Thesis (MCom)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Despite the high potential impact of advanced analytics on the performance of businesses around the world, its uptake and application in an integrated and strategically aligned manner has been limited. This problem is more pronounced with specific reference to optimization. Optimization methods lag behind other analytical methods such as data visualization and predictive models in terms of their level of adoption in organizations. This research suggests that part of the problem of limited application and integration lies in an overall inability of companies to develop and implement an effective advanced analytics strategy. The primary objective of this research is therefore to establish an approach for the development of an advanced analytics strategy for a company. Due to the absence of well described examples or published research on the subject it was necessary to generate insight and knowledge using a research approach that allowed for the development, testing, and improvement of a strategy over multiple cycles. Such a research approach presented itself in the form of action research. An initial advanced analytics strategy was developed for one of the subsidiary companies in a group of companies. The subsidiary company specializes in the importation, distribution, and marketing of industrial fasteners and has branches throughout South Africa. The strategy document was presented to the senior decision makers in the holding company for evaluation. The feedback from the evaluation was used to formulate changes to the initial strategy aimed at improving its alignment with the decision makers’ thinking on advanced analytics and increasing the probability of its implementation. The suggested changes from the first research cycle were used to define the second cycle strategy framework. The second cycle strategy framework included a strategy development process that consisted of three main steps: • Establishing business focus and relevance which included an assessment of the value creating potential of the business, identifying and prioritizing of value creating opportunities, and an assessment of key underlying decision processes, • Developing business relevant concept applications which included determining their potential value impact and creating a ranked pipeline of decision optimization applications. • Selecting concept applications and moving them into production. The strategy development process was informed by a number of different models, methods and frameworks. The most important model was a detailed valuation model of the company. The valuation model proved to be invaluable in identifying those aspects of the business where an improvement will result in the highest potential increase in shareholder value. The second cycle strategy framework will be used to develop an improved version of the advanced analytics strategy for the researched company. Moreover, the generic nature of the framework will allow for it to be used in the development of advanced analytics strategies for other companies. / AFRIKAANSE OPSOMMING: Ten spyte van die potensieel omvangryke impak van gevorderde analitiese tegnieke op die prestasie van besighede wˆereldwyd, is die toepassing en strategiese integrasie daarvan beperk. Hierdie probleem is nog meer sigbaar wanneer die aanwending van optimeringsmetodes oorweeg word. Die mate waarin optimeringsmetodes deur besighede aangewend word, is heelwat laer as ander analitiese metodes soos data visualisering en vooruitskattingsmodelle. Hierdie navorsing plaas ’n groot gedeelte van die probleem voor die deur van besighede se onvermo ¨e om effektiewe gevorderde analitiese strategie¨e te ontwikkel en te implementeer. Die primˆere doel van die navorsing is gevolglik om ’n benadering tot die ontwikkeling van ’n analitiese strategie vir ’n maatskappy voor te stel. In die lig van die afwesigheid van gepubliseerde voorbeelde of soortgelyke navorsing op hierdie onderwerp moes insig en kennis gevolglik bekom word deur die aanwending van ’n navorsingsbenadering wat die navorser in staat gestel het om ’n voorgestelde strategie te ontwikkel, te toets en te verbeter oor verskeie navorsingsiklusse. Die navorsingsbenadering wat gebruik is staan bekend as aksienavorsing. Die eerste gevorderde analitiese strategie is onwikkel vir een van die filiaalmaatskappye in ’n maatskappygroep. Die filiaalmaatskappy spesialiseer in die invoer, verspreiding, en bemarking van industri¨ele hegstukke en het takke regoor Suid Afrika. Die strategie dokument is voorgelˆe aan die senior besluitnemers van die houermaatskappy vir oorweging. Op grond van hul terugvoer is veranderings aan die strategie aangebring ten einde hul benadering tot gevorderde analitiese tegnieke te akkommodeer en om die waarskynlikheid van implementering daarvan te verhoog. Die voorgestelde veranderings is gebruik om ’n strategiese raamwerk vir die tweede navorsingsiklus te definieer. Hierdie raamwerk sluit ’n strategiese ontwikkelingsproses in wat bestaan uit drie hoofstappe: • Vestiging van besigheidsfokus en relevansie wat insluit ’n oorweging van die waardeskeppingsvermo ¨e van die maatskappy, identifisering en prioritisering van waardeskeppingsgeleenthede en die oorweging van die onderliggende besluitnemingsprosesse, • Ontwikkeling van besigheidsrelevante konsep oplossings wat insluit die bepaling van die potensi¨ele waarde impak en die skepping van ’n ranglys van besluitoptimeringsoplossings, en • Die verskuiwing van geselekteerde oplossings na ’n produksie omgewing. Die strategiese ontwikkelingsproses maak gebruik van verskeie modelle, metodes en raamwerke. Die belangrikste model was ’n gedetaileerde waardasiemodel van die maatskappy. Die waardasiemodel was instrumenteel in die idenfikasie van die aspekte van die maatskappy waar ’n verbetering die grootste bydrae kan maak tot die skepping van aandeelhouerswaarde. Die tweede siklus strategiese raamwerk sal aangewend word om ’n verbeterde analitiese strategie vir die nagevorsde maatskappy te ontwikkel. Die generiese aard van die raamwerk sal ’n gebruiker daarvan in staat stel om ’n gevorderde analitiese strategie vir ander maatskappye te ontwikkel.

