BEE Partner, South Africa Economy Watch

11. Be prepared to adapt the supply chain

A company’s supply chain should reflect the strategic initiative it takes in its attempts to outmanoeuvre its opposition. Because the supply chain impacts heavily on costs, customer service, asset productivity and revenue, it must play a key role in company efforts at creating an ongoing, seamless transition of responsibilities. This means that customers should perceive a ‘business-as-usual’ focus. Essentially, the supply chain should be assisting the company in searching for competitive advantage, and sustaining it for as long as realistically possible. Read the rest of this entry »

5. Leverage diversity

One of the most powerful tools of innovative thinking in the South African workplace is that of diversity. In South Africa, with its apartheid past, the temptation is to focus on cultural diversity in order to try to forge a clearer understanding between the various cultures of South Africa. The Rainbow Nation is well represented in business organisations, thereby presenting our companies with a great opportunity for the generation of ideas. However, the prudent manager will appreciate that workplace diversity also covers age, ethnicity, ancestry, gender, physical abilities and qualities, race, sexual orientation, educational background, geographical location, income, marital status, military experience, religious beliefs, parental status and work experience, amongst others. Read the rest of this entry »

These are but two examples of a process that was repeated throughout the entire company with stunningly positive results. However, the key to success in an exercise of this nature lies in the extent to which management rethinks the view it has of its business, as well as the extent to which it is prepared to bring its people into the process. In the above examples, subsequent organisational climate surveys indicated a greater feeling of achievement and job-fulfilment in this organisation. Job satisfaction improved, as did customer loyalty. Ceteris paribus, a contribution was being made to the maximisation of shareholder value and a win—win relationship created between these two elements of modern-day capitalism. Read the rest of this entry »

In addition to all of this, the development and application of strategic thinking is dependent not only on the manner in which the manager views his or her company, industry and competition, but also on how he or she actually views business per se, and the world in general. All organisations function within the greater universe. How a manager views our universe will have an impact on how a strategy is developed. For example, if business is seen purely as a means of making money, then one’s overall thinking will reflect that view. If, on the other hand, a broader context is applied, such as a business as a means of providing employment and/or making a contribution to the development of one’s community or country, then broader-based thinking will result. Read the rest of this entry »

Much strategic thinking in this country is also one-dimensional in nature. Many managers often go ahead and develop what they term a ‘strategy‘ from one perspective only — usually their own, and in terms of what they would like to achieve. The result is often a set of glorified objectives, or a vision established in emotive terms with scant regard for the opposition. Managers may take into accou_ntcertain aspects of the business environment, but few know how togather and utilise the information required to move their organisatio_ninto a position of superiority. The result is strategic myopia. Read the rest of this entry »

The global challenge currently facing every single South African business organisation will test their ability and endurance at competing in the global environment. Faced with competition from global firms whose managers are used to competing at the highest level, the new breed of South African manager, which is slowly beginning to emerge, will need to be `sharper, ^,flicker and more strategically, competent than his or her predecessors, who had very little competition to contend with. To give managers any chance of success, companies are going to have to overhaul their approach to strategic thinking. Read the rest of this entry »