Strengthening Operations in Africa - Strategies for Competitiveness Growth - Eugene Nizeyimana

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Shaping Organisation Future in Africa: Capturing New Opportunities, Driving Value, Improving Strategic, Operation and Capital Position

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Strengthening Operations in Africa - Strategies for Competitiveness Growth - Eugene Nizeyimana

  1. 1. Strengthening Operations in Africa: Strategies for Competitiveness Growth ________________________________________________________________________________________________________________________ Africa SME Forum, 31 May 2013, London Eugene Nizeyimana COO. SSCG Corporation @2013 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
  2. 2. Shaping Organisation Future: Driving Value, Improving Strategic, Operation and Capital Position ________________________________________________________________________________________________________________________ • A thoughtful and deliberate process to facilitate change, enhance value, increase performance and growth. • Increase shareholders, customers and employee. • Foster firms to be proactive and less reactive to the World around us. • Steps to capture opportunities - counter threats - reduce future uncertainty • Establish/identify shared agreement and operation approaches in a firm. • A systematic transformation process, set direction and enhance the scope of a firm over a long term. • Approach to facilitate firms to impose fresh perspective System/Organisation Model •Simple, complicated, complex. •Bottom up, top down, strategy as a learning. Benefits •Promotion of strategic thinking, acting and learning especially through dialogue and strategic conversation among key stakeholders. •Improved decision making •Enhanced organisation effectiveness. •Enhanced broader societal systems effectiveness •Employees satisfaction •Enhance performance of employees across firms. @2013 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
  3. 3. Africa Rising: Economic Context, Market Characteristics, Opportunities and Risks ________________________________________________________________________________________________________________________ @2013 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
  4. 4. Africa Economic Context: Inward Investment at a Glance ________________________________________________________________________________________________________________________ @2013 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 A continent of both vast opportunities and significant risks for entrepreneurs, corporations and investors. Source: World Bank 2013
  5. 5. Africa: Market Opportunities & Anticipated Challenges ________________________________________________________________________________________________________________________ @2013 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 High international commodity prices Shift in global economy Progressive discovery of new resources. Underserved market Emerging consumers/middle class Sustainable economic growth (GDP) Technology and innovation Labour market Increase inward investment flow Market /industry competitiveness Spending capabilities Increase in consumer specification Development gaps Increase in globalisation and geopolitics Regulatory and fiscal policies Politicisation Economic volatility Disruptive innovation and technologies Safety and security Environmental accountability and CSR Increase in stakeholders expectations Growing population High unemployment Infrastructure gaps Inadequate and inaccurate market analytics Corruption Cash-based economies Opportunities Issues
  6. 6. Africa: Mobile Penetration Case Study ________________________________________________________________________________________________________________________ @2013 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 Africa: World's fastest growing region in terms of cellular connections and M-banking. Source: GSM Intelligence 2012 Africa Report Source: World Bank, GSMA, Informa, Telcoms Report 2013
  7. 7. Building Your Organisation Capability: Strategies for Growth and Performance Improvement ________________________________________________________________________________________________________________________ @2013 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
  8. 8. Establishing Long Term Goals, Vision & Scope ________________________________________________________________________________________________________________________ Aligning and transforming your organisation/firm processes to increase the value • Economic and market characteristics • Operation and business environment • Resources: Capital and market base • Talent and skill set • Consumer analytics and big data • Digitization • Consumer/market segmentation @2013 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 evaluation - You get what you measure – Improving decision capability, Positioning and driving value for customer, shareholders and employees.
  9. 9. Strategic Planning Continuum ________________________________________________________________________________________________________________________ Strategic Plan Business/Project Plan Scope Big picture More focused Time frame Long term Short term Context Concern with external environment Less concern with external environment , more internal focused @2013 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
  10. 10. Setting Strategic Objectives: A Logic & Practical Process ________________________________________________________________________________________________________________________ @2013 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
  11. 11. Key Strategic Models for Consideration: The “what” and the “why” of strategy and operations ________________________________________________________________________________________________________________________ @2013 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 Source: KPMG, McKinsey Source: Deloitte LLP US 2013
  12. 12. Key Cornerstones for Growth and Sustainability ________________________________________________________________________________________________________________________ @2013 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 Talent & Leadership: •Highly skilled and experience team •Entrepreneurial and thoughtful leadership Customer and marketing analytics: Understanding of customers and market Environment: Security, culture and infrastructure Supply chain: Efficient, effective and streamlined Resources: •Investment •Technology: Leverage innovative solutions and systems Value: employees and customers Marketing: • Customer centric •Brand: Royalty and credibility Steps/Approaches to Achieve Goals • Establish priorities • Determine quantifiable objectives/goals • Establish lines of accountability • Develop implementation plan • Plan and allocate resources • Leverage new technologies and data Progress M&E and Process Re- engineering • Establish baseline reporting • Project gates assessment • Auditing • Impact, progress and market evaluation • Performance data analysis • Financial performance and R.O.I analysis • Customer reviews/analytics
