De-risking Enterprise Operation and Growth in Africa - Eugene Nizeyimana
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De-risking Enterprise Operation and Growth in Africa - Eugene Nizeyimana

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Use of non-financial performance as a good benchmark for risk management are key to growth in Africa . Some risks, such as history of poor governance or the absence of a strategy to create value in ...

Use of non-financial performance as a good benchmark for risk management are key to growth in Africa . Some risks, such as history of poor governance or the absence of a strategy to create value in the long term, talent and digitisation are critical.

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De-risking Enterprise Operation and Growth in Africa - Eugene Nizeyimana De-risking Enterprise Operation and Growth in Africa - Eugene Nizeyimana Presentation Transcript

  • ________________________________________________________________________________________________________________________ Enterprise Growth Seminar, London, Feb 2012 Eugene Nizeyimana Chief Operating Officer, SSCG @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com De-risking Enterprise Operations and Growth in Africa
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Understanding the business climate: Navigating market complexities  Optimising operations, value chains and linkages  Boosting capital position and R.O.I  Strengthening market segmentation: Leveraging big data and consumer analytics  Partnerships management: Building local footprint and credibility  The power of enterprise innovation and digitisation  Managing talent and mobility Agenda
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Increase in global competition - Economic power shift from West to East  Changing market characteristics – Consumer specifications, demand, gaps  Regulatory – Local content laws, anti corruption policies, fiscal regimes  Big data: The next frontier for innovation, competition, and productivity  Disruptive technologies: Advances that will transform life, business, and the economy – Crowdsourcing and virtual working  Corruption and good governance  Partnership development and management – Selecting the right partners  Labour market - Talent and skill set  Managing expectations  Inadequate infrastructure and business climate  Positioning and sustaining growth – Africa is a grave yard of failed strategies Key Issues and Risks
  • Understanding the business climate: Navigating market complexities and Challenges ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Business infrastructure – Developing very quickly in fast growing economies, however there is room for improvement  Corporate culture – Business ethics differ in countries, time, and stakeholder’s management  Regulatory regimes and policies: Taxes, fiscal policies, local content laws, contract enforcement  Corruption and good governance – Effort being made to eradicate corruption, new policies introduced however pocket of cases still exist and enforcement of policies and contracts an issues  Competition - Increase in new players in the market, global appetite for investment in the region  Slow administration processes – Government institutions operate out-dated and bureaucratic processes, slow decision making, or individuals seeking good will payment Understanding the business climate: Navigating complexities and challenges
  • Optimising Operations, Value Chains and Linkages ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Growth strategy – defining organisation future and goals to build credibility and loyalty  Inclusive business model – Social driven firms, values and community engagement  Operation capability and excellence – Focus on areas of core competencies  Value chain optimisation – unlock new opportunities in key industries: Real estate, TMT, FMCG, Creative sector  P4 partnership models - Joint venture and collaboration  Local suppliers - Quality, standards and turn around  Leading practices – Forefront in efficiency, delivering high standards products and services with greater values  Risks mitigation – Joint venture, collaboration and partnership Optimising Operations, Value Chains and Linkages
  • Boosting Capital Position and R.O.I ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Financial regulations and fiscal policies – Keeping cash circulating in the local economy  Cash based economies – Lending and overdraft facilities still limited  High operation costs – leverage economies of scale  Cross functional and Asset Optimisation (AO)  Divestment - Reduction of unused and unwanted assets Boosting Capital Position and R.O.I
  • Strengthening Market Segmentation: Big Data and Consumer Analytics ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com Strengthening Market Segmentation: Big Data and Consumer Analytics
  • Developing and Managing Partnerships: Building Local Footprint and Credibility ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Sustainable and Inclusive Partnerships - Shift from P3 to P4 Model  Governments and institutions – Collaboration, approval, blessing and involvement very critical  Outsourcing - Using local suppliers  Establishing partnership with local established firms – shared services, resources and risks mitigation  Selecting partners – Granular due diligence to mitigate reputation risks i.e. corrupt practices and government association  Big picture - Focus on long term not short term relationship to gain trust P4 Partnership Model: Building Local Footprint and Credibility
  • The Power of Enterprise Innovation and Digitisation ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Digital investment – New digital assets and facilities to increase performance and growth  Integrating new IT systems and technologies – Improve efficiency and minimise cost  Cloud computing – Cloud sourcing  Disruptive innovation – Create new source value and capture clients  Open innovation - Enhance services The Power of Enterprise Innovation and Digitisation
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Drone – Military and media  M- banking and mobile money - M-Pesa, Tigo  E-commerce - Amazon and ebay  Social Media marketing - google, Facebook and twitter  E-government - Online VAT and Tax processing  Operation automation – Crowdsourcing, self-service counter in supermarket, airport check-in. Growing Disruptive Innovation and Enterprises
  • Managing Talent and Mobility ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Local content laws – identifying and recruiting the right candidates locally  Align purpose, performance and people  Local understanding and connections  Integrated decision making  Succession planning – recruitment local talent and future leaders Managing Talent and Mobility
  • The Power of Big Data and Consumer Analytics ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
  • ________________________________________________________________________________________________________________________ @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com  Strategy – Help you develop practical strategies to address challenges - and turn ideas into action  Risks – keep abreast of strategic planning, effective resource management, process re-engineering and financial reporting  Market – Go to the market and consumer analytics  Growth - Scaling up excellence and drive value How SSCG Resources and Professionals Can Support You.
  • ________________________________________________________________________________________________________________________ For further information or to discuss your organisation tailored needs, contact our advisory team at: E: Info@s-scg.com W: www.s-scg.com @2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com Stay Connected @SSCGCorporation @SSCGCorporate Facebook/sscg Linkedin/sscg Questions & Further Enquiry ________________________________________________________________________________________________________________________