MBA & MM Theses

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THE NORTHERN CAPE INFORMATION SOCIETY STRATEGY AND THE USE OF FORESIGHT METHODOLOGY
(2014-02-17) Patjane, Modikoe Thomas
The 21st century presents complex challenges, requiring innovative and dynamic problem solving techniques and methods. Information and Communications Technologies (ICTs) have advanced considerably over the years, making information more accessible, people more knowledgeable, challenges more complex and the world more difficult to understand. This complexity has made the prediction of future events even trickier. An Arab proverb articulates the issue clearly by suggesting that “He who predicts the future lies even if he is telling the truth”, the interpretation being that no human being can be certain about future events. Yet, the reality is that leaders of public and private institutions have to develop plans and strategies to guide nations and organisations going into an uncertain future. The purpose of this research is to analyse how a foresight methodology can contribute to better planning of strategies and policies at the local level, in this case the Northern Cape Province of South Africa. This research study documents and analyses the views of ten key interviewees, the researcher’s own observations and an analysis of relevant documentation. A qualitative research approach was adopted for this study, using the Northern Cape Information Society Strategy Development process as a case study. The findings and conclusions reached in this study confirm that the foresight methodology is suitable for use in strategic planning processes at the provincial government level. Foresight has been effective in producing an information society strategy for the Northern Cape and all respondents interviewed for this study regarded foresight as a useful technique for providing inputs into strategy development. Other South African provinces, districts and local government can use the lessons learned from the Northern Cape study to inform their strategy development processes. The researcher recommends that the foresight process be driven by well trained and skilled facilitators. Learning from the Northern Cape experience also highlights the need for a broader base of participation, one in which the private sector is encouraged to contribute to the discussions.
STRATEGY EXECUTION IN DISCOVERY LIFE AND DISCOVERY INSURE
(2014-01-21) Krawitz, Elton
The purpose of this research was to explore the implementation or execution of strategy by the Discovery Group of Companies in its Discovery Life and Discovery Insure subsidiaries using the McKinsey 7-S Model. The research sought to understand how well Discovery Life (an established Life Insurance company) and Discovery Insure (a start up company) are positioned to meet their objectives. The study also analysed whether there are common trends within the strategy implementation adopted by the two businesses that suggest that Discovery adopts a common formula for strategy execution through the Discovery Group. A qualitative study was conducted where 16 indepth interviews were conducted with representatives from the Discovery Group and each of Discovery Insure and Discovery Life. Results revealed both strong similarities and significant discrepancies in terms of the strategy execution between the two companies. Shared values: while the core values of the Discovery Group permeated both businesses, each company focused on specific core values given the stages of their respective life cycles. Strategy: both companies emphasise innovation, product development and product differentiation. Structure: as Discovery Life became more established it moved away from the flat structure that is prevalent in Discovery Insure. Systems: Discovery Life elected to custom develop its own systems. The systems Discovery Insure employed were largely outsourced. This proved to be problematic and the company is now trying to gain more control over its systems. Leadership Style: proved to be transformational in both companies and the importance of being able to articulate a vision is an imperative for Discovery leaders. Staff: roles are clearer and better defined in Discovery Life than in Discovery Insure – of which the latter is on a drive to recruit staff with relevant industry expertise. Skills/Resources: both companies identified research and development (R&D) and product development as key skills or resources. The research has implications for start up businesses in the financial services sector, Discovery‘s international expansion plans and provides an understanding of what drives the Discovery businesses.
