It’s just good business – this is why businesses enter awards
By Koketso Mamabolo When we watch awards ceremonies we see the flashing lights, red carpets and dazzling attire. We see the celebrations, hear the acceptance speech and debate who we think should’ve won. But why do people and organisations enter awards? What are the benefits? While a study by the University of Leicester found that within three years of receiving an award businesses see increases in, amongst others things, sales and share value, it’s about more than just money. Researchers have found that while business excellence awards (BEAs) have an impact on the long-term performance of a business – projecting status and credibility – they also have the effect of encouraging good and sustainable business practices. Markets are crowded, talent is scarce, and BEAs provide an opportunity for businesses, from SMEs to multinational corporations, to set themselves apart from the competition and attract talent. Here we breakdown the four main reasons businesses enter awards: 1. Credibility Whether local, regional or international, business excellence awards are a way for organisations to build trust in their brand with the stamp of approval from a respected third party. In a crowded market, traditional approaches to marketing aren’t as effective as they used to be in boosting an organisation’s reputation. Awards are tied to criteria which provide quality assurance, ultimately enhancing the business’ reputation. This is particularly true for new and small businesses – especially when awards are more niche and focused on issues such as gender empowerment or focused on a particular region. Interestingly, researchers have found that in South Korea businesses who enter awards are often the ones who are most involved in corporate social responsibility work despite it not increasing the prospects of winning. Simply put, organisations that do good tend to enter awards. 2. Image repair The reach of social media and the rise of conscious consumers means that a businesses reputation can be damaged extensively and at a rapid pace. What awards offer is a chance to show the good that businesses are doing, particularly with regards to ethics, community investment and people management. In the case of CEOs and other business leaders, individual awards have the potential to enhance a businesses reputation through association. The more credible the leader, the more likely people are to view the business itself as more credible – it starts at the top, as the saying goes. 3. Publicity Awards and the ceremonies themselves bring with them a large amount of press coverage. As a finalist or winner, your achievements will be broadcast across on multiple channels, reaching a wide audience, which not only includes consumers but also investors, lenders and potential suppliers. Whether it’s the organisation that organises the awards programme, their sponsors, or the media, the results and build-up to the ceremony will be covered extensively, giving you another marketing platform. Customers and investors want to know they’re putting their time and money into the best that is on offer. Entering an award opens up the opportunity for investors and customers to see what your company is about and where you are compared to your competitors. 4. Motivation In their paper, The gold rush for Business excellence awards: A discursive practice approach, Brunel University’s Asante Shadrack highlights the motivational aspect of entering awards: “These awards events provide staff with something to look forward to after their hard work throughout the year and also give employees to aim for or look forward to at the beginning of the next working year.” With specific criteria that needs to be met, businesses can set targets accordingly, giving employees a sense of purpose. Even if the business does not win, they know how they need to improve and can learn from their competitors. Internally, employees are able to focus on what the organisation is doing well which builds a sense of pride. When it comes to people management, awards can also serve as a motivator for executives and senior management to work consciously to empower and support employees. Awards that recognise innovation in a particular sector help encourage the kind of behaviour which leads to innovation: taking risks and experimenting with creative solutions. Get ahead of the pack It is said that sprinters run faster times when they have people to compete against. They’re given a push knowing they have someone to measure themselves against. Entering an award allows business a chance to see where they stand in their industry and the broader business community. Competition does not mean peers cannot celebrate each other’s achievements. There’s an old African proverb: If you want to go fast, go alone; if you want to go far, go together. We’re continually moving forward and often don’t have time to pause and reflect on the journey we’ve taken. Sitting down to submit an application for an award and putting together a motivation, attempting to meet all the criteria, can be a great ‘stock-taking’ exercise. Award ceremonies themselves are an opportunity for the business community to come together. Entrepreneurs are able to network with people, inside and outside their sector, exchanging ideas, opinions, stories and contact details. In the end it’s not only about performing better and taking home the bragging rights. As we say here at Topco Media, It’s about inspiring the world to do good business. Are you a tech giant or startup looking to stand out from the rest? For over two decades Topco Media has been recognising and giving exposure to organisations doing good business. Be part of the Africa Tech Week awards. Enter now. Sources: Brunel University | Wiley
From start-up to scaling: The growth goal of South African small businesses
