Agenda1_2015 - University of Stellenbosch Business School

Transcription

University of Stellenbosch Business School
Universiteit van Stellenbosch Bestuurskool
Learning • Linking • Leading Leer • Skakel • Lei
No 1 | 2015
60
40
CORPORATE
REPUTATION
Make sure you
are LIKED and
ADMIRED
IS DIE NUWE
Hou aan
werk, hou
aan leer
INNOVATION
IN BUSINESS
It’s about thinking power
PAGE 14
What can Somalis teach us about entrepreneurship?
DR MEHRAN ZARREBINI, MBA ALUMNUS IN THE UK
Sustainability stays a central issue
African elephants are skilled in their environment. They use their tusks, trunks and feet to find
food and water, and survive in any situation.
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and Administration
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www.usb.ac.za • +27 (0)21 918 4246 • [email protected]
We know Africa. We train its leaders.
We have all 3 international accreditations - AACSB, EQUIS and AMBA. USB is ranked Top Business
School in South Africa for PMR.africa 2014. USB-ED features in the Financial Times 2014
Global Top 100 ranking (#61: Open Programmes; #68: Customised Programmes).
AFR
isiX
ENG
Selected stories are available in English and Afrikaans.
Some stories also appear in isiXhosa. Access alternative
language options at www.usb.ac.za/agenda.
INHOUD
CONTENTS
AGENDA 1
2015
FEATURES I DIEPTE-ARTIKELS
6 Think Tank: Corporate reputation: Build it, guard
it, gain from it Dr Marietjie Theron-Wepener, Marketing
and Stakeholder Relations director at USB, recently developed
an instrument to measure corporate reputation from the perspective of the clients of organisations delivering services. She
explains why corporate reputation should be carefully guarded.
10 Innovation in business: Think new things, do new
things Cherice Smith speaks to international and local creators and innovators about the importance of innovation in the
business world.
14 What can Somalis teach South Africans about
business? Bongani Mgayi finds out whether Somalis have
made any contribution to the landscape of business in the
townships and streets of South Africa.
6
18 Aftrede, waar’s jou angel? Kan ’n mens nog deesdae
op 65 aftree? Of is lewenslange leer en die uitstel of selfs
afstel van aftrede die pad vorentoe? Erns Grundling stel
ondersoek in.
10
22 How globe-trotting students grow SA’s economy
Globally, tourism is regarded as a modern-day engine of economic growth. Heindrich Wyngaard speaks to experts about
the role of academic tourism in current and future growth.
LEADERS’ LAB
24 SABMiller: The internationalisation of a brewing
giantA study undertaken by a USB MBA student looked
into the drivers, strategies and critical success factors of the
internationalisation of SABMiller, the world’s second largest
brewer.
PEOPLE I MENSE
26 One man, two continents, big business Cherice
Smith speaks to Dr Mehran Zarrebini, USB MBA alumnus
and chairperson of the USB Alumni Association’s UK region,
who is a successful entrepreneur, business man and champion
for sustainability and green business ventures.
14
28 When a career takes flight Mariéke van Rooyen talks
to Roswitha Becker, who attended USB-ED’s Executive
Development Programme, and was awarded with the 2014
Businesswoman of the Year Award by the Businesswomen’s
Association of South Africa.
26
REGULAR I GEREELD
4 From the editor
5 Direct to you
NEWS I NUUS
30 USB, USB-ED, STUDENT & ALUMNI NEWS
www.usb.ac.za | AGENDA NO 1 | 2015
3
FROM THE
EDITOR
T
his edition touches on various need-to-take-note-of topics for business people – such as
corporate reputation, innovation and the (in)ability to retire.
In the Think Tank article (pp. 6-8), Dr Marietjie Theron-Wepener talks about growing
corporate reputation through engagement with stakeholders and about the measurement of
reputation from the perspective of the clients of organisations functioning in the services industry.
Innovation is seen as the driver that makes people, organisations, industry sectors and societies move
forward. But what is innovation in business all about? How do you make innovation work for you? This
article takes a closer look (pp. 10-13).
Other articles that you may find interesting: What we can learn from the Somali shopkeepers’ distinctive way of doing business (pp. 14-16), and the mounting inability of people to retire and how they
retool to keep going (pp. 18-20). Another article explores the contribution of various kinds of tourism,
including academic tourism, to South Africa’s growth (pp. 22-23). Also see Snippets (pp. 30-34) for
news about USB and its people.
The USB50 book is out and we are most proud of it. It’s about the people that have walked with us
over five decades – legends like Professors Willie Hamman, Helgaard Muller, Wim Gevers, Eon Smit
and others. Their I remember stories form the very heart of this book. If you have been part of USB’s
story, you should order your book now (p. 17).
Enjoy the read and remember that you can comment online on each article at www.usb.ac.za/agenda
‘The Advisory Board
members will help to
ensure that USB’s
academic programmes
prepare students for
real-world challenges
anywhere in the world.’
– Prof Stan du Plessis
Amanda Matthee
Comments from our readers on the previous edition of USB Agenda
On Financing Africa’s growth: The role of development finance:
‘An often overlooked aspect of development finance is that more attention should be given to leveraging
development funds to attract private funding, i.e. funding feasibility studies and better project preparation
as well as risk structuring.’ – ARMAND LE ROUX
‘Interesting article with interesting analysis.’ – LUSANDA BATALA
On Be agile:
‘This article opened a new way of thinking. Much appreciated.’ – ADAM JOSEPH
‘To me the need for agility describes the level to which the person or business is prepared to understand and
adjust without having to compromise values, norms and inborn cultures. Each business and person in my
view has it within them to meet this requirement but it is a choice. This article was spot on.’ – SISA NGONDO
SUBSCRIBE OR READ/SKRYF IN OF LEES:
www.usb.ac.za/agenda
ADDRESS/ADRES: USB Agenda,
USB Marketing and Stakeholder Relations/USB
Bemarking en Belangegroepverhoudinge,
PO Box/Posbus 610, Bellville 7535; tel:
+27 (0)21 918 4242; [email protected];
www.usb.ac.za.
EDITORIAL TEAM/REDAKSIE: Dr Marietjie
Theron-Wepener (editorial director/
redaksionele direkteur), [email protected]; Amanda Matthee (editor/
redakteur), [email protected];
Cherice Smith (assistant editor/assistentredakteur), [email protected].
About
USB Agenda
4
EDITORIAL COMMITTEE/REDAKSIONELE KOMITEE:
Prof Piet Naudé (Director/Direkteur USB),
Frik Landman (CEO/Uitvoerende Hoof USB-ED),
Dr Marietjie Theron-Wepener (Marketing and
Stakeholder Relations Director/Bemarkings- en
Belangegroepverhoudingedirekteur USB), Brigitte
Roediger (Marketing Director/Bemarkingsdirekteur
USB-ED), Bongani Mgayi (Welamaza advertising
agency), Amanda Matthee, Cherice Smith,
Heindrich Wyngaard (Marketing team/
Bemarkingspan USB).
PROJECT MANAGER/PROJEKBESTUURDER:
Ilse Neethling (USB).
PUBLICATION DESIGN/PUBLIKASIE-ONTWERP
Igna Schneider and Riaan Vermeulen,
TiP Africa Publishing.
WHERE TO GET YOUR USB AGENDA
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E-mail: [email protected]
USB Agenda is the biannual magazine of USB. It disseminates business news, views and knowledge, and it is aimed at the middle and upper echelons of
management. In USB Agenda, experts discuss the latest management and leadership issues. USB does not necessarily subscribe to the views expressed
in USB Agenda. Articles may be reproduced, in full or in part, with preservation of context and acknowledgement of USB Agenda as the source.
AGENDA NO 1 | 2015 | www.usb.ac.za
DIRECT TO YOU
AFR
REGULAR
WHAT ABOUT THE
TRIPLE TOP LINE?
B
y now, most business
people are familiar with
the triple bottom line
philosophy: A business is
only really ‘successful’ if
social and ecological
considerations are taken
into account to complement the financial
bottom line. So, the key argument is that
long-term financial sustainability is only
possible if social and environmental costs
and dividends are considered as part of
business strategy.
One could argue that true business
success should also consider the triple top
line of offering Personal fulfilment,
promoting the Public good and providing
meaningful Purpose. In short: a new PPP.
The work we do has both objective and
subjective meanings. The objective
meaning relates to the outputs, like the
projects we complete or services we
produce. But our work – where we spend
an enormous proportion of the day – also
gives subjective meaning to our lives. So,
‘successful’ people are those who enjoy
their work and have a passion for what
they do. Personal fulfilment becomes a key
to long-term success.
What does it help if you make good
money but hate what you do or resent the
people you work with?
There is a symbiotic relationship
between a business and its immediate and
wider social environment. A sense of
‘success’ should also be derived from being
a good corporate citizen.
By recruiting and training workers, by
paying local and national taxes, by
procuring from local entrepreneurs, by
selling products in demand, a business – by
implication – contributes to social stability.
By pursuing its own good and by also
considering the needs of its local or global
context, it is able to promote the public
good as well.
What does it help if you make good
money – for now – but eventually spend
unnecessary energy defending your social
reputation?
‘What does it help if you
make good money but
hate what you do …?’
Both psychology and religion teach us
that a life worth living is one with a
purpose that exceeds the attainment of
mere personal objectives. Purpose arises
from a perspective where my own efforts
and (business) accomplishments serve
others and make the world a better place
for all.
Building a school is not merely a
construction project – it will open doors of
learning for children and give them a
chance in life as education is the surest
path out of deprivation. Designing a
medical application on a smart phone is
not merely a technical achievement – it
spreads the benefit of primary health care
to rural people excluded from such benefit.
Running a postgraduate business school is
not merely about teaching managers new
technical knowledge – it is a life-changing
journey of self-exploration.
What does it help that you make good
money but drift aimlessly from one project
to another without a sense of a bigger
purpose?
Thus, Personal fulfilment, the Public
good and a sense of Purpose may be
suggested as the ‘top line’ measures of
success.
PROF PIET
NAUDÉ is
Director of the
University of
Stellenbosch
Business School.
COMMENT HERE
or [email protected]
5
CORPORATE REPUTATION
THINK TANK
C O R P O R AT E R E P U TAT I O N
BUILD IT, GUARD IT,
GAIN FROM IT
In recent years, the reputation of organisations has emerged as a strategic asset. Many
senior managers regard this as a top priority. For CEOs to accept responsibility for the
management of corporate reputation, it is essential that it is understood properly and measured consistently. Dr Marietjie Theron-Wepener, Marketing and Stakeholder Relations director at the University of Stellenbosch Business School, recently developed an instrument to
measure corporate reputation from the perspective of the clients of organisations delivering
services. This formed part of her PhD studies at USB. In this Think Tank article, she explains
why corporate reputation should be carefully guarded.
It’s a matter of trust
Although the phenomenon of corporate
reputation has been with us for a long time,
there has been an upsurge in interest by
both academics and business over the past
twenty years.
Executives now recognise the importance
6
of a strong and favourable corporate
reputation as a critical strategic asset, which
translates into a source of competitive
advantage.
One reason for the focus on reputation is
the huge reputation losses of companies
such as BP (Deepwater Horizon disaster in
the Gulf of Mexico in 2010), the US
Catholic Church (priest sex abuse), Martha
Stewart OmniMedia (executive misbehaviours), Arthur Andersen (accounting
scandals) and Toyota (huge recalls of certain
models). Another reason is the worldwide
economic crisis of the late 2000s.
AFR
‘Research shows that 61% of buying decisions are
influenced by the reputation of the company and 39%
by perceptions about its products or services.’
Reputation is built on trust. In the last
number of years, the business world has been
characterised by economic disruption,
unethical and fraudulent practices, bad
publicity, cracks in the foundations of
capitalism and climate change, to name a
few. People have lost their trust in organisations and a climate of anti-business activism,
scepticism, pessimism, blame and cynicism
has emerged.
Reputations of organisations and governments are under pressure, and this is fuelled
by the media, internet, social media and the
behaviour of NGOs and pressure groups.
To add to this pressure, stakeholders
are increasingly interested in the way large
companies behave and call for transparency,
accountability and social and environmental
responsiveness. Ethics, values and stakeholder democracy are buzzwords in corporate boardrooms and business schools.
The New York-based Reputation Institute
talks about the reputation economy, where
people watch a company’s behaviour before
they buy products and services from it.
A strategic intangible asset
Today’s global economy is characterised by
intangible assets, such as reputation, brand,
knowledge, innovation, leadership and
loyalty. These intangible assets have the
potential to create value because they are
difficult for competitors to duplicate, change
or imitate. The development of unique
relationships with key stakeholders serves as
an example of why reputation is so difficult
to imitate.
Because services are intangible, a
favourable reputation could be even more
important for organisations providing
services than for those marketing tangible
products. A service is difficult to evaluate.
Therefore, a client’s evaluation of the
reputation of the organisation would be valid
for all its service offerings under the
corporate umbrella. Stakeholders – more
often than not – rely on the corporate
reputation of a company when they make
investment, career, product and other
decisions. Reputation is a value signal in the
case of incomplete information. The results
of research show that 61% of buying
decisions are influenced by the reputation of
the company and 39% by perceptions about
its products or services.