The factors influencing successful strategy implementation across the regions within SABMiller
(2013-10-10) Ramchander, Navin
The business environment is dynamic, and companies face many pressures that include the constant threat of competitors, renewed pressure from shareholders, supply chain difficulties, meltdown of economic markets, and continuous fiscal policy changes - a company thus needs to ensure that its strategy is one of currency and relevancy. To remain current, companies need to reformulate strategy and increase the frequency with which they adjust the elements of their existing strategies. The purpose of this study is to analyse the factors which have an influence on the successful strategy implementation of various regions within the SABMiller group. The results of this study will provide insights into the factors that influence the success of strategy implementations in differing geographies and assist SABMiller plc. streamlining the strategy process. Data was collected via a survey questionnaire that was distributed to five Hubs within the group - South Africa, Africa, Europe, Latin America, and Asia. In total 97 responses were received. The survey consisted of a set of 16 questions informed by the Literature Research. Respondents were asked to ‘force rank’ a total of 100 points across the 15 questions. It was found that the key factors influencing strategy implementations across the SABMiller Group were ‘Senior Management Support of a strategy’, ‘a Poorly Defined strategy, and Senior Management Leadership. The factor ‘Senior Management Support of a strategy’ appears as the top ranked factor for 4 out of the 5 Hubs (except for Europe where it is ranked the 2nd highest).
STRATEGIC PLANNING IN THE MINISTRY OF FINANCE (MoF) IN SWAZILAND
(2012-12-04) Ndzinisa, Bheki G.
The main purpose of this research is to investigate the systems designed to integrate the revenue collection and expenditure management i.e. whether they exist or not within the operational processes of the Ministry of Finance. Secondly the research aims to determine to what extent these systems are being implemented in the event they exist. Finally, a recommendation of the necessary strategies that can be put in place to either set-up or utilize the systems necessary for the integration of revenue collection and expenditure management policies. Qualitative research techniques were used in the investigation of the systems for the integration in the revenue collection and expenditure management in the operations of the Ministry of Finance in Swaziland. Several documents prepared for and by the Swaziland Ministry of Finance itself, The Central Bank of Swaziland and other local and international consultants on revenue and expenditure management were reviewed in particular those that made mention of systems. This involved current and previous documents that looked at mainly information systems. Observations made over the years were also used in the analysis of the report. The results indicated that several systems of revenue and expenditure management are available in the ministry of finance and these are namely the MTEF System, Tour Advance System, ASYCUDA system among others. All these systems are suitable for expenditure control and revenue management as they were designed and they should continue being operated. More or additional systems should be used if a need arises in future.
STRATEGY FORMATION IN THE MOTION PICTURE INDUSTRY IN SOUTH AFRICA
(2012-10-08) Eckard, Victor Edward
Context The evolution and institutionalisation of technology, together with the significant changes in consumer trends has altered the motion picture industry structure significantly. The traditional static motion picture industry has transformed to become one of the most dynamic industries globally. There appears to be little published research on strategy formation processes within companies in the motion picture industry in South Africa. Statement of the problem This research report investigates the strategy formation processes of companies in the motion picture industry in South Africa and how the motion picture industry structure affects these processes. Method of Data Collection A mixed-method methodology was used to conduct the research. Qualitative results were obtained through 21 interviews, of which 20 were personal face-to-face interviews and 1 was telephonic. The respondents included senior level management of incumbent organisations throughout the motion picture industry value chain. Quantitative results were obtained from 4 different sources, after which the data was collated to form the statistical data used to complement the qualitative study. The key findings It was clear that organisations within the motion picture industry all implemented overarching intended strategies, but only some allowed for continuous emergent strategies to materialise and to affect the overarching strategies. Furthermore, it was found that there was no significant application of academic literature and strategy formation models within the motion picture industry in South Africa. It was also found that the underlying industry structures of each of the segments of the motion picture industry value chain had a significant impact on the organisations strategy formation processes. The statistical analysis proved the hypothesis that Box-Office performance significantly impacts on the performance of the motion pictures in the subsequent windows. It also confirmed that the current strategy formulation processes within the motion picture industry are adequate to a certain extent. The Key Message The motion picture industry in South Africa has many internal and external complexities that influence the incumbent organisations on a daily basis. These complexities create an extremely dynamic environment, which impacts significantly on the organisations to successfully formulate strategies that will assist them in sustaining a competitive advantage within the industry. It can be argued that the lack of strategic academic literature’s application within the industry is due to the dynamic environment, which makes it increasingly difficult for the incumbent organisations to apply strategy formation processes presented by the academic literature. However, the academic literature should not be disregarded in its entirety as it might assist strategists in identifying underlying industry changes more easily, which will provide the organisation with the opportunities to proactively respond to industry changes.