By Magdaleen Scott, Managing Director at KVD Communications Starting a small business is a significant milestone; however, the transition to scaling it presents a unique set of challenges that many entrepreneurs often underestimate. While South African visionaries aspire to transform their start-ups into flourishing enterprises, the reality is that scaling demands meticulous strategic planning, effective marketing, and an acute awareness of the ever-evolving business landscape. To put this into perspective, consider that approximately 66% of small businesses in South Africa fail within the first five years, with nearly 50% not surviving beyond their inaugural year. This stark reality not only highlights the need for innovative solutions but also underlines the necessity of a cohesive growth strategy aligned with the Theory of Constraints, as articulated by Eliyahu Goldratt in his seminal work, The Goal. This theory posits that every organisation has at least one constraint that limits its performance. Identifying and addressing these limitations is crucial for long-term success. In the start-up phase, an entrepreneur’s vision must align seamlessly with exceptional execution, as identifying market gaps, developing compelling offerings, and establishing a strong brand are foundational steps in this journey. However, many ventures stumble at this stage largely due to a lack of scalability in their business models and little understanding of an evolving economy and market entry dynamics. Without these insights, business owners often struggle to grasp the needs and behaviours of their target audience, hindering their ability to create sustainable models. Additionally, a distinctive brand identity is crucial for differentiation in a competitive market, while delivering exceptional customer experiences is vital for building trust and credibility, both of which are essential for fostering repeat business and driving future growth. Navigating the growth stage is a pivotal moment for any business that has begun to gain traction. At this juncture, the primary focus must shift towards enhancing sales, expanding market reach, and optimising operational efficiency. However, it is often during this important phase that many organisations encounter significant roadblocks. Limitations in resources, ineffective marketing strategies, and an inability to adapt to the ever-changing consumer landscape frequently hinder progress. This is where the Theory of Constraints becomes essential; identifying and addressing the specific ‘bottlenecks’ within your operations is crucial for unlocking growth potential. By recognising these constraints and developing targeted strategies to overcome them, businesses can not only navigate the prevailing challenges but also position themselves for sustained success in the marketplace. We have to remain agile and responsive, continually assessing our capabilities to drive scalability and achieve our growth objectives. The role of marketing in scaling a business cannot be overstated, particularly for small enterprises striving to make their mark. Strategic marketing can serve as a transformative force, propelling businesses toward enhanced brand awareness, lead generation, and ultimately positioning them as industry leaders. It is essential to recognise the importance of investing wisely in marketing strategies that drive growth. In South Africa, where access to connectivity continues to rise, establishing a digital presence is non-negotiable. Businesses that adeptly leverage digital platforms — such as social media, search engine marketing, and content marketing — gain a distinct competitive advantage. Furthermore, adopting a data-driven approach allows businesses to harness customer insights effectively, refining their marketing strategies and enhancing engagement. Don’t underestimate the influence of public relations and thought leadership initiatives – it’s still one of the best spheres in marketing strategies for establishing credibility through media placements which amplifies brand authority. According to Goldratt, if resources are limited, marketing investments must be strategically targeted to address the most pressing constraints within the organisation. By focusing on overcoming these challenges, businesses can ensure their marketing efforts not only resonate but also contribute to long-term growth. To achieve successful scaling, it is imperative to automate and streamline operations by investing in technology that enhances efficiency, reduces costs, and improves service delivery. This is also the time to look at expanding your customer base through the exploration of new markets, forging strategic partnerships, and adopting innovative distribution channels is essential to broadening your reach. Furthermore, investing in your team is not just an option—it is a necessity. A business is only as strong as its people, so upskilling employees and making strategic hiring decisions are crucial for laying the foundation for long-term success. We must identify and address ‘what’ inhibits growth, ensuring that every area of the business operates at its full potential as we move beyond the small business status. The South African market, while presenting unique challenges, also offers incredible opportunities for entrepreneurs who are willing to embrace change and invest strategically in their brand’s growth. We can identify and overcome the barriers that hinder progress, ensuring that we not only navigate the complexities of the market but also capitalise on the strengths of our dynamic environment. In this landscape, success belongs to those who are committed to evolving and redefining their approach at every turn. At KVD Communications, we are dedicated to assisting businesses in navigating this critical transition through strategic communication, brand positioning, and marketing excellence. By establishing a solid foundation, embracing digital marketing, and optimising operations, small businesses can not only scale but thrive in today’s economic landscape—moving beyond mere survival to achieving enduring success.