Thesis (MBA)--University of Stellenbosch, 2010.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: In undertaking this research on strategy at work, several key issues emerged and shaped its course. Firstly, it was essential to understand what strategy is about. Since the humble beginnings of strategic management in the world of business, there has been confusion about its definition and basic elements. The number of definitions, of varying usefulness, is almost as infinite as the number of authors in this field. This study therefore attempts to pinpoint the commonly agreed upon underlying elements of strategy. Secondly, the use of strategy and the benefits accruing to the corporate world were of interest. An investigation into the use of strategy and its effect on performance was carried out by means of a survey among German companies in the machine and plant manufacturing industry. Finally, data gathered were analysed to prove the existence of a relationship between the use of strategy and corporate performance. This task was done by means of non-empirical as well as empirical study. The non-empirical study was undertaken as a literature review, and set out to investigate the basic principles of strategy in order to establish a common definition regarding the elements of strategy. On the other hand, the empirical study took place in the form of a survey, collecting primary data on the matter. From the literature review it was concluded that strategy can be defined by means of five elements, namely plan, ploy, pattern, perspective and position. While the first three elements are related more to the 'how' of strategy, by asking in which form they can be seen, the latter two tell more about the 'what' of strategy, by clarifying the content. In addition to the elements of strategy, it was established that, for the purpose of this study, corporate performance can be described by using four indicators, namely growth, market share, return on equity and innovation. In the subsequent survey, companies were requested to respond to a questionnaire regarding these five elements, as well as the four indicators of their performance. Close analysis showed that companies did indeed utilise one or more elements of strategy. It is noteworthy that only two companies reported that they did not make use of strategy at all. More significant is the finding that there is a small positive relationship between the use of elements of strategy and performance. In summing up, it can be said that companies indeed utilise elements of strategy. Furthermore, it can be concluded that companies using more elements of strategy may do better than companies using fewer elements, since there is a small positive relationship between the number of elements used and performance. / AFRIKAANSE OPSOMMING: In hierdie navorsingsprojek oor Strategy at Work (Strategie in Werking) het verskeie sleutelaangeleenthede, wat die verloop daarvan gevorm het, opgeduik. Eerstens was dit noodsaaklik om begrip te hê waaroor strategie handel. Sedert die nederige ontstaan van strategiese bestuur in die sakewêreld, heers daar verwarring oor sy basiese elemente en 'n definisie daarvoor. Die aantal definisies - van afwisselende nuttigheid - is bykans so ontelbaar soos die hoeveelheid skrywers in hierdie veld. Derhalwe probeer hierdie studie die algemeen erkende en onderliggende elemente van strategie haarfyn aanwys. Tweedens was die aanwending van strategie en die voordele wat gevolglik vir die korporatiewe wêreld aangroei van belang. 'n Ondersoek na die aanwending van stategie en dié se uitwerking op prestasie is uitgevoer deur middel van 'n opname onder Duitse maatskappye in die masjien- en aanlegvervaardigingsnywerheid. Ten slotte is versamelde gegewens geanaliseer om die bestaan van 'n verband tussen die aanwending van strategie en korporatiewe prestasie te bewys. Hierdie taak is deur middel van nie-empiriese sowel as empiriese studie uitgevoer. Die nie-empiriese studie is as 'n literêre oorsig uitgevoer en het 'n ondersoek na die basiese beginsels van strategie behels - met die skep van 'n algemene definisie betreffende die elemente van strategie as oogmerk. Daarenteen het die empiriese studie die vorm aangeneem van 'n opname waartydens vername gegewens oor die aangeleentheid versamel is. Uit die literêre oorsig is die gevolgtrekking gemaak dat strategie deur middel van vyf elemente, naamlik plan, metode, patroon, perspektief en posisie, gedefinieer kan word. Waar eersvermelde drie elemente meer verband hou met die "hoe" van strategie deur te vra in watter vorm