Working Papers (Gordon Institute of Business Science (GIBS))

Permanent URI for this collectionhttp://hdl.handle.net/2263/82330

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Enhancing enterprise and supplier development ecosystem
(Gordon Institute of Business Science, 2024) Myers, Kerrin; Cabot-Alletzhauser, Anne; Khosa, Amanda; Mamabolo, Anastacia
It is often said that South Africa’s future depends on the ability of small, medium and micro enterprises (SMMEs) to grow. SMMEs can be instrumental in driving competitiveness, economic development, and job creation. They can also play a central role in providing the innovation necessary for communities and environments to thrive sustainably. Moreover, a flourishing SMME sector can be the catalyst for transformation. Across the world, entrepreneurial ecosystems have been demonstrated to play an important role in entrepreneurial development. An entrepreneurial ecosystem is defined as “a community of multiple coevolving stakeholders that provides a supportive environment for new venture creations within a region” (Cao and Shi, 2021, p. 75). Enterprise and supplier development (ESD) programmes have gained increasing attention as vehicles that support the growth and sustainability of small and growing enterprises or the SMME sector in South Africa. ESD is fuelled by legislation such as the Broad-Based Black Economic Empowerment Act of 2003 and the Constitution of South Africa (1996), and transformation and inclusion remain its main objectives. The B-BBEE Commission (2022) points out that effective ESD programmes can drive job creation, particularly for the youth, and economic growth by strengthening local supply chains. However, despite a variety of measures having been put in place to develop the SMME sector in South Africa and ESD programmes being valued at between R20 billion and R30 billion per annum, the impact of such programmes in terms of developing the country’s entrepreneurial capacity and capabilities remains uncertain. We would like to thank the 41 members of the ESD ecosystem for giving us their time, Edge Growth for their funding support, and Dr Lusapho Njenge for his helpful comments on earlier drafts of this White Paper.
Second to none: Second cities and next cities as Africa's engine of prosperity
(DHL & Gordon Institute of Business Science, 2024) Saville, Adrian; Fouche, Francois; Macleod, Ian; White, Lyal; Pillay, Nerissa
Cities are already the locus of 80% of global GDP and home to more than half of the world’s population. Further, the United Nations (UN) anticipates that the world’s urban population will grow to 6.7 billion in 2050 from a base of just 4.2 billion in 2018, with close to 90% of this increase taking place in Asia and Africa. This means populations across major cities will grow at unprecedented rates. But it is not just capitals and megacities that face great challenges and opportunities. Often overshadowed by their more renowned counterparts, the multitude of smaller cities are poised to play a critical role in the unfolding demographic shift. Second cities provide a cultural and economic bridge between rural areas and big cities. They are often levers for regional and global trade. In the African context, the narrative of urbanisation is rapidly evolving, with second cities emerging as dynamic hubs of innovation, opportunity, and resilience. Africa’s second cities embody a rich tapestry of diversity, reflecting the continent’s multifaceted identity and historical legacy. From vital logistics and shipping hubs like Mozambique’s Beira, to the academic centre that is Rabat in Morocco, to the Democratic Republic of the Congo’s mining fulcrum of Lubumbashi and the tourism gem in South Africa’s crown that is Cape Town, second cities take a multitude of forms, while sharing important traits. In partnership with the GIBS Centre for African Management and Markets (CAMM), DHL Express SSA has embarked on this research paper to understand the complexities of and opportunities that lie in these urban centres across sub-Saharan Africa. The paper captures the unique potential for Africa’s second cities to take advantage of the so-called demographic dividend and generate prosperity for the continent. This paper rounds out with a selection of evidence-based approaches that business leaders and policymakers can wield to address the challenges that second cities face and, indeed, FOREWORD leverage powerful demographic, social and economic forces to build a better continent for tomorrow. I extend my sincere appreciation to the authors of this research paper for their dedication, insight, and scholarly rigour. Their work represents a significant contribution to our understanding of Africa’s urban landscape, laying the groundwork for further analysis and action. This paper is designed to open dialogue, collaboration, and positive change, inspiring us to unlock the full potential of Africa’s second cities.
Shifting tidewinds: The implication of CBAM in SA and Kenya
(Gordon Institute of Business Science, 2024) Alexander, Kelly; Tanya, Dos Santos-Ford; Mumbai Maria, Wachira
African enterprises are accustomed to complexity, volatility and the challenges of doing business on the continent. Yet for many, the Carbon Border Adjustment Mechanism (CBAM) – a European Union (EU) policy aiming to prevent carbon leakage, with the intention to mitigate climate change, feels like a bridge too far. Following several interviews in Kenya and South Africa, this whitepaper briefly explains CBAM, before exploring the implications of the policy for African countries and businesses. Examining the potential effects of CBAM in South Africa and Kenya – and for the continent more broadly - raises several issues. Questions of hypocrisy, power, responsibility and whether the ultimate aim of reduced carbon emissions will be effectively accomplished, are explored. Finally, the paper also considers the opportunities for new trade and manufacturing relationships across the continent and with non-EU countries, and positions the policy in the context of the ‘just transition.
