I remain distraught and saddened by the recent events in South Africa – the mass rioting and looting that afflicted KwaZulu Natal and Gauteng.

It has been a traumatic series of weeks for millions of South Africans and I recently mentioned how distressed I was by these events.

The situation has somewhat stabilized thanks to the good work of communities, police and SANDF troops. However, the news is fraught with stories of the consequences of this attempted insurrection that occurred over the course of these past weeks. Humanitarian work has begun to alleviate the present suffering and help rebuild.

On the 16th July 2021, President Ramaphosa described the destruction as a result of a “deliberate, coordinated and well-planned attack on our democratic order”.

This cataclysmic event led me to one conclusion – it is hundreds of times easier and quicker to destroy than it takes to create! It has also challenged my hope in South Africa.

Nevertheless, there are some key shifts that would bring some hope to my country.

Rioting and looting has engulfed parts of South Africa in July 2021. KwaZulu Natal and Gauteng provinces are currently the most affected.

These riots appear to have morphed into a short-sighted destruction of infrastructure and thousands of businesses. The news is full of images of mass looting. People even seem to be driving to distant shopping malls and warehouses to steal without remorse.

I am very distressed by it. I am unclear about how I can influence the outcome of what is happening. It is a struggle to retain hope right now. The people that I have spoken with feel the same.

Here are my thoughts on the matter.

Last week, a new client asked me the following question, “How can we earn more income and gain more control over how we can spend it?”

This resulted in a productive and impactful discussion. I thought it would be useful to share the highlights with you, and link to other articles and presentations that explain some of the principles in more depth.

Non-profit organizations need to increase their income, and have more control over how this money can be spent, in order to increase their social and environmental impact, and to reduce their financial risk. This is all part of becoming a sustainable non-profit organization.

Strategy emerges from how we think about the complex problems facing our organizations. These problems might relate to our environment, the challenges faced by our beneficiaries or something inside our organization. To become better at developing strategies, we must learn how to think more clearly and avoid cognitive biases.

My ability to think strategically has benefited immensely from understanding the differences between inductive and deductive reasoning, and understanding when and how to apply them. Inductive reasoning involves ‘bottom up thinking’ – constructing theories from details. In contrast, deductive reasoning involves ‘top down thinking’ – starting with a theory and assuming details that must be true if the theory is valid.

We all have our preferences for one of these types of reasoning when solving complex problems that affect organizations and communities. Nevertheless, it is beneficial to master both types of reasoning so that we can use them when the need arises.

This article summarizes what I have learned so far while diving into this topic. It is a detailed and technical article that will interest people who want to enhance how they use reasoning to solve problems.

Technology has progressed so that people can work remotely and organizations can operate virtually.

Many of us have been fortunate to be able to continue with our work despite the challenges presented by the Covid-19 lockdown.

For many employees, the lockdown has vindicated what they have been trying to tell their bosses all this time – that they can work from home and don’t need to come into the office every day and waste time in traffic.

But working from home has brought its own challenges. Few organizations have been designed to run virtually. Although technology has enabled the remainder of us to get by, the true power of virtual organizations has not been harnessed. In this article I explain why some bosses will be anxious to get everyone back into the office, and how some organizations have been able to master remote work.

Founder’s syndrome is a pathological pattern of behaviour that sometimes afflicts the founders of organizations. Management consultants colloquially refer to it as ‘founderitis’

Founder’s syndrome occurs when a strong-minded founder, who battled against odds to build an organization, ends up becoming its biggest constraint to growth.

I see it as an autoimmune disease that infects founders and consequently undermines the organizations that they worked hard to build. I encounter a new case of founder’s syndrome every couple of months in my consulting work.

In this article I’ll define founder’s syndrome and two ways of seeing it. I will also discuss how it is caused, its common symptoms, how it is treated and how to prevent it.

Recently, I have noticed that there seems to be a shortage of hope in the world.

Despite the incredible progress that we have made as a species, everything seems to be a mess. There are problems everywhere we look.

Yet despite these problems, we need hope to give meaning and direction to our suffering.

This article will reflect on the nature of hope and the three ingredients that constitute it. It will also consider what leaders can do to cultivate genuine hope (and not false hope) among their followers.

In this article about impact investment, I will share what I have learned from working with two investment funds in Africa. I have written this article about my personal experiences to help counterbalance the academic material on this subject. It is aimed at readers who are interested in impact investment but don’t have any firsthand experience.

This article began as a private reflection in my journal one Saturday morning in October 2020, as I sat outside at a local coffee shop. It has since grown significantly.

The year is coming to an end. It has been a crazy year as I am sure we’ll all agree. Few of us would have expected a pandemic to rampage across the globe. Covid-19 has accelerated many good and bad trends. It has left millions of people more vulnerable than before. It has also revealed some opportunities for governments, businesses and non-profit organizations to improve their reach and positive impact.

This article contains my end-of-year reflection for 2020. I believe in the value of ‘after action reviews’ and in sharing them openly so others can learn.

This has been a good year for me overall. While my income has decreased, as one would expect in the midst of a pandemic, I managed to make several changes that placed me in a stronger position than I was at the beginning of the year. I’m looking forward to 2021.

Here is an article I wrote for the publication, “CSI: The Human Face of Business” which was included in the Financial Mail during October 2020. 

It explores how Corporate Social Investment (CSI) initiatives have had to radically rethink their approach when confronted with the impact of Covid-19 and the resulting lockdown on their beneficiaries. The strategies that they had fine-tuned over the years needed to rapidly pivot and innovate.

This article explores several lessons that CSI managers have needed to learn, and which will hopefully remain.

I suggest that CSI managers must assess the stark reality of the social, economic and environmental problems that are confronting South Africans, and simultaneously cultivate hope that they can make a lasting difference.