dit gesien kan word, gaan dit by die oorblywende twee meer oor die "wat" van strategie deur die inhoud te verhelder. Benewens die elemente van strategie is daar vasgestel dat vir die doel van hierdie studie korporatiewe prestasie beskryf kan word deur die aanwending van vier aanwysers, naamlik groei, markaandeel, rendement van ekwiteit en innovasie. In die daaropvolgende opname is maatskappye versoek om te reageer op 'n vraelys oor hierdie vyf elemente, asook die vier aanwysers rakende hulle prestasie. Noukeurige analise het getoon dat maatskappye inderdaad een of meer elemente van strategie aangewend het. Dit is meldenswaardig dat net twee maatskappye aangedui het dat hulle geensins van strategie gebruik gemaak het nie. En meer betekenisvol is die bevinding dat daar 'n geringe, positiewe verwantskap is tussen die aanwending van elemente van strategie en prestasie. Opsommenderwys kan aangevoer word dat maatskappye inderdaad elemente van stategie aanwend. Vervolgens kan die afleiding gemaak word dat maatskappye, wat meer elemente van strategie toepas, nog beter vaar as maatskappye wat minder elemente aanwend aangesien daar 'n klein, positiewe verband tussen die aantal elemente wat aangewend word en prestasie bestaan.

Thesis (MBA)--Stellenbosch University, 2005. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: A critical success factor for investment in high capital intensive business is to ensure that there is an integrated physical asset management plan in place that is integrated with the business strategy. The three fundamental aspects in modern physical asset management are to have a balanced performance measurement framework, self assessment system and benchmark review process in place to integrate, control and continuously improve the return on asset investment. There is a general lack of "hands-on" structured integration and performance management in the physical asset management environment. The result is ineffective assets with high life cycle costs that will have a negative effect on the business return on investment. A literature study was done on the most resent physical asset management models and business performance measurement systems to identify if the necessary methods and business systems exist to effectively manage the physical asset management function. A self assessment review and benchmark was done on Ticor South Africa and Kumba Resources centres to identify the gap in performance and what the main criteria is for improvement. The process was also used to identify the barriers that exist to effectively implement and integrate physical asset management with a link into business strategy. Achieving success in any strategy implementation requires a team effort among all stakeholders. A shared understanding and collaboration of all the role players is required. Very often physical asset management is not seen as core business, but as a cost centre that cannot be done without. This leads to sub optimisation and increased asset life cycle cost. It also promotes the tendency to make short-term financial decisions that do not have any longterm sustainability. A further downside to it is that if the function is seen as a service department it will only be reactive to business strategy and does not form part of the business strategy. This leads to a very reactive situation where the actions are driven by fixing what is wrong just to stay in business. A uniform performance measurement framework must be implemented across all business functions to align the entire organisation with the business goals. All functions have an effect on overall business performance, but they seldom have conflicting goals. Physical asset managers are sometimes not properly prepared and skilled to ensure that an effective and efficient physical asset management function is being maintained. Training and learning should be a major focus to ensure optimum use of employee potential in meeting the functional goals. Ignored leadership is a recipe for poor performance and frustration. The degree to which a company's business functions and processes are aligned with customers' needs makes a significant impact on the bottom line. The key objectives for the physical asset management strategy should be drafted with customer "needs and wants" in mind. The objective must be to maximise long-term profitability of plant and equipment through utilisation of the allocated resources. The opportunities and improvement methods that are possible in the physical asset management environment are endless and the potential that exists can