South Africa's fresh fruit industry: Optimising export performance and securing sustainable exporter-importer relationships
(Gordon Institute of Business Science, 2023) Petzer, Daniël Johannes; Matthee, M; Kuhn, S. W; de Villiers, V
The fresh fruit industry in South Africa is considered the biggest contributor to the agricultural export sector (by value) and a major source of employment. Fresh fruit exporters operate in a challenging environment, juggling the financial challenges of competitive pricing and foreign markets’ regulatory requirements. Although exporter-importer relationships are key in driving export performance and sustainability, empirical research in this area is unfortunately sparse. This white paper reports the findings of a recent study that explored the interpersonal dynamics among 65 fresh fruit exporters in South Africa and investigated export performance, considering quantitative targets and measures. Results revealed that the key inter-firm relationship behaviours that drive export performance differ from those driving sustainable exporter-importer relationships. According actions recommended for the way forward include securing the economic viability of local fresh fruit exporters’ relationships with foreign buyers, considering the new business formula; adopting a longterm view of export markets and buyer relationships; ensuring regular, open communication with buyers; and creating a business culture that facilitates sustainable and mutually beneficial relationships among all stakeholders
Facilitation: A guide to approaches in practice.
(Gordon Institute of Business Science, 2023) Ackermann, R
The need for groups of individuals, within teams, coming together across various organisational functions, or working collectively within society, to collaborate, solve problems, and make decisions with sustainable long-term impact, has increased significantly in recent years. Facilitation, the act of making a process easier, is a valuable method to achieve constructive results by accessing the collective wisdom, skills, and energy of individuals, teams, and diverse groups of people (Personal and Applied Leadership, 2020). Due to the process-based nature of facilitation, it can be challenging to know how to best apply it to reach the desired outcomes. The intention of this paper is to provide: • Clarity on the range of possible facilitation approaches • A map of facilitation approaches and relevant methodologies • Useful facilitation tools to consider
The internet of things: Extracting business value in South Africa
(2021) Slovova, M
Optimal management development: The synergey between coaching and teaching
(2022) Scheepers, Caren Brenda; Reid, A.
From the horse's mouth: Advice from chairs on how to lead boards more effectively
(2021) Price, G.; Myres, Kerrin; Redelinghuys, J.; Hofmeyr, K.
Pivot or perish: How entrepreneurs overcame lockdown uncertainty in South Africa's townships
(2022) Myres, Kerrin; Smith, S.; Mamabolo, Mathukhwane Anastacia
South African whistleblowers: Tribulations and triumphs.
(2021) Kleyn, Nicola Susan; Pogrund, G.; Vivier, E.; Onaji-Benson, Theresa; Painter, M.
The act of whistle-blowing can create material benefits for organisations and society at large, but often at great cost to those who choose to report unethical or illegal behaviour. This white paper shares findings from a recent study investigating accounts of whistle-blowers as well as the views of those who frequently engage with whistle-blowers. To situate our empirical findings, we report briefly on academic literature as a series of reflections focusing on why whistle-blowers elect to report, where they report, how they are viewed, and the difficulties and consequences they experience when speaking up. We find that the decision to blow the whistle is only taken after extensive deliberation, normally including discussions with senior members of employer organisations. Despite the inevitable loss of promised confidentiality or anonymity, whistle-blowers in this study chose to approach external organisations to flag their concerns. When describing their organisational experiences before and after blowing the whistle, many key internal and external actors who form an integral part of what we term “the whistle-blowing ecosystem” were identified. We map these in a “whistle-blowing ecosystem”, and also identify and discuss four organisational themes that emerged during the study. Moreover, as we move through our findings, we reflect on the academic literature across key themes. We conclude by providing recommendations for organisations seeking to promote ethical conduct.
Impact of COVID-19 in Africa: A scenario analysis to 2030.
(2020) Cilliers, J; Oosthuizen, M; Kwasi, s; Alexander, K; Pooe, T.K; Yeboua, K; Moyer, J. D
This report presents three scenarios on the impact of COVID-19 in Africa using economic growth forecasts, mortality and efforts to ameliorate impact through social grants. Likely effects are examined on per capita income, poverty and the attainment of selected Sustainable Development Goals targets. Africa’s development trajectory has suffered a severe setback, with extreme poverty rising in all the scenarios. The pandemic threatens Africa in several ways, and the report provides policy recommendations to reduce vulnerability and strengthen resilience.