A favourable corporate reputation has
many beneficial consequences: high levels
of trust among stakeholders, commitment,
loyalty, satisfaction, perceptions of lower risk
and positive word-of-mouth recommendations. The company will have the luxury to
charge a price premium for products and
services and there will be higher entry
barriers for potential competitors. History
has shown that organisations with a
favourable reputation will receive the
‘benefit of the doubt’ from their stakeholders when they are faced with a sudden crisis.
The benefits of a positive reputation also
play out in the excess value investors are
willing to pay for the company’s shares – the
amount by which the market value exceeds
the book value of its assets. A leading
academic, Charles Fombrun, invented the
term ‘reputational capital’ to describe this
excess value.
There can be little doubt that an unfavourable reputation can be harmful and
even fatal. In the case of Enron, its market
value was $75.2 billion and its book value
(balance sheet equity) was $11.5 billion in
December 2000 – a market-to-book gap of
almost $64 billion. This value disappeared
overnight. Enron’s quick decline illustrates
the vulnerability of a company that loses its
reputation and thus also its market value.
The case of Andersen at the time of the
Enron disaster also serves as an example of
reputational damage. The clients of this
organisation did not abandon it because of
the poor quality of services or higher prices,
but because they did not wish to be
associated with an organisation of questionable reputation and ethics.
In the eye of the beholder
Everything and everyone has a reputation,
whether it wants this or not, including
organisations, individuals and countries.
Stakeholders evaluate organisations based
on their own expectations, experiences and
value system and consciously or unconsciously form a reputation. Reputation thus
lies in the eye of the beholder. Reputation,
therefore, cannot be controlled by organisations, which means it is partly manageable.
The reputation of an organisation also
differs from stakeholder group to stakeholder group. Investors disappointed by recent
investment returns may hold a very different
point of view of an organisation than
satisfied, loyal clients.
What reputation is NOT
Reputation is often confused with image
(the short-term picture in our heads, based
on day-to-day impressions) and brand (the
What is reputation?
Leading academics agree that corporate reputation is the overall estimation or evaluation over time of the attractiveness of the organisation for
its stakeholders, when compared to its main competitors.
7
THINK TANK
CORPORATE REPUTATION
Dr Marietjie Theron-Wepener,
Marketing and Stakeholder
Relations director at USB.
‘Corporate reputations can
be managed – in a sense –
by keeping promises!’
expectations created and the promises made
by organisations, expressed by communication messages, signals and behaviour).
Brands and reputations are, however,
closely linked. Meeting the expectations
created by the corporate brand and fulfilling
the promises are important factors that
underpin a positive reputation. A brand is
owned and managed by an organisation,
while corporate reputation is owned by its
stakeholders and therefore much more
difficult to manage. However, corporate
reputations can be managed – in a sense –
by keeping promises!
How reputations come into being
Before corporate reputation can be properly
managed, one needs to understand how it is
formed. Here, three groups of inputs are
important:
• Direct (personal) experiences of an
organisation or direct observation of an
organisation (behaviour of employees,
experiences with certain services
provided).
• Indirect experiences of an organisation
(hearsay or opinions about an organisation, carried forward by others such as the
media and analysts).
• Corporate messages and initiatives (advertisements, sponsorships).
Contrary to what is sometimes believed,
reputation is not formed from an organisation’s communication and corporate
branding efforts. People form impressions
and act based on limited information or the
opinions of others without even having had
direct contact with the organisation. It is not
factual knowledge alone that creates the
sense among stakeholders that they know an
organisation. The media plays an important
role in spreading the word about organisations’ reputations.
Research has proven that, unless some
crisis hits an organisation, its reputation
tends to ‘stick’. However, despite the staying
power of reputations, they can be easily
harmed or even lost in the face of a crisis.
It has become clear that emotion plays an
important part in the evaluation of an
organisation’s corporate reputation. This
study indicated that the Emotional appeal
dimension forms the ‘main pillar’ of any
service organisation’s corporate reputation
with its clients. Without being liked by
clients and without having earned their
admiration and trust, and without clients
having a good feeling about an organisation
How to measure
client-based corporate
reputation in services
The five dimensions that emerged in the PhD study were:
• Emotional appeal
• Corporate performance
• Social engagement
• Good employer and
• Service points.
and being proud of it, the possibility of a
positive reputation score among clients is
slim indeed. Managers responsible for an
organisation’s reputation will thus have to
ensure that an emotional link is established
with clients.
The Corporate performance dimension
refers to the assessment of the financial
soundness of the organisation and the regard
in which its management is held.
The Social engagement dimension refers to
whether the organisation is perceived to
support good causes.
The Good employer dimension refers to the
organisation’s ability to pay attention to the
needs and well-being of its employees.
The Service points dimension refers to the
functionality of an organisation’s online
service delivery in terms of effectiveness,
user-friendliness and ease of use. The
significance of the Service points dimension
can be partly explained by the fact that two
rather ‘sophisticated’ sectors in the service
industry were investigated, namely banks
and airlines. Their clients expect modern
technologies such as online booking
facilities (in the case of airlines) and online
banking facilities to be functioning
smoothly. This study thus confirms that fully
functional and up-to-date point-of-service
information and communication technologies (ICT) are important differentiators in
the case of large service organisations. The
emergence of Service points means that
organisations should pay attention to their
interaction with clients at face-to-face as
well as online service points.
Read more in Journal of Services Marketing
An article titled An instrument to measure the customer-based corporate reputation of large service organizations, based on Dr Marietjie
Theron-Wepener’s PhD thesis and co-written by her and Stellenbosch University’s Prof Christo Boshoff, appears in the latest edition of global
publisher Emerald’s Journal of Services Marketing. Find the article at www.emeraldinsight.com/doi/abs/10.1108/JSM-01-2014-0026
and her PhD thesis on Suncholar at http://scholar.sun.ac.za/handle/10019.1/96085.
COMMENT HERE www.usb.ac.za/agenda or [email protected]
8
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BUSINESS
10
INNOVATION
INNOVATION IN BUSINESS:
THINK NEW THINGS
DO NEW THINGS
Volatile business landscapes, unpredictable markets, complexity and
competition are just some of the drivers that keep business leaders
searching for innovative ways to do business. Cherice Smith spoke
to a few creators and innovators about the importance of innovation
in the business world.
I
n March this year, Prof Jamie
Anderson, professor of Strategic
Management at Antwerp
Management School in Belgium
and visiting professor at the
London Business School in the
United Kingdom, presented a Leader’s
Angle talk at USB about the dynamics of
the creative process as a starting point for
innovation in organisations.
Prof Anderson describes creativity as the
ability to develop new ideas and to discover
new ways of looking at problems and opportunities, and innovation as the ability
to apply creative solutions to problems and
opportunities.
“Creativity is thinking new things, innovation is doing new things. The problem is
that most organisations tend to over-invest
in innovation processes and under-invest
in developing the individual and collective
creativity that must be present for such
processes to deliver results.”
According to Prof Anderson, in order
to generate new ideas, we have to let go
of well-known patterns of thinking and
old solutions and we have to engage in
an active form of thinking that involves
three levels: inspiration, intuition and
imagination.
“Inspiration is the very first spark of an
idea. Intuition is where we sense and feel
the quality of an idea, and trust our gut
feeling. Imagination, the final step of the
active thinking process, is the ability to
think about possibilities and future courses
of actions.”
Thinking power
Awie Vlok, lecturer in Innovation Management at USB and the Department of Business Management at Stellenbosch University, says thinking about thinking is vital for
innovation. Vlok is currently working on his
PhD in Innovation at USB.
“We differ in terms of our functional
orientations – our financial managers think
like financial managers, our engineers think
like engineers. Innovation starts when our
particular mould is no longer adequate for
a given situation and we realise that a new
perspective is needed. Metacognition also
manifests in the innovation orientations of
people. Some like to come up with ideas
while others would rather build on someone
else’s ideas, some like risk-taking while
others would rather avoid risk, some like
to initiate innovation while others would
rather follow someone else’s process.”
Vlok believes innovation is now needed
more than ever before for sustainable business.
“Most managers today experience innovation drivers. These include the speed and
magnitude of a changing business landscape, lower entry barriers allowing more
competition, the availability of more offerings giving customers more choice, customers becoming increasingly sophisticated and
demanding, growing competition for scarce,
value-creating resources, climate change,
growing populations, socio-economic challenges and geo-economic power shifts.”
According to Vlok various surveys have
found that managers know they need to be-
LEFT: Prof Jamie Anderson, professor of Strategic Management at Antwerp Management School
in Belgium and visiting professor at the London
Business School in the United Kingdom.
RIGHT: Awie Vlok, lecturer in Innovation Management at USB and the Department of Business
Management at Stellenbosch University.
11
BUSINESS
INNOVATION
SCHOLARLY INNOVATION PUBLICATIONS HAVE
INCREASED SIGNIFICANTLY IN RECENT YEARS:
450
400
Innovation
management
come much more serious about innovation.
However, over 50% of them are not sure
what they should do differently to increase
their innovation performance.
“The innovation economy is introducing a new game. The rules of the game
are changing and the players require new
skills to feature in the new game. Innovation benchmarking reports suggest that our
region has much to celebrate but we need to
improve our innovation through education,
a stronger science base and collaboration.”
The 2014-15 Global Competitiveness
Report, endorsed by the World Economic
Forum, indicates that South Africa’s ranking has dropped three points, from 53 to 56,
and innovation four points from 39 to 43
out of 144 countries. While our capacity for
innovation has improved from 4.1 to 4.3 on
a seven point scale, our company spending
on research and development has dropped
from 3.5 to 3.4. The GE Global Innovation Barometer 2013-14 report found that
South African business executives expressed
ratings above the global averages on several
key innovation indicators.
Vlok explains: “For 96% of our executives,
innovation is increasingly becoming a global
game, in which merging and combining
talents, ideas, insights and resources across
the world is the only way to be successfully
innovative. These ratings show that 91%
of South African business executives see
innovation as a strategic priority for their
businesses and 81% would use innovation to
improve their existing products and services.
A stronger entrepreneurial culture in education systems (58%) and better alignment of
12
300
250
Marketing
management
200
150
Marketing
leadership
100
50
20
11
20
13
20
03
20
05
20
07
20
09
19
95
19
97
19
99
20
01
19
93
19
87
19
89
19
91
19
81
19
83
19
85
0
19
75
19
77
19
79
‘The pace of new
developments and the
complexity of issues
require continuous
learning, which is one of
the fundamental truths
about innovation.’
Publications in Database
350
Number of scholarly papers and books published per annum
Source: Science Direct search, 2014.
student curricula with the needs of business
(56%) are needed in the South African context. Collaborative innovation is a priority
for 94% of South African executives, while
93% believe SMEs and individuals can be
as innovative as large companies.”
Innovation is a multi-disciplinary field,
and Vlok is of the opinion that academic
exposure to different perspectives presented
at business school level would help business
professionals relate to other disciplines and
understand important relations that work
together to achieve innovation.
“The pace of new developments and the
complexity of issues require continuous
learning, which is one of the fundamental
truths about innovation. More business
schools and executive education providers
are offering new learning opportunities
on strategic innovation, foresight-driven
innovation, design thinking in innovation,
social innovation and technology road
mapping. In recent years, there has been a
significant increase in scholarly innovation
publications.
“USB has taken a portfolio perspective
to cater for different audiences. The MBA
focuses on multi-disciplinary and conceptual integration and critical thinking at
strategic or policy level. USB’s new Postgraduate Diploma in Business Management and Administration includes a full
module on Innovation which covers theory
and practical tools for real-world settings,
while USB-ED’s Gap-Year programme
introduces innovation and creativity as
vital ingredients of entrepreneurship.
Actionable learning insights include
awareness of where to focus innovation,
who to engage and how to craft processes
for innovation results.”
Away with the ego
Having said this, Prof Anderson and Vlok
agree that there is one major barrier hampering innovation.
“Ego is the biggest killer of innovation,” explains Prof Anderson. Vlok says
sometimes the “innovation ego-system”
disempowers the “innovation ecosystem”.
“In the knowledge economy it is important to know your strengths but to always
be open to new input. This becomes much
easier when leaders accept that they do
not have all the answers. We can learn so
much from each other and from countries
such as Finland and Singapore, which have
results to show and practices to support
their intent. We can also establish learning
platforms for leaders, expose them to new
methods and thinking, solicit greater scholarly involvement in innovation value chains
and deliberately bring science and business
graduates together.”
To conclude Prof Anderson says there
should also be greater focus on fostering
individual and collective creativity.
“Leaders individually must get in touch
with their own creative thinking skills
in order to make sense of and deal with
complexity. Rather than to develop skills
for the ‘management of creativity’ (a control
mind-set), organisations must develop
creative leaders – people who promote and
acknowledge creative thinking as an important everyday practice.”