be missed by the likelihood of failure to implement it effectively. The lack of managerial support is in many cases the only cause of failure to link physical asset management with business strategy. Secondly, the weakness of some of the solutions offered and the lack of embedding the solutions that are generated also contribute to the failure of linking physical asset management with business strategy. "The secret of managing success is choosing the right direction despite the uncertainties and conjlicting stakeholder expectations, and taking the whole organisation with you." - John Woodhouse. / AFRIKAANSE OPSOMMING: 'n Kritiese faktor vir die suksesvolle belegging in kapitaal intensiewe besighede is om te verseker dat 'n geïntegreerde fisiese batebestuurplan in plek is wat met die besigheidstrategie integreer. Die drie fundamentele aspekte in moderne fisiese batebestuur is om 'n gebalanseerde prestasieraamwerk vir bestuur, self-evalueringstelsel en doelwit-bestuursproses in plek te hê, om dit te integreer, te beheer en deurlopend opbrengste op bate-belegging te verbeter. Daar is 'n algemene gebrek aan vaardighede om die gestruktureerde integrasie en prestasiebestuur in die fisiese batebestuursomgewing te verseker. Die resultaat is oneffektiewe bates met baie hoë lewensikluskoste wat die besigheid se opbrengs op kapitaal negatief sal beinvloed. 'n Literatuurstudie is gedoen om die nuutste fisiese batebestuurmodelle en prestasiebestuurstelsels te identifiseer en te analiseer. Die doel was om vas te stel of die nodige metodes en besigheidraamwerke bestaan waarmee die fisiese batebestuur funksie bestuur kan word. 'n Self-evaluering analise en doelwitmeting is gedoen op Ticor South Africa en Kumba Resources-sentra met die doel om die gapings in prestasie te identifiseer en kriteria vir verbetering te bepaal. In die proses is die hindernisse wat in die pad van effektiewe implementering en integrering van fisiese batebestuur met besigheidstrategie staan, geïdentifiseer. Spanwerk word benodig vir die suksesvolle implementering van besigheidstrategie. 'n Gedeelde verstandhouding en samewerking deur alle belanghebbendes word benodig. Fisiese batebestuur word gereeld uitgesonder as een van die nie-kern besigheidsfunksies en dat dit slegs 'n kostesentrum is waarmee nie weggedoen kan word nie. Dit lei tot die suboptimisering van die bate se lewensiklus-koste. Dit skep ook die tendens om slegs korttermyn finansiële besluite te neem, wat geen langtermyn volhoubaarheid het nie. 'n Verdere gevolg is dat die funksie slegs beskou kan word as 'n dienste-funksie en dat dit baie reaktief raak teenoor strategie verandering. Die funksie word ook nie deel van die besigheidstrategie nie. Dit lei tot 'n baie reaktiewe situasie waarin aksies en inisiatiewe slegs gedryf word deur die noodsaaklikste bates te herstel net om in besigheid te bly. 'n Uniforme prestasie-bestuursraamwerk moet geïmplementeer word regoor al die besigheidsfunksies om die totale organisasie se besigheidsdoelwitte in ooreenstemming te bring. Al die besigheidfunksies het 'n effek op oorhoofse besigheidprestasie, maar daar is baie selde doelwitte wat totaal in konflik met mekaar is. Fisiese batebestuurders is soms nie ten volle voorbereid of bevoeg om te verseker dat 'n effektiewe fisiese batebestuursfunksie onderhou word nie. Opleiding en mentorskap moet 'n fokuspunt wees om te verseker dat werknemerpotensiaal benut word in die bereiking van funksionele doelwitte. Leierskap wat agterweë bly is 'n resep vir lae prestasie en frustrasie. Die graad waartoe 'n besigheidfunksie en proses ooreenstem met sy kliente se behoeftes sal 'n beduidende impak op die netto prestasie van die besigheid hê. Die kern doelwitte van die fisiese batebestuurstrategie moet opgestel word deur die behoeftes van die kliente in ag te neem. Langtermyn winsgewendheid van aanlegtoerusting moet die doelwit wees tydens die allokasie van hulpbronne. Die geleenthede en verbeteringsmetodes beskikbaar in die fisiese batebestuuromgewing het oneindige potensiaal wat verlore kan gaan as nagelaat word om die funksie effektief te implementeer. Gebrek aan ondersteuning deur bestuur is in baie gevalle die rede hoekom die fisiese batebestuurfunksie nie geïntegreer is met die besigheidstrategie nie. Die swakpunte van sommige van die oplossings wat aangebied word en die onvermoë om oplossings te implementeer, dra by tot die mislukking om fisiese batebestuur met besigheidstrategie te verbind. "The secret of managing success is choosing the right direction despite the uncertainties and conflicting stakeholder expectations, and taking the whole organisation with you. " - John Woodhouse.