This study is about how the use of client insight can maximize the effectiveness of a marketing strategy in an organization. During the study an extensive literature review was done to investigate the role of management in creating a client centric culture by applying theories such as the Five-factor model of personality and the Full Range of Leadership Model proposed by Bass and Avolio (1994). Detailed review on the latest client insight theories and global trends such as neuromarketing, advocacy advertising and law of lens was explored. A client insight research survey was administered to investigate specific aspects of the client centric culture and the implementation of insight driven marketing strategies within Sanlam. The survey found that there is high level of awareness of client centricity within the organisation. However, the implementation of client insight driven strategies in most departments surveyed was unfavourable. Areas identified for improvement were the need for greater awareness, usage of client insight related services and a more active role of management in promoting client centric strategies. Best practices, policies and recommendations with regards to management's role in using client insight, data mining and market intelligence was suggested for the enhancement of the marketing strategy. It was recommended that change agents be incorporated within Sanlam to catalyze the process of entrenching day-to-day client insight driven work performances and management transformation. Further investigation is suggested regarding the incompatible data management technology, which should enable the company to obtain a single view of the client as well as instituting the virtuous cycle in the market research and information department. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2005.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: The structure of Sanlam Limited is continually changing in order to align with the strategy. The aim of this research report is to determine the effectiveness of the current structure and whether it is aligned with the strategy. The current corporate strategy is to become the leader in wealth creation. This will be done through being a leader in all areas of the financial services industry and not only a provider of life insurance. The strategy is currently supported through a structure consisting of four channels, namely a life insurance cluster, investment cluster, short-term insurance cluster, and independent financial services cluster. An analysis of the life insurance cluster shows that Sanlam is currently struggling in the employee benefits sector of the industry but is a definite force in the individual life sector. In the short-term insurance industry Sanlam is represented through a shareholding in Santam. Analysis shows that Santam is currently the dominant player in this industry and should continue to be so in the future. The investment cluster consists of a number of entities with the biggest being Sanlam Investment Management. They currently have a big share of asset under management in the industry and performances are also improving after corrective measures were taken in 2004. It is difficult to compare the independent financial services cluster with other companies as they are present in so many areas of the financial services industry. Determination of the industry attractiveness has shown that all three focus areas of the clusters are fairly attractive, with the short-term insurance market being the most attractive. Competitive strength analysis indicates that the main players in each of the clusters do have competitive strength in their industry, with Santam once again being the most competitive. The results mentioned in the previous paragraphs definitely indicate that Sanlam is focussing on the correct areas and has the strengths to compete in these areas. The only concern is that growth is slowing down in the main contributor to profits, that is Sanlam Life, and they need to find areas of growth or diversification to address this risk. / AFRIKAANSE OPSOMMING: Die struktuur van Sanlam Beperk is gedurig aan die verander om met die strategie belyn te wees. Die doel van die navorsingsprojek is om te bepaal hoe effektief die strukture is en of dit wel belyn is met die strategie. Die huidige korporatiewe strategie is om die leier te wees in rykdom skepping. Dit kan alleenlik gedoen word deur die leier te wees in alle areas van die finansiele dienste sektor en nie alleenlik 'n verskaffer van lewensversekering nie. Hierdie strategie word tans ondersteun deur 'n struktuur bestaande uit vier kanale, naamlik die lewensversekeringskanaal, beleggingskanaal, korttermynversekeringskanaal, en die onafhanklike finansiele dienste-kanaal. 