assist with their strategy. He asked each of the 3 owners independently what their personal vision was for the business. The first said that he wanted to build a steady, secure
Assessing the Health of your Succession Pipeline: How many of your General Managers are grown internally?
A key indicator of a healthy talent or leadership pipeline is the ability to promote General Managers from within the organisation. Having a consistent supply of senior managers who can take on the running of a business unit, division, region, country or function is critical to the sustainability of the business and the ability to
I recently received word that a long term Strategy Alignment project that we had been involved in with a client had been put on hold. The industry in question had come under pressure from some environmental factors peculiar to that industry, and all “non-essential” expenditure was being shelved for the time. About a month after
Financial Institutions Expanding into Africa: 2 Considerations for Building Relevant Risk Capability
Many international financial services institutions are currently wrestling with the “do we-don’t we”, and how do we expand into Africa.This is based primarily on the challenge of translating their core competence “risk management” into a market that is often perceived as more risky.This is becoming even more of a challenge as many financial services institutions move from providing
As many business and political leaders have experienced and learnt over the last 6 years ,since the 2008 economic crisis, is that it requires real leadership to survive and thrive. Our local South African economy is facing an uncertain year, with potential power outages, labour challenges and a changing political landscape. The ability to continue