AFR
isiX
INNOVATIVE USB MBA ALUMNI
MIGNON HARDIE,
YANIC SMIT,
FRANS DE VILLIERS,
executive director of FunDza Literacy Trust
Named one of the Top 10 Most Innovative
Companies in Education in the World by Fast
Company in 2013
“FunDza is a non-profit organisation which
aims to confront and help solve the major
social problem of low literacy levels of South
African youth. FunDza’s innovation lies in leveraging the power of mobile technology to make
reading for pleasure possible and affordable
for young South Africans who have limited access to other reading resources. One of the
most critical courses that I attended on the
USB MBA was Systems Thinking, which helped
me to consider the problem of low levels of
literacy in a number of different ways. We’ve
used some of that thinking in both the analysis
of the problem and in terms of finding an innovative, holistic solution. We could not have
been innovative and successful without the
‘right’ people who were all passionate about
solving the problem and who worked towards a
common goal. Innovative thinking can never reside in a single person. Rather, it is a product
of joint problem solving and bringing diverse
thinking and skills together.”
Innovation tip: Forego all assumptions about
both the problem and the solution. Then work
with a group of honest, critical and creative
people who are united by the common purpose
of finding a new path to resolve the problem.
founder of @Frits and ThisisY
“During my MBA year I got myself an Irish terrier called Frits. Our first winter in Cape Town
was challenging and I was forced to get him a
raincoat. @Frits Dog Clothing was started because the dog clothing brands did not fit Frits’
personality and size. All dog clothing in the
market was targeted at small dogs. I saw
a gap in the market and designed raincoats
for bigger dogs. Raincoats became dungarees and dogs became children. Currently
@Frits is the only proudly South African brand
in this market. I realised that this is an untapped market and with some research I came
to the conclusion that dog owners are moving
into the category of dog parents because
people treat their dogs like kids. Another challenge for dog owners is where to leave their
dogs when going away. Because of this demand @Frits Dog Centre and Hotel will open
in July 2015. My other business, ThisisY,
acts as an outsourced marketing department
for SMEs, start-ups and non-profit organisations. It is built on three pillars: Innovation,
Transformation and Performance.”
Innovation tip: Don’t compete with rivals,
make them irrelevant.
founder of the Thula Baba Box
“Thula Baba Box is a survival kit for low-income
mothers of newborn babies. It is a plastic box
that contains essential items such as clothes,
a blanket, nappies, health products and toys.
The box itself can also be used as a bath or a
safe storage space. The purpose is to improve
the overall wellness of mothers and babies,
focusing on the first 1 000 days after conception. The reason innovation is so important to
us is that in order to solve old problems (how
to keep babies alive during the first 1 000
days) we need to be able to look at those problems in a new light, through the lens of new
technology, processes and research.”
Innovation tip: Just start. Once you have
started, be prepared to change your plan
continuously.
COMMENT HERE
Thula Baba Box, a survival kit for low-income
mothers.
13
SOCIETAL ISSUES
14
ENTREPRENEURIAL DNA
WHAT CAN SOMALIS
TEACH SOUTH AFRICANS
ABOUT BUSINESS?
Competition is good for customers and the economy. So, have
Somalis made any contribution to the landscape of business in the
townships and streets of South Africa? Bongani Mgayi finds out.
I
am disturbed to see local markets
dominated by foreign nationals. I am
not xenophobic, but would prefer
locals to be the dominant force in
South African business. The Indian and
Jewish communities have been very good at
working together and I don’t understand
why black South Africans have never been
able to do likewise.” This is the lament of
an elder, Richard Maponya, an entrepreneur
and property developer (Destiny Man
magazine, 26 March 2015).
Maponya speaks what many think.
Another question is whether entrepreneurship is part of the genetic make-up
of Somalis, Pakistanis and Bangladeshis,
or is their deluge into informal business
merely an accessible way of earning a living?
Further, are Somalis, Pakistanis and Bangladeshis survivalist entrepreneurial because
they cannot enter the formal economy of a
country where they have limited options, or
are they deliberately entrepreneurial?
Lindiwe Zulu, the minister of small business development in South Africa, caused
no small stir at the beginning of this year
when she cautioned foreign business owners
in South Africa’s townships to share their
trade secrets with their native counterparts.
Chris Stali, a politician and entrepreneur
operating from Khayelitsha, warned: “Somalis are very closed people. They only share
information among themselves. Customers benefit – yes. As for the growth of the
economy: Somali business does not benefit
the country.”
Luvuyo Rani, founder and managing
director of Silulo Ulutho Technologies, a
multi-million rand one-stop IT company
started in Khayelitsha, echoes: “I’ve seen
that Somalis are not involved in community development where they contribute
to the community and where they support community causes like charity events
and fund education and entrepreneurship
programmes. They are not a part of the
community … they are just here to do
business and take out the money.” As a
small business forum leader in Khayelitsha,
Rani was also involved in the foundation of
USB’s Small Business Academy.
However, Rani remains optimistic: “I
think South Africans can learn [from
Somalis] to build an asset base for their
businesses and not take [the] money and
buy big cars. South Africans could also learn
to work together, support each other and
grow the community economy.”
Rory Liedeman, who wrote a Master’s
thesis on the dynamics of spaza shop operators, found that South African spaza owners
either owned 100% of the business or were
in 50-50 partnerships with their spouses.
This was in contrast to foreign-owned
spazas, which were owned by partnerships
of country nationals. Entry into the partnership was not automatic or easy. Candidates
had to earn a partnership through commitment (financially or through free labour)
and investment (in cash or in kind). These
partnerships were often verbal and based on
profit sharing.
Liedeman also found that the foreign
spaza vendors had been involved in operating more than one spaza in their lifetime;
they had experience in trading. Another
contrast to Somali businesses is that South
African spaza owners use their profits for
household expenses. Moreover, most South
Africans work in the business themselves or
use the free and voluntary labour of family
members or those living in their household.
Somali businesses employ partners until
such a time that they can afford to hire
labour.
Prof Marius Ungerer, professor of
Management Consulting and Strategic
Management at USB, says the following
15
SOCIETAL ISSUES
ENTREPRENEURIAL DNA
‘From client
feedback on the
retail front-end
practices of
Somali traders we
have learned that
these traders are
really focusing on
customer service
by being friendly
and helpful.’
Luvuyo Rani, founder and
managing director of
Silulo Ulutho Technologies.
Prof Marius Ungerer,
professor of Management
Consulting and Strategic
Management at USB.
Prof Wolfgang Thomas
researcher at the
Small Business Academy
at USB.
COMMENT HERE
16
about these foreign entrepreneurs: “We
as South Africans can learn from successful entrepreneurs from other countries.
Research on Somali traders indicated that
they follow very specific retail practices to
enhance their competitiveness. One set of
routines focus on supply chain optimisation
by working in self-organised local business
networks in the form of a trade association. This business network realises benefits
for members, such as bulk buying schemes
to increase price attractiveness, financing
schemes for stock and advice on highvolume product lines.
“From client feedback on the retail frontend practices of Somali traders we have
learned that these traders are really focusing
on customer service by being friendly and
helpful. For loyal customers they might even
advance informal micro-credit, allowing
customers to buy specially packaged goods
that meet their needs. The shop hours of
these traders are also convenient for local
customers.”
Dr Alfred Mthimkhulu, who completed
his doctoral thesis at USB on small enterprise development in South Africa, presents
two reasons why black South Africans could
be faring poorer as entrepreneurs. Firstly,
apartheid created restrictions through the
Group Areas Act and consequently led to
informal black businesses that now do not
easily receive support from small business
development interventions. Secondly, social
welfare grants may deter “necessity-driven
entrepreneurship”.
After a quick visit to any informal market
square or tshisanyama precinct in black
townships like Gugulethu, Town Two in
Khayelitsha or Greenfields in Thokoza, one
will discover that South African vendors do
not engage in direct competition through,
for instance, price.
Contrastingly, Charman, Liedeman,
Petersen and Piper, in a study of spazas
in Delft, Cape Town, found that foreign
traders positioned themselves to directly
compete with their South African counterparts, thus intending to take business
from the locals. The study found that the
Somali shopkeepers used price discounting
extensively as a market penetration strategy.
The Somalis also devised smart ideas to assist their cash-strapped customers, including
selling smaller product packs.
“In the case of the Somali shopkeepers,
clan-based social networks play a key role in
enabling a more competitive business model.
The networks provide various services,
including:
Access to cheap labour (recruited from
Somalia)
Enforcement of contractual agreements
by the network, with clan elders overseeing business deals
Strategic investment in geographical
areas to establish Somali strongholds
Group purchasing to secure discounts
and operational economies of scale, and
The facilitation of micro-finance by
organising investments and business
partnerships.
“The South African shopkeepers, in contrast, typically operate within a weak social
network that often is limited to members of
the immediate family who provide labour
but little else,” concluded Andrew Charman
and his co-authors.
Without doubt, informal business does
play a significant role in the South African economy (see SBA Fact Sheets right).
Therefore, street traders, local vendors and
spazas cannot be ignored or left to their own
devices.
Can entrepreneurial skills be learnt?
In his research, Dr Mthimkhulu says that
the development of small businesses can
help to reduce unemployment and foster
social equity.
According to Prof Ungerer, entrepreneurial skills can indeed be acquired: “Hard and
smart work forms part of the retail skills
of successful entrepreneurs. The personal
characteristics required to be a successful
entrepreneur have been well documented.
These include being optimistic, visionary,
disciplined, persistent, resilient, flexible,
passionate, focused, willing to learn, ethical
and hard-working. Entrepreneurs must also
have initiative, drive, risk tolerance, integrity,
self-confidence and an attitude of giving
back. The good news is that all these abilities
can be learned.”
He says the Ernst & Young G20 Entrepreneurship Barometer indicated that
more than four out of five entrepreneurs
in the survey believed that entrepreneurial
skills can and should be taught. “Policymakers need to encourage all institutions of
learning to bring in role models and set up
games and competitions. This gives aspirant
entrepreneurs the chance to find out what it
is like to run a business.
“Entrepreneurship training at community-based centres will increase entrepreneurship capacity, especially when hands-on
training is combined with traditional academic learning,” concludes Prof Ungerer.
USB50 USB
USB50
COMMEMORATIVE
COMMEMO
COMMEMORATIVE
BOOK BOO
BOOK
AFR
isiX
Refugees across the world
USB’s German-rooted Professor Wolfgang Thomas, whose family
fled from the socialist East Germany in 1954, still remembers the
hidden as well as open antagonism of West Germans towards
these hardworking and often entrepreneurial East German refugees. In fact, his father accepted a job offer in Sasolburg, South
Africa, because he could not get a job in West Germany, although
highly qualified in his field of work.
Similar tensions can be found in many other parts of the world
where refugees work hard and closely cooperate with each other
in order to beat locals in the day-to-day business struggle. History
is full of heart-breaking stories about Irish immigrants to the USA
in the 1840s (including JF Kennedy’s ancestors), Polish refugees
to Germany and the UK in the 1980s and 1990s, and diverse
refugee streams across north and central Africa.
Order your
copy now!
Order
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Dam inatifector haliam impl. Equeraciis atuit isserf erbis. Laris; nes in ste
tus viderum morio vereorbis, cons adhuides a virte ta in terfere henatam, sulicior am quitus, nerest vit vita veris, temus re qua virte ta in terfere henatam,
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Innovation at work in Khayelitsha
Cape Town
on 130gsm Matt Art
ISBN 978-0-620-63970-5
Based on estimates, Khayelitsha, a township in Cape
Town, has 820 000 inhabitants, 200 000 households
and 85 000 medium-sized enterprises, formal and informal small enterprises and survivalist enterprises.
The types of enterprises range from corner shops and
car repairs to spazas, shebeens, hairdressers and gardening, transport, funeral and wood collection services.
These are just some of the findings contained in a
series of fact sheets titled Understanding small businesses in Khayelitsha. The fact sheets have been compiled
by Prof Wolfgang Thomas, professor extraordinaire at
USB and head of the Small Business Academy Research
Unit at USB. The Small Business Academy also offers a
nine-month Development Programme to small business
owners from communities such as Khayelitsha.
Find these fact sheets at www.usb.ac.za/sba.
REFERENCES
Charman, A.J.E., Petersen, L.M. & Piper L.E. 2012. From local survivalism to
foreign entrepreneurship: The transformation of the spaza sector in Delft, Cape
Town. Transformation 78.
Charman, A.J.E., Liedeman, R., Petersen, L.M. & Piper, L.E. 2013. Why are
foreign-run spaza shops more successful? The rapidly changing spaza sector in South
Africa. Econ3x3.
Liedeman, R. 2013. Understanding the Internal Dynamics and Organisation of Spaza
Shop Operators: A case study of how social networks enable entrepreneurialism among
Somali but not South African traders in Delft South, Cape Town. Master’s thesis,
University of the Western Cape.
Lighthelm, A.A. 2006. Size estimate of the informal sector in South Africa.
Southern African Business Review 10(2): 44.
Mthimkhulu, A.M. 2014. Small enterprise development in South Africa: an exploration
of the constraints and job creation potential. Doctoral dissertation, Stellenbosch
University.