Ethics barometer: SAICA trainee report
(2021) Centre for Business Ethics
Building Africa report 2022
(2022) PPC; GIBS Centre for African Management and Markets
PPC poured its first cement in 1902. On that day, Theodore Roosevelt was President of the United States (POTUS). He would become the first POTUS to ride in an automobile. On 31 May that year, the Second Boer War ended in South Africa. The year also saw the founding of the football club now known as Real Madrid, the opening of the Aswan Dam on the Nile and the glittering premiere of the Hunchback of Notre Dame in Monte Carlo. How the world changes in just a few generations! A child today would be forgiven for thinking of Roosevelt chiefly as a dam in Arizona. South Africa has lived through close-on three decades of democracy, and Real Madrid holds 34 La Liga titles and 13 European Cup/UEFA Champions League trophies in the cabinet. Of course, as the saying goes, sometimes the more things change, the more things stay the same. The internal combustion engine that powered Roosevelt’s journey remains the heart of most cars today, despite the inroads made by electricitypowered cars. The mighty Aswan Dam holds firm, and Victor Hugo’s Quasimodo lives on in the form of a Disney animation. PPC lives through this same contradiction of consistency and change. After more than a century of having been listed on the Johannesburg Stock Exchange, it remains, at its heart, a producer of Portland cement. This most enduring of products – albeit vastly improved in many dimensions – remains the cornerstone of homes, bridges and skyscrapers the world over. The company’s geographic footprint has been more expansive. PPC operations now spread from the original home in South Africa all the way to Ethiopia. The product line reflects that growth, now covering everything from fly ash to plaster. In a faster and faster changing world, PPC has never been more cognisant of the need to evolve. The inaugural PPC-GIBS Building Africa Report is part of this effort to ensure the company stays relevant and successful in the years to come. Recognising a deep commitment to the continent, this report begins with expert thinking on Africa as a developing story, a place and a cement market. We puzzle over the “African narrative” ahead of us, and analyse the major players in African cement.
Team coaching : value creation through teaming in business
(Gordon Institute of Business Science, 2022-12-02) ichelp@gibs.co.za; Moore, Amy Fisher
Worldwide, as complex, globalised, and evolving business environments have become the norm, there is an increased need for organisations and management teams to work together effectively. One way to achieve this is through team coaching – the practice of “helping the team improve performance, and the processes by which performance is achieved, through reflection and dialogue” (Clutterbuck, 2007, p. 77). Since team coaching is often referred to as an organisational practice but is a relatively new field, there is a need for a consolidated document that highlights the concept, process, and potential benefits of how team coaching can support teamwork within organisations. Therefore, the goal of this paper is to provide organisational leaders and learning and development practitioners with an indication of: • Why team coaching is important; • How the practice of team coaching can be used; and • What to consider when designing a team coaching approach.
Artificial intelligence: Is South Africa ready?
(Gordon Institute of Business Science (GIBS), 2021) Schoeman, Willie; Moore, Rory; Seedat, Yusof; Chen, Jeff Yu-Jen; Mhangwani, Ntombi; Barbagallo, Paul; Vazirani, Madhu
The world around us is changing at a furious pace. It’s left many established businesses shaken, with executives questioning their organisations’ longevity. To participate in a digital future, business transformation is critical and increasingly urgent. A strategic approach is essential. To help businesses chart the way forward, Accenture has partnered with the Gordon Institute of Business Science (GIBS) to provide insight into digital technologies and the future of business.
VISA African integration index: Volume 4 - Connecting for Growth, Economic Inclusion & Prosperity
(Gordon Institute of Business Science (GIBS), 2017) Saville, Adrian
VISA Africa integration index: Volume 3 - Realising Potential: Connecting Africa
(Gordon Institute of Business Science (GIBS), 2016) Saville, Adrian David; Firth, Kelly
Foreword: Visa, in conjunction with our partners across Africa, touches the lives of over 500 million people, through our services and innovations. With our electronic payment network across the continent, we are helping to unleash the enormous potential of a rising Africa. And to better understand where we can serve Africa’s payment needs on a country-specific basis, we produced the first Visa Africa Integration Index in 2013. The purpose of this reiteration is to reassess the progress Africa has made in economic integration, a vital ingredient for socio-economic advancement. The Index measures the degree of economic integration, both regionally and globally, within key trade corridors of Sub-Saharan Africa, namely West Africa, East Africa and Southern Africa. At present, these are Visa’s key African markets where we have an established infrastructure and growth strategy. The Index was instructive in providing insights into areas where Africa is growing rapidly and integrating with the rest of the world. It also highlighted areas of untapped potential. It remains the case that the prospect for African economies’ economic growth and development remains sound. And this year the results of the Visa Integration Index are encouraging. The trend of greater integration across Africa continues. Integration is improving in nearly every country in our study. Visa contributes to improved integration through solutions that provide consistent payment standards. This has always been a cornerstone of our business. Innovations such as cross-border remittances, mobile money and commercial solutions, amongst others, all contribute to greater integration within the African continent and into the global economy. The Index helps provide thought leadership on Africa’s regional integration, enables us to track changes and progress over time and ensure we provide Africans with the best way to pay and be paid. We also hope it can provide policymakers with an insightful and academically sound tool to help shape economic decisions.
