ItemInhibitors of digital transformation in a multinational retail bank(2021) Chittigadu, SachinThis research report investigates the inhibitors of digital transformation strategy in a multinational retail bank with the case of Bank X. The study focuses on this topic from a view of a traditional bank as opposed to new entrants or digital banks as these institutions need to navigate existing operating models between Founding Organisations and Subsidiaries. The focus of this research is on the Southern African context wherein the Founding Organisation is based in South Africa and the Subsidiaries are based in Namibia, Botswana, Zambia, eSwatini, and Lesotho, The existing theoretical framework is that multinational organisations need to leverage open resources, linkages, and integration between the Founding Organisation and the Subsidiaries to achieve successful digital transformation. Literature specifies that there needs to be open and effective communication to successfully formulate and implement digital transformation strategy in addition to the deep market understanding that must be provided to customise the strategy for each Subsidiary. The challenge that traditional banks are faced with is factors that must be considered during the strategic process to ensure that the strategy is successful in all their markets. Qualitative research in the form of semi-structured interviews with executive and senior management that is directly involved in the development and implementation of digital transformation strategy of a multinational retail bank was conducted. The population of the study consisted of participants situated in Subsidiaries as well as participants situated in the Founding Organisation with direct involvement into the Subsidiary operations. The study found that there is misalignment in the understanding of what digital transformation entails, and this misalignment is perpetuated by ineffective communication and adoption of strategy by the Subsidiaries. There is siloed development of strategy and implementation of strategy, resulting in nuances among the Subsidiaries not being fully incorporated. It is found that a leadership style similar to transformational leadership is necessary to empower Subsidiary leadership to own the strategy for their market. The conditions of technology regulation and availability in the market as well as organisational culture are important to consider when aiming to successfully implement digital transformation strategy in a multinational retail bank. In order to digitally transform a multinational retail bank successfully, there are recommendations that are made in this study. The recommendations are to align the transformation vision across the Founding Organisation and the Subsidiaries; leverage leadership roles and styles that benefit the transformation journey; understand the regulatory and technological landscapes of the markets that the transformation is targeting; communicate effectively among the Founding Organisation and the Subsidiaries; leverage data for enhanced decision making; decentralise development capabilities for system enhancements; and embrace national differentiation as a strategy. ItemThe perceived impact of entrepreneurial coaching in the decision making of entrepreneurs within South African SMMEs(2022) Bloem, SebastianThis research study was undertaken to investigate the effectiveness and perceived impact of entrepreneurial coaching on the decision-making of entrepreneurs in the small, medium, and micro enterprise sector in South Africa. A sequential mixed method study was undertaken. The starting point was the distribution of self-administered quantitative survey questionnaires to 148 participants selected according to probability sampling first, and then purposive sampling in the qualitative section. The data collected was analysed using Correlational Analysis, Regression Analysis and Exploratory Factor Analysis. The second and qualitative phase of the study consisted of two parts: The first, was an action research intervention. It took the form of coaching sessions that were conducted with seven participants from the first larger study. Thereafter, interviews were conducted with coaching participants. The findings of the quantitative phase showed that decision-making positively impacts business growth. In the second phase of the study, the qualitative phase, it was evident that an entrepreneurial coaching intervention enhanced the decision-making of entrepreneurs. The recommendation to those who support SMMEs is to increase the utilisation of entrepreneurial coaching to aid in the arrest of the failure rate of SMMEs; and for the entrepreneur entrepreneurial coaching can deliver numerous benefits, like improved self-efficacy and improved decision-making, which leads to business growth and sustainability.