A Strategy at the Top and a Disconnect at the Bottom The operation had no shortage of metrics. At the executive level, strategic KPIs were clear. At the operational level, people were measured and reviewed. But between the two, there was a gap that no dashboard could close. The teams doing the work each day […]
An Acquisition That Looked Right on Paper The logic of the acquisition was sound. A software company headquartered in Australia had acquired a specialist business unit in South Africa to expand its capability and reach. On paper, the fit was clear: complementary skills, shared market focus, and a combined offering neither business could deliver alone. In practice, the […]
22 Processes and No Shared Way of Working The organisation is a collaborative R&D initiative bringing together government, industry, and research institutions to advance mining innovation in South Africa. Its administrative function supports multiple programmes, each with its own governance, reporting, and compliance requirements. Over time, the way work got done had drifted. Files lived in inboxes, personal drives, and […]
Three Years at Half Capacity For three years, a high-tech, fully digital paper converting machine had been producing roughly 50% of what it was designed to deliver. Running hours averaged just 53%. Downtime was absorbing nearly half of every operating day. The investment had been significant. The expectation was that this machine would become the […]