Strategic Planning as a Change Management Intervention in the Eastern Cape Education Department
(2011-11-22) Chigume, Richard
Transformation is at the heart of policies adopted in South Africa in 1994 after the demise of apartheid. The White Paper on Education and Training (1995) became the blue print for transformation for the education sector. At a provincial level the Provincial Growth and Development Plan (PGDP) (2004 – 2014), which sets out the vision of sustainable growth and human development, espoused the transformative goal. In these policy frameworks education and training was not only seen as a means to address the social ills of the past but also a means to provide the country with the competitive edge necessary to sustain itself in a world that is fast evolving into a knowledge economy. In its response to these imperatives the Eastern Cape Department of Education (ECDoE) adopted its own Transformation Agenda (2005) with the strategic intent of providing quality education in the province. More than a decade after the White Paper, and more than 5 years after the adoption of both the PGDP and Transformation Agenda the Department continues to be in the limelight, often for the wrong reasons: poor learning outcomes, backlogs on school infrastructure, poor audit findings and perceptions of rampant corruption. Some analysts as well as management of the Department have suggested that the root cause of the Department’s woes can be traced to poor planning. While there is anecdotal evidence that seems to suggest that this may be true, there has not been any research that assessed the validity of this claim. The current study is an attempt to address this gap. In pursuing this objective, assessing the planning frameworks used in the public sector in the country became inevitable. The study reveals that strategic planning as a function has not been accorded a significant status in the Department, despite the fact that the Presidency has elevated this function to play a leading role in guiding the decision making processes and improving effectiveness in service delivery. The overall approach to planning in government needs to be re-evaluated to take into account the complex nature of the purpose of the Department which requires an integrated approach to strategic planning across all state and non-state institutions. Furthermore, the complex nature of the political terrain in the Province has resulted in leadership instability that in turn impacts negatively on the Department’s long term strategic thrust. This study confirms the assertion that strategic planning models that are influenced by managerialism have limited value in the South African public sector as demonstrated by the case of the Eastern Cape Department of Education. The complexity of the purpose of public sector institutions, their political contexts, and the resources envelop needed to implement a strategy are all factors that not only distinguish the public sector from private sector but also affect the applicability of managerialism-type of strategic planning. Going forward, while strengthening systems that support strategic planning will be vital for the Department, there is also a need to explore planning models that appreciates the unique circumstance of public sector institutions such as the Eastern Cape Department of Education
Factors Influencing Strategy
(2011-06-15) Sookram, Nushil
The major oil companies in South Africa constitute an important part of the South African economy. They enable the economy to keep moving by means of the fuel they produce and the thousands of people they employ directly or indirectly. The purpose of this study was to identify the factors influencing strategy implementation in major oil companies in South Africa, be it positively or negatively. Such information, when known and acted upon, could facilitate the obtaining of strategic goals by the companies. A survey was conducted including both qualitative and quantitative data. The survey also contained a ranking section and an open-ended question section to determine any factors other than those in the literature review. The literature review suggested that there were 23 possible variables that could influence strategy implementation. The results of this study concluded that 14 of the 23 variables identified from the literature review were important. These variables were then grouped into six proposed factor groups from the literature review. The results of the factor analysis grouped these into three factor categories rather than the proposed six categories from the literature review. These three were managerial influence, organisational structure and interactions, and formulation and structured planning of strategy. Vague strategy was recorded as the highest ranking variable. From the open questions, six new variables were also identified that could influence strategy implementation in major oil companies in South Africa. As a result of this study, management of the major oil companies in South Africa can be made aware of these factors that influence the strategy implementation in their companies; it is hoped that this will assist the major oil companies to arrive at their strategic goals
CREATING NEW MARKET SPACE IN SOUTH AFRICA
(2011-06-09) Rubinstein, Hylton