'n Ontleding van die lewensversekeringskanaal loon dat Sanlam tans sukkel in die werknemersvoordele area van die besigheid maar 'n definitiewe sterk verteenwoordigheid het in die individuele lewens area van die besigheid. In die korttermynversekeringskanaal word Sanlam verteenwoordig deur Santam in wie Sanlam 'n aandeelhouer is. Die analise van die industrie toon dat Santam die dominante leier in die area is en so behoort te bly in die afsienbare toekoms. Die beleggingskanaal bestaan uit 'n hele aantal besighede waarvan Sanlam Beleggingsbestuurders die grootste is. Hulle het tans 'n groot persentasie van die bates onder bestuur in die mark en vertoon ook aansienlik beter na korrektiewe stappe geneem is in 2004. Dit is moeilik om die onafhanklike finansiele dienste-kanaal met mededingers te vergelyk aangesien hulle 'n teenwoordigheid het in baie areas van die finansiele dienste sektor. Bepaling van die industrie aantreklikheidsfaktor het getoon dat al die areas waarop die kanale fokus redelik aantreklik is, met die korttermynversekering die mees aanloklikste. Die analise van die kompeterende sterkte het ook aangetoon dat die grootste eenhede in elke kanaal definitief kompeterend is, met Santam weereens die mees kompeterende. Die resultate uiteengesit in die vorige paragrawe toon aan dat Sanlam op die regte areas fokus en ook 'n sterk teenwoordigheid in die areas het. Die enigste rede tot kommer is die feit dat Sanlam Lewens, wat die grootste bydra lewer tot die groep winste, nie groei toon nie. Daar sal dus planne gemaak moet word om die besigheid te groei.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: Open-source software (055) refers to software collaboratively developed by developers across the globe, which embraces the philosophy of sharing. The fundamental idea behind open-source is that when programmers can read, redistribute, and modify the source code for a piece of software, the software evolves. The Internet plays an extremely important role in the distribution of the software and today, many 055 products are downloadable free from the Internet. Despite the inherent challenges, the research organisation Gartner predicts that the majority of mainstream IT organisations will successfully adopt formal open-source management strategies as core IT disciplines. What more, IT organisations and technology vendors who ignore the potential threats and opportunities of 055 will increasingly find themselves at a competitive disadvantage. However, organisations are not always clear on the appropriate strategy, direction, and approach to take when deciding on the role of 055 in their organisations. There is so much hype surrounding the use and the risks of open-source that it can be difficult for organisations to know what is real and what is not. Furthermore, organisations are intrigued but also stymied by the myths of the costs, support, and risks of 055. Also in South Africa, organisations and the South African Government are asking themselves how relevant the benefits and risks of the software are to them. Consequently, the aim of the study is to broaden the existing knowledge of 055 in South Africa by investigating a South African organisation's approach and decisions regarding the use of 055 in the organisation. / AFRIKAANSE OPSOMMING: "Open-Source" sagteware (OSS) verwys na sagteware wat gesamentlik ontwikkel word deur programmeerders regoor die wêreld en die filosofie van "deel met mekaar" omvat. Die wesenlike idee agter "open-source" is dat wanneer programmeerders in staat is om die die bronkode van 'n program te kan lees, versprei en wysig, die sagteware verder en beter kan ontwikkel. Die Internet speel 'n belangrike rol in die verspreiding van die sagteware, en baie OSS- produkte is vandag gratis beskikbaar vir aflaai van die Internet af. Ongeag die inherente uitdagings, voorspel die navorsingsorganisasie Gartner, dat die meerderheid hoofstroom IT -organisasies formele "open-source" bestuurstrategieë suksesvol as kern IT-dissiplines sal aanneem. Wat meer is : IT-organisasies en verskaffers van tegnologie (harde en sagteware) wat die potensiële bedreigings en geleenthede van OSS ignoreer, sal hulself toenemend in 'n nadelig-kompeterende situasie bevind. Organisasies is dikwels nuuskierig, maar ook skepties ten opsigte van die mites rondom kostes, ondersteuningstelsels en risiko's verbonde aan OSS. Sommige organisasies het nie altyd helderheid rondom die toepaslike strategie, rigting en aanslag wat gevolg moet word, wanneer 'n besluit rondom die rol van OSS binne hul organisasies geneem moet word nie. Verder is soveel verkeerde persepsies en onsekerheid rondom die gebruik van, en risiko's verbonde aan "open-source", dat dit vir sommige organisasies moeilik raak om te onderskei tussen die feite en fiksie. Ook in Suid-Afrika vra organisasies en die Suid-Afrikaanse Regering hulself die vraag af hoe relevant die voordele en risiko's van die sagteware werklik is, en hoe dit hul raak. Die doel van hierdie studie is om die bestaande kennis rondom OSS in Suid-Afrika te verbreed, deur ondersoek in te stel na 'n Suid-Afrikaanse organisasie se benadering en besluite rondom die gebruik van OSS in hul organisasie.

