Ezra Ndwandwe's Blog

MY 100 DAYS IN OFFICE ASSESSMENT OF THE ZUMA ADMINISTRATION

First of all, one needs to understand the importance - or rather the significance - of a 100 days in office and perhaps to appreciate where this concept came from.
 
It is an American concept based on the impact that the Franklin Roosevelt administration had in 100 days. Franklin Roosevelt changed laws, presented bills to congress and the way business was run in America within 100 days. Ever since his administration, there is this desire to measure how much impact a new government/administration can have in a 100 days or less. Interesting to note that when Roosevelt was president of the US, it was at the time of the great depression, it is for this very reason (i.e.) recession/economic depression I think the Zuma administration has evidently not been sleeping too well.
 
We all wanted to see how he could weather the economic crisis storm, which can be very tough for a new administration. As if that was not enough, the township protests as a result of lack of service delivery at municipality level reared its head, then it was strike actions in the midst of international sporting events such as - IPL, Confed Cup, British Lion tour - proved that the new administration had to run before they could walk.
 
However they have done well in a 100 days (i.e.) to keep the ship afloat. The structuring of the new cabinet to include the planning commission, the economic cluster and the monitoring and evaluation ministry has sent positive vibes on the seriousness of Zuma to deliver services with a specific focus on the poor. The inclusiveness and open consultation processes proved that debate to reach better interventions to improve the lives of ordinary South Africans is encouraged. Whilst I will also admit that the new administration had no time to finish their spring cleaning in terms of ushering a new way, there is still more that needs to be done!
 
It is way too early to celebrate. The intention is there, but we do not get measured on intentions.

THE MANAGEMENT OF KNOWLEDGE WORKERS

The art of managing knowledge workers is ushering a new era in management and is proving to be key to talent retention.
 
Note that it is Knowledge workers as opposed to knowledgeable workers. These are not necessarily educated workers much as they are observant workers that can convert general information into critical insights, science and knowledge for the benefit of the organisation. So it means that a knowledge worker can be at shop floor level with only basic education but can find insights on how to optimize production.

It is unfortunate how organisations rush to employ skilled experts to assist in finding solutions when, in fact, internal staff have it in them to resolve what may be the problem, if only they were asked. This means organisations need to come up with what they call 'organisation knowledge management strategy' in order to allow for the conversion of information to valuable insights and knowledge.
 
Organisations need to also understand who in their employ are knowledge workers and manage them accordingly. A case in point is those employees that leave organisations only to come back to consult to them at an exorbitant amount because of their knowledge – that is a sign of an ineffective knowledge management strategy. Knowledge and insights if properly documented even in the form of a story or sequence of events will help to institutionalize an organisation in a way that will ensure that no one person is bigger than the organisation. Have you heard of people that are unlikely to be disciplined or fired because they are the only ones who can render a service critical to the running of the business?

SUCCESSION PLANNING

We have all seen how the lack of succession planning can lead to disastrous consequences both in business and in politics yet it still remains an afterthought to many.

Because of the lack of succession planning, the ANC had to go through a difficult time as an organisation. It will go through an even more difficult time if the question is not adequately answered this time around. Similarly, businesses go under and family empires are destroyed because of the lack of succession planning. This is why I so agree with Julius Malema’s very recent statement which questions the lack of succession plans in the economic cluster.
 
It is very true that, right now, the economic cluster is in the hands of minorities and we need not be emotional about it. Trevor Manuel, Gill Marcus, Pravin Gordon, Barbara Hogany, Rob Davies and Ebrahim Patel - I mean, where are the black economists, accountants and strategists? For this reason - and whilst not questioning the current incumbents - I would argue that we need strong black candidates as Director General who will succeed these individuals. The economic cluster is the economic nerve of the country and true to economic transformation needs to have better representation. If there ever is a good time to identify successors and to be true to transformation and sustainability, it is now. It is possible to plan and implement a succession plan and I would urge the party to open discussions on that. Investors are never worried by the current appointees more than they are by future appointees. It is all about foresight and sustainability.

WOMEN IN CORPORATE SOUTH AFRICA AND WOMEN BUSINESS LEADERS

Let us appreciate that women bring a different pivotal perspective and thus have a different value-add to men in business. But there are certain unwritten values that women need to be aware of on which their character may be judged: - let me share some of those as tips to women in corporate and indeed those in business leadership positions.

1.        Learn to be more factual than emotional. If the work situation is so dire that it warrants crying, do it privately, in your office or in the bathroom, not in front of your male colleagues and certainly not in front of your subordinates. Just do not keep tears on stand-by as a defense mechanism. Tears are the opposite of authority.

2.       Observe your principles and in a less or non-offensive manner, confront sexual advances in a way that asserts your standpoint with regards to office romance, should this persist involve HR as the third party so this is addressed or raised as a grievance if need be so that you are protected at least from a Labor Relations Act point of view.

3.       Show commitment and do not keep a well of excuses overflowing for non-delivery. Be willing to be measured on your performance and your objectives. You are not a special case. Like your male colleagues, you too are an employee.

4.       Do not look for love and understanding at work, that is simply not the right place. Corporate and business are in short supply of love and that is the harsh reality.

5.       Do not react to a situation by writing an email as your first port of call. This is a general practice that has devastating effects especially if you copy the whole company. Emails, whilst they are a good means of communicating can be read out of context and may be subject to the readers mental state and may cause more harm than good. If you need to build a case, emails can be a source of evidence but should not be abused.

 

PRESENTING THE SOUL OF THE COMPANY

Gone are the days where companies were run mechanically and were simply concerned about maximising profits. Companies are now required to report on what is known as the soul of the company. The soul of the company is defined by how caring and ethical the organization is, (i.e.) three criteria:

1.       What programmes does the company have to show that it cares for its’ employees- this speaks to internal Employee Wellness Programmes.

2.       What programmes does the organisation have in place to show that it cares for the communities where it operates- this speaks to your Corporate Social Investments (CSI) programmes.

3.       What programmes does the organisation have to show that it cares for the environment- are you aware of what impact your company has on the environment and what are you doing about it? (e.g. Campaigns such as “Going Green)

Then of course the issue of ethics which really is about conducting business in an ethical way. The focus here is about what system you as an organisation have to identify, quantify and manage risks that may lead to unethical behavior such as ones we have witnessed on bread price collision or bribery or even white collar crime. Shareholders of many companies now insist that the board presents the soul of the company over and above company financials, in many cases the fourth bottom line has become an audit requirement.