70% of SA CEO’s admit that they have little personal experience about “mission-critical” issues they are dealing with (KPMG’s 2016 Global CEO Outlook study).

One thing for certain is that SA CEOs cannot continue with the traditional business turn around strategies.

New thinking, innovation and change is required to tackle “mission critical” issues which extend way beyond a depressed economy, global competition, unpredictable market demands and depressed commodity prices.

The dilemma of SA CEO’s is significantly compounded by extraordinary complexities;

  • Labour laws and political polarity restrain management’s influence over their workforce.
  • Management are held captive to the financial strain which is exacerbated by ever-increasing wage demands and intensified by competing unions vying for membership dominance.
  • Shareholders are unwilling to provide additional funds, making it difficult to address skills and expertise shortages

As if all of the above is not enough! New problems are emerging adding to their already complex challenges.

SA CEO’s woe’s, escalate as serious underlying challenges emerge which are yet to manifest. The extended periods of cost reduction has caused loss of skills with staff resources becoming over burdened with workloads. This is causing a spiraling decline in operational standards and productivity.

Even if economic circumstances did improve, the time and cost required to course correct, the window of opportunity will have passed.

Course correction is essential for most CEO’s, even if they knew what to do; the probability of successful implementation is unlikely. Time is of the essence – implementation will take too long and what about the cost?

Here’s the dilemma, SA has a dire record for successful implementation. Line managers and their staff are overburdened with work and are unable to take on the additional workload required for implementation without the business suffering. What about the availability of funds? All of the foregoing does not bode well for successful implementation; therefore the ability of the business to course correct becomes highly improbable.

Pressure on CEO’s to course correct increases every day. Their businesses productivity is on the decline. The longer the current circumstances perpetuate, the less the opportunity for survival becomes.

There is no “flick of the switch” remedy that will address these deeply embedded challenges. The fact is that the process for change in any one of the challenges discussed will take time and be costly.

Many business do not have the time, neither do they have the funds.

The seriousness of the circumstances becomes evident when considering the collective effects of the above challenges.

Here is how CEO’s can course correct and sustain for ongoing improvement.

The intervention criteria that CEO’s require for rapid business turn around, must address the following critical areas and deliver results fast;

  • Find a turnkey provider who can provide the strategies, methodologies, software solutions and consultation complete with services to ensure implementation for rapid business turn around speedily.
  • Capital to kick start the process must be affordable and thereafter the projects should become self-funding.
  • Minimal demand on management to implement the interventions speedily and effectively.
  • Roll out must be fast and effective.
  • Essential skills and expertise required must be injected fast.
  • The workforce must be rapidly mobilised into a productive unit.
  • Line managers and their staffs time must be freed up, to create additional capacity.
  • In addition, line managers must be enabled to manage more effectively and be empowered to deal with IR issues and associated Labour Laws more effectively.
  • Outcomes must sustainable.

Edutouh has invested over 12 years of R&D whilst gaining substantial experience related to the challenges discussed above. Edutouch have experienced the pain that their clients have been though and have made substantial contributions to performance improvement. Collectively, the experience gained has provided Edutouch with an in depth understanding of their client’s problems, and how to address them. All of the above has contributed to the successful development of the technological systems and solutions which drive new strategies and methodologies and provide management with sustainable outcomes and greater control.

Edutouch guarantees that their interventions and solutions will deliver sustainable results within 12 weeks after implementation.

In addition, the interventions will provide inexperienced line managers with greater management control, it will provide management and organised labour with options to explore different approaches by serving as a foundation to explore a number of options for resolve to deal with the high wage demands of their workforce.  The interventions will also facilitate culture and behaviour change whilst depolarizing the political issues between management and their workforce.

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