This document discusses seven key factors for successful strategy development in Africa according to a survey of African executives. The most important factor is achieving commitment to the strategy from organizational members and external stakeholders. Executives should secure commitment from employees by involving them in the strategy development process and ensuring their views are considered. It is also important to involve key external stakeholders to gain their support and input early in the process.
Etude PwC sur les dirigeants africains (2013)PwC France
pwc.to/18Uw7VU
PwC a interrogé 301 dirigeants dans 19 pays africains : Angola, Bostwana, Cameroun, Congo Brazzaville, République Démocratique du Congo, Gabon, Ghana, Côte d’Ivoire, Kenya, Mozambique, Namibie, Nigeria, Rwanda, Afrique du Sud, Tanzanie, Tunisie, Ouganda, Zambie et Zimbabwe. Les équipes de PwC ont également mené 30 entretiens qualitatifs avec des dirigeants d’entreprises pour approfondir leur analyse.
It’s an umbrella program run by AIESEC in Africa that aims to positively impact and
develop a massive amount of young people, especially African youth, by offering them a
platform of projects and activities that impacts specific areas on the society, for a
sustainable development of the African continent.
Z 24. na 21. miejsce podskoczyła polska gospodarka w zestawieniu gospodarek o największym potencjalne do długookresowego rozwoju – wynika z badania Global Dynamism Index, przeprowadzonego przez Grant Thornton.
Etude PwC sur les dirigeants africains (2013)PwC France
pwc.to/18Uw7VU
PwC a interrogé 301 dirigeants dans 19 pays africains : Angola, Bostwana, Cameroun, Congo Brazzaville, République Démocratique du Congo, Gabon, Ghana, Côte d’Ivoire, Kenya, Mozambique, Namibie, Nigeria, Rwanda, Afrique du Sud, Tanzanie, Tunisie, Ouganda, Zambie et Zimbabwe. Les équipes de PwC ont également mené 30 entretiens qualitatifs avec des dirigeants d’entreprises pour approfondir leur analyse.
It’s an umbrella program run by AIESEC in Africa that aims to positively impact and
develop a massive amount of young people, especially African youth, by offering them a
platform of projects and activities that impacts specific areas on the society, for a
sustainable development of the African continent.
Z 24. na 21. miejsce podskoczyła polska gospodarka w zestawieniu gospodarek o największym potencjalne do długookresowego rozwoju – wynika z badania Global Dynamism Index, przeprowadzonego przez Grant Thornton.
Publication - "The private sector, driving force to africa's growth"AFRICA CEO FORUM
Prior to the 2015 AFRICA CEO FORUM, the organisers are publishing a report called “The private sector, driving force of Africa’s growth.” The purpose of this first-of-its-kind document is to share with as many people as possible the up-to-date issues discussed during previous editions of the AFRICA CEO FORUM. It voices the thoughts of African CEOs on the development of capitalism in Africa.
www.theafricaceoforum.com
Challenges And Opportunities Of Globalisationloveleenchawla
Globalization: challenges and opportunities
Abstract:
Globalization is a multifaceted phenomenon. The paper identify some of the
Challenges it poses, as well as some of the opportunities it offers. Attention is focused on three major aspects of globalization namely economic, cultural, and political.
During 1990 to 2003, the volume of world trade has increased and the higher and middle-income countries managed to increase their share in world trade mainly due to the opening up of economies because of globalization. The middle-income countries had invited more Foreign Direct Investment during the period and the per capita GDP of the low-income countries was marginally increased. This resulted into the economic inequality, which widened between different income groups. In other words globalization has been confined to developed countries and developing countries were able to participate in the process.
However, globalization should not be accused for loosing share of the low-income countries. These countries suffered from internal problems like rapid rise in population, infrastructure bottlenecks, weak financial markets and so on.
Globalization and its benefits required a conducive environment to ensure higher returns and larger markets for foreign investors. To get a share of global capital, technology and output, developing countries had to upgrade their social and economic institutions through administrative, legislative and legal reforms.
Globalization merely provides opportunities to flourish. Globalization is not a tool to produce equality of outcome but it produces equality of opportunity for those with right mindset. Therefore developing countries require focusing on economic restructuring, developing market-supporting institutions and creating efficient regulatory mechanisms.
The low-income countries cannot survive at their own; they require international assistance and a support mechanism so as to facilitate their participation in the process of globalization. The challenge of the hour is to make globalization work towards global prosperity through disaggregate development. The critically necessity in this context are the collective and cooperative actions which should be realized by all countries of the world and particularly the developed ones.
At The Middle East’s Leading Strategy Forum “STRATEGY LEADERS”, see The World’s Latest Strategy Thinking reflecting the wider strategy community that helps you build organizational agility into your strategy frameworks and ensure you are prepared to respond timely to rapidly changing market conditions.