Leadership is broken – Blanchard SA’s Jayson Naidoo knows how to fix it
What if the real problem in your company isn’t the strategy, the economy, or the competition… but you? In this episode of the Business Unusual Podcast, hosted by Ralf Fletcher, leadership coach and Blanchard South Africa CEO Jayson Naidoo flips the script on traditional leadership. Raised on a small farm, Jayson’s journey from cricket captain to an expert on leadership is anything but conventional—and so is his leadership philosophy. He unpacks the real reasons teams underperform, the shocking truth behind toxic work cultures, and why most leaders—yes, even the “good” ones—are guilty of what he calls “leadership malpractice”. This episode dives deep into the human side of leadership: Whether you’re leading a team, scaling a startup, or just trying to survive in a high-stakes workplace, this conversation will challenge how you think about leadership—and give you the tools to transform it. Because at the end of the day, leadership isn’t something you have—it’s something you do. Hit play. Your team, your company, and your legacy depend on it:
Changes to the labour policies
By Jessie Taylor Nedlac proposals signal major overhaul of labour laws in South Africa South Africa is on the brink of its most comprehensive labour law reform in decades, following the conclusion of extensive negotiations between organised business, organised labour, and government under the auspices of the National Economic Development and Labour Council (Nedlac). If the proposed amendments become law, they could fundamentally alter the country’s employment landscape—especially for high earners, small businesses, and workers facing retrenchment. The reforms aim to streamline dispute resolution, enhance worker protections, and promote greater flexibility for start-ups while addressing inefficiencies in existing labour systems. They span four key pieces of legislation: the Labour Relations Act (LRA), the Basic Conditions of Employment Act (BCEA), the National Minimum Wage Act (NMWA), and the Employment Equity Act (EEA). In total, the proposed package includes 65 legislative changes—47 to the LRA alone. A new framework to streamline dispute resolution A central feature of the proposed reforms is a limitation on the remedies available to high-income earners (defined as those earning more than R1.8 million annually). Under the proposed changes, these employees would no longer have recourse to reinstatement through the Commission for Conciliation, Mediation and Arbitration (CCMA) in cases of unfair dismissal—unless the dismissal is found to be automatically unfair, such as whistleblowing or discrimination. Instead, remedies for other unfair dismissals would be restricted to capped compensation. The earnings threshold will be adjusted annually based on the consumer price index, and the changes aim to reduce the caseload burden on the CCMA and speed up dispute resolution processes. Another major focus is retrenchment law. Labour stakeholders successfully pushed for the extension of the facilitation period in large-scale retrenchments from 60 to 120 days. This is designed to ensure that retrenchment is a last resort, and that employers have exhausted all alternative options. Additionally, statutory severance pay is set to increase from one week to two weeks of remuneration per year of service – although business representatives opposed the change. The amendment will only apply to service accumulated after the commencement of the new legislation. Other proposed changes to the retrenchment process include: These reforms aim to align legal processes with Labour Court rulings and to reduce delays in resolving retrenchment-related disputes. Start-up relief and small business flexibility In a move aimed at encouraging entrepreneurship, the government proposed exempting start-up businesses with fewer than 50 employees from conditions set by extended bargaining council agreements. This proposal was supported by business, but opposed by labour, which raised concerns about potential abuse. To mitigate this risk, additional safeguards are proposed, such as requiring that the directors of a new company not have previously been registered within the last two years and imposing a financial threshold to prevent wealthy entities from qualifying as start-ups. These changes form part of a broader recognition of the role that small and medium-sized enterprises (SMMEs) play in job creation and economic growth. Another significant change involves revising the scope of what constitutes an unfair labour practice. Under the proposed amendments, issues such as disputes over promotions would no longer fall under this definition. Instead, the focus would be limited to unfair suspension or disciplinary action short of dismissal, and occupational detriment arising from protected disclosures. However, a one-year transitional period has been proposed for certain sectors—such as public service, education, and police—during which time promotion disputes can still be pursued, allowing time