C E L E B R AT I N G
YEARS
YEARS
50
YEARS OF LEARNING
AND GROWING
Carl Cronjé Drive, Bellville 7530,
Cape Town, South Africa
PO Box 610, Bellville 7535, South Africa
T: (+27) 021 918 4111
[email protected]
www.usb.ac.za
DR JOAN KRUGER
373 Albert Road, Woodstock
T: (+27) 021-447-6094
F: (+27) 021-447-0312
[email protected]
www.tipafrica.co.za
YEARS OF LEARNING
AND GROWING
DR JOAN KRUGER
A world-class business school on a hillside
campus in an area of extraordinary natural
beauty. This is USB today. Fifty years ago the
original School was somewhat more modest.
This book tells the story of
the University of Stellenbosch
Business School from where
it started with
local
Part-powerful
“Education
is 14
the
most
time MBAwhich
studentsyou
in 1964.
weapon
can use to
Today, USB
become -a Nelson Mandela
change
thehasworld.”
top-ranked school with three
international accreditations
and over 1 200 students
registered for various programmes. All within the span
of
decades.
Thisfive
book
tells the story of
This
book does
a
the
University
of give
Stellenbosch
chronological
account
of
Business School
from where
what
happened
when
and
it started
with
local
Part-powerful
“Education
is 14
the
most
where.
But
it does you
more
than use to
time MBA
students
in 1964.
weapon
which
can
that.
captures
the spirit
Today,ItUSB
become
change
thehasworld.”
-a Nelson Mandela
of
USB by telling
stories
top-ranked
schoolitswith
three
through
manyaccreditations
of the people
international
who
have1crossed
its path –
and over
200 students
The USB
campus: staff,
students,
alumniproand
registered
for various
modern and multifunctional
in a These stories won’t
others.
grammes.
All
within
the
span
green environment.
be
found
in the minutes of
of five
decades.
meetings
ordoes
othergive
official
This book
a
documents.
Yetaccount
they carry
chronological
of
much
of the humanity,
dewhat happened
when and
termination,
and even
where. But it caring
does more
than
humour
for which
School
that. It captures
thethe
spirit
has
become
known
and
of USB
by telling
its over
stories
above
itsmany
academic
rigour.
through
of the
people
he University of Stellenbosch
USB’s
storycrossed
is one of
who have
its learning
path
– School is situated on a
Business
The USB
campus:
and
growing
– aalumni
story that
students,
staff,
and
hillside overlooking the Cape
inanything
a These stories
Town metropolitan area on the
says
is
possible
others.
won’t
green environment.
one side and the Boland mounwhen
it starts
an open
be found
in thewith
minutes
of
tains on the other side. The campus is modern,
mind
and or
a will
to official
make
meetings
other
compact
and multi-functional.
things
happen.
documents.
Yet The
theyBusiness
carry School, or USB as it is better
known, is located
much of the humanity,
de- just off the main national
highway, the ‘trade route’ linking the busy
termination, caring
and even
international port of Cape Town to Johanneshumour for which
theleading
Schoolinto the vast interior of
burg and
has become known
and also links the USB campus to
Africa. over
This route
Copyright
© 2014
University
of
Stellenbosch
the academic
town of Stellenbosch and to its
above its
academic
rigour.
he
of Stellenbosch
Business School. All rights
reserved.
No University
part of
mother
Stellenbosch
University.
USB’s
storymay
is one
of institution,
learning
this
publication
beIt
reproduced
or transBusiness
School
situated
on the
a
made good
business
senseis to
establish
mitted
in any form or
by
any means
without overlooking the Cape
and growing
–campus
a story
hillside
onthat
this
site, halfway between the
prior written permission from the publisher.
Town
on theof
says anything University
is possibleand
the metropolitan
metropolitan area
economy
one side and the Boland mounwhen it starts with an open
tains on the other side. The campus is modern,
12
mind and a will
to make
compact
and multi-functional.
USB 50 YEARS
things happen. The Business School, or USB as it is better
YEARS OF
LEARNING &
GROWING
EDITORIAL DIRECTOR: Dr Marietjie Wepener
AUTHOR: Dr Joan Kruger
EDITOR: Amanda Matthee
ART DIRECTOR: Riaan Vermeulen
CREATIVE DIRECTOR: Petro du Toit
MANAGING EDITOR: Lynn Robinson
COPY EDITOR: Beverley Pender
PHOTOGRAPHY / ART:
Bruce Molzen, Riaan Vermeulen,
Johan Wilke, USB Archives
PUBLISHER: Igna Schneider
ISBN 978-0-620-63970-5
ROOT
50
A world-class business school on a hillside
campus in an area of extraordinary natural
beauty. This is USB today. Fifty years ago the
original School was somewhat more modest.
YEARS OF
LEARNING &
GROWING
Joan Kruger has wide-ranging
experience as journalist,
columnist and editor of
mainstream as well as
corporate publications. She
is a founding partner of Tip
Africa Publishing and was
instrumental in the launch
of among others the highly
regarded Wild magazine. Joan
has authored a number of
books and holds a doctorate
in linguistics.
Cape Town
on 130gsm Matt Art
The position of USB’s campus combines quick access to
metropolitan areas as well as to the region’s famed winelands.
USB50 - CELEBRATING 50 YEARS OF LEARNING AND GROWING
ART DIRECTOR: Riaan Vermeulen
Carl
CronjéDIRECTOR:
Drive, Bellville
CREATIVE
Petro7530,
du Toit
Cape
Town, South
Africa
MANAGING
EDITOR:
Lynn Robinson
PO Box 610, Bellville 7535, South Africa
COPY
EDITOR:
Beverley
T:
(+27)
021 918
4111 Pender
PHOTOGRAPHY / ART:
[email protected]
www.usb.ac.za
Bruce Molzen, Riaan Vermeulen,
Johan Wilke, USB Archives
PUBLISHER: Igna Schneider
USB50 - CELEBRATINGUSB50
50 YEARS
- CELEBRATING
OF LEARNING
50AND
YEARS
GROWING
OF LEARNING AND GROWING
is a founding partner of Tip
Africa Publishing and was
instrumental in the launch
of among others the highly
regarded Wild magazine. Joan
has authored a number of
books and holds a doctorate
in linguistics.
ART
Riaan
Vermeulen
is DIRECTOR:
a founding
partner
of Tip
CREATIVE
DIRECTOR: Petro
Toit
Africa Publishing
anddu
was
MANAGING
EDITOR:
Lynnlaunch
Robinson
instrumental
in the
COPY
EDITOR: others
Beverleythe
Pender
of among
highly
regarded Wild
magazine. Joan
PHOTOGRAPHY
/ ART:
hasMolzen,
authored
a number
of
Bruce
Riaan
Vermeulen,
books
andUSB
holds
a doctorate
Johan
Wilke,
Archives
in linguistics.
PUBLISHER:
Igna Schneider
Order your
copy now!
TAKING
A
ROOT
TAKING
A
In recent years the original library and the
n 85-hectare, postbook repository in the main building were
graduate educational
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talking
state-of-the-art
audiovisual
equipment
replicates
the facilities
the main
in
closeinformation
proximity in
this
‘parkscape’ of towering
suite
bathrooms,
DStv, aofstudy
nook building
and
and
and
communication
technolmany wayscorner.
and now
accommodates
the School
trees with
and lush
hospitality
Planned
upgrades include
a
ogy)
up togreenery.
150 seats, smaller seminar or
of
Public Leadership
and more
The mainrooms,
building,
officiallyfacilities,
opened in
1987,
gymnasium
and swimming
pool.lecture rooms
breakaway
conference
boardtheinuse
allcampus
entitiesoffers
on campus.
was theand
firstoffices
structure
in South
Africa
all,ofthe
the kind of
rooms,
for staff
and also
forspecifiUSB-ED forAll
Behind
bothfuture
buildings:
Bellvista
callythe
designed
forfor
postgraduate
management
habitat
where
leaders
can beLodge.
cultivated.
and
Institute
Futures Research.
Students need housing too, and generous
education. The auditorium-style lecture rooms
provision was made when USB commissioned
with swivel chairs, for instance, made it possible
43
the building of Bellvista Lodge, a professionally
for students to turn around and address the rest
USB 50 JAAR
run hotel that consists of double, twin and single
of the class.
rooms, a restaurant and a bar. When this hotel
Subsequently, extended several times to keep
was opened in 1998 it took student accommodapace with burgeoning needs, the main building
tion to a different level of luxury. Where initial
is now a commanding presence on four levels. It
accommodation provided on campus was rather
houses five lecture rooms (and here we are
austere, the rooms in Bellvista Lodge have en
talking state-of-the-art audiovisual equipment
suite bathrooms, DStv, a study nook and
and information and communication technolhospitality corner. Planned upgrades include a
ogy) with up to 150 seats, smaller seminar or
gymnasium and swimming pool.
breakaway rooms, conference facilities, boardAll in all, the campus offers the kind of
rooms, and offices for staff and also for USB-ED
habitat where future leaders can be cultivated.
and the Institute for Futures Research.
YEARS
43
USB 50 JAAR
THE
CAMPUS
OF LEARNING
ON AYEARS
HILL
AND GROWING
TTHE
CAMPUS
Cape Town. Nowadays, this location makes
even more sense, because the School finds itself
in the heart of the Tyger Valley business district
with its fast-growing corporate and entrepreneurial sector.
The growth of Cape Town’s strong service
economy, established hundreds of years ago
when it became the essential port of call on the
sea route between the West and the East, is still
driven by innovation, earning the city the
distinction of being named World Design
Capital for 2014.
But the importance and influence of this
corner of Africa go beyond business and the
Cape Town.
Nowadays,
location conservamakes
economy.
A hotspot
for this
biodiversity,
even
more
sense, because
the the
School
finds itself
tion and
sustainable
tourism,
Cape
in the heart
of the Tyger
Valley
business district
Peninsula
contains
the Table
Mountain
with its fast-growing
and entrepreNational
Park with itscorporate
world-renowned
fynbos
neurial sector.
The growth of Cape Town’s strong service
economy, established hundreds of years ago
when it became the essential port of call on the
sea route between the West and the East, is still
driven by innovation, earning the city the
distinction of being named World Design
Capital for 2014.
But the importance and influence of this
corner of Africa go beyond business and the
economy. A hotspot for biodiversity, conservation and sustainable tourism, the Cape
Peninsula contains the Table Mountain
National Park with its world-renowned fynbos
DR JOAN KRUGER
ON A HILL
T
known, is located just off the main national
highway, the ‘trade route’ linking the busy
international port of Cape Town to Johannesburg and leading into the vast interior of
Africa. This route also links the USB campus to
Copyright © 2014 University
of Stellenbosch
the academic
town of Stellenbosch and to its
reserved.
No part of
mother
institution,
Stellenbosch University.
this publication may beIt
reproduced
or transmade good
business sense to establish the
mitted in any form or by any means without
campus on this site, halfway between the
University and the metropolitan economy of
TAKIN
RO
Aw
cam
beau
orig
50
YEARS OF
LEARNING &
GROWING
This book tells the story of
the University of Stellenbosch
Business School from where
it started with
local
Part-powe
“Education
is 14
the
most
time MBAwhich
studentsyou
in 1964.
weapon
can use
Today, USB
become -a Nelson Man
change
thehasworld.”
top-ranked school with three
international accreditations
and over 1 200 students
registered for various programmes. All within the span
of five decades.
This book does give a
chronological account of
what happened when and
where. But it does more than
that. It captures the spirit
of USB by telling its stories
through many of the people
who have crossed its path –
The USB
campus: staff, alumni and
students,
in a These stories won’t
others.
green environment.
be found in the minutes of
meetings or other official
documents. Yet they carry
much of the humanity, determination, caring and even
humour for which the School
has become known over and
above its academic rigour.
he University
USB’s story is one of learning
Business Sch
and growing – a story that
hillside overlo
says anything is possibleTown metrop
one side and
when it starts with an open
tains on the other side. Th
mind and a will
to make
compact
and multi-functi
things happen. The Business School, or
THE
A business school with a
vision and a view. In view:
metropolitan Cape Town with
the harbour, the sophisticated
V & A shopping precinct, the
Sea Point promenade and
beaches, Cape Town Stadium
and the iconic Table Mountain,
one of the world’s New Seven
Wonders of Nature.
-33º53’05.80”S
18º37’35.91”E
Cape Town holds the parliamentary seat of
(9 600 plant species, 70% of them endemic) and
South Africa; Robben Island with its history of
iconic flat-topped mountain, one of the New
political imprisonment is visible across Table
Seven Wonders of Nature. Kirstenbosch Botanical
Bay, and sprawling townships of small houses
Gardens, in the heart of the Cape Floral Kingdom,
and temporary dwellings are cheek to jowl with
a UNESCO World Heritage Site, attracts tourists
A business school
with a case
Cape-Dutch homesteads, making
an urgent
and botanists from all over the world.
vision and a view. In view:
for sustainable developmentmetropolitan
and theCape
social
A centre of academic knowledge, USB is
Town with
the sophisticated
responsibility of business. Vthe& harbour,
surrounded by several parallel universes. Cape
A shopping precinct, the
Sea Pointdestination
promenade andfor
Reflecting its status as a world
Town is one of the most popular coastal holiday
beaches, Cape Town Stadium
travel, education and business,
theiconic
Cape
destinations in the world, offering a wealth of
and the
TableTown
Mountain,
one of
the world’s New Seven
metropolitan area has modern
infrastructure
to
tourist attractions and recreational options,
Wonders of Nature.
ranging from the gentle to the extreme. This
-33º53’05.80”Ssupport it; USB shares in the transport network
18º37’35.91”E and easy access from Cape Town International
extends to the beautiful Stellenbosch, as attractive
Airport, as well as sports facilities and first-class
a university town as any other, surrounded by the
Cape Town
(9 600 beauty
plant species,
70% ofand
them
endemic) and
medical
care.holds the parliamentary seat of
scenic
of mountains
winelands.