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: In today's fast and highly competitive business environment, every manager is placed under increasing pressure. Managers are being confronted on a daily basis with situations where their management skills are tested to the utmost and critical decisions need to be made. These decisions are not always to everybody else's approval. In order to conquer these trying situations, it is necessary for every manager to equip himself by strategically planning how he is going to handle these situations. This study aims to present these critical managerial areas in a practical functioning model. From this model, certain levels indicating the different aspects having an influence on managerial performance, as well as their build-up, are discussed. In the various levels of the model, the possible tools enabling the manager to prepare himself, is presented through questionnaires, processes and models of self examination. Hereby every manager can preventatively plan and prepare himself to avoid personal stress and underperformance. The processes will support optimal managerial performance. The awareness of the different areas, as well as the use and application of the models, will enable every manager to identify areas of weakness in his personal performance. The importance of every area, as well as possible aspects to be kept in mind, is discussed in this study. As one can1 truly separate work and personal life, the tools proposed in this study will also greatly benefit personal development in every facet of life. / AFRIKAANSE OPSOMMING: In die hedendaagse snelveranderende en hoogs kompeterende bestuursomgewing word al hoe meer eise aan bestuurders gestel. Hulle word daagliks gekonfronteer met verskeie toetse en situasies, waartydens die mondering van bestuurders tot die uiterste getoets word en moeilike besluite geneem moet word. Hierdie besluite dra dan ook nie altyd almal se goedkeuring nie. Ten einde hierdie eise baas te raak, is dit nodig dat bestuurders hulleself moet toerus deur strategies hiervoor voor te berei. Hierdie studie het dus die doelwit om hierdie toerustingsareas in 'n praktiese funksionele model saam te stel. Vanuit hierdie model word die verskillende vlakke van toerusting, sowel as die opeenvolging daarvan bespreek. In die verskillende vlakke van die model word die moontlike toerusting wat elke bestuurder self kan volg uitgewys in die vorm van vraelyste, prosesse en stappe van selfondersoek. Hieruit kan elke bestuurder voorkomend strategiese beplanning en voorbereiding aanpak, sodat moontlike persoonlike spanning en wanprestasie verhoed kan word. Die prosesse sal bestuursprestasie tot die maksimum ondersteun. Die bewusmaking van die verskillende areas, asook die gebruik en die toepassing van die modelle, sal elke bestuurder in staat stel om leemtes in persoonlike prestasie te identifiseer. Die belangrikheid van elke area sowel as moontlike aspekte wat in elke vlak in gedagte gehou moet word, word Iydens die studie bespreek. Aangesien dit bykans onmoontlik is om 'n mens se beroepslewe en persoonlike lewe te skei, sal die hulpmiddels wat die dokument voorstel ook tot groot voordeel wees van persoonlike ontwikkeling in elke faset van die lewe.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: This research project investigates potential solutions for organizations to implement and utilize project management successfully. The focus is on changes required to "conventional" (functionally structured) management systems, in order to achieve project success. This area of investigation is becoming of critical importance to organizations, for two primary reasons: • The ever-increasing magnitude, complexity and multi-disciplinary nature of projects, compounded by a relentless pursuit of more efficient and effective operating procedures, and • The dynamic, uncertain and risky modem business environment, as highlighted by factors such as globalization, rapid technological change and a turbulent economic climate. The topic spans a number of management fields (including organizational development, strategic management and people management) within the broader context of project management. The study consists of a literature review of approximately 80 books and articles, as well as research conducted on relevant Internet-sites. These sources contain the views and findings of leading authors in the abovementioned fields of expertise. The research project is broken down into the following