When: 26th to 30th April 2015
Where: The Address Hotel Dubai Mall, Dubai, UAE
Contact: Sowmya on +971 4 4072730 or email sowmya.yellappa@informa.com
Impact investment is a strategy to align the power of private markets to the social and environmental development needs of society at-large. From 2012-13, the Rockefeller Foundation, through its Impact Investing initiative, funded research in five Sub-Saharan African countries with the aim of understanding the barriers for impact investing across Africa, as well as recommending national policies to encourage the growth of the industry. This report synthesizes the findings of that work, examining the potential of impact investing as a ‘strategy of choice’ for African policymakers.
Business’s journey to balance profit and purpose is accelerating. A sharper focus on strategy and broader adoption of transformational technologies that benefit both business and society will help organizations get there faster.
SOME have long argued that corporations should strive for profits above all else, that making money for shareholders is a company’s sole reason for being. But as the transformation to Industry 4.0 continues, more business leaders are starting to see a bigger picture and a larger responsibility.
Building on the last generation’s corporate social responsibility movement, a new form of capitalism seems to be emerging, one that considers a broader group of stakeholders and measures societal impact alongside financial performance. In August 2019, the CEOs of nearly 200 multinational corporations signed a statement issued by the Business Roundtable, publicly pledging to lead their companies for the benefit of customers, employees, suppliers, and communities in addition to shareholders
Deloitte Global’s third annual survey of more than 2,000 C-suite executives across 19 countries examines the intersection of readiness and responsibility to see how leaders are balancing this transition to Industry 4.0 - capitalizing on advanced technologies to help propel their businesses forward while acting in a more socially responsible way, particularly in the area of environmental stewardship.
It is recognized that the trend of political appointment to public offices at the Federal, State and Local Government levels in African democracy cannot be stopped. Of course, politicians have to service their political associates, interest and network. Rather than delving into the unending debate of who should be appointed and who should not- a question that cannot defy political considerations, the author argues that with the setting of Specific, Measurable, Achievable, Realistic and Time-bound (SMART) goals for the political appointees in different ministries, department and agencies, governance can become more effective, result oriented and optimal in achievement of development. This formed the basis for the Target Based Governance Model which was developed by the Author. To test the validity of the TBG Model, a survey was conducted with a focus on two groups, a controlled group of 10 persons who were given SMART targets to carry out. The second group, an uncontrolled group were only given goals to achieve. At the end of the survey, it was observed that 67% of those in the controlled group were efficient in achieving the goals while only 13% of those in the uncontrolled group poorly achieved their goal. The data formed the basis for the TBG model assessment, discussion and recommendation for improved governance in Africa.
The implementation of the SDGs is a demanding task for developed and developing countries alike. Where does Africa stand today? What does the future hold for its 54 countries?
Is impact investing gaining grounds in africa with a bark or bite...by arrey ...ivo arrey
This article explores modern trends towards impact investing in Africa. It touches on positive windows for the instrument while highlighting major challenges and the way forward. It is based on academic research/literature and field work by the African Centre for Community and Development.
Author: Arrey Mbongaya Ivo
Publication - "The private sector, driving force to africa's growth"AFRICA CEO FORUM
Prior to the 2015 AFRICA CEO FORUM, the organisers are publishing a report called “The private sector, driving force of Africa’s growth.” The purpose of this first-of-its-kind document is to share with as many people as possible the up-to-date issues discussed during previous editions of the AFRICA CEO FORUM. It voices the thoughts of African CEOs on the development of capitalism in Africa.
www.theafricaceoforum.com
Challenges And Opportunities Of Globalisationloveleenchawla
Globalization: challenges and opportunities
Abstract:
Globalization is a multifaceted phenomenon. The paper identify some of the
Challenges it poses, as well as some of the opportunities it offers. Attention is focused on three major aspects of globalization namely economic, cultural, and political.
During 1990 to 2003, the volume of world trade has increased and the higher and middle-income countries managed to increase their share in world trade mainly due to the opening up of economies because of globalization. The middle-income countries had invited more Foreign Direct Investment during the period and the per capita GDP of the low-income countries was marginally increased. This resulted into the economic inequality, which widened between different income groups. In other words globalization has been confined to developed countries and developing countries were able to participate in the process.
However, globalization should not be accused for loosing share of the low-income countries. These countries suffered from internal problems like rapid rise in population, infrastructure bottlenecks, weak financial markets and so on.
Globalization and its benefits required a conducive environment to ensure higher returns and larger markets for foreign investors. To get a share of global capital, technology and output, developing countries had to upgrade their social and economic institutions through administrative, legislative and legal reforms.
Globalization merely provides opportunities to flourish. Globalization is not a tool to produce equality of outcome but it produces equality of opportunity for those with right mindset. Therefore developing countries require focusing on economic restructuring, developing market-supporting institutions and creating efficient regulatory mechanisms.