for new collective agreements to be established. Another key area of reform is procedural fairness in dismissals. A proposed amendment clarifies that an employee must be given a fair and reasonable opportunity to respond to allegations before dismissal—reinforcing a move away from overly formal or adversarial processes. Furthermore, a new three-month probationary period is proposed, during which new employees will have limited protection from unfair dismissal. The rationale behind this is to reduce hiring risks and encourage job creation, especially for young and inexperienced job seekers. The Nedlac Report, including draft amendment bills and supporting working papers, has been submitted to Employment and Labour Minister Nomakhosazana Meth. The next steps include review by the State Law Adviser, followed by submission to Cabinet and then Parliament. Once tabled, the proposed laws will be subjected to the full legislative process, including public participation and potential revisions. Notably, not all proposals received unanimous support from Nedlac’s social partners. This means further negotiation and refinement may occur during parliamentary deliberations. While some future-facing issues—like remote work, climate-related heat stress, and just transition policies—have not yet resulted in specific legislative proposals, working papers on these matters have been developed and may inform future reforms. Sources: Engineering News | Business Live | BizCommunity
AI and the law
By Jessie Taylor The AI advantage: Combating financial fraud in South Africa’s digital economy In an era where the digital economy is rapidly evolving, South Africa is witnessing both remarkable advancements in financial services and a surge in increasingly sophisticated fraud schemes. From online banking to real-time payments and digital insurance claims, financial transactions have never been more convenient – or more vulnerable. Against this backdrop, artificial intelligence (AI) has emerged as a critical line of defence, revolutionising the fight against fraud by enabling real-time detection, smarter prevention strategies, and better protection for consumers. Why AI makes a difference Financial fraud in South Africa continues to pose a serious threat to both consumers and businesses. From card cloning and phishing to identity theft and fraudulent insurance claims, the methods employed by fraudsters are diverse and constantly evolving. According to the Association for Savings and Investment South Africa (ASISA), South African life insurers and investment companies detected 13,074 cases of fraud and dishonesty in 2023, marking a 46% increase from the 8,931 cases reported in 2022. The industry successfully prevented losses amounting to R1.5-billion in 2023, up from R1.1- billion in 2022. However, actual losses due to fraud rose significantly to R175.9-million in 2023, compared to R77.2-million the previous year. Traditional fraud prevention methods, often reliant on manual review and static rule-based systems, are no longer sufficient to address the scale and sophistication of modern fraud. However, AI systems can process and analyse vast volumes of transaction data in real-time, identifying suspicious patterns that humans or traditional systems might miss. These patterns may include unusual spending behaviours, large purchases made from unfamiliar locations, or transactions occurring at odd hours. By detecting these anomalies early, banks and financial institutions can intervene before damage is done. One of the standout features of AI is its scalability. Unlike human fraud teams that struggle to keep pace with growing transaction volumes, AI systems can scale seamlessly to handle millions of transactions without sacrificing accuracy or efficiency. This is particularly crucial as South Africa’s banking sector continues to expand and embrace digital banking solutions. As payment methods evolve – through real-time clearing and card-not-present transactions – fraud risks evolve alongside them. AI strengthens payment systems by offering dynamic fraud detection capabilities. It doesn’t merely flag transactions – it evaluates context. Through predictive analytics, AI can discern between legitimate anomalies and actual fraud, reducing the number of false positives that frustrate customers. With machine learning, these systems continuously adapt, learning from new threats and updating models accordingly. The ethical concerns Despite its many benefits, the implementation of AI in fraud detection is not without challenges. One of the primary issues is the “black box” nature of AI systems—the difficulty in explaining how decisions are made. This lack of transparency can become problematic, especially under scrutiny from regulatory bodies such as the Financial Sector Conduct Authority (FSCA) and the South African Reserve Bank. These regulators demand clear reasoning for actions taken, particularly when customer accounts are frozen or claims denied. Moreover, compliance with the Protection of Personal Information Act (POPIA) is