chapters: ~ General introduction to the research topic. ~ Overview of the functional organization; definition of projects; definition and description of project management, project success and the measurement thereof; discussion of environmental factors that make the utilization of project management desirable. ~ Consideration of potential solutions, including a description and evaluation of various organizational structures within the context of project management; emphasis is placed on matrix management and the building of cross-functional communication and coordination. Development of a strategy for the implementation of project management, encompassing: identification of the current organizational structure and culture; determination of the desired/optimal structure; identification of the interventions required to facilitate this transition. Attention is paid to the driving and restraining forces for change, as well as critical success factors. ~ Discussion of transitional management, with emphasis on the important inter-relationship between structure, culture, systems and processes. ~ Conclusions and recommendations summarize the main issues that need to be addressed. The following review is by no means exhaustive, because of the vast amount of literature available on project management and sciences related to this field of study. However, it serves as a comprehensive overview of organizational change to facilitate the successful implementation of project management. / AFRIKAANSE OPSOMMING: Hierdie navorsingsprojek ondersoek moontlike oplossings, vir benutting deur organisasies, ter suksesvolle implementering en benutting van projekbestuur. Fokus is geplaas op die nodige veranderinge wat in konvensionele (funksioneel gestruktureerde) bestuurstelsels moet plaasvind om sodoende projeksukses te behaal. Hierdie ondersoekgebied word van kritiese belang vir organisasies, as gevolg van twee primêre redes: • Die toenemende omvang, kompleksiteit en veelvuldige dissiplines van projekte, vererger deur 'n ononderbroke strewe na groter effektiwiteit en doeltreffendheid ten opsigte van operasionele prosedures, en • Die dinamika, onsekerheid en risiko verbonde aan die moderne besigheidsomgewing, soos onderskryf deur faktore soos globalisering, snelle tegnologiese verandering en 'n onseker ekonomiese klimaat. Die onderwerp omvat verskeie bestuursvakgebiede (insluitend organisasie-ontwikkeling, strategiese bestuur en mensebestuur) binne die konteks van projekbestuur. Die studie sluit in 'n literatuuroorsig van ongeveer 90 boeke en artikels, asook navorsingpublikasies op toepaslike Internet-kuberruimtes. Hierdie bronne sluit in die sienings en bevindings van vooraanstaande outeurs in die bogenoemde vakgebiede. Die navorsingsprojek bestaan uit die volgende hoofstukke: ~ Algemene inleiding ten opsigte van die navorsingsonderwerp ~ Oorsig van die funksionele organisasie, definisie van projekte, definisie en beskrywing van projekbestuur, projeksukses en die meting daarvan; bespreking van die omgewingsfaktore wat die gebruik van projekbestuur wenslik maak ~ Oorwegings van moontlike oplossings, insluitend 'n beskrywing en evaluasie van verskeie organisasiestrukture binne die konteks van projekbestuur; daar is klem geplaas op matriksbestuur en die bou van kruisfunksionele kommunikasie en - koordinasie ~ Ontwikkeling van 'n strategie vir die implementering van projekbestuur wat insluit: identifikasie van bestaande organisasiestruktuur en -kultuur; bepaling van die verlangde/optimale struktuur; identifisering van nodige intervensies om hierdie transformasie te fasiliteer. Aandag is geskenk aan die dryf- en stremmingsfaktore ten opsigte van verandering, asook kritiese suksesfaktore ~ Bespreking van oorgangsbestuur, met die klem op die belangrike onderlinge verband tussen struktuur, kultuur, stelsels en prosesse ~ Gevolgtrekkings en aanbevelings som die belangrikste vraagpunte, wat aangespreek moet word, op. As gevolg van die ontsaglike hoeveelheid beskikbare literatuur oor projekbestuur en verbandhoudende wetenskappe, is die volgende oorsig nie veelomvattend nie. Dit dien wel as 'n omvattende/uitgebreide oorsig van organisatoriese verandering soos toegepas om die suksesvolle implementering van projekbestuur te fasiliteer.