The dissertation explores and explains the design and development of the researcher's Real Value© methodology, through participative action research. The action research (participative exploratory research) was undertaken in the form of professional pilot projects as real world commercial research, for the formulation and emergence of the value-based business development leadership metrics system: The Real Value© Methodology. The outcomes of the action research are captured in select strategic knowledge reports (i.e. client pilot project research reports) which demonstrate the emergence of the Real Value© methodology, in the client and commercial context, through the entire action research process. The clients were contracted on a professional basis and the fees generated from the commercial projects were utilised to fund the resources required to do the knowledge investigations of the client organisations. The methodology was intended as a strategic management system, and subsequently developed, through the action research and pilot projects, into a value-based business development leadership metrics system. The Real Value© methodology aims to create, develop and measure the real value of intangible assets (vs. physical assets) in a continuous and discontinuous process of business development: value that is created and sustained through the highest and best application and utilisation of intangible assets in the knowledge (and industrial) economic context. (Intangible assets herein classified as brand, intellectual property, technology, and human and customer capital). The participative action research was originally inspired by the first Module of the MSc programme 'Managing Complexity' facilitated by Professor Steen Martiny (Copenhagen Business School) during the comparative exercise on 'Extraordinary and Ordinary Management', and specifically during the reading of the first precept of Stacey's (2000) 'Extraordinary Management Theory': "Detect and attract attention to important external and internal issues, ordinarily not noticed." The above precept captures the essence and intrinsic motivation of the researcher for undertaking and performing the participative action research of the dissertation. The dissertation explains the real world professional pilot projects and participative exploratory action research that was undertaken by the researcher in the design and development of the Real Value© methodology. / Thesis (M.Sc.)-Unversity of KwaZulu-Natal, Durban, 2009.

The objective of this research is to examine whether the implementation of the High level (Strategic) Balanced Scorecard at Mangosuthu Technikon could provide solutions to the following problems: Translating Vision and Strategy to operational tenus: The organisation's strategy must be executed at all levels of the organisation. The key to this transformation is putting strategy at the centre of the management process. Aligning the organisation around the strategy: For maximum effectiveness, the strategies and the scorecards of all business units should be aligned and linked with one another. Making strategy a continuous process: This is how the organisation get all its employees to make strategy part of their daily job. Strategy Evaluation and Selection: The organisation's strategy must fit within one of the following criteria: Consistency, Consonance, Advantage, and Feasibility. The Balanced Scorecard building process is designed to deliver the following: • Establishment/ Confirmation of the Vision • Establishment/Confirmation of the organization's strategy • Measurement perspective selection • Strategy development for each perspective • Identification of factors which are critical to the success of the strategy in each perspective • Definition of the measures which drive the critical success factors The Balanced Scorecard theory is such that by achieving each of the process outputs, clarity and focus for the organization's future is determined as well as how to achieve that future objective. This clarity and focus provides the basis to resolve the problems identified. A high level (Strategic) Balanced Scorecard can be built in a relatively short period of time. However, adherence to the methodology is crucial for the resulting scorecard to be meaningful and, therefore, useful. Senior management, and especially the CEO, have to be fully committed to both the project and methodology compliance. Deviations reduce the effectiveness of the effectiveness of the initiative and can completely undermine the resulting scorecard. Kaplan & Norton first suggested the Balanced Scorecard in 1992. It is still being implemented in organizations today, to provide a solution to a variety of organizational issues. This continued usage and support is a confirmation of the quality, durability and adaptability of the tool, as well as its ability to deliver. / Thesis (MBA)-University of Natal, Durban, 2003.

An understanding of the key success factors of New Product Development Strategy remains obscure for many organisations in the dynamic telecommunications industry. As managers recognise the heightened importance of innovation to competitive success, they face an apparent paradox: the orderly and predictable decisions on which a business rests depend increasingly on the disorderly and unpredictable process of new product development. The objectives of this study were to evaluate the key success factors of a telecommunications solution provider's new product development strategy and to explore the relationship between these key factors. The company was studied from two levels. The strategic level focussed on the corporate strategy, the role of management, organisational structure and organisational culture; while the project level concentrated on the NPD process, the staff involved and the information needed for NPD success. The relationship between the two levels was also investigated in relation to the company's NPD strategy. The results of this study showed that there is a very close relationship between the factors and that problems with one factor affect another. Whilst much research has been conducted in each of these areas independently, very few researchers in the field integrate all the different factors. The findings revealed that the company under investigation had more problems at the strategic level than at the project level. The strategic issues were found to be the basis of problems identified at the project level. / Thesis (MBA)-University of Natal, 2002.