paramount. AI systems must be designed to handle personal data responsibly, ensuring data privacy and minimising the risk of bias. If an AI system is trained on skewed data, it could disproportionately target certain demographics, resulting in unfair treatment and legal liabilities. As banks and insurers adopt AI to prevent fraud, fraudsters are simultaneously leveraging AI to perpetrate it. A 2023 PwC report warned that criminals are expected to adopt AI tools on a much broader scale, intensifying the arms race between fraud detection and fraud execution. This raises the stakes for South African institutions. Continuous innovation and cross-sector collaboration are vital to stay ahead. Financial institutions must invest in agile AI systems that evolve in tandem with new threats, and they must also share insights and intelligence with peers and regulators to form a united front against cybercrime. AI alone cannot eliminate fraud, but it can be a formidable part of a broader fraud prevention strategy. As AI tools mature, their ability to improve compliance reporting, automate suspicious activity monitoring, and provide early fraud warnings will only strengthen. AI is ushering in a new era of fraud prevention in South Africa. From detecting anomalies in milliseconds to analysing claim documents for manipulation, AI allows financial institutions to act swiftly and decisively. While data quality, transparency, and regulation challenges remain, the benefits are too significant to ignore. The financial sector stands at a crossroads: evolve with the times or risk falling behind. With responsible deployment, ethical safeguards, and continuous improvement, AI can secure the digital financial ecosystem for both businesses and the public. In the fight against fraud, it’s not just a matter of using AI—it’s a matter of using it wisely. Sources: CMS Law | Standard Bank | ASISA
From idea to impact: How to create meaningful wellness initiatives
By Sue Ramauthar Employee wellness is no longer a “nice-to-have”—it’s a business imperative. Human Resources professionals are being increasingly tasked with finding meaningful ways to support staff health, engagement, and performance. But turning a wellness idea into an effective, engaging, and sustainable initiative requires more than a fruit bowl in the breakroom or a 5km fun walk. So where do you begin? And how do you ensure your wellness initiatives truly resonate with employees and deliver lasting impact? 1. Start with the ‘Why’ Before diving into activities and perks, pause to define your purpose. Why is wellness important for your organisation? Where are your priorities? To reduce absenteeism? Improve morale? Support mental health? Retain top talent? Establishing a clear goal will shape everything from your budget and timelines to the types of interventions you implement. 2. Let your people guide you No two workforces are the same. Start by conducting a wellness needs assessment—this could be through anonymous surveys, health risk assessments, or focus group discussions. Find out what your employees truly want and need. For a mining workforce, for example, musculoskeletal support and nutrition may be top priorities, while a corporate setting may lean toward stress management and digital wellness. 3. Develop a strategy that fits Once you understand your employee needs and organisational goals, it’s time to map out a structured wellness strategy. This should include: 4. Create a wellness culture, not just a calendar Wellness is not a once-off campaign; it’s a culture. That means embedding wellness into the rhythm of your organisation—aligning initiatives with the company’s values, getting leadership buy-in, training wellness champions, and ensuring managers ‘walk the talk’. A strong culture of wellness drives voluntary engagement and sustains momentum beyond short-term programmes. 5. Partner with the right people One of the most effective ways to bring your wellness vision to life is to collaborate with a partner that understands how to translate strategy into a live, impactful campaign. Our team works closely with HR and leadership to create bespoke, innovative, and highly engaging wellness programmes—from on-site allied support for employees to engage challenges and awareness campaigns tailored to specific workforces. 6. Evaluate, adapt, evolve Wellness is a journey. Monitor your programmes regularly—collect feedback, measure outcomes, and refine your approach based on what’s working and what’s not. Use data to demonstrate impact and keep leadership informed of both the wins and areas for growth. Final thoughts A well-thought-out wellness programme not only supports the health and happiness of your people – it enhances productivity, strengthens culture, and boosts your brand as an employer of choice. By starting with strategy and choosing the right partners, your wellness vision can become a powerful force for positive change. Sue Ramauthar is a corporate wellness practitioner and physiotherapist at SuedeWellness
Are you conquering your work week?