VISA Africa integration index: Volume 2 - Realising Potential: Connecting Africa
(Gordon Institute of Business Science (GIBS), 2015) Saville, Adrian; White, Lyal
Foreword: Visa, in conjunction with our partners across Africa, touches the lives of over 500 million people, through our services and innovations. With our electronic payment network across the continent, we are helping to unleash the enormous potential of a rising Africa. And to better understand where we can serve Africa’s payment needs on a country specific basis, we produced the first Visa Africa Integration Index in 2013. The index measures the degree of economic integration within key trade corridors of sub-Saharan Africa namely West Africa, East Africa and Southern Africa. At present, these are Visa’s key African markets where we have an established infrastructure and growth strategy. The index was instructive in providing insights into areas where Africa is growing rapidly and integrating with the rest of the world. It also highlighted areas of untapped potential. This year the results of the Visa Africa Integration Index are very encouraging. The trend of greater integration across Africa continues. And integration is improving in nearly every country in our study. We expect this positive trend to continue as Africa integrates further not only with the world, but with itself. Visa contributes to improved integration through solutions that provide consistent payment standards. This has always been a cornerstone of our business. Innovations such as cross-border remittances, mobile money and commercial solutions, amongst others, all contribute to integration within the African continent and into the global economy. We will continue to produce the index to provide thought leadership on Africa’s regional integration, enable us to track changes and progress over time and ensure we provide Africans with the best way to pay and be paid. We also hope it can provide policymakers with an insightful and academically sound tool to shape economic decisions. Puneet Bahl, Group Country Manager: Visa sub-Saharan Africa
Platforms of prosperity: The Africa edition
(Gordon Institute of Business Science (GIBS), 2021) Saville, Adrian; Macleod, Ian; Onaji-Benson, Theresa
Investec GIBS savings index: A path to prosperity for South Africa
(Gordon Institute of Business Science (GIBS), 2019) Saville, Adrian David; Macleod, Ian
This note is devoted to stories of transformation and change, stories of countries, communities and families that make the journey from ‘poor’ to ‘prosperous’. These are not stories of miracles that peddle in false hope or that are filled with naïve optimism. The cases covered in this note deal with common problems, common ingredients and common sense to explore and examine how ordinary places become extraordinary. These cases are presented at a time when the South African economy is trapped in a low growth state, with deeply entrenched inequalities that retard economic mobility, confine capabilities, scar social welfare and narrow the path to prosperity. For South Africa, these deep-rooted problems are structural in nature, but they are by no means unique. Other countries have faced equal or greater challenges, and their transformation offers South Africa lessons and guides. Getting the country onto a prosperous path demands that we identify the constraints that bind South Africa, square up to the reality and establish the right structural levers to pull for the greatest impact to achieve elevated, inclusive, sustainable and transformative growth. The evidence explored in this note flag a primary constraint – South Africa’s dire savings-investment deficit – and the experiences of other countries point to ways in which this binding constraint can be broken. The South African economy has set up residence in low-growth terrain. Over the past decade, from the financial crisis of 2008 to the end of 2018, the country’s economic growth rate has averaged just 1.5% a year. This is barely ahead of the population growth rate of 1.2% a year, which translates into a decade-long economic stall. Cyril Ramaphosa’s presidency has promised to release the country from this low growth trap. However, for this policy proposal to translate into reality, South Africa must square up to its structural constraints. On this score, the evidence from the so-called ‘miracle economies’ lays bare a fundamental weakness in the country’s economic architecture: a pervasive gap between the available level of savings to fund the level of investment needed to achieve elevated economic growth, fund new firms and infrastructure, drive competitiveness, create jobs and transform the social and industrial landscapes. If the Ramaphosa administration’s ambition is to step up to the plate to deliver on the proposal of 5.4% economic growth a year, as set out in South Africa’s National Development Plan (NDP), there is an abundance of evidence and ideas from countries that have achieved elevated and inclusive growth on what is needed to close the savings-investment gap. The burgeoning field of behavioural economics adds to this endeavour by presenting the science of how this gap is closed by engaging households, firms, families and individuals.

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