South
Africa;
Robben
Island
with
its
history
iconic
flat-topped
mountain,
one
of
the
New
In short, a hillside campus ideally placed for of
It may sound like a bubble of beauty, but it is
political
imprisonment
is with
visible
Seven
Wonders
Nature.
living
in the
moment and
anacross
eye toTable
the
also
much
moreofthan
that.Kirstenbosch
This region isBotanical
rooted
Bay, and sprawling townships of small houses
Gardens,
in thehistory
heart of
thechallenges
Cape Floral
future.
in
the reality,
and
of Kingdom,
Africa.
and temporary dwellings are cheek to jowl with
a UNESCO World Heritage Site, attracts tourists
Cape-Dutch homesteads, making an urgent case
and botanists from all over the world.
13
for
development and the social
A centre of academic knowledge, USB is
USBsustainable
50 JAAR
responsibility of business.
surrounded by several parallel universes. Cape
Reflecting its status as a world destination for
Town is one of the most popular coastal holiday
travel, education and business, the Cape Town
destinations in the world, offering a wealth of
metropolitan area has modern infrastructure to
tourist attractions and recreational options,
support it; USB shares in the transport network
ranging from the gentle to the extreme. This
and easy access from Cape Town International
extends to the beautiful Stellenbosch, as attractive
Airport, as well as sports facilities and first-class
a university town as any other, surrounded by the
medical care.
scenic beauty of mountains and winelands.
In short, a hillside campus ideally placed for
It may sound like a bubble of beauty, but it is
living in the moment and with an eye to the
also much more than that. This region is rooted
future.
in the reality, history and challenges of Africa.
CAO
T
known, is located just off
highway, the ‘trade route’
international port of Cape
burg and leading into the
Africa. This route also link
Copyright © 2014 University
of Stellenbosch
the academic
town of Ste
reserved.
No part of
mother
institution,
Stellen
this publication may beIt
reproduced
or transmade good
business s
mitted in any form or by any means without
campus on this site, halfw
University and the metrop
“My biggest contribution was probably “My big
the Saturday afternoon classes. I tried to the Satu
make
it as difficult
as possible
for students make it
“My biggest
contribution
was probably
to
attend
by
holding
the
classes
theto to atten
the Saturday afternoon classes. I at
tried
same time
as rugbyasgames.
This
those same tim
make
it as difficult
possible
forway
students
that
were by
notholding
seriousthe
about
the classes
to attend
classes
at the didthat we
not
come.
wanted
to seriously
same
time Ias
rugby students
games. This
way those not com
decide
whether
they needed
meclasses
or not.did
I decide w
that were
not serious
about the
worked
with
the
dedicated
ones
and
got
not come. I wanted students to seriously worked
good questions.
It meant
so much
me.I” good qu
decide
whether they
needed
me ortonot.
12
USB 50 YEARS
13
USB 50 JAAR
worked
with Hamman,
the dedicated
andfirst
got – Prof W
– Prof Willie
one ones
of USB’s
goodstudents
questions.
meant
much
to me.
MBA
in Itthe
1964so
class,
as well
as” MBA stu
USB
lecturer
from
1972
until
2002.
– Prof Willie Hamman, one of USB’s first USB lec
MBA students in the 1964 class, as well as
USB lecturer from 1972 until 2002.
For more I remember stories
For more I reme
and For
USB’s
50-year
history,
and
order
USB’s
your
50-year h
more
I remember
stories
bookorder
today!
commemorative
andcommemorative
USB’s 50-year history,
your
www.usb.ac.za/usb50book
www.usb.ac.za
commemorative book today!
www.usb.ac.za/usb50book
We have all 3 international accreditations - AACSB, We
EQUIS
have
and
allAMBA.
3 international accreditations - AACSB,
We have all 3 international accreditations - AACSB, EQUIS and AMBA.
VOORTGESETTE LEER
WERK NÁ AFTREDE
AFTREDE,
WAAR’S JOU ANGEL?
18
“Rus roes” lui die spreekwoord. Daarom moet almal – van Baby
Boomers tot jong werkendes – hulself versoen met die realiteit van
lewenslange leer en aftrede liefs uitstel, of selfs afstel. Erns Grundling
stel verdere ondersoek in.
D
eesdae reken kenners jy sal
slegs kan bekostig om kommervry af te tree as jy sewe
jaar ná jou dood ophou
werk ...
Kyk ’n mens egter na onlangse navorsing wat oorsee én op eie bodem gedoen is,
klink die bogenoemde grappie ontstellend
naby aan die waarheid.
Verlede jaar het die multinasionale
versekeringsmaatskappy Aegon ’n omvattende meningspeiling onder 16 000 mense
in 15 lande gedoen om hul gereedheid vir
aftrede te bepaal.
Tot 54% van die deelnemers het gereken
hulle gaan slegter af wees ná aftrede. ’n
Onrusbarende 61% het laat blyk hulle het
geen plan om op terug te val nie en 17%
het vrede gemaak met die feit dat hul sal
moet aanhou werk om die pot aan die kook
te hou.
Twee sleutelbevindings van dié studie
was dat jy persoonlike verantwoordelikheid
moet neem vir jou inkomste tydens aftrede
en dat jy eenvoudig langer sal moet werk.
Hier by ons het Sanlam Werknemervoordele se jaarlikse peiling oor die
aftreefondsbedryf in 2014 die gevaarligte
verder laat flikker vir afgetredenes. Minder
as ’n derde (29%) van afgetredenes kan
steeds hul lewenstandaard handhaaf. Die
gemiddelde bedrag waarmee afgetredenes
wat aan die studie deelgeneem het tevrede
moes wees, is slegs R8 442 per maand.
Verder was daar ’n beduidende toename
in afgetredenes wat steeds moet sorg vir
’n ouer sowel as ’n jonger familielid – die
sogenaamde “toebroodjie-generasie”.
Dit klink dalk voor die hand liggend,
maar die studie het gewys 98% van suk-
sesvolle afgetredenes (R25 000 per maand
of meer) het ’n bykomende bron van
inkomste.
Juis daarom is dit uiters belangrik om
reeds vóór aftrede na moontlike heropleiding en deeltydse werk te kyk. In ’n New York Times-artikel met die
titel “Never Retire” wat reeds in 2005
gepubliseer is, het die gesaghebbende
rubriekskrywer William Safire (toe 75 jaar
oud) geskryf: “By laying the basis for future
activities in the midst of current careers,
we reject stultifying retirement and seize
the opportunity for an exhilarating second
wind.”
Sestig is die nuwe veertig
Hoewel lewensverwagting van land tot
land verskil is dit ’n wêreldwye tendens
dat mense deesdae heelwat ouer word,
meen prof André Roux, direkteur van die
Instituut vir Toekomsnavorsing by die
Universiteit Stellenbosch.
“Dit is feitlik onmoontlik om op 65
af te tree want jy gaan waarskynlik nog
30 jaar leef en nie genoeg geld hê nie.
Lewenslange leer raak al hoe meer prominent. Vandag se 60 is gister se 40. Jy kan
deesdae in jou werkende leeftyd tot drie
uiteenlopende loopbane hê,” sê prof Roux.
Hy meen dit is jammer dat mense
steeds so vroeg aftree in Suid-Afrika. “Jy
sal baie versigtig met jou geld moet werk
of jouself toerus om ’n ander werk te kry.
Jou vaardighede moet relevant bly soos
die ekonomie en arbeidsmark verander. Jy
moet eenvoudig self verantwoordelikheid
neem en aanpassings maak,” sê hy.
Om tred te hou met die snel veranderende arbeidsmark is van kardinale
19
VOORTGESETTE LEER
WERK NÁ AFTREDE
‘Mense gaan langer
leef, waarskynlik tot ’n
100 jaar of selfs ouer.
Hoe meer mense
aftree, hoe groter
gaan die maatskaplike
en ekonomiese
uitdagings raak.’
Lewenslange leer
By die USB is daar duidelike bewyse dat
’n al groter groep studente later in hul
lewe terugkeer vir verdere studies soos
’n MBA of om spesifieke kundigheid op
te bou, byvoorbeeld in Bestuursafrigting, Ontwikkelingsfinansies, Toekomsstudies, Projekbestuur of Leierskapontwikkeling. Die syfers hieronder staaf dit:
• USB-studente wat 37 jaar en ouer
is in 2015: 34% van die MBAstudente, 39% van die MPhil in Ontwikkelingsfinansies-studente en 80%
van die MPhil in Bestuursafrigtingstudente.
• Die behoefte aan bestuurskennis
ná 40: 1 uit elke 5 van die studente
op die USB se nuwe Nagraadse
Diploma in Sakebestuur en -Administrasie is ouer as 40. Dit sluit in talle
bestuurders, ingenieurs, ’n mediese
dokter, mense wat vir hulself werk en
’n predikant.
• Nooit te oud om te leer nie:
Twee van die mense wat in 2014 ’n
MPhil in Bestuursafrigting verwerf
het, was bo 60 (onderskeidelik 67 en
68 jaar). Die oudste persoon wat in
2014 ’n MPhil in Ontwikkelingsfinansies behaal het, was 60. In 2013
was daar ’n 59-jarige student op die
Nagraadse Diploma in Leierskapontwikkeling.
Die USB se programme is toeganklik
vir mense wat verder wil studeer
terwyl hulle voltyds werk. Die meeste
programme word modulêr aangebied
(blokke wat oor ’n jaar versprei is) terwyl ander van vervlegte leer (blended
learning) gebruik maak (kombinasie van
klaskontaksessies en aanlynleer). Die
Voltydse MBA is ideaal vir mense wat ’n
jaar opsy kan sit om net op hul studies
te konsentreer. Sien www.usb.ac.za.
20
belang. Reeds ’n paar jaar gelede het Eric
A. Spiegel, uitvoerende hoof van Siemens
in die VSA, gewaarsku: “Recent statistics
show that eighty percent of the jobs you
will have in the future don’t even exist
yet.” In Europa was daar reeds in 2010
meer bejaardes bó 65 as jongmense onder
14, ’n fenomeen wat as die “greying of
Europe” bekendstaan. Prof Roux sê egter
in Suid-Afrika lyk die statistiek (nog) nie
so droewig nie. “Ons het ’n venster van
geleentheid in Suid-Afrika, maar dit sal
slegs moontlik wees as jongmense behoorlik opgelei word. En om ’n krimpende
arbeidsmag te verhoed sal mense moet
aanhou werk ná aftrede,” sê hy.
Volgens prof Roux is kreatiewe denke
en entrepreneursvaardighede die sleutel
tot sukses. “Jy moet ’n sakeplan kan opstel,
bereid wees om risiko’s te neem en vuur en
vlam wees om ’n ding te doen – of dit nou
inligtingstegnologie of jou eie vis-en-tjips
winkel op jou oudag is. Mentorskap en
afrigting raak ook al hoe meer prominent.
Die geestelike versorging van mense is net
so belangrik.”
Doen dit nou
Waarom is dit so ’n stryd vir mense om
behoorlik voorsiening vir hul oudag te
maak? “Die gewoonte van uitstel, om net in
die oomblik te wil leef sonder om aan die
toekoms te dink en om te probeer byhou
met jou buurman en nie jou eie pad te
bepaal nie is van die vernaamste faktore,” sê
Andrew Bradley, uitvoerende hoof van Old
Mutual Wealth. Bradley meen mense mag
dalk genoeg geld hê wanneer aftrede begin,
maar hulle maak dikwels nie voorsiening
vir die meer as 20 lewensjare wat waarskynlik voorlê nie. Behalwe vir die negatiewe ekonomiese gevolge – van gebrek
aan kapitaal vir voldoende werkskepping,
swak beleggingsopbrengs en ’n sukkelende
bruto binnelandse produk (BPP) – moet
’n mens ook nie die sielkundige impak vlak
kyk nie.
“As jy nie genoeg geld het tydens aftrede
nie, moet jy jou uitgawes sny en dit kan ’n
reuse-invloed op jou lewensgehalte hê, wat
weer tot sielkundige uitdagings lei,” sê hy.
Volgens Bradley is die mees realistiese
opsie om minder uit te gee, vir jouself nuwe
werk te skep en die kapitaal wat jy wel tot
jou beskikking het so optimaal moontlik te
bestuur.
“Mense gaan langer leef, waarskynlik
tot 100 jaar of selfs ouer. Hoe meer mense
aftree, hoe groter gaan die maatskaplike en
ekonomiese uitdagings raak. Die regering
se vermoë om enigiets betekenisvol te bied
is uiters beperk. Individue moet eenvoudig
self verantwoordelikheid neem vir hul
aftrede en dit onmiddellik begin doen –
ongeag hul huidige ouderdom,” sê Bradley.