Thesis (PhD)-- Stellenbosch University, 2013. / ENGLISH ABSTRACT: Sanlam has long been stereotyped as an Afrikaans company. It has been positioned in Afrikaner nationalist historiography as one of a number of Afrikaner economic, cultural and political institutions that emerged alongside British ones in the early twentieth century as Afrikaners strove to assert their identity and independence. Much of the existing literature on the history of Sanlam has focused on the role that the company played in promoting this independence by mobilising savings for investment in Afrikaner businesses. This study challenges this conventional view of Sanlam. It argues that Sanlam was established as a South African company in a British industry of which the inclusion and empowerment of Afrikaners formed one aspect. It was a national institution that tried to represent South Africa at all levels. This study demonstrates Sanlam’s inclusiveness as a South African company by analysing its client profile from its establishment as a modest life insurance company in 1918 to its transformation into a diversified financial services group by 2004. It shows that Sanlam did not only target and attract Afrikaans-speaking clients, but included as wide a spectrum of clients as possible within the political and market constraints of the time. It did this by operating as a bilingual company, including working classes through industrial insurance and group schemes and by offering non-traditional life insurance products and ancillary financial services that met a range of needs. In this way Sanlam set itself apart from its competitors. Its clients included people from both sides of the demographic and social divide. Clients included English and Afrikaans-speakers, blacks and whites, young and old, male and female, and lower and upper class. Restrictions and exclusions were based on risk and not on race, sex or class. Sanlam broadened its prospects even further into the South African market during the second half of its history. This was in response to events such as the formation of the Republic in 1961, the growth of the South African economy, the deregulation of the financial sector in the 1980s and 1990s, and the collapse of Apartheid in the early 1990s. By 2004 Sanlam had completed its transformation into a diversified financial services group that provided a range of life insurance and financial services solutions for individuals, groups and businesses from various walks of life. The Group could now shift its focus not only onto further expansion into the South African and neighbouring African markets, but onto the rest of Africa and other emerging markets abroad. / AFRIKAANSE OPSOMMING: Sanlam is lank reeds bekend as ‘n Afrikaanse maatskappy, een van ‘n aantal ekonomiese, kulturele en politieke instellings wat gedurende die vroeë twintigste eeu ontwikkel het met die doel om die Afrikaner se identitieit en onhafhanklikheid te bevorder. Bestaande literatuur oor die geskiedenis van Sanlam fokus sterk op die rol van die maatskappy deur sy verkryging van belegggings vir Afrikanerbesighede. Hierdie studie betwis so ‘n konvensionele siening van Sanlam. Dit betoog dat Sanlam gestig is as ‘n Suid-Afrikaanse maatskappy in ‘n Britse industrie, waar die insluiting en bemagtiging van die Afrikaner slegs een aspek gevorm het. Sanlam was ‘n nasionale genootskap wat Suid-Afrika op alle vlakke probeer verteenwoordig het. Die studie toon Sanlam se insluiting as ‘n Suid-Afrikaanse maatskappy, deur ‘n ontleding van sy kliënteprofiel sedert sy stigting as ‘n beskeie lewensversekeringsmaatskappy in 1918 tot met sy transformasie in 2004 as ‘n gediversifieerde finansiële dienste groep. Dit wys dat Sanlam nie net Afrikaanssprekende kliënte bedien het nie, maar ‘n wye teikengroep binne die politieke en mark beperkinge van die spesifieke era. Albei amptelike landstale is gebruik, die werkersklas is deur industriële versekering en groepskemas betrek en nie-tradisionele lewensversekeringsprodukte en finansiële dienste is aangebied. Hierin het Sanlam homself van sy mededingers onderskei. Kliënte het mense van alle demografiese en sosiale verskille ingesluit. Daar was Engels- en Afrikaanstaliges, swart en wit, jonk en oud, manlik en vroulik, en polishouers van die laer en hoër klasse. Sanlam het gedurende die tweede helfte van sy geskiedenis verder in die Suid-Afrikaanse mark uitgebrei. Dit was in antwoord op gebeure soos die stigting van die Republiek in 1961, die groei van die ekonomie, die deregulering van die finansiële sektor in die 1980s en 1990s, en die beëindiging van apartheid gedurende die vroeë 1990s. Teen 2004 was Sanlam volkome getransformeer tot ‘n gediversifiseerde finansiële dienste groep met ‘n reeks lewensversekering- en finansiële produkte beskikbaar aan individue, groepe en besighede uit alle dele van die bevolking. Die Groep kon nou uitbrei, nie net in Suid-Afrika en sy buurlande nie, maar na die res van Afrika en ander opkomende markte oorsee.