“Never again will that to-do list go unchecked – all you need is a few small changes to take control of your career and conquer your week.”
Miskyah Toth, CEO, Business Directive Contract Services
“Your greatest achievements often align with your greatest challenges.” BDCS is your all-in-one workforce management partner, specialising in the supply chain and logistics sector. We provide efficient, cost-effective staffing solutions, powered by innovative technology and a people-first approach. From recruiting and training top talent to handling payroll, HR, and statutory requirements, BDCS ensures that operations run smoothly. With a focus on streamlining operations, reducing costs, and boosting efficiency, we help businesses access pre-vetted workers on demand while staying compliant with labour regulations. Our mobile app empowers the workforce by offering easy access to pay slips, leave management, and payroll queries, allowing companies to scale confidently and adjust to changing demands. Miskyah Toth founded Business Directive Development Group (Pty) Ltd in 2012; eight years later an opportunity arose to purchase a contract with a leading South African online retailer. At that stage, more than 250 people were employed by the company. Business Directive Development Group (Pty) Ltd purchased the contract and Miskyah then created Business Directive Contract Services (Pty) Ltd (BDCS) to manage the contract of BDCS’s functions as a separate entity, under the auspices of Business Directive Development Group (Pty) Ltd. To put things into perspective, the outbreak of COVID-19 began in Wuhan, China in December 2019 – so the purchase of this contract was made at the beginning of the global pandemic.“I was, however, very comfortable with my decision. It allowed me to think outside the box and it allowed me to think bigger. We’ve since expanded our services, providing more tailored solutions, and empowering businesses and job seekers through comprehensive, personalised recruitment and career management strategies,” – Miskyah Toth. We asked Miskyah to share with us what it takes to be a game changer in the HR realm: Iron in silk After years of dedication and sacrifice, I have earned recognition on a global stage. In 2024, CIO Views named me one of Africa’s 10 Most Empowering Businesswomen. I was awarded Female Entrepreneur Coach of the Year in South Africa by MEA Markets and honoured as the Top Global Business Leader by the International Association of Top Professionals. Additionally, I was chosen as The Women Leader of the Year in Human Resource Management by the Asian-African Chamber of Commerce and Industry and selected as 1 of the 100 Most Influential Women in South Africa. As described, ‘Iron in Silk’ – is “strength enveloped by beauty and grace”. These accolades are a testament to overcoming significant challenges, including managing over 500% growth in just four years and navigating the complexities of running a large company as the sole female owner. Maintaining my health and balance amidst these responsibilities has also been a crucial challenge. What is your ‘why”? My “why” is simple – to empower people. Whether it’s helping someone land their dream job, supporting businesses with their recruitment needs, or mentoring young entrepreneurs, my purpose is to uplift others. This message stems from my own life experiences, including the challenges I faced as a businesswoman and single mother. I’ve always believed that with the right support, anyone can overcome obstacles and achieve success. I founded BDCS to create opportunities and provide that support to others, particularly in South Africa, where high unemployment rates make empowerment through job creation so crucial. Miskyah.com Miskyah.com is a platform that showcases my journey, insights, and expertise as a leader and entrepreneur. It is a space where I can share my thoughts on business, empowerment, and personal growth. Through this platform, I also aim to connect with aspiring entrepreneurs, business leaders, and anyone looking for inspiration or guidance. Miskyah.com offers a blend of personal stories, business tips, and reflections on leadership. It’s also a place where I promote my autobiography Iron in Silk, which delves deeper into my experiences and the lessons I’ve learned throughout my life and career. Through this platform, I provide aspiring entrepreneurs with the tools and guidance they need to succeed. My “Let’s Talk Business” series is designed to share real-world insights, helping individuals turn their ideas into thriving businesses. Additionally, my “Women for Change” initiative is a space where women can find inspiration, mentorship, and community support to pursue their dreams. I am passionate about coaching and developing entrepreneurs, equipping them with the strategies and confidence to navigate their entrepreneurial journey with resilience and success. The most important game-changing trends in HR? Technology, particularly AI, is revolutionising HR. AI-driven recruitment tools streamline hiring, ensuring