Hy meen ouer mense behoort hul kennis van sielkunde en breinwetenskap te
verbreed. “As jy die dinamika verstaan van
hoe die brein werk kan jy meer betekenisvol leef. Ons moet ook ons vaardighede in
tegnologie en beleggings aanhou opskerp
om ons lewensgehalte te verbeter.”
Bronne: www.aegon.com; www.sanlambenchmark.co.za;
www.newyorktimes.com
LEWER HIER KOMMENTAAR
of [email protected]
ENG
Wanneer alumni weer studente word ...
Die Universiteit van Stellenbosch Bestuurskool het ’n beduidende
aantal ’ouer’ studente op sy 11 akademiese programme. Dit blyk uit
verskeie onderhoude met USB-studente wat later in hul lewe weer
studeer dat voortgesette leer ononderhandelbaar is. Dit is ook ’n
prioriteit vir veral ouer studente om hul vaardighede met ’n jonger
geslag te deel.
“Gelukkig is leer soos fietsry, ’n mens verleer dit nie regtig nie,” sê
dr Cor Beyers (46) wat tans besig is met ’n MBA. Hy het sy loopbaan
in die 1990’s as hoërskoolonderwyser in wiskunde en chemie begin,
maar het ná verdere studies onder meer as ’n projekleier by BASF in
Duitsland en as hoof van navorsing by Plascon in Suid-Afrika gewerk.
Deesdae is hy ’n direkteur by PPG Industries vir Suid- en Oos-Afrika.
“Dit is interessant om nou klas te loop met nuwe media-hulpmiddels – dit maak die lesings veel interessanter. Toe ek in 1991 op Stellenbosch klaar studeer het, was daar slegs oorhoofse projektors.”
Hy is aktief besig om mense wat aan hom rapporteer af te rig, en
die kursus het hom reeds inspireer om sy onderrigmetode te verander. “Voorheen het ek geglo ek kan kennis oordra en mense deur
motivering beïnvloed om te verander. In die MBA leer ek dis belangrik
vir mense om uit hul eie ervarings te leer. Hulle moet besin oor wat
in hul lewe gebeur en dan self aksie neem om dit te verander.”
Willem van Huyssteen (57) is ingeskryf vir die MPhil in Bestuursafriging. Hy het deesdae sy eie konsultasiemaatskappy en was vroeër
bemarkingshoof van Kaapse Verbruikers.
“Ek dink ons Baby Boomers is die eerste geslag wat die luukse het
om te gee en te deel. Ons besef dat aanpassing noodsaaklik is en
getrou aan die wyse waarop ons grootgeword het, dink ons dat die
antwoord by studies is. En daar is ’n maatskaplike bewussyn, wat
dalk eie aan ons land mag wees, maar ek dink dat ons wat het dit
graag wil deel met hulle wat kan,” sê hy.
Andile Mayaba (66), ’n bestuursafrigter wat ook besig is met sy
MPhil in Bestuursafrigting, vind vreugde daarin om sy nuwe kennis en
vaardighede terug te ploeg in die gemeenskap. “Ek deel my ervaring
en begin deur te sê daar is ook iets vir my te leer by die persoon wat
ek afrig. Ons begin die leerproses saam as gelyke vennote. Ek is omdat jy is. Umntu ngumntu ngabantu.”
Jenny Worner (54), wat onlangs haar MBA by die USB voltooi het,
het die hoogste eer by die USB te beurt geval deur uit meer as 400
van die 2014/2015-graduandi gekies te word om die Direkteurstoekenning vir 2015 vir uitsonderlike prestasie op akademiese en leierskapsgebied te ontvang. Jenny het eers as arbeidsterapeut in die
veld gewerk, later rekenaarwetenskap studeer en in ’n familiebesigheid gewerk en selfs ’n luukse lodge en spa in KwaZulu-Natal ontwikkel.
“Die MBA het my gehelp om besigheid dieper te verstaan – die
’harde’ én ’sagte’ aspekte,” sê sy. “Dit was by tye baie uitputtend en
ek was ver buite my gemaksone, maar die intellektuele stimulasie en
die ware vriendskappe wat gevorm is, was baie betekenisvol.
“Die redes waarom ons verder studeer, is veelvuldig. Ons verhoudings, ingesteldhede, lewenstyle en lewenstandaard mag verander
tydens hierdie proses van groei en ontwikkeling. Ons is deel van die
groter veranderende werklikhede van ons samelewing. Dit is ’n reis
wat begin met onsekerheid maar lei tot eindelose moontlikhede. Ek
kan dit baie sterk aanbeveel!” verduidelik Jenny.
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BUSINESS EDUCATION
ACADEMIC TOURISM
HOW GLOBE-TROTTING STUDENTS
GROW SA’S ECONOMY
Globally, tourism is regarded as a modern-day engine of growth. In
South Africa, it is a “sector of hope”, contributing 10% to the country’s
gross domestic product. Adding academic tourism to the mix can play
a significant part in future growth, experts tell Heindrich Wyngaard.
E
ach day, a significant number of
passenger flights can be seen and
heard in the airspace above USB
making their way to the tarmac
at the nearby Cape Town International
Airport.
These aircraft ferry millions of local and
international travellers to what is South
Africa’s second largest airport, and a prime
tourism gateway to everything the Mother
City offers. Often among the visitors are
foreign MBA students travelling to Cape
Town to spend time at USB as part of their
exchange programmes. Others come here
for a week or two as a group of international
executives from USB’s partner business
schools all over the world.
In 2012, Cape Town International was
named Africa’s leading airport in the World
Airport Awards. It is also Africa’s third
busiest airport after OR Tambo in Johannesburg and Cairo International Airport in
Egypt. A decade ago, the number of
passengers trafficking through the airport
amounted to almost seven million. This year,
double that amount is expected to pass
through the airport’s terminals.
The international visitors are mainly from
the United Kingdom, which accounts for
South Africa’s largest overseas market,
followed by countries such as Germany,
France and Italy. Out of the rest of Africa,
Nigerians make up the majority of air
market visitors to South Africa. Continued
growth is also recorded in visitor numbers
22
from North America, Asia and Central and
South America.
They come to South Africa for holiday,
business, medical procedures, study purposes
or so-called MICE tourism, which is the
collective name for travel encouraged by
having to attend meetings, (workplace)
incentives, conferences and exhibitions.
The money that these tourists spend
on their visits to Cape Town and other
parts of South Africa add enormously to
the city’s and the country’s economic
growth. On a national level, tourism
contributes about 10% to South Africa’s
gross domestic product (GDP), says
international tourism expert Prof Shaun
Vorster, a USB MBA alumnus and associate
professor extraordinaire.
Referring to tourism as “a sector of hope,
opportunity and a better life for all”, he adds:
“Not only does it employ more people than
banking, mining, communications or
Prof André Roux,
Stellenbosch University
Institute for Futures Research director and USB
professor in Economics.
Prof Shaun Vorster,
USB MBA alumnus and
associate professor extraordinaire.
automotive manufacturing, the World
Tourism and Travel Council also tells us that
for every job created in tourism, more jobs
are created in the rest of the economy – and
at a lower cost than is the case for most
other economic sectors.”
According to figures released in 2013 by
Statistics South Africa, tourism contributed
to approximately 617 287 direct jobs in
2012, amounting to about 4,6% of direct
employment in the country. In 2011 the
figure was 591 785.
Prof Vorster also points to the fact that
tourism generates 70% of the country’s
services export revenues and 9,4% of total
exports. “This means that tourism is
bringing in plane loads of foreign currency,
and foreign currency helps to fuel the
economy. It pays, for example, for the
imported machinery on which sectors such
as manufacturing and mining depend, and
for imported textbooks on which tertiary
education depends.”
Earlier this year, Tourism Minister Derek
Hanekom said the performance of the
tourism sector underscored the fact that the
fundamentals of the industry were sound.
“This bodes well for future growth. Tourism
continues to be one of the stars in our
economy.”
And as such, says Prof Vorster, there may
potentially be a place for tourism in business
schools’ MBA modules. “In future, especially
as the commitment to inclusive and green
growth gains global traction, business
AFR
‘Tourism continues to be one of the stars in our economy.’
schools may focus on sustainable executive
tourism in their offering.”
Prof André Roux, director of Stellenbosch University’s Institute for Futures
Research and USB professor in Economics,
speaks about the past first: “Obviously,
before the 1990s tourism was not a big
thing because the country was isolated in
so many ways. Not many people came to
the country, but it was still a very attractive
place.”
That all changed now, says Prof Roux.
“We receive millions of tourists each year.
Together they probably constitute 10% of
the country’s GDP. By comparison our
primary sector (mining and agriculture),
account for about 10% of the economy. So
we can say our tourism economy is more or
less the same size as our mining-and-agriculture economy to give it some perspective.”
Interviewed while he is seated outside in
the sun with a passenger flight flying
overhead, he turns the spotlight on the
future: “We’re probably underutilising our
tourism sector.”
Medical tourism is one area where Prof
Roux sees great potential for growth. This
phenomenon allows foreigners to come to
South Africa to have a medical procedure,
such as plastic surgery, performed.
Prof Roux says: “While here, they get
good medical service, for fairly cheap. Then
they spend a few weeks recuperating while
enjoying our country’s natural beauty. And
the whole trip turns out cheaper than the
same operation back home.”
Another future scenario raised by Prof
Roux is the potential growth in academic
tourism, whereby students spend a part of
their academic programme in South Africa.
The country’s unique mix of challenges –
poverty, inequality and unemployment – is
often unknown to these students and
scholars. “In our current almost mental
psychosis of negativism, it’s interesting how
they see something different. They see a
country with a lot of spirit, of vitality, a lot
of excitement. And they go back, revitalised
about the world and its problems. So I think
academic tourism is something that we can
really start expanding on in this country.”
South Africa has good universities and
good facilities, says Prof Roux. Already,
“more than just a handful of business
schools from all over the world” annually
visit USB to learn about the South African
experience and diversity, he emphasises.
It is an experience that starts as their
flights descend over the USB campus in the
Tyger Valley business district, a short
distance from the Cape Town International
Airport.
COMMENT HERE www.usb.ac.za/agenda or [email protected]
The world at USB
In 2014 USB hosted international groups and exchange
students from the following
countries:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
United Kingdom
United States of America
Germany
France
Mauritius
Nigeria
The Netherlands
Latvia
Belgium
Canada
Italy
Turkey
Russia
China
Brazil
The list for 2015 includes: The
Netherlands, USA, Belgium,
Mauritius, Ukraine, UK, France,
Germany and Sweden.
Watch full interview
with Prof André Roux:
www.usb.ac.za/
thoughtprint/video
23
LEADERS’ LAB
|
INTERNATIONAL STRATEGY
SABMILLER:
THE INTERNATIONALISATION
OF A BREWING GIANT
A recent study of MBA student Roark Nel, undertaken at the University
of Stellenbosch Business School, looked into the drivers, strategies
and critical success factors of the internationalisation of SABMiller, the
world’s second largest brewer.
Why this study?
SABMiller originated in South Africa and
a significant part of its success has been
attributed to the culture and history of the
organisation in its home market. The aim of
this research assignment was to uncover the
drivers, strategies and critical success factors
of SABMiller’s internationalisation move.
The company’s motivations, enablers and
modes of entry were further compared
to literature to determine which, if any,
theories are best suited to describe its process of internationalisation.
Research methodology
To conduct the research, a qualitative case
study methodology was employed, utilising
semi-structured interviews conducted with
29 current and former senior managers of
SABMiller or its investment partners, all
of whom were involved with the organisation’s internationalisation. The individuals
interviewed related experiences pertaining
to particular cross-sectional time-periods
within SABMiller’s internationalisation
process. Data was then examined using
thematic analysis.
What did the research find?
The role of SABMiller’s South African
home culture as a differentiator, as well
as the development of a deep talent pool
to enable rapid expansion, was telling in
its success.
Operating excellence was a competitive
advantage in the majority of markets the
organisation entered, while its in-house
mergers and acquisitions competence,
coupled with a distinctive partnering ability,
clearly demonstrated the advantage of building and maintaining strong relationships and
network positions when internationalising.
24
SABMiller’s initial expansion sought to
counter the threat of becoming a takeover
target in its own right, and to open up new
markets that were both affordable and could
match the relative competitive advantages
it had developed. As the company grew, a
broader portfolio view was developed in order to balance risk and currency exposure in
emerging markets, with more stable profit
pool participation in developed markets.
To enter new markets, SABMiller utilised
a beachhead approach whereby its main aim
was to secure entry to a desired market from
which it would be able to expand – through
organic market share gain, increased ownership of its joint ventures or further acquisitions within the market.
Companies engaging in foreign expansion for the first time need to understand
clearly their relative advantages, to what
they owe that endowment, and to what
extent those advantages are sustainable in
the face of global competition. Furthermore,
locational advantages of a target country
must be viewed relative to the competitive
advantages they possess within the context
of their product class, industry structure,
nature of the knowledge to be transferred,
and where the value generation lies within
their structure.
