Leading a business to success can be very challenging, to say the least.

Successful companies the world over are making the necessary shift of recognising the value of the workplace as a business tool to help hire and keep the best talent.

In the current environment of global competition, sub-optimal growth, technology disruption, and political uncertainty, South African companies are finding it challenging to put an effective business strategy in place.

Why would anyone want to follow you?

The need for Human Resources Management to play an increasingly meaningful and transformational role in the boardrooms of organisations has been a source of considerable discussion since Dave Ulrich published his notion of the HR Business Partner ​and subsequent papers on various iterations of HR competencies.​

With ever-changing expectations of consumers across a global market, private and public agencies, businesses, and groups are finding more and more value in strategically approaching organisational design.

A motorbike and a bicycle have a lot in common but they both function in very different ways. So why is that? The simple answer is design.

Reducing the risk of a failed transformation.

We just launched one of the world’s largest studies of people challenges in business, Deloitte Human Capital Trends 2016, and the results were striking. Among the 7,000+ companies who responded (in over 130 countries), the #1 issue on leaders minds is “how to redesign our organisational structure” to meet the demands of the workforce and business climate today.

These fundamental guidelines, drawn from experience, can help you reshape your organisation to fit your business strategy. A global electronics manufacturer seemed to live in a perpetual state of re-organisation. Introducing a new line of communication devices for the Asian market required reorienting its sales, marketing, and support functions. Migrating to cloud-based business applications called for changes to the IT organisation. Altogether, it had reorganized six times in 10 years.

Innovation is the new competitive advantage, and large companies are realising that it's hard to do when culture, processes and mindset don’t support this new way of thinking.