2007 August - USB Leaders' Lab Magazine

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    Balancing your BEE act : is your strategy poised for sustaining the growth?
    (Stellenbosch : University of Stellenbosch Business School, 2007-08) Bosman, Estelle; Oosthuizen, Hein
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    Can sugar provide a spark? : wanted! greener energy : is South Africa doing everything in its power to come clean?
    (Stellenbosch : University of Stellenbosch Business School, 2007-08) Norris, Grant; Volschenk, Jako
    The province of KwaZulu-Natal in South Africa has two strong bioindustries, namely sugar and forestry, which produce considerable volumes of residue. What is the potential of these two waste resources to deliver cost-effective, green electricity? This question led to research at the University of Stellenbosch Business School (USB) to determine to what extent these two resources can offer feasible and economically viable sources of electric energy.
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    The dangers of positional smugplacency : is a wave of destructive incompetence gathering momentum in the South African workplace?
    (Stellenbosch : University of Stellenbosch Business School, 2007-08) Leonard, Basil C.
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    Follow the road to Eden
    (Stellenbosch : University of Stellenbosch Business School, 2007-08) Brown, Chris; Botha, M.C.
    The research discussed here started as an MBA research project with the aim of designing a strategy to implement a project management capability in a district municipality. Subsequently, the strategy proposed by that study was used to guide the real-life implementation of project management in the Eden District Municipality, seated in George. This practical opportunity was seized as an ideal case study for recording the problems encountered and the techniques deployed to overcome them.
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    The fund performance illusion
    (Stellenbosch : University of Stellenbosch Business School, 2007-08) Wessels, Daniel; Kriger, Niel
    Research conducted at the University of Stellenbosch Business School into the long-term performance of equity fund managers found that past performance was not a reliable indicator of future performance. The study links up with the trends revealed by previous international and local studies and found relative persistence in yields in the short term, but short-term results did not have long-term predictive value. The longer the investigation period, the more the performances would adopt a random up-and-down movement. The clear message from the research is a warning to investors. Do not put your trust in one active manager only. In the long run, a particular fund’s performance may deviate substantially from its recent track record. The study thus exposes the danger of accepting current performance as the sole predictor of future performance and suggests, especially for longer-term investments, that investors must become better acquainted with the investment philosophies and decision strategies of fund managers before making investments.
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    In terms uncluttered
    (Stellenbosch : University of Stellenbosch Business School, 2007-08) Smit, E. van der M.
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    The project mindset : a streamlined corporate culture will make matrix project management fly
    (Stellenbosch : University of Stellenbosch Business School, 2007-08) Morrison, John; Brown, Chris; Smit, E. van der M.
    Setting up a project management capability in an organisation is not a trivial exercise. The decision to implement project management means a substantial investment in new software tools, changes to your accounting system and training of staff. To start with, you will probably also need to recruit some expertise, including consultants charging expensive fees. In return you will expect a positive return on this investment. However, if your organisation depends on matrix project management but lacks the corporate culture which drives it, the investment will be poor. Your organisation will simply not be prepared for the en route turbulence of projects. This was the premise for research conducted at the University of Stellenbosch Business School (USB) to establish the link between an organisation’s culture and its ability to integrate matrix project management into its routine work. This research has come up with a structured, twelve-point checklist to gauge your corporate readiness for the journey.
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    The right leader for the right time
    (Stellenbosch : University of Stellenbosch Business School, 2007-08) Van der Erve, Marc