Global government priorities and political
stability are varied and can have an overriding impact on a company’s choices and
ability to internationalise effectively. Investment in local communities and alignment
with priorities of social development and
environmental preservation are becoming
increasingly important. Therefore, internationalising companies need to factor this
into consideration to increase their chances
of success.
The significant impact of governments on
AFR
USB LEADERS’ LAB
‘Roark Nel has succeeded in capturing the internationalisation
strategy of SABMiller in all its glory. As it is, the internationalisation
strategies of very few, if any, other South African companies have
been documented. In this very good effort by Nel, he has shown where
ONLINE
Other USB Leaders’ Lab
articles and new research
may be found online at
www.usb.ac.za/LeadersLab
SABMiller’s strategy correlated highly with existing theory, and where it
“created” new practices. In this regard, he has been able to demonstrate
how the SABMiller practices were aligned with the theory of Michael
Porter, among others. This work makes an invaluable contribution to
the case studies on South African companies that have implemented
internationalisation strategies.’ – Johan Burger
THIS RESEARCH WAS CONDUCTED BY:
internationalisation is particularly evident
in the case of SABMiller. With the added
importance of investment towards societal
goals, a study of the motivators and priorities of host governments may add value to
companies seeking partnerships to internationalise, particularly within the realm of
value chain development.
Conclusion
The analysis showed what competitive advantages SABMiller developed that enabled
its success – initially within its home market
of South Africa and subsequently as it
internationalised.
While the nature of ownership in the beer
industry often necessitated entry via joint
ventures, the manner in which SABMiller
constructed such ventures provided opportunities to shape the industry structure
beneficially in a number of cases.
Literature on internationalisation theory
offers useful frameworks to examine a company’s internationalisation global expansion,
such as Dunning’s “eclectic” paradigm and
Porter’s “diamond”. The analysis of SABMiller’s enablers, motivations and modes of
entry was effectively conducted within these
frameworks, though no individual theory
offered satisfactory explanatory power in
isolation. Hence, the literature needed to
be considered more holistically in order to
gain meaningful descriptive power, drawing
particularly on empirical research from other
emerging markets and their companies.
Thus, the initial deductive approach was
expanded to become more inductive as
various elements of the literature needed
to be applied to form the total picture.
While every company’s internationalisation process will be different given its
unique skill-sets, home markets and
opportunities, SABMiller’s case did provide
interesting insights.
Its diverse South African home culture and history assisted in developing
adaptable and resilient managers, while
significant investment in training and
skills development cultivated a deep talent
pool that enabled rapid expansion as opportunities became available. Operational
excellence was developed through vigorous
domestic rivalry and later encouraged with
internal competition and global benchmarking. SABMiller demonstrated the
advantage of building strong relationships
and network positions through its in-house
mergers and acquisitions competence and
distinctive partnering ability. However,
the precursory network development with
prospective take-over targets that this
competence enabled is an application not
generally covered by the literature.
Recommendations
While literature on internationalisation provides frameworks with which to analyse the
paths followed by an organisation, a more
holistic regard of literature is recommended
to analyse emerging-market multinational
enterprises whose history and culture play
a significant role in determining internationalisation behaviour.
The author further recommends research
on the impact of South African culture on
internationalisation success – particularly
where expatriation forms part of a company’s strategy, while the role of leadership
as a differentiator in successful internationalisation is an area not explored extensively within this study. It was uncovered
as a significant theme in SABMiller’s
expansion, however, and it is thus an area
that may warrant further exploration.
Roark Nel
Johan Burger
This is a summary of the MBA
research assignment written
by Roark Nel, supervised by
USB faculty member Johan
Burger. The research assignment titled SABMiller: The
Internationalisation of a
Brewing Giant is available at
http://scholar.sun.ac.za.
25
PEOPLE
MBA ALUMNUS
Dr Mehran Zarrebini, CEO
of PFE International
and other companies
in South Africa and
the United Kingdom.
For British born Dr Mehran
Zarrebini, USB MBA alumnus
and chairperson of the USB
Alumni Association’s United
Kingdom region, working and
living on two continents is all
in a day’s work. Cherice Smith
spoke to the successful
entrepreneur, business man
and champion for sustainability
and green business ventures.
What was your dream career
growing up?
When I finished my degree in Chemical
Engineering at Loughborough University, I
felt that I wanted to continue my education.
I was intrigued by research. While pursuing
my PhD at Cambridge University, I became
fascinated with the business world and
wanted to run my own business. I always
admired the entrepreneurial flair of my
father who had successfully set up businesses
in the UK, Iran, China and the USA upon
completing his PhD. I essentially wanted to
mirror his successes from an early age.
What does your work entail?
ONE MAN
BIG
TWO CONTINENTS
BUSINESS
26
The core functions are determining and
communicating the organisations’ strategic
direction, balancing resources through
growing existing businesses and making
resources available to commence new ones,
and acting as an ambassador for culture
within the organisations.
I am also directly involved with the
training of and investment in our workforce.
Besides these core functions, I take a lead
role in the driving of environmental
sustainability in the organisations. I have
implemented some of the research from my
MBA research report in the organisations
and I am focusing on the development of a
Greenhouse Gas (GHG) management
system. One of my organisations has become
a signatory to the United Nations Global
Compact and is the only company in South
Africa to have attained The Carbon Trust
Standard.
What are the advantages of working
and living on two continents?
To be able to depart from the office late
afternoon and arrive home in the UK the
following noon has removed many of the
challenges associated with travel. In South
Africa, I work with a number of strategic
partners in the UK. Being based in the UK
provides me with the opportunity to develop
these relationships and also foster new ones. I
commenced my business career in South
Africa. It is as a result of the numerous
opportunities that South Africa presents that
I have been able to successfully grow my
career and businesses over the last 14 years.
What do you bring to the table?
I have a lot of experience in working in
diverse environments, different countries and
with a multitude of cultures. I have lived in
Iran, the UK, Portugal and South Africa, and
I have spent time in Brazil from where my
wife comes. This ability to assimilate a variety
of cultures and environments has always been
a unique quality of mine. Being involved in a
number of start-ups requires a “roll-up-yoursleeves mentality” and the ability to tackle
new challenges as they emerge. I am very
comfortable with switching roles in different
circumstances.
You were shortlisted for the 2014
MBA Entrepreneurial Venture Award
by the Association of MBAs based
on your waste-reducing initiative to
granulate old truck tyres and turn
them into acoustic underlays. What
does this achievement mean to you?
This idea came about in 2012 when looking
for market opportunities in the South
African flooring industry. The market for soft
flooring was maturing. Instead of competing
head on with the hard flooring segment, I
looked at alternative ways of utilising assets
to create complementary products that cut
across various market segments. We developed a product from rubber crumb that
could be used as an underlay for both soft
and hard flooring. Developed countries have
strict legislation with regard to the transfer of
noise in high-rise buildings and new
developments. The acoustic underlay that is
now produced is exported to the USA, South
Korea, Germany and the UK. This solution
was an affordable, time-saving and environmentally friendly way to abate the problem.
This product, through our UK partners, has
been patented in South Africa and Australia.
It has a patent pending in the UK and the
USA. The achievement gave me a great sense
of accomplishment. Hard work, unshakeable
tenacity and repetitive effort ultimately
resulted in a successful venture and new
investment in upstream activities.
How important are green business
ventures?
Sustainability is here to stay as a central
business issue. So, the importance of green
business ventures is certainly on the rise. I
have found that environmental initiatives
don’t raise costs, they lower them. I see them
as an investment opportunity rather than a
threat. There will always be a trade-off
between investing in growth and investing in
sustainability. As a business person it is often
more glamorous to chase after growth, but
setting money aside for sustainability projects
or green ventures in the long term reaps
numerous rewards.
MEHRAN’S CAREER LESSONS
1. Develop an ability to listen. At its
core, listening is connecting.
2. Be humble. This includes creating
space for others to contribute, especially when working with employees from
varying demographic backgrounds.
3. Have a desire to learn. Never work
with the assumption that you are qualified for your job.
You completed your MBA in 2013.
What is the value of your MBA?
The USB MBA has enabled me to emerge
with a better understanding of how to
leverage my strengths as a leader, implement
global best practices and apply critical
thinking skills to workplace challenges. I
have also gained a strong appreciation for
continuous and professional learning. It has
given me an indispensable basis for working
in an international field of management.
What would you like to achieve as
chairperson of the USB Alumni Association’s UK Committee?
I would like to establish a strong communication line between USB and its alumni
AFR
residing in the UK. The promotion of the
USB brand in the UK is a priority coupled
with the encouragement of potential MBA
students to experience a South African MBA
at USB.
How do you maintain a balanced
lifestyle?
When I am in South Africa, I ensure that I
optimise my time in the various organisations I am involved with. I work most
weekends either at the office or at home, but
make sure that I spare time to exercise and
relax. I chat to my family via FaceTime every
morning while they have breakfast. In the
evening, I work through homework with my
children via FaceTime and catch up on their
day-to-day activities. It was certainly a
challenge at the start to balance work and
private life. However, with the help of
technology and organising my time and
priorities effectively, I am able to devote time
to work as well as family.
What does the future hold for you?
Over the next ten years, I envisage building
an increased international presence through
existing and new partnerships. The recycling
of waste tyres will no doubt create the
opportunity to innovate further. I will
certainly continue to commute between
South Africa and the UK. Having established a permanent base in both countries,
I want to take advantage of the numerous
opportunities that this presents. I hope that
as my children get older and enter university,
my wife will accompany me more often on
my travels.
MORE ABOUT MEHRAN
Who inspires you?
My Father, Mehdy, is my biggest inspiration.
He has been my greatest sounding board and
most encouraging champion. He is a pioneering entrepreneur in his own right.
What gadget can’t you live without?
My iPhone and Pebble watch. The ability to
continuously communicate while travelling is
a necessity. Being able to reference material
and documents instantly is also a must.
My Pebble watch is a great extension of
my iPhone, providing me with notifications,
meeting reminders and automatic time zone
adjustment.
27
PEOPLE
USB-ED ALUMNUS
AFR
WHEN A CAREER
TAKES FLIGHT
Roswitha Becker, who attended USB-ED’s Executive Development
Programme (EDP) in 2011, has been awarded with the
prestigious 2014 Businesswoman of the Year Award. Mariéke
van Rooyen talked to her about her career, curiosity and caring.
A
s general manager at Global
Load Control (GLC),
Roswitha is responsible for
the strategic, commercial and
operational success of GLC
globally. Her team members are spread
across three centres in Cape Town, Brno in
Czech Republic and Istanbul in Turkey.
With services being delivered to a number
of airlines at over 150 airports worldwide,
her focus is on the sustainability of the
business in all spheres.
“I believe in doing the change the world
needs doing. My colleagues tell me that I
have an addiction to excellence and building
things. But mainly, I think I’m very curious
and have a need for challenges. I gain the
greatest satisfaction in my work from
developing others. The Businesswoman of
the Year Award is an amazing recognition,
not just for what I have achieved, but
especially for what my mentors and team
have achieved. It is a very meaningful
process that enables you to take stock of
your career and personal development. It
aids the development of leadership. Any
success story is never just one person.”
Life at Global Load Control
Ten years ago, Roswitha’s team set out to
build an organisation with a service delivery
model that simply did not yet exist. With
28
one of their planes taking off every 55
seconds, GLC ensures that millions of
passengers reach their destinations safely
each day. They have won some of the most
prestigious quality and safety awards in their
industry. “I take great pride in the achievements of people whose success I have been
privileged to contribute to. Many of our
colleagues have gone on to build stellar
careers in various industries globally and we
continue as a team to set the benchmark in
excellence.”
She studied law and accidentally ended up
in aviation. Her first job involved calculating
the centre of gravity for aircraft. In 2006 she
was appointed in her first leadership role,
heading up the Cape Town centre. Being
involved in many projects that ranged from
human resources to business development
prepared her for her current role. Despite
many challenges along the way, Roswitha’s
career has taken her around the world and
allowed her to make meaningful contributions to the aviation industry as well as the
societies GLC touches as a business.
The value of USB-ED’s Executive
Development Programme (EDP)
“The EDP represents a seminal moment in
my career and more importantly in my
leadership development. The exposure was
fantastic and the embedded philosophy of
leadership and sustainability really took my
work to the next level. Before the EDP I
was not as conscious of the influence and
responsibility I had beyond my immediate
sphere in our business and therefore was
not making as much of a contribution as I
could. I gained professional skills to take
our business to the next level and also grew
personally to let go of any remnants of
passivity holding a leadership position. The
EDP assisted me to step into an authentic
leadership role.”
Aspirations
Roswitha would like to continue to work
at a global level in diverse contexts and
to complete a PhD. She is inspired by
ordinary South Africans who go the extra
mile to build the country, often in the face
of great diversity. In terms of leadership
she is inspired by Archbishop Emeritus
Desmond Tutu for his unwavering sense
of ethics, gentle heart and great sense of
humour.
Roswitha loves spending time with her
family and two dogs, and enjoys being in
nature. She is an avid traveller and loves to
explore new places.
The Businesswoman of the Year Award,
conferred by the Businesswomen’s
Association of South Africa, recognises
achievement in business and leadership.
Roswitha Becker,
2014 Businesswoman
of the Year.