The low-income countries cannot survive at their own; they require international assistance and a support mechanism so as to facilitate their participation in the process of globalization. The challenge of the hour is to make globalization work towards global prosperity through disaggregate development. The critically necessity in this context are the collective and cooperative actions which should be realized by all countries of the world and particularly the developed ones.
At The Middle East’s Leading Strategy Forum “STRATEGY LEADERS”, see The World’s Latest Strategy Thinking reflecting the wider strategy community that helps you build organizational agility into your strategy frameworks and ensure you are prepared to respond timely to rapidly changing market conditions.
When: 26th to 30th April 2015
Where: The Address Hotel Dubai Mall, Dubai, UAE
Contact: Sowmya on +971 4 4072730 or email sowmya.yellappa@informa.com
Impact investment is a strategy to align the power of private markets to the social and environmental development needs of society at-large. From 2012-13, the Rockefeller Foundation, through its Impact Investing initiative, funded research in five Sub-Saharan African countries with the aim of understanding the barriers for impact investing across Africa, as well as recommending national policies to encourage the growth of the industry. This report synthesizes the findings of that work, examining the potential of impact investing as a ‘strategy of choice’ for African policymakers.
Business’s journey to balance profit and purpose is accelerating. A sharper focus on strategy and broader adoption of transformational technologies that benefit both business and society will help organizations get there faster.
SOME have long argued that corporations should strive for profits above all else, that making money for shareholders is a company’s sole reason for being. But as the transformation to Industry 4.0 continues, more business leaders are starting to see a bigger picture and a larger responsibility.
Building on the last generation’s corporate social responsibility movement, a new form of capitalism seems to be emerging, one that considers a broader group of stakeholders and measures societal impact alongside financial performance. In August 2019, the CEOs of nearly 200 multinational corporations signed a statement issued by the Business Roundtable, publicly pledging to lead their companies for the benefit of customers, employees, suppliers, and communities in addition to shareholders
Deloitte Global’s third annual survey of more than 2,000 C-suite executives across 19 countries examines the intersection of readiness and responsibility to see how leaders are balancing this transition to Industry 4.0 - capitalizing on advanced technologies to help propel their businesses forward while acting in a more socially responsible way, particularly in the area of environmental stewardship.
It is recognized that the trend of political appointment to public offices at the Federal, State and Local Government levels in African democracy cannot be stopped. Of course, politicians have to service their political associates, interest and network. Rather than delving into the unending debate of who should be appointed and who should not- a question that cannot defy political considerations, the author argues that with the setting of Specific, Measurable, Achievable, Realistic and Time-bound (SMART) goals for the political appointees in different ministries, department and agencies, governance can become more effective, result oriented and optimal in achievement of development. This formed the basis for the Target Based Governance Model which was developed by the Author. To test the validity of the TBG Model, a survey was conducted with a focus on two groups, a controlled group of 10 persons who were given SMART targets to carry out. The second group, an uncontrolled group were only given goals to achieve. At the end of the survey, it was observed that 67% of those in the controlled group were efficient in achieving the goals while only 13% of those in the uncontrolled group poorly achieved their goal. The data formed the basis for the TBG model assessment, discussion and recommendation for improved governance in Africa.
The implementation of the SDGs is a demanding task for developed and developing countries alike. Where does Africa stand today? What does the future hold for its 54 countries?
Is impact investing gaining grounds in africa with a bark or bite...by arrey ...ivo arrey
This article explores modern trends towards impact investing in Africa. It touches on positive windows for the instrument while highlighting major challenges and the way forward. It is based on academic research/literature and field work by the African Centre for Community and Development.
Author: Arrey Mbongaya Ivo
International Business Strategy Material as per Bharathiar University Syllab...JisjissyChandran
Unit I;International Business,MNC,FDI
Unit II:International Finance,Economic Integration etc
Unit III:Human Resource Management Strategy etc
Unit IV:Corporate Strategy,Doing Business in Japan etc
Unit V:International Joint Venture, Challenges of International Business
Even the best strategy is worthless without successful strategy implementation. However, most strategy implementations fail. This presentation helps organizations plan and implement and manage their strategy but also monitor, learn and adapt their strategy implementation to achieve sustainable organizational success. This way, organizations can achieve succesful strategy implementation.
The VC4Africa 2015 Venture Finance in Africa report shows an increasing number of African businesses successfully growing their operations over time. They generate an increasing amount of revenue and add new jobs to the African market place.
VC4Africa aims to be the world’s leading social network for entrepreneurs and investors in Africa. The VC4Africa community has over 17,000 members in 159 countries, including 600 investors. 2000 entrepreneurs in Africa present their companies on the platform: early stage ventures that require investments less than USD 1 million. Each venture is scalable, makes smart use of technology, or is disruptive in their application of a business model.
There is little information available on this emerging segment and there are few comparative studies. VC4Africa reached out to entrepreneurs and investors part of the community to find out more about their progress. While VC4Africa’s data sets do not represent the total African investment space, the research certainly indicates key trends.