Thesis (MA)--Stellenbosch University, 2011. / ENGLISH ABSTRACT: During the twentieth century, SANLAM developed as an important source of financial stability and assistance and played an important role in the economy of South Africa. That role was made possible through the effective collection and management of financial assets as well as the support of its policies to the broader South African population. But what did this performance of SANLAM hold for the population and how did the company assist South Africans to gain access to a larger share in the country's economy? These and other questions are the focus of this study which attempt to prove that SANLAM, through the use of its services and profit motive, could in fact help Afrikaners and later the broader South African public, to acquire a share in the country's economy. This was achieved to a large extent despite a ‘controversial’ identity where many people viewed SANLAM as a symbol of hope, while others saw it as a product of capitalism or as an economic puppet of the government. However, by the 1980’s, SANLAM had visible influence in nearly all sectors of the South African economy, either in a direct or indirect fashion. This makes SANLAM one of South Africa's economic success stories. / AFRIKAANSE OPSOMMING: Gedurende die twintigste eeu het SANLAM as bron van finansiële stabiliteit en -hulpverlening sterk ontwikkeling en ’n belangrike rol in die ekonomie van Suid-Afrika gespeel. Daardie rol is moontlik gemaak deur die doeltreffende versameling en bestuur van finansiële bates asook die ondersteuning wat sy polisse onder die breër Suid-Afrikaanse bevolking geniet het. Maar wat het hierdie goeie vertoning van SANLAM vir die bevolking ingehou en hoe het die maatskappy gehelp om Suid-Afrikaners se aandeel in die land se ekonomie uit te brei? Hierdie vrae vorm die middelpunt van hierdie verhandeling en daar sal probeer word om te bewys dat SANLAM deur middel van beide sy diens- en winsmotief ’n groter aandeel aan Afrikaners, in die eerste instansie en Suid-Afrikaners in die breër verband, in die Suid-Afrikaanse ekonomie kon bewerkstellig. Dit is in ’n groot mate verwesenlik teen die agtergrond van ’n kontroversiële identiteit waar SANLAM deur meeste mense as ’n simbool van hoop, deur sommige as ’n produk van kapitalisme en deur ander as ’n regerings-instrument beskou was. SANLAM se invloed was teen 1980, direk of indirek, in byna alle sektore van Suid-Afrika se ekonomie sigbaar. Dit maak vir SANLAM dus een van Suid-Afrika se ekonomiese suksesstories.

