dglobal

In today’s fast changing world of business the strategic planning process is one that is repeated at least annually, often more frequently to the point where for many organisations it is now a continuous process. Satisfying future information needs cannot be carried out as a discrete pre-planning activity. Information gathering must be continuous, and therefore future information needs must be identified on a regular basis, and these needs must then be satisfied by the information gatherers. In this way the planners have access to the necessary information as and when they need it.

It is an all-too-familiar scenario. Corporation X misses badly on its commitments several quarters in a row and the stock plummets. As a result, the Board loses confidence, the CEO “resigns,” and a new CEO is appointed who immediately announces a sweeping restructure of the corporation.

As a busy executive, you face some extremely difficult challenges like creating and dominating new markets or finding and keeping the best people. But then, like many executives, do you find yourself spending too much time solving everyday problems (that only you can solve, right?), which prevent you from growing your ideal business?

At one level this is a relatively simple tool, requiring the management to select a key area of business activity and to audit performance in that area, comparing to previous performance levels and, ideally, benchmarking against known best practice and performance levels. The information generated by these audits will then be used to identify unsatisfactory performance and enable measures to be introduced to bring about improvements.

Growth can be achieved through corporate marketing (i.e. organic growth) or M&A (i.e. inorganic growth). The traditional approach to growth focuses on product differentiation and then marketing this differentiation. However, research and experience has shown, the differentiated, superior product doesn't always win the customer.

Business Transformation has sparked attention across industries and their leadership for a long while now. Stifling competition, financial crises, innovation, attrition, disruption, and declining results are some of the common causes of organizations embarking on accepting this challenge with a rekindled resolve. Some companies initiate programs to trigger improvement in one or more function, while others try an incremental approach, but both often end up bringing unwarranted outcomes.

Employers are obligated to deduct and remit the following contributions, in addition to Pay-As-You-Earn (PAYE) Income Tax applicable to employees, by the 14th day of the month following the month of deduction.