In this rapidly growing and competitive business environment, each firm attempts to gain and retain competitive advantage. The marketplace is a dynamic and changing environment. Globalisation has had a profound influence on the business environment. Strategy formulation involves matching a company's internal strengths and weaknesses against the opportunities and threats offered by the industry and external macro environment. Strategy formulation involves more than the environmental scan of local markets. This scan has to be broadened to include the broader global arena. Companies do not work in isolation. Hence it is essential for companies to examine the role that competition plays, and how such companies position themselves relative to the competition. This study investigates the extent to which manufacturing industries in Pietermaritzburg undertake environmental scanning before adopting a strategy, or making strategic changes. It further attempts to determine the extent and ratio that business strategists seek competitive advantage from environmental scanning of their particular industry, and from the broader macro environment, and evaluate whether increased or superior use of external macro environmental scanning is perceived to lead to increased competitive advantage, due to the rapid and extensive impact of global events. The findings suggest that many companies focus their attention purely on industry-based factors as a source of strategic competitive advantage. Further, most firms do not make use of services of essential consulting firms in the strategy formulation process. This study found that many companies undertook strategy formulation once a year, and no external environmental scanning was undertaken by their strategists. Firms appear to prefer internal analysis. For companies wanting to maximize their competitive strategy, it is essential for strategists to explore both the industry and macro environment for any advantages that can be 'identified. Globalisation is enforcing the expansion of the scope of macro environmental factors. Larger firms may have the resources to cope, but smaller firms would need to look at alternative ways of acquiring the proposed information, e.g. using the database of external consulting firms, Companies have to move away from the old mindset, and embrace the changes in the dynamic business environment, if they wish to remain competitive. / Thesis (MBA)-University of Natal, 2003.

The purpose of this study is to establish the most appropriate competitive strategy for Kagiso Khulani Supervision Food Services, a division of the Compass Group SA in KwaZulu-Natal. This dissertation is in the form of a case study, with an electronic survey used as an instrument to gather information on the competitive environment facing the Compass Group SA. A literature review of strategic management principles has been conducted. Emphasis has been placed on the evaluation of the internal and external environment, and the generation of strategies to deliver competitive advantage. The survey conducted is used to gain an understanding of the external position of the firm. Evaluation of the internal environment has been against the model suggested by Campbell, Stonehouse and Houston, 2002, in "The Strategy Circle". To conclude the study recommendations are made based on the evaluation, answering the question "What is the most appropriate competitive strategy to be adopted by Kagiso Khulani Supervision Food Services in KwaZulu-Natal, to retain existing business and be awarded new contracts." / Thesis (MBA)-University of Natal, Durban, 2003.

DPA Specialist Consulting Engineers is a relatively small firm specialising in materials technology in the specialist civil engineering consulting and contracting industry. The organization has experienced many positive and negative changes over its history, and is currently in a precarious position, faced with numerous environmental opportunities and threats, while exhibiting significant strengths but also critical weaknesses. The firm does not have a formally crafted strategic plan from which to base its managerial decision making. It is widely held that strategic planning is critical for the success of a competitive business in today's turbulent environment. In this study, pertinent theories pertaining to strategy development and evaluation are explored, and relevant models are adapted for the purpose of analysing and evaluating the organization and its circumstances. The facts provided in the case study pertaining to the organization are then analysed through the developed body of theory and the models presented. The theoretical models utilized provide the criteria by which it is possible to determine the areas in which the organization is performing well or poorly. At the same time, strategic options are developed and are evaluated in the context of the case study, and recommendations are provided with respect to the appropriate courses of action. It is shown that a competitive strategy of focused differentiation will be appropriate for the organisation. An assessment of available grand strategies reveals that the organization will be best served by an initial turnaround strategy, followed by a strategy of concentrated growth and innovation. It is also shown that a strategy of concentric diversification, in terms of the spin-off of the contracting business is appropriate under the circumstances. However, it is also evident that unless the recommendations pertaining to the turnaround strategy are followed, the firm's critical weaknesses and environmental threats will severely threaten the sustained survival and success of the organization. / Thesis (MBA)-University of Natal, Durban, 2003.

Today, the only certainty is uncertainty. The rate of change is continuing on a steep curve upward, information is growing in volume constantly, and the complexity of the marketplace is increasing exponentially. In order to survive, decision-makers need to anticipate and accommodate developments in the world outside, to sustain and exceed their core competitive advantage. The question is how do they go about doing this? The answer lies in competitive intelligence! Competitive Intelligence is a systematic process involving planning, gathering, analysing and disseminating information on external environment for opportunities or developments that have the potential to affect a company's competitive situation. Research reveals that competitive intelligence (Cl) has evolved from an informal into a formal discipline. While many still confuse it with just being competitor information, it has proven to expand much further into a meaningful and value-added input in the strategic decision-making process. Decisionmakers need to be equipped with the proper tools before they start the strategic planning process. The purpose of this research study is to explore the impact of competitive intelligence practices on strategic decision-making. It aims to identify the best way forward in making competitive intelligence more credible within organisations. The accelerating speed and complexity of change in the business environment places a heightened premium on timely, rigorous understanding of developing threats and opportunities. Consequently, the success of competitive advantage within organisations increasingly depends on aggressive and systematic competitive intelligence efforts to support and enable strategic decision-making. The study presents an holistic competitive intelligence framework, taking theoretical, best practices and a case study approach, enabling any organisation to successfully adapt Cl processes and structures in any given situation. / Thesis (MBA)-University of Natal, 2003.