Matrix Management has been applied in various large organisations with varying degrees of success in order to carry out their projects. The effectiveness or lack thereof, in applying the principles of matrix structures, is believed to be the area of focus in these organisations. Project management in large organisations can be a complex process if a sound strategy of matrix organisation is absent. Organisations normally use the matrix approach to combine the advantages of traditional functional and product structures to increase the ability of managers and other employees to process information. The matrix structure is generally used to basically permit the flexible sharing of employee resources across service or product lines. However, the disadvantages associated with the matrix structure, which include the maintenance of two hierarchies does provide challenges to employees and managers. By reducing duplication of key functional activities of product lines, matrix design could reduce costs in organisations. The matrix manager's function is therefore designed to achieve an overall balance by coordinating the organisation's functional and product / service activities to ensure delivery on time and within budget. It therefore becomes incumbent on the functional and product / service managers to work closely with each other to make the matrix design work well. Matrix organisation requires that managers demonstrate high levels of trust and communication, teamwork and negotiating skills. Co-ordination is achieved through extensive formal and informal meetings or in one-to-one conversations and problem solving. Teams consists of both functional and product or service managers and other employees. Matrix organisation is intended to permit the flexible sharing of employees across product or service lines. The matrix manager obtains the resources and integrates the efforts of functional and product or services personnel. However, the maintenance of two management structures could be expensive. Employees have to report to two superiors, which can be frustrating and confusing. Matrix management would therefore require people to develop good interpersonal skills and requires management to accept this type of management. Furthermore, it would require the matrix manager to maintain a balance between the functional and the product or services interests. In the light of the above, it is apparent that a matrix organisation will not take place naturally (Brown, 1999: p22). There will be resistance to change, also from top management, to do things in the traditional way through the functional structures. In many organisations team cultures are absent. This could lead to a failure to work together and take orders from people outside their functional division. In order to be successful, matrix organisations are thus required to make a number of mind shifts regarding their structures. This research project aims to test the successful or unsuccessful application of the dimensions of matrix management in Sanlam Personal Finance (SPF). Many projects of varying sizes and differing natures are implemented within this company on an ongoing basis both with and without the use of consultants. / Sanlam

Thesis (MPhil)--University of Stellenbosch, 2001. / ENGLISH ABSTRACT: The communication of the financial services group Sanlam was investigated to determine whether good communication plays a role in a company's successes. Communication in the company is fairly complex because Sanlam consists of various businesses that operate independently. Communication in Sanlam is nevertheless important, and the holding company as well as the businesses realise this. Sanlam's comprehensive communication with one of its most important target groups, namely shareholders and institutional investors, is proof of this. As Sanlam did not have shareholders until its listing in November 1998, communication with this group was not required before this date. Today it is extremely important to inform both the shareholders and analysts in detail about the company's financial results, activities and achievements to ensure success. Based on this information, analysts make deductions about the company and recommendations as to whether or not Sanlam shares are a good investment. Shareholders who have not been properly informed can therefore have a significant effect on the company's financial successes. There are a number of ways in which communication takes place with the various target groups inside and outside the company. Internal communication is regarded as important and internal newsletters, e-mail, television broadcasts and the Intranet are some of the tools used to inform staff. External communication also plays an important role. This includes, among other things, communication with shareholders and institutional investors, policyholders, the government and the general public. External communication mediums include, among other things, the main stream media as well as community