BBB-EE is part of a wider compendium of legislation design to influence economic transformation in South Africa. Most leaders (Boards, Executive Committees) have not yet adopted this noble initiative as their own. Malicious Compliance, or just meeting the minimum requirements, without shifting the leadership culture, is the most common approach. I believe SA Corporate leaders can, and should do more, even to the point of building capacity in government, for the sake of efficacious monitoring & evaluation, and even influencing the national agenda, as to WHY. My belief is that one of the noble goals is to create an inclusive economy, at a macro & micro level through values-based leadership. A common values development process is a National Project that should be considered by the Presidency, NEDLAC, and the organised labour movement, organised business leadership & employers, as well as the relevant Ministries like Labour, Trade & Industry & Mining.

1. Malicious compliance to BBB-EE: the
greatest impediment to the creation
of high performance organisations
and an inclusive economy
Governance Week 2013, 12th of June.
The Focus Rooms, Sunninghill
Presented by
Goodnews Cadogan

2. The Journey
• Malicious compliance (unethical?)
– Values-driven Leadership
• Shock to the ‘born-frees’: not equal after all
– What the figures tell us
– Meaningful Jobs (the added complexity)
• The letter of the law and the spirit of the law.
– The bridge from legalistic to values-linked
transformation
• The Case for New Capitalism (inclusivity)

3. Malicious Compliance- Unethical?
• Malicious compliance is the behavior of a person
who intentionally inflicts harm by strictly
following the orders of management or following
legal compulsions, knowing that compliance with
the orders will cause a loss of some form…
– Ticking the boxes
– Token appointments
– Parallel structures
– Shrinking & splitting jobs at the top

4. Malicious Compliance- Unethical?
• Ethics, also known as moral philosophy, is a
branch of philosophy that involves
systematizing, defending and recommending
concepts of right and wrong conduct.
• Applied ethics, about how moral outcomes
can be achieved in specific situations;
• Descriptive ethics, also known as comparative
ethics, is the study of people's beliefs about
morality;

5. Progress over the last 20 years?

6. Values-Based Leadership
• Best Practice in OD & Strategy
• Historical Erosion of OD as an organisation
capability (late 90’s).
• Intentionality Built-IN
• What value does it add to ‘capital’?

7. Shock to the ‘born-frees’: not equal
after all

8. Source: Econ 3x3
Number of employed black graduates

9. Comparative Graduate Unemployment
Rate- Consider the GAP
Source: Econ 3x3

10. What Do They Say?
• No meaningful roles.
– The devil in the detail of the numbers
• Rate of progression very low
• Rather turn to entrepreneurship
• Apathy

11. Letter or The Spirit?

12. Letter or The Spirit?
• Narrowly vested interests
• Hopes & Fears
• Need for a New Narrative
– Constitution, NDP
– National Cohesion
• “We do not have to cut down the tall trees to
achieve equality”

13. Case for New Capitalism
• Our History
• Global Shifts
• Multinationals
• Erosion of shareholder value
• New (old) organisation capability
– Deliberate OD & Strategy Agenda
– Values-Based Leadership
• Hope for Our Country & Continent

14. Personal
Authentic
Leadership
Inclusive
Interpersonal
Leadership
High Performance
Organisation
Leadership
Leadership
in
Society
The Flywheel of Sustainable Competitiveness
Values
Based
Leadership

15. Presented by Goodnews Cadogan
Home Page
http://www.villageofleaders.co.za
goodnews@villageofleaders.co.za
+27834152244 (mobile)
2013-06-12