faster and more precise candidate matching. Additionally, hybrid work models are here to stay, with flexibility becoming a key factor in employee satisfaction. Diversity, equity, and inclusion (DEI) initiatives are also transforming the workplace, emphasising the importance of creating inclusive environments where all employees can thrive. Lastly, mental health and well-being are taking center stage as companies recognise the need to support employees beyond their professional roles. HR leaders must adapt to these trends to stay competitive and cultivate thriving future-ready workplaces. What does securing the naming rights for the Future of HR Conference and Awards mean to you and your company? Securing the naming rights for The Future of HR Conference and Awards is a significant milestone for BDCS. It reflects our dedication to driving innovation in HR and our commitment to being at the forefront of industry trends. This partnership allows us to showcase our leadership in HR recruitment, while also contributing to the ongoing conversation about the future of work. It’s an opportunity to highlight our values – empowerment, technology integration, and talent development – on a larger scale, while also creating meaningful connections with other industry leaders who share our vision for the future of HR. Advice for aspiring entrepreneurs My biggest piece of advice is to stay resilient. Entrepreneurship is a journey filled with highs and lows, and success often comes from how well you handle challenges. Always be willing to learn and adapt because the business world is constantly evolving. Surround yourself with people who inspire and support you, but don’t be afraid to make tough decisions
How do we define leadership in a competitive world?
By Daniel Makoni, Managing Director of wCyber There is little doubt in anyone’s mind that the market today is challenging. Companies are looking for the competitive advantage, customers are trying to get more for less, and growth continues to be slow. It’s a tough landscape, but it is one that business leaders can navigate strategically by taking the right steps in the right directions. These are the times that define leadership, and can allow for entrepreneurs and executives to reshape their companies and the ways in which they do business. And these are the questions that you should be asking to help you refine your business and your approaches: 1. Is my product or service genuinely adding value to the customer? This is the most important question. Is this work, this solution, this service actually solving a real problem? Is it relevant and necessary? A business that can answer this question clearly is defining its market and its target. Once you have a clear understanding of what needs to be done, the how gets much easier. 2. Do I have the right people in the right roles? You need the right people doing the right job if you want to fulfil the needs of your customers. Customer service expectations only grow as the relationship grows and this is rapidly becoming a key differentiator, regardless of market. To serve your customers the quality they expect, the motivation of your people is key. Focus on building your internal relationships as much as your external ones. 3. How am I using the technology at my disposal? With the right technology, you can either cut costs or increase revenue. With the right tools, you can take advantage of opportunities that may have previously slipped past, and you can add an edge to your efficiencies and productivity. There are many examples of companies taking tech to the next level – from Amazon using drones to a sole trader adopting a point-of-sale system that helps them better serve their customers. Getting the right tech and using it properly will give any business a boost. 4. Is the business model viable? There isn’t much value in running a business that isn’t sustainable, and sustainable means financial and impact-based returns. Always check if the operations of your business are achieving what they set out to accomplish and have a finger on the pulse of your financial health. Ensure that financials, operations and systems are healthy to maintain a sustainable and successful business. 5. Should I pivot or stay the course? This is, of course, the million rand question, and one of the toughest decisions to make for a business. It needs to be based on both empirical and intuitive evidence and with an agile mindset. Agile is not just a concept, it is an understanding and merging of all considerations. The ability to constantly adapt the business is something that every leader should be able to do. Assess the market, stay abreast of the events taking place, and learn as many lessons as possible from the pandemic. Take lessons from those who succeeded – AirBnB introducing experience tours – and those who failed – companies that refused to go digital. And sometimes, just recognise that timing, planning, people and technology are good enough to ensure that your business can stay the course to success.