press, the Sanlam Club magazine, letters, television broadcasts, the Internet, functions, corporate social involvement projects and sponsorships. As already mentioned, Sanlam consists of various businesses, of which Sanlam Personal Finance (SPF) is the largest. Communication in this business is discussed. SPF is responsible for its own internal as well as external communication and is mostly independent as far as this is concerned. SPF's means of communication and target market also differ from those of the Corporate Affairs department. From the study it is clear that Sanlam's communication plays a role in the company's successes. Although there is not always the required co-operation between the businesses and the holding company as far as communication is concerned, there is definitely the feeling that communication is important and that an effort should be made to ensure it is used to the company's advantage. / AFRIKAANSE OPSOMMING: Die finansiëledienstegroep, Sanlam, se kommunikasie is ondersoek om vas te stelof goeie kommunikasie 'n rol in 'n maatskappy se sukses speel. Kommunikasie in die maatskappy is taamlik kompleks aangesien Sanlam uit verskillende besighede bestaan wat onafhanklik opereer. Kommunikasie is egter belangrik en die houermaatskappy sowel as die besighede besef dit. Sanlam se uitgebreide kommunikasie met een van sy belangrikste teikengroepe, naamlik aandeelhouers en institusionele beleggers, is 'n bewys hiervan. Tot en met die notering van die maatskappy in November 1998 het Sanlam nie aandeelhouers gehad nie en was kommunikasie met dié groep dus nie nodig nie. Vandag is dit uiters belangrik om aandeelhouers en analiste baie goed oor die maatskappy se finansiële resultate, sy doen en late en prestasies in te lig om sukses te verseker. Analiste maak na aanleiding van dié inligting afleidings oor die maatskappy en doen aanbevelings aan potensiële beleggers of dit 'n goeie belegging is om in Sanlam-aandele te belê of nie. Swak ingeligte aandeelhouers en analiste kan dus 'n wesenlike invloed op die maatskappy se finansiële suksesse hê. Daar is talle manier waarop met die verskillende teikengroepe binne en buite die maatskappy gekommunikeer word. Interne kommunikasie word as belangrik beskou en interne nuusbriewe, e-pos, televisie-uitsendings en die Intranet word onder meer gebruik om personeel in te lig. Eksterne kommunikasie speelook 'n belangrike rol. Dit sluit onder meer kommunikasie met aandeelhouers en institusionele beleggers, polishouers, die owerheid en die breë publiek in. Eksterne kommunikasiemediums sluit onder meer die hoofstroommedia sowel as die gemeenskapspers, die Sanlamklub-tydskrif, briewe, televisie-uitsendings, die Internet, onthale, korporatiewe maatskaplike betrokkenheidsprojekte en borgskappe in. Sanlam bestaan uit verskillende besighede waarvan Sanlam Persoonlike Finansies (SPF) die grootste is. Kommunikasie in dié besigheid word bespreek. SPF is verantwoordelik vir sy eie interne sowel as eksterne kommunikasie en tree in 'n groot mate onafhanklik op. Hulle manier van kommunikeer en hul teikenmark verskilook van dié van die afdeling Korporatiewe Aangeleenthede. Uit die studie is dit duidelik dat Sanlam se kommunikasie 'n rol speel in die maatskappy se suksesse. Hoewel daar nie altyd die nodige samewerking tussen die besighede en die houermaatskappy bestaan wat kommunikasie betref nie, is daar beslis 'n gevoel dat kommunikasie belangrik is en dat moeite gedoen moet word om te verseker dat dit tot die maatskappy se voordeel aangewend word.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The current effects of globalisation are requiring of leaders to deal with many changes in the workplace, including a globally changing, diverse workforce. The question that this research report aims to address is what does it require of a leader to be successful in the business environment today and what characteristics or behaviours would such a leader display? It is argued that although the context of leadership has and will continue to change, the fundamentals of leadership have essentially remained the same (Kouzes and Pousner, 2002:xviii). A comprehensive study of literature in the field of leadership will reveal the views of various writers on this subject, namely what constitutes effective leadership. Five leadership theories, which in the researcher's opinion give a balanced overview of the various theories, are discussed in more detail and later on used to evaluate the leadership characteristics and style of one of the very successful leaders in South Africa, the current CEO of Sanlam, Dr. Johan van Zyl. The combination of these five theories focuses on leadership characteristics, leadership behaviours, different leadership styles and the relational aspect of leadership, that is the interaction between the leader and his followers. These five theories include the situational leadership theory, servant leadership, transformational leadership, the theory of level five leadership and emotional