Organisations across the globe face increasingly intense competition, making it difficult to achieve profitable growth. Traditionally, companies try to outperform their rivals in order to secure a larger share of the existing market. Yet as the existing market space becomes more crowded, the prospects for profits and growth are reduced. Businesses that wish to succeed in the future need to venture beyond existing market boundaries and to explore untapped market space, creating new demand which results in the opportunity for highly profitable growth. By doing so, such companies are able to make the competition irrelevant. The purpose of this research was to investigate how companies create new market space in South Africa. In-depth interviews were conducted at two case sites – Discovery Health and The Pre-Paid Company. Company documentation was also analysed by the researcher. The researcher found that there is no simple answer to the question of how to create new market space. Rather, the answer lies in an integrated approach in terms of which a company should focus on the development of core competencies, adopt a market orientation perspective, occupy a distinctive place in the mind of the customer, identify unmet and unknown customer and non-customer needs, challenge an industry’s strategic logic, reconstruct market boundaries, implement strategic moves, simultaneously pursue differentiation and low cost strategies, and demonstrate focus and divergence on an industry strategy canvas. The research should be of value to entrepreneurs, business owners, business consultants and academics seeking to understand the way in which companies can create new market space
MODELLING "THE ART OF WAR" FOR
(2011-06-09) RAWJEE, AL-NOOR
The use of military philosophy, including doctrine, strategies and practices in business has become commonplace, with the earliest of all such treatises, namely Sun Tzu's The Art of War, being used by modern businessmen as a basis to gain competitive advantage over their rivals. In an effort to gain insight into the use of military philosophy in business, this study focussed on an analysis of The Art of War in order to determine the historical influences of the period in which the author lived and their influence on the modern use of the treatise. It examined the text in order to determine if Sun Tzu's approach to war was holistic and if it a framework existed within that could be modelled, or if his treatise was simply a compendium of knowledge that should be used aphoristically. The study explored the similarities and differences between business and war in an effort to discern the limitations on the application of military philosophy, including doctrine, strategies, frameworks and practices in business. Finally, subject to the limitations derived from the study on similarities and differences between business and war, the study addressed the issue of adapting war models for use in business. The findings of the research supported the three stated propositions, suggesting that: - The Art of War is based on a holistic strategic framework developed by Sun Tzu that can be modelled. - War and business, although similar, are not identical. The differences could be addressed in terms of adjustments and limitations in the adaptation of military doctrine, philosophy, strategies and practices for business; and - The framework for war can be developed into a model for business application using modern literature and deductive reasoning as a foundation for the model's development, whilst ensuring the differences between the two are accounted for by way of adjustments to the adaptation.
Human factors impeding strategy
(2011-05-31) Naidoo, Colin
In the current global economy successful implementation of a formulated strategy is essential to gain competitive advantage. Success in business is manifested more in the ability to implement ideas and strategies rapidly and effectively than in planning itself. Previous studies have identified that for all the energy and resources invested in the pursuit of the perfect strategy, little effort is directed towards implementation. As a result most strategies stumble in the implementation phase, regardless of merit. Due to the importance of effective strategy implementation, this research attempted to identify the human impediments to strategy implementation. It was proposed that identification of the inhibitors would result in proactive management of these human factors and ultimately result in the successful implementation of a formulated strategy. This research reports a case study which focuses on a private hospital group: Life Healthcare. The first objective of this research was to identify the human impediments to successful strategy implementation in Life Healthcare by using the Delphi technique. The second objective was to compare the findings of this research with previously conducted research. The third objective was to rank the impediments identified in the study, in order of importance. Data was gathered from the management in two rounds of the study. The first round entailed the use of a single open-ended questionnaire. The feedback from round 1 was used to construct a structured questionnaire, which was Likert based. This structured questionnaire was utilized in the second round of the study. Six notional categories of impeding factors were identified; strategy-, management-, employee, implementation models, approach and strategic control-, organisational- and knowledge and information sharing factors. The research findings confirmed the existence of the aforementioned impediment factors in Life Healthcare, as well as supported the notional categories identified in the literature. - ii - These findings were interpreted and discussed in the context of existing literature and a number of implications have been drawn. Employee factors, management factors, strategy factors and knowledge and information sharing factors were emphasized throughout the analysis of the findings. Conclusions and recommendations were drawn for Life Healthcare in light of these results.

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