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Technology itself does not currently offer a competitive advantage in this era of technological development. Innovative utilisation and application of technology does, however offer temporary competitive advantages. This innovative utilisation and application of technology is dependant on the creativity and innovation of the entrepreneur. CaliWatch™ makes use of existing technology namely cellular technology, watch technology and medical monitoring technology. The unique application of these technologies gives CaliWatch™competitive advantage in the market. The innovation does not only apply to the technology, but also to strategy and marketing to keep this competitive advantage in the market. This study analyses the different technologies and industries, identifying potential target markets and give projected financial information. / AFRIKAANSE OPSOMMING: Tegnologie op sigself bied tans nie meer mededingende voordele in die era van tegnologiese ontwikkeling nie. Innoverende gebruik en toepassing van tegnologie bied wel tydelike mededingende voordele. Hierdie innoverende toepassing en gebruik berus op die kreatiwiteit en innovasie van die entrepreneur. CaliWatch TM maak gebruik van bestaande tegnologieë, naamlik sellulêre tegnologie, horlosie tegnologie, en mediese monitering tegnologie. Die unieke toepassing van hierdie tegnologieë bied CaliWatchTM mededingende voordeel in die mark. Die innovasie berus nie slegs by die toepassing van tegnologie nie, maar, om die mededinginde voordeel te behou, ook by die strategiese beplanning en bemarking. Hierdie studie ontleed die verskillende tegnologieë en industrieë, identifiseer potentiele teikenmarkte, en maak geprojekteerde finansiële vooruitskouinge.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Change is inevitable in today's demanding and changing business world. For an organisation to strategise effectively, it needs a process that is systematic and planned to ensure that the company can compete successfully, please customers and achieve good business and financial performance. The first section of the study focuses on a literature overview with regards to strategic repositioning. A model will be developed that highlight the importance of certain key issues that must be present to ensure an effective and workable strategy. The overview will show that the common mistake that organisations make, is to look only at the external environment, without giving much attention to key internal issues. From the model it will become evident that issues such as the organisational statements, the culture of the organisation, the way change efforts are handlep and what a company does to become world-class, are critical to ensure successful strategic repositioning. The second half of the study focuses on the application of the strategic repositioning model that was developed, to Ceres Fruit Juices (Pty) Ltd. A complete analysis will be done on the organisation statements, as well as an assessment on the culture and how far Ceres Fruit Juices is towards becoming a world-class organisation. From the results it was evident that Ceres Fruit Juices (Pty) Ltd needs to map out all their change activities to ensure the reaching of its strategic objectives. / AFRIKAANSE OPSOMMING: Verandering is onvermydelik in vandag se veeleisende en veranderende besigheidswêreld. Vir 'n organisasie om 'n effektiewe strategie daar te stel, is dit noodsaaklik dat 'n sistematiese en beplande proses gevolg word om te verseker dat 'n maatskappy suksesvol kan meeding, kliënte tevrede kan stel en goeie besigheids- en finansiële resultate kan behaal. Die eerste gedeelte van die studie fokus op 'n literatuur-oorsig rondom strategiese herposisionering. 'n Model sal ontwikkel word wat teenwoordig moet wees om 'n effektiewe en werkbare strategie daar te stel. Die oorsig sal verder uitwys dat die algemene fout wat maatskappye maak, is om slegs na die eksterne omgewing te kyk, sonder om aandag aan kritiese interne aspekte te gee. Vanuit die model sal afgelei word dat aspekte soos organisasie doelstellings, die kultuur van die organisasie, die manier hoe verandering hanteer word en eienskappe wat aanwesig moet wees om op wêreldstandaard te wees, krities is om suksesvolle strategiese herposisionering te verseker. Die tweede helfte van die studie fokus op die toepassing van die strategiese herposisioneringsmodel wat ontwikkel is, op Ceres Fruit Juices (Pty) Ltd. 'n Volledig ontleding sal gedoen word op die organisasie doelstellings, sowel as 'n beoordeling van die kultuur en hoe ver Ceres Fruit Juices Ipty) Ltd op die pad is om 'n wêreldklas onderneming te word. Afleidings wat gemaak is vanuit die resultate, toon duidelik dat die maatskappy 'n volledige plan moet opstel vir hulle verandering aktiwiteite om te verseker dat daar by die strategiese doelwitte uitgekom word.