intelligence. A broad overview of Sanlam's history focusing on the company's transformation in recent years and its contribution to broad based empowerment are also discussed, providing the background and context to discuss the leadership provided by Johan van Zyl in recent years. The fourth chapter of this report provides an analysis of primary data collected through questionnaires sent to senior executives of Sanlam as well as through an interview with Van Zyl. The final chapter contains conclusions from the research results, namely the leadership characteristics and style of Van Zyl and his leadership approach as compared to the various theories studied. The researcher is of the opinion that valuable lessons are to be extracted from examining Van Zyl's leadership characteristics and style and that these could be applied to modern business practice. The research results showed that Van Zyl has characteristics of most of the leadership theories investigated in this study including characteristics of the situational leader, transformational leader, level five leader and that of an emotionally intelligent leader and that this is standing him in good stead for the transformation and strategic repositioning of Sanlam. / AFRIKAANSE OPSOMMING: Die huidige gevolge van 'n globaliserende wereld vereis van leiers om voortdurende veranderinge in die werksplek te bestuur, insluitende 'n globaal veranderende, diverse werkspan. Die vraag wat hierdie navorsingsprojek pobeer beantwoord is wat vereis dit van 'n leier om suksesvol te wees in die besigheidswereld vandag en watter leierseienskappe en gedrag sal so n leier betoon? Dit word beweer dat alhoewel die konteks van leierskap verander het en voortdurend sal verander, het die fundamentele begrip van leierskap dieselfde gebly. 'n Omvattende literatuurstudie in die veld van leierskap sal die standpunte van verskillende skrywers in die vakgebied daarstel om vas te stel wat, volgens die teorie, effektiewe leierskap behels. Vyf leierskap teoriee, wat in die navorser se opinie 'n geredelike oorsig gee van die verskeie leierskapsteoriee, word in groter diepte beskryf en later gebruik as die grondslag waarop 'n baie suksesvolle leier in Suid-Afrika, huidige uitvoerende beampte van Sanlam, Dr. Johan van Zyl se leierskap eienskappe en styl ge-evalueer word. Die kombinasie van die vyf teoriee fokus op leierseienskappe, gedrag, leierskapstyle, en die verhoudingsaspek van leierskap, byvoorbeeld die interaksie tussen die leier en navolgers. Die vyf teoriee sluit die situasionele leierskapteorie, dienende leierskap ('servant leadership'), transformasionele leierskap, vlak vyf leierskap en die teorie van emosionele intelligensie in. 'n Bree oorsig van Sanlam se geskiedenis wat fokus op die maatskappy se transformasie die afgelope paar jaar en bydrae tot breed gebaseerde swart ekonomiese bemagtiging ('broad based black economic empowerment') word ook bespreek en dien as die agtergrond en konteks om Dr. Johan van Zyl se leierskap te evalueer. In Hoofstuk Vier word 'n analise van primere data gedoen. Die data is ingesamel deur vraelyste wat voltooi is deur senior bestuurders van Sanlam asook deur 'n onderhoud met Van Zyl. Die finale hoofstuk beval afleidings i.v.m die leierskapseienskappe en -styl van Van Zyl en sy leierskapsbenadering soos vergelyk met die teoretiese benadering bestudeer. Die navorser is van die opinie dat belangrike lesse geleer kan word vanaf die studie van Van Zyl se leierskaps eienskappe en -styl en dat dit toegepas sal kan word as moderne besigheids beginsels vir leiers. Die bevindinge van die studie het getoon dat Van Zyl eienskappe van die meeste van die leierskapsteoriee wat bestudeer is in die studie betoon. Dit sluit eienskappe in van n situasionele leier, 'n transformasionele leier, n vlak vyf leier en 'n emosionele intelligente leier. Hierdie bevindinge word onderskraag deur die literatuur oor leierskap en die navorser is van die opinie dat hierdie eienskappe hom in n goeie posisie plaas vir die transformasie en strategiese herposisionering van Sanlam.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The alignment of Sanlam Life with the transformation process of Sanlam, as a national financial services group, necessitated the implementation of an improved service delivery model in 1998. The vision to be world class, brought forward some challenges in terms of cost, service levels as well as the type of service channel. Strategically, it was decided that Sanlam Life should centralise its services, which had enormous implications for Sanlam Life's staff as well as its clients. This resulted in the establishment of a more "impersonal" service channel, which could, at the same time, deliver a more effective service in terms of speed and quality. Decentralised walk-in centres thus, had to make place for two, centralised, client contact centres and a personal, face-to-face, service was replaced with a technologically effective call and correspondence centre. After a period of