Executive Mindset: Innovation Methodology & Strategic Intent

By Gideon Malherbe / December 3, 2020

Throughout the last several Transformation Forums hosted by VCI, the discussion leaders representing research institutions, oil and gas and mining companies have talked about the evolution of technology transformation. There are many angles to this, and what I find most relevant strategically is the framing of Innovation within the minds of the executive. Some companies…

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Diversity Performs Better

By Gideon Malherbe / November 3, 2020

Race, gender, self-identified LGBTQ+, language, age, education and disability are just some of the elements of discussions on diversity. These discussions can often also include topics relating to country demographics, industry cycles, professional certifications, pay scales, regulatory frameworks and more. Fortunately, we’re on a positive trend line as we see a majority of companies in…

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How to Leverage a Thousand Brains

By Gideon Malherbe / October 22, 2020

Many companies start their innovation and digital transformation endeavors with an internal team focused on reducing costs, improving customer care and increasing revenue. Executives should recognize that not all the ideas will come from internal resources and they can successfully expand the scope of their innovation activities. Transformation projects almost always mature over a few…

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The Change Must Still Be Had

By Gideon Malherbe / October 6, 2020

All transformation projects are held together by a strategic decision made by top leadership with a clear vision, along with an amplification of visionary voices heard throughout the organization. With leadership repetitively prompting pace and ambition, a formal communication system underwriting the vision and process should always be present. The communications plan must include more…

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Where are the (data) Champions…?

By Gideon Malherbe / September 1, 2020

Big data, with its complimentary AI & ML engines attached, relays unthinkable opportunities for company performance over the next decade. And we so easily envision this future bounded inside current organizational constructs, like inside the existing organization chart. Then some external force – like the COVID pandemic – comes around and flips our understanding upside…

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Turn on a Dime – Rules for the New Business Theater

By Gideon Malherbe / August 4, 2020

While it feels like the doldrums, as CV-19 ebbs and flares with no one the wiser on where it’s all going to end, it is satisfying to focus on what we can manage. In fact, what we can manage should be where we spend most of our time. Hotels, airlines and restaurants got it straight…

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Borrowing innovation from construction

By Brad Weir / July 23, 2020

Mine development is a large, long-term investment carrying enormous financial risk and uncertainty. The ability to bring construction schedules forward and increase development efficiency provides huge return on investment opportunities for operators. There is a plethora of new technologies, mainly born out of the construction industry, which are helping mining companies reduce the risks associated…

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Scenario Planning Outplays Chaos

By Gideon Malherbe / July 9, 2020

How do Scenario Planners respond to forces like these… ? Pandemic lockdowns, political maneuvers and widely varied human behavior are playing into a potential collapse in global economic activity and a rupture of the traditional arteries for foreign direct investment. Global economic activity has slowed substantially with supply chains upended and trade volumes crashing. Multinationals…

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Lead from the Front

By Gideon Malherbe / June 29, 2020

Executive leadership around the world continues its new-world mandate to maneuver through the ever-changing pandemic. Sadly, the first green sprouts of a post-Covid world were summarily squashed last week with total coronavirus cases passing 10 million and health experts estimating the true number to be at least 10 times that. We do Scenarios to help…

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Embracing Uncertainty with Scenarios

By Gideon Malherbe / June 24, 2020

Rule #1: Don’t choose a Scenario as your favorite, unless you want to end up deeply disappointed. The purpose of crafting alternative Scenarios is to have a broad view of the future to give you a much more robust strategy and detailed playbooks. Rule #2: Confirmation bias is your enemy and as data flows in,…

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