Thesis (MBA)--Stellenbosch University, 2001. / This study represents an evaluation of the outcome of implementing the 20 Keys programme in organisations in Japan, Europe and South Africa. The 20 Keys Programme claims to be an Organisational Development (OD) Programme and the study firstly explores the underlying characteristics of an OD programme. Specific attention is given concerning the underlying values, the features and interventions of OD. Because Learning and Knowledge Management form such a critical role in OD the characteristics and features of a "Learning Organisation" and Knowledge Management are covered. The 20 Keys programme has been developed to deliver on the strategy of an organisation. The characteristics and aims of The Programme are thus presented as well as a critical evaluation of whether The Programme's features and characteristics corresponds with that of OD and whether it has features that indicate that it is develop as such to deliver on the strategy. It is concluded that The Programme's features and characteristics do support that of an OD programme. The 20 Keys Programme is a tool to deliver on the strategy of an organisation as is supported by reports from organisations that implemented The Programme in Japan, Europe and South Africa. The organisations did show some significant results in terms of productivity improvements, reducing defects and reducing work-in-process in line with improvements with their benchmark score.

Thesis (PhD)--Stellenbosch University, 2012. / Corporate governance has become an issue of global significance. The improvement of corporate governance practices is widely recognized as one of the essential elements in strengthening the foundation for the long-term performance of countries and corporations. This study suggests that companies wishing to remain profitable and sustainable in the future should take a strategic and anticipatory approach to corporate governance. Anticipatory corporate governance requires companies to change short-term orientated decision-making practices to long-term profitable and sustainable policies with insight, vision and strategic foresight. The best candidates to shape a strategic and anticipatory approach towards good corporate governance practices are those who are expected to implement it – the board of directors. Taking an anticipatory approach to governance means that the board must co-design the future of their company by making decisions based on informed trends, evidence-based quantitative analyses and the expert opinion, experience and insight by its directors. The independent non-executive director plays a vital role in this process, as he/she provide specialist skills and bring objective reflection, constructive criticism and external judgment on issues of strategy and standards of conduct and evaluation. Strategic foresight has the potential to assist and empower independent non-executive directors in taking an anticipatory and strategic approach to corporate governance as it provides them with the capability to understand, interpret and respond to current challenges, and to conceive and explore as yet unimagined approaches and solutions to these problems to ensure a profitable and sustainable. The study put forward an instructional intervention – The Art of Shapeshifting – aimed specifically at South African independent non-executive directors by providing them with the skills, knowledge and foresight that will eventually translate into increased personal development awareness of the need for sustainable development and good corporate governance. The basic premise of this intervention is that a change in corporate law and corporate governance recommendations needs to be matched by a change in human behaviour. A new mind-set is required by directors to anticipate and prepare for the future. The researcher proposes a process of “shapeshifting” that requires a futures orientation, with strong strategic foresight capability and capacity, founded on flexible and adaptable systems within an anticipatory governance framework. Thus, the main aim of the research is to design, develop and implement the shapeshifting framework as an instructional intervention in order to assist South African independent nonexecutives in taking an anticipatory approach to corporate governance using strategic foresight as core competence. It consequently evaluates whether participation in the intervention would lead to a change in the knowledge, altruism, attitude, values, socially responsible behaviour, skills, behaviour and empowerment of independent non-executive directors with regard to directorial duties and good corporate governance practice. This in turn would contribute to an increased awareness of sustainable development, and the need for futures-orientated anticipatory approach to corporate governance. The research results show that the shapeshifting intervention is seen to make an overall positive contribution to improved knowledge, altruism, attitude of independent non-executive directors with regard to sustainable development, their duties and responsibilities, and a more futures-orientated approach. The shapeshifting intervention also has an impact on changing attitudes and values towards sustainable development, corporate citizenship and corporate governance. The results also indicate that the shapeshifting intervention assists in the empowerment of independent nonexecutive directors through the use of strategic foresight to initiate and sustain good corporate governance in practice. Stellenbosch University http://scholar.sun.ac.za