approximately two years of operational functioning, it was decided by Sanlam Life Exco to do a thorough diagnosis of the overall functioning of the Client Contact Centre (CCC).The specific aims of this diagnosis can be summarised as follows: • To gain insight into the level of employee satisfaction and morale. • To identify the factors which contribute to employee satisfaction and morale. • To evaluate the efficiency of the service delivery processes. • To ascertain what the current culture is within the CCC, in order to decide if it is the type of culture that should be vested in the rest of Sanlam Life. In preparation to the diagnostic survey and with the aim to improve the effectiveness of the CCC, the principles of organisational diagnosis will be discussed in this study, and will include the following: • The importance of a diagnostic model, which is central to the diagnostic process as well as further action plans. • A description of the diagnostic process and the importance of feedback and action planning in order to ensure organisational improvement. The results of the diagnostic survey of the Sanlam Life CCC, indicated the work climate can primarily be described as negative, and that improvement of especially the work processes and management behaviour, is required. The negative perception of the CCC staff around their service delivery, however does not correlate with the experience of the Sanlam Advisors regarding CCC service. This finding is contradictory to that of previous research, which indicated a positive relationship between employee and client satisfaction. This finding should thus be investigated to a greater extent. Organisation diagnosis is a sensitive process, which can create the expectation with employees that something will be done with the information. The greatest challenge therefore does not only lie in the diagnosis itself, but in the utilisation of the information for continuous improvement. / AFRIKAANSE OPSOMMING: Die belyning van Sanlam Lewens met die transformasieproses van Sanlam, as nasionale finansiële dienstegroep, het die implementering van 'n verbeterde diensleweringmodel in 1998 genoodsaak. Die visie om wêreldklas te wees, het sekere uitdagings gestel op die gebied van koste, diensvlakke asook die tipe dienskanaal. Strategies is besluit dat Sanlam Lewens moet sentraliseer, wat enorme implikasies ingehou het vir Sanlam Lewens se personeel asook hul kliënte. Dit het gelei tot die totstandkoming van 'n meer "onpersoonlike" dienskanaal wat terselfdertyd meer effektiewe diens in terme van spoed en kwaliteit tot gevolg sou hê. Gedesentraliseerde instapkantore moes dus plek maak vir twee, gesentraliseerde, kliëntekontaksentrums en persoonlike, aangesig-tot-aangesig, dienslewering is vervang deur 'n tegnologies effektiewe inbel- en korrespondensiesentrum. Na 'n tydperk van ongeveer twee jaar van operasionele funksionering, het die uitvoerende bestuur van Sanlam Lewens besluit dat 'n deeglike diagnose na die algehele funksionering van die Kliëntekontaksentrum (KKS) gedoen moet word. Die spesifieke doelwitte van die diagnose kan as volg opgesom word: • Om insig te verkry ten opsigte van die vlak van werknemertevredenheid en moraal. • Om die faktore wat bydra tot werknemertevredenheid en moraal te identifiseer. • Om die effektiwiteit van die diensleweringsprosesse te bepaal. • Om te bepaal wat die huidige kultuur binne die KKS is, sodat daar besluit kan word of dit die tipe kultuur is wat in die res van Sanlam Lewens gevestig moet word. As voorbereiding tot die diagnostiese ondersoek in die Sanlam Lewens KKS en ook met die doel om die effektiwiteit van die KKS te verbeter, word die beginsels van organisasiediagnose in hierdie studie bespreek, en bestaan uit die volgende: Die vestiging van 'n begrip van organisasie-effektiwiteit en die bydrae wat organisasiediagnose kan lewer tot volgehoue organisasieverbetering. • Die belang van 'n diagnostiese model, wat sentraal staan tot die diagnostiese proses asook verdere aksieplanne. • 'n Omskrywing van die diagnostiese proses en die belang van terugvoer en aksiebeplanning ten einde organisasieverbetering te verseker. Die resultate van die diagnostiese ondersoek na die funksionering van die Sanlam Lewens KKS het aangedui dat die werksklimaat in die KKS hoofsaaklik as negatief beskou kan word en dat verbetering ten opsigte van veral werksprosesse en bestuursgedrag nodig is. Die negatiewe persepsie wat by KKS personeel bestaan ten opsigte van hul dienslewering korreleer egter nie met die ervaring van Sanlam Adviseurs ten opsigte van KKS diens nie. Hierdie bevinding is teenstrydig met vorige navorsing, wat 'n positiewe verband gevind het tussen werknemer- en kliëntetevredenheid, en moet dus verder ondersoek word. Organisasiediagnose is 'n sensitiewe proses wat die verwagting by werknemers skep dat iets met die inligting gedoen gaan word. Die grootste uitdaging lê dus nie net in die diagnose nie, maar in die gebruik van die inligting vir volgehoue verbetering.