How HR can make strategic decisions for your organisation
By Liquid Thought Despite seeing it in company values and website pages, how many businesses can clearly define what it means to be people-focused? Sustainable innovation can be defined as optimising a business at a people level and to achieve it requires a spark of ambition from leaders. This article unlocks smart insights that spotlight HR as a vehicle for sustainable innovation and how creative agencies are leading the way for corporations to follow in this regard. As you navigate, you’ll discover; Knowledge, action, and direction: Leaders who pioneer Human-centred leadership is defined as “leadership that values people.” But how does this manifest itself on a daily basis? We’re seeing how the concept shapes communication, and perspective, and unlocks a sense of trust. It modifies how we approach problems and find progress. “A leader is one who knows the way, goes the way, and shows the way.” We’ve seen how a setup encourages collaboration and an environment has the potential to stimulate employees to be the best version of themselves, but a convenient and comfortable workplace requires one to champion the basics first, then infuse them into your results. Resourceful spaces and personalised experiences are built by transparent and inclusive leaders who constantly steer a balanced ratio between their people, the work they produce and how that evolves their company’s reputation. To be more inclusive and authentic with the employees you serve, let’s take a look at three insights you might want to jump onboard with: We can easily camouflage ourselves in the digital world, but on the other side, there will always be people. Although the notion of humans as a resource – hence “HR” – has prevailed for too long, the realisation that people are more than a resource to be exploited, and rather an asset to be nurtured, is fast gaining traction amongst the savvier companies. Supervising purpose to accelerate growth: A mission statement generated by people HR has emerged as the compass for modelling attitudes and establishing a rich workplace filled with various personalities. To achieve this, HR leaders are diving deeper into data to further understand an employee’s experience. Being authentic in today’s world is more crucial than ever, and one way to do this is by having a purpose based on an ethos, unique to the brand, vital to all stakeholders, and aligned with values. Knowing someone’s triggers as well as their strengths improves communication and helps to build a motivated team; it is at this point that the ‘why’ begins to take shape and a purpose starts to spark. Employee pride, value-based decision-making, behaviour, goal-setting, and a sense of purpose all provide meaning to the work being done, which helps workers get through late nights, tight deadlines, and personality conflicts, or simply go that extra mile when they have the potential. To get a headstart, it’s essential to determine each coworker’s unique style in order to influence and connect with them on a deeper level. After that, tweak your behaviour and adapt the corporate behaviour in response to get the best out of each person. Enhancing your business IQ: Great teams don’t hide from mistakes, they embrace them. An HR specialist can open doors and create synergies with the workflows they design. They have what it takes to champion people to deliver with skill and commitment. Removing outdated methods and replacing them with an iterative-learning path that broadens their skill-set while boosting their self-assurance and helping you achieve mastery. Instead of continually nurturing from the top down, high-performing organisations and well-oiled teams do so in reverse, from the bottom up, as a means of creating transferable skills. Workplaces such as this are driven by innovation and in order to do so, depend on their employees, and their success is contingent on how they treat the people who deliver the results. A cultural lens must constantly be used in HR practice when deciding how to alter one’s tone and internal mechanics. It involves being flexible and agile in how people work, as well as experimenting and testing to the point where lessons from mistakes are used in future efforts to improve performance. It’s the concept of a fertile environment that is constantly under construction, and in a highly competitive market, this can only distinguish your product from the rest. To conclude How you make holistic wellness a key component in your workplace is what creates an environment that thrives with happy people. Happy people are more productive, create stronger, and more cohesive teams, and the minute you begin checking the pulses of employees is the minute you start accelerating the desire to work for your company. HR’s integral role in all of this comes from optimising a business at the level of people and in doing so achieving so much value for an organisation. HR’s involvement in strategic decision-making means wearing the leadership hat and in doing so, can accomplish: Liquid Thought is a collective of Engineers, Creatives, Makers and Marketers – curious, talented and agile humans on a mission to unlock clients’ digital potential. The agency has been working on a range of leading corporates and impactful start-ups for over 21 years.