ROSWITHA’S
CAREER TIPS
• Don’t be passive about
creating your own success
story. Don’t wait to be
discovered.
• Surround yourself with
people who are different
to you and are willing to
criticise you.
• Invest in your own learning
and development and that
of your team.
‘I take great pride in the
achievements of people
whose success I have been
privileged to contribute to.’
29
SNIPPETS
BROKKIES
USB, USB-ED, STUDENT & ALUMNI NEWS
MBA
USB introduces redesigned, shorter MBA
USB’s MBA has been redesigned and shortened. From 2016 the Full-time MBA
now becomes a one-year programme while the Modular MBA and Part-time
Blended Learning MBA* become two-year programmes.
According to Prof Marlize Terblanche-Smit, head of
USB’s MBA Programme, the MBA has been
redesigned partly as a result of the new requirements of the South African Council on Higher
Education (CHE).
“USB redesigned its MBA and turned it into a
professional MBA. The professional MBA aims to
educate professionals who want to become
innovative leaders with critical awareness. Given
the content and scope of the MBA, it prepares
individuals for professional employment at a senior
level,” she says.
The CHE raised the entry requirements of the
MBA in South Africa. Prospective MBA students
are now required to have a four-year Bachelor’s
degree OR an Honours degree OR a postgraduate
diploma. To prepare students for the redesigned
MBA, USB introduced its new one-year Postgraduate Diploma in Business Management and
Administration in 2015 as this qualification
contains the learning that needs to be in place to
take on an MBA.
Leadership Development still forms a key pillar of
USB’s MBA. Each MBA student follows a Personal
Leadership Development Journey as part of the
Leadership Module that focuses on personal
leadership, relationship leadership and strategic
leadership.
Students can customise up to 30% of their
MBA, depending on which electives and International Study Module they select and on the topic of
their research assignment.
Last year alone, study modules were undertaken
to ten countries, namely China, India, Turkey,
France, Italy, the Netherlands, Belgium, Russia,
USA and Canada. The academic modules covered
on these study modules depend on the areas
of expertise of the respective foreign business
schools. The aim is to develop managers with
global mind-sets.
(*Part-time Blended Learning MBA subject to final approval.)
U
EQUIS awards USB with
its highest level of accreditation
SB is now the only school in Africa
with five-year accreditation from
EQUIS, one of the international
accreditation bodies for business
schools. This makes USB one of only 75
business schools in the world that currently
has EQUIS accreditation for a period of five
years. Says USB director Prof Piet Naudé:
“This kind of achievement is not bestowed
30
upon you by virtue of your membership of
some sort of club. It is the result of extremely hard work.
“The latest accreditation places us in a
select group of global business schools that
conform to stringent peer-review processes.
Our current and future partners can thus
continue to rely on USB for top-class education and research.”
Van links is prof
Helgaard Muller,
prof Piet Naudé
en Simon Susman.
USB50-boek bekend gestel om 50 jaar van sakeopleiding te vier
Die USB het vroeër vanjaar sy 50-jaar-gedenkboek by ’n geselligheid by die Bellvilleparkkampus bekend gestel. Die boek vertel die verhaal van hoe die USB “deur
innoverende denke en dapper implementering” tot stand gekom het. Prof Piet Naudé,
direkteur van die USB, sê: “Ons vier 50 jaar, maar ons moet vorentoe kyk en die
reputasie wat ons oor die eerste 50 jaar opgebou het selfs nóg verder uitbou.”
Simon Susman, voorsitter van die USB-Adviesraad, sê dit is belangrik vir die USB om
sy uitstekende reputasie te versterk en nie dit as vanselfsprekend te aanvaar nie.
Prof Helgaard Muller, ’n voormalige direkteur van die USB, was sedert die eerste
klasse wat in 1964 aangebied is by die USB betrokke. “Ek ervaar vandag dieselfde
atmosfeer van toewyding, ondersteuning en entoesiasme wat nog altyd deel van die
bestuurskool gevorm het,” vertel hy. Die boek kan by www.usb.ac.za/USB50book
bestel word.
USB MBA student spends a day in the life of Parmalat CEO
Seema Bhikha
USB welcomes
three new
faculty members
‘Leadership is about
making others better
as a result of your
presence and
making sure that
impact lasts in
your absence.’
– Dr Kobus Serfontein
Seema Bhikha, a Full-time MBA student at USB, was a finalist in the CEOx1 Day
programme by Odgers Berndtson. This allowed her the opportunity to spend a day in
the life of a top CEO in South Africa, in this case Parmalat’s CEO Louise Cooke. “The
day gave me a better understanding of how important it is for executives to fully
understand every aspect of the business. Louise is one of the most down to earth
leaders I have met this year. She gave me valuable advice about what it takes to be a
great leader, which is authenticity via self-awareness,” Seema said of her experience.
Prof Mias de Klerk
Dr Kobus Serfontein
Three new academic staff members have
joined USB. They are Prof Charlene
Gerber as associate professor in
Marketing, Prof Mias de Klerk as
associate professor in Leadership and
Human Capital Management and Dr
Kobus Serfontein as senior lecturer in
Leadership. Prof Gerber worked at
Stellenbosch University’s Department of
Prof Charlene Gerber
Business Management from 2006 before
joining the Business School in February
this year. Prof De Klerk worked at Sasol
for 27 years. His areas of expertise
include Group Dynamics and High-Performance Human Management. Previously
head of Human Resources at PSG Group,
Dr Serfontein has lectured part-time on
USB’s MBA for the past five years.
31
SNIPPETS
BROKKIES
USB, USB-ED, STUDENT & ALUMNI NEWS
‘The Advisory Board members
will help to ensure that USB’s
academic programmes prepare
students for real-world challenges
anywhere in the world.’
USB director Prof Piet Naudé (left) is
pictured here with Heather Robertson
(middle), editor of The Herald, and
Dr Marietjie Theron-Wepener, USB’s
marketing director.
– Prof Stan du Plessis
PROF PIET NAUDÉ ‘UNPACKS THE PSYCHE OF
SOUTH AFRICA’ AT LEADER’S ANGLE
USB announces
Advisory Board
“If you can’t live on the edge, don’t live in South Africa.” This is what Prof Piet Naudé,
director of USB, said at a Leader’s Angle on his latest book titled Reading between
the (head)lines – On life in South Africa. Prof Naudé reflected on five of the core
themes of the book – sport, consumerism, politics, corruption and religion – to gain
an understanding the psyche of our country. “The book is about reading social
language. It is about trying to open my and others’ eyes to things you won’t see
because things are not as they seem. It is about looking at the world through
different lenses. It is about showing the ambiguity of life. The book is to unsettle us to
see the full reality of our nation,” Prof Naudé explained.
The dean of the Faculty of Economic
and Management Sciences at
Stellenbosch University, Prof Stan du
Plessis, the director of USB, Prof Piet
Naudé, and the chairman of the USB
Advisory Board, Simon Susman,
announced the names of several
well-known South African executives
that will serve on the Business
School’s Advisory Board for a term of
three years. The new members are
(above, from left): Dr Judy Dlamini,
executive chair of the Mbekani Group;
Dr Sias Mostert, managing director
of Space Commercial Services; Thys
du Toit, managing director of
Rootstock Investment Management;
Phuti Mahanyele, CEO of the Shanduka Group; Terry Volkwyn, CEO of
Primedia Broadcasting, and Jo-Ann
Strauss-Held, director of companies
and entrepreneur. Prof Naudé said
that he has no doubt that the new
board members will make an
invaluable contribution to USB. “We
are looking forward to their expert
advice on how to take USB to a new
level where it would be recognised as
the undoubted leader in Africa and
among the top schools in the world.”
A
L
U
M
N
I
N
E
W
S
USB MBA alumnus sells
company to GPS giant
USB MBA graduate Franz Struwig recently
made the headlines when he sold his
company iKubu, which designs computer
vision and radar systems for cycling, to GPS
Frans Struwig
navigation company Garmin. “iKubu’s
employees and I now work for Garmin from our Stellenbosch
office. Our focus is mainly on new product development. Garmin
is a quality company, a world leader in all that they do. It is our
great privilege to be part of it,” he says. The South African,
other African and international media reported widely on this.
32
SBA
NEWS
2015’S SMALL BUSINESS ACADEMY PARTICIPANTS
START WITH THEIR TRAINING
This year’s participants on the SBA
Development Programme were officially
welcomed on the USB campus.
The Development Programme of USB’s
Small Business Academy (SBA) has again
attracted participants representing a
variety of small businesses. These include
crèches, beauty salons, recycling companies and even a football club.
The 2015 participants commenced with
their training in March. This is the third
intake since the SBA Development
Programme was launched in 2012 as an
initiative of the business school to
contribute to growing small businesses in
Top experts
talk at USB
Leader’s Angle
USB’s Leader’s Angle series started on a
high note this year with several top
experts presenting talks. Dr Tobias
Bischof-Niemz, chief engineer: Energy at
the Council for Scientific and Industrial
Research (CSIR), started off in January
with his discussion on the underlying
paradigms on which today’s energy
system is built and how these may have
to change to facilitate a renewables-based
the Cape Peninsula by sharing its knowledge and expertise. This year the
participants hail from areas such as
Khayelitsha, Gugulethu, Langa, Philippi and
Mitchells Plain. The main sponsors of the
SBA are Absa and Distell Foundation.
Leader’s Angle speaker
Prof Jamie Anderson,
USB senior lecturer
Dr Babita Marthur-Helm
and USB MBA alumnus
Theo Alkema.
energy future. He was followed by Prof
David Day, professor and Woodside Chair
in Leadership and Management at the
University of Western Australia Business
School, who explained the challenges
associated with developing, retaining and
leveraging leadership capabilities in
contemporary organisations. In March,
one of the world’s top business thinkers,
Prof Jamie Anderson, discussed the
dynamics of the creative process as a
starting point for innovation in organisations. He is professor of Strategic
Management at Antwerp Management
School in Belgium and visiting professor at
the London Business School in the UK.
Also in March, Dr Coeni van Beek, who is
part of PwC’s Global Strategy and
Leadership team, unpacked the five megatrends that are changing the world.
33
SNIPPETS
BROKKIES
USB-ED NEWS
USB-ED yet
again top
executive
education
provider
in SA
USB Executive Development (USB-ED), the
public executive development company at
USB, once again received a PMR.africa
Diamond Arrow Award. This is the fourth
year that USB-ED received the top award in
a national survey of academic institutions
offering executive education in South Africa.
USB-ED CEO, Frik Landman, commented:
“We have now received the top award in
SA, Namibia and Botswana. This affirms
our mission to develop a critical mass of
leading managers who will turn the rich
natural resources of Africa into wealth for
all; forging a sustainable future for all.”
USB-ED also received a PMR.africa
Diamond Arrow Award in the category of
Foreign Business Schools offering Executive
Education (short courses) in Namibia in
February this year, and a similar award in
Botswana in August last year.
USB Executive Development (USB-ED) and
the former Impumelelo Social Innovation
Awards programme have joined forces to
launch the Impumelelo: Stellenbosch
Academy for Social Innovation at the
beginning of April.
Dr Rhoda Kadalie is the executive
director of the academy that will provide
masterclasses, case study research,
documentation and publication of best
practice and the dissemination of good
news through a media and advocacy
programme. A student internship programme has also been established. Helen
Zille, Premier of the Western Cape, was
the guest speaker at the launch event.
Frik Landman (CEO of USB-ED),
Helen Zille (Western Cape
Premier), Rhoda Kadalie (Executive
Director of Impumelelo: Stellenbosch Academy for Social
Innovation), and Prof Piet Naudé
(USB Director) at the launch
function.
USB-ED joins
forces with
Impumelelo to
advance social
innovation in
Africa
Disability colloquium
brings together
successful models of
excellence
34
USB Executive Development (USB-ED) and the Impumelelo Social Innovations Centre,
headed by Rhoda Kadalie, recently hosted a Disability Colloquium at the USB campus
to bring together nine successful models of excellence showcasing social entrepreneurship, entrepreneurship, job creation, mental and physical healthcare, education and
income generation.
African elephants remember where the waters run. The elders in the herd know the waterholes, the seasonal patterns of the streams
and the environment.
If you’re looking for a collective wisdom, a source of current thinking or a vantage point from which to master a complex business world,
you should speak to the people who grow leaders.
The new USB
MBA. Top quality. Relevant for your world.
New, shorter MBA from 2016
USB’s MBA has been redesigned for 2016 to be shorter and to better fulfil the needs of today’s students.
•Full-timeMBA: 1 year. Complete classes and a research assignment in 1 year. (2 years in the past)
•ModularMBA: 2 years. Complete classes and a research assignment in 2 years. Classes presented in 9 blocks of 1 week
each. Various intakes. (3 years in the past)
•Part-timeBlendedLearningMBA*:2 years. Attend 2/3 blocks on campus. Rest of classes presented in real-time online
(attend from anywhere in the world).
* Subject to final approval.
Enquire now.
+27 (0)21 918 4246 • [email protected] • www.usb.ac.za/mba
ACCREDITED
USB153011 E
We know Africa. We train its leaders.

Agenda1_2015 - University of Stellenbosch Business School

Transcription

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