This study was conducted in Ethekwini Municipality, between May 2003 and August 2003. The aim of this study was to analyse and evaluate the economic development strategy implemented by the city. The major concern of the research was to locate strategy responsibility within broad economic transformation. Since 1996 Durban has been at the forefront of change in urban management as far as South African cities are concerned. Strict fiscal controls and innovative transformation programmes have ensured that the Council has managed to walk the delicate tightrope between maintaining established areas and uplifting historically disadvantaged ones. The strategic integration of the world markets brought about by the growth of transnational and multinational enterprise activity requires very responsive management with flatter and more flexible organisational structures in order to adapt to an everchanging business climate. This leads organisations to develop partnerships in order to increase their weapons to face the tight global competition. Organisations have tried many strategies, but in most cases, they are not suitable for the competitive edge as might be the company goal. It is questionable whether the wrong strategies are implemented in wrong organisations, the right to the wrong or the lack of leadership? This means that the managers must not focus on rigid strategies but focus on those strategies that will lead the organisation to exploit opportunities. / Thesis (MBA)-University of Natal, Durban, 2003.

The increased globalisation of the automotive industry of South Africa has brought with it both opportunities and threats for the various players. Companies taking advantage of the government's Motor Industry Development Plan have quickly learned that exporting both components and vehicles is the most suitable way forward. Toyota SA, in its new role as a global player has strategized that sourcing parts from local suppliers will give it the competitive advantage to then compete internationally. The company has planned to increase its local content targets from 40% to around 70% in the next few years. The question that rises to the fore is "are the local suppliers able to cope in meeting this challenge?" This study explores the various issues faced by Toyota SA as well as its local suppliers in attempting to achieve these targets. While Toyota SA has to deliver the expectations of developed countries, it is faced by a local supplier base that for many reasons, lags behind the rest of the world. The study adopts classical techniques for analysis as well as recent techniques in evaluating the suitability of the increased localisation strategy. Finally, based on the impact of the various forces, recommendations are made as to the strong and weak points of the strategy. Poor product development capabilities and technical/operational improvement requirements at suppliers, the lack of internal resources at Toyota SA and finally the weak second and lower tier supplier levels all emerge as issues to be addressed. These issues cannot be ignored for the implementation of the increased localisation strategy to be successful. / Thesis (MBA)-University of Natal, Durban, 2003.

The aim of this dissertation is to carry out an evaluation of the Kigali Institute of Science, Technology and Management's organisational strategy using the criteria of suitability and feasibility. Specifically, this dissertation sets out to evaluate the suitability of KIST's growth strategy by assessing whether it addresses the circumstances in which the organisation is operating and to establish the feasibility of the strategy by assessing whether the Institute possesses the resources and competences to match the chosen growth strategy. In conducting this evaluation it is recognised that, although it is impossible to demonstrate conclusively whether a particular strategy is optimal or even guaranteed to work, one can nevertheless, test it for critical flaws using the above-mentioned criteria. The findings from the case study and analysis show that the main strategic issues facing KIST are: - inadequate funding for vital, urgent capacity building; inadequate infrastructure and facilities for KIST's growth and sustainability; inadequate strategic planning; low employee motivation and high staff turnover. From the suitability analysis, it was revealed that KIST's growth strategy is not suitable since it does not address the circumstances in which it is operating due to its internal weaknesses. However, the strategy is attainable if the management of KIST puts in place mechanisms to address the strategic issues identified. The feasibility analysis revealed that, as a result of KIST staff not being motivated, the Institute's capabilities of technology transfer would not be adequately harnessed. In addition, the Institute may fail to effectively and efficiently run and sustain its programs. Finally the financial feasibility analysis established that the Institute has a weak financial base as a result of inadequate government and reducing donor funding which renders the growth strategy unfeasible. The last chapter provides recommendations that will serve as guidelines for the Institute, in order for it to address the strategic issues identified, and also successfully implement the chosen growth strategy. Further research by KIST has also been proposed in areas identified at the end of chapter six. / Thesis (MBA)-University of KwaZulu-Natal, 2006.