  13. 13. Strategies: Practical considerations ________________________________________________________________________________________________________________________ @2013 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 Keys of Achieving Growth New competitive arena New industry structure New geographies New delivery approaches Cost containment New products and services Existing products to new customers Existing products to existing customers Market Growth Strategies Acquisitions (M&A) Joint Ventures (JVs) Minority stakes Strategic alliances i.e. shared services Outsourcing Marketing partnerships Organic investment Innovation and new technology
  14. 14. Strategy Execution, Change and Performance Management ________________________________________________________________________________________________________________________ @2013 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 Source: Sheffield University Source: PwC
  15. 15. Principles and Leading Practices ________________________________________________________________________________________________________________________ @2013 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 Integrate processes Obtain commitment: Management executive buy inTalent Investment and resources. Re-calibrate plans Review and update Align to market trends. Succession management: Execute continuously Adopted to specific context than others. No correct format or content, only preferred way. Mirror based or evidence based methodology No correct way of strategic planning, only preference:
  16. 16. Disruptive Innovation and Digital Big Data: Strategies for Growth and Performance Improvement ________________________________________________________________________________________________________________________ @2013 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
  17. 17. Disruptive Innovation, Risks and Opportunities ________________________________________________________________________________________________________________________ @2013 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 Source: Deloitte Risk and Compliance 2013
  18. 18. Harnessing the power of innovation and technology: Seven “digi-shifting” trends businesses need to do now ________________________________________________________________________________________________________________________ As social media and digital devices proliferate, businesses must be nimble to keep up with expanding consumer expectations and engagement trends: • Operation shift – From fixed to Cloud computing and virtual operation • Device shift – from PCs to mobile/ Smartphones & touch devices. • Communications shift – from voice to data and video. • Content shift – from bundled to fragmented. • Social shift – from growth to monetization • Video shift – from programmed to user- driven • Retail shift – from channel to experience. @2013 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 Winning Strategies • Integrate innovative tools and technologies into your processes • Make business models more robust to reflect consumer diversity • Stay close to users by investing in customer insight. • Build a competitive edge with deep analytic skills. • Ensure investments are clearly aligned with consumer shifts. • Reward superb execution skills. • Keep your digital platforms current and customer friendly • Leverage digital big data and analytics Source: Source: Mckinsey TMT services
  19. 19. Conclusion: Key Takeaways ________________________________________________________________________________________________________________________ • Managing an organisation without a clear operation plans and strategies is like driving a car with no direction where you are heading to. • Drivers for organisation success: Capital, Leadership, Processes (Technologies), Customers, employees and analytics. • Leaders (entrepreneurs) are the engine/heart and drivers of an organisation: capital is the lifeblood/petrol • Competitive organisation in the current economy – Thoughtful, multi skilled leadership with broad and diversified experience @2013 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
  20. 20. How SSCG Services and Resources Can Help Your Organisation? ________________________________________________________________________________________________________________________ @2013 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
  21. 21. SSCG: How We can help you ________________________________________________________________________________________________________________________ Training, Consultancy and Advisory Industries  Strategy and growth  Operation  Risks  Service  Market  Business  Talent management and mobility  Institutional development  Projects  Energy, Oil and Gas  Retail and Consumer Services  FMCG  Public Sector  Agriculture  Industrial Products  Telecoms, Media and Technology (TMT)  Financial Services @2013 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
  22. 22. Join Us: Upcoming Events in Africa ________________________________________________________________________________________________________________________ SSCG - Nigeria Enterprise Growth Conference: Fostering Entrepreneurship, Investment and SME Growth in Nigeria, 19 -20 November 2014, Abuja, Nigeria SSCG - Kenya Enterprise Growth Conference: Boosting Entrepreneurship, Investment and SME Growth in Kenya, 25-26 March 2015, Nairobi, Kenya SSCG Economic Growth Forum: Fuelling Growth through Investment and entrepreneurship in West Africa, 06- 07 May 2015, Abuja, Nigeria SSCG – East Africa Economic Growth Forum: Fostering Investment, SME Competitiveness Growth and Entrepreneurship, 15 -17 September 2015, Nairobi, Kenya @2013 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
  23. 23. Questions & Further Enquiry ________________________________________________________________________________________________________________________ Thank 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 @2013 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 @SSCGSMEForum Facebook/sscg Linkedin/sscg

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