AFRICA EDITION MARCH 2020 africa.businesschief.com
Harnessing the opportunities of ecommerce Improving customer experience and connectivity
ZAMBIA NATIONAL BANK CREATING FINANCIAL INCLUSIVITY CDO Wane Ng’ambi details the bank’s digital journey
Embracing digital transformation in Africa
City Focus
LUANDA
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FOREWORD
W
elcome to the March edition
discusses the company’s IT strategy
of Business Chief Africa!
and use of technology to improve
This month’s cover features Wane
customer experience and connectivity.
Ngambi, Chief Digital Officer of
Elsewhere in the magazine, our
Zambia National Commercial Bank
leadership feature sees Dr. Anino
PLC, who updates us on the
Emuwa, founder of Avandis
company’s digital transformation
Consulting and Tamara Haasen, Chief
journey over the last few months.
of Staff at IOHK, discuss the topic of
“With Zanaco, the whole agenda of
diversity and inclusion in Africa.
taking a very mature, traditional
In addition, this month’s City Focus
industry and moulding it into a very tech-savvy future-focused one is a fantastic opportunity.”
explores Luanda, Angola, a city rich in history and an economy based on industry and manufacturing, while our
Other leaders that feature in the
Top 10 ranks the wealthiest football
magazine include Shayne Turley, CIO
franchises in Africa.
of South Africa’s Goldwagen, detailing
Do you have a story to share? If you
how digital transformation has helped the company take full advantage of ecommerce opportunities. As well as Victor Taiwo, CEO of Afrissance Digital, discussing how technology has
would like to be featured in an upcoming issue of Business Chief Africa, please get in touch at georgia.wilson@bizclikmedia.com
transformed his company, and Titilope
Enjoy the issue!
Fakuade, CIO at MTN Liberia who
Georgia Wilson
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CONTENTS
10 Zambia National Commercial Bank
24 INCREASING DIVERSITY AND INCLUSION IN CORPORATE AFRICA
42
34 64 LUANDA City Focus
74 52
Building an ecosystem? Connect the dots. “Your journey to cloud must navigate pitfalls and opportunities that are unique to your business. We support you in imagining and delivering your cloud journey and making it run�. Eric Meistermann, Deloitte Partner in charge of AXA Group
100 Afrissance Digital
90 Goldwagen
112 MTN Liberia
10
MARCH 2020
Creating financial inclusivity WRITTEN BY
AMBER DONOVAN-STEVENS PRODUCED BY
JUSTIN BRAND
11
a f r ic a . b u s in e s s c hie f. c o m
Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )
Last time we spoke with Zambia National Bank, it was on the cusp of an accelerated digital transformation set for completion in 2020. Fresh into the new decade, CDO Wane Ng’ambi, details the bank’s journey
T
he symbiosis between the telecommunications and finance industry is stronger than ever in Africa, and as technology
evolves, many banks are being left behind as a 12
result. One bank in the region that is staying ahead of the curve is Zambia National Commercial Bank (Zanaco), which in 2018, was on the cusp of an accelerated digital transformation set for completion in 2020. Sharing the bank’s success since then is a Chief Digital Officer who understands the relationship between finance and telecommunications better than most, Wane Ng’ambi. “I love a challenge!” exclaims Ng’ambi when asked what drew him to his current role. “I’m not a traditional banker. To me, one of the slowestchanging industries has been banking and financial services. With Zanaco, the whole agenda of taking a very mature, traditional industry and moulding it into a very tech-savvy future-focused one is a fantastic opportunity.” When Ng’ambi joined Zanaco in 2018, he brought 15 years of experience in the MARCH 2020
13
a f r ic a . b u s in e s s c hie f. c o m
Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )
“ We’re at almost 110% growth year-on-year, effectively doubling our traffic through our digital channels” — Wane Ng’ambi, CDO, Zambia National Commercial Bank (Zanaco)
telecommunications industry with him. Specialising in creating telecommunications and digital solutions from an IT engineering perspective, he previously looked after mobile financial services for MTN in Zambia. “There’s a big drive across Africa that is pivoting mobile telecommunication companies from predominantly providing voice and data services to providing financial services by using the existing technology infrastructure,” he says. “Mobile money is a big phenomena
14
in regions like Kenya, Tanzania and Uganda. Zambia is the latest country to embark on this journey.” After a few years with MTN, Ng’ambi moved to Millicom International Cellular’s subsidiary, Tigo, in order to care for the company’s mobile financial services and customer distribution technology. After a year he returned to Zambia to work with Zanaco in order to serve its existing customers through new channels. “The heart of Zanaco’s strategy focuses around the use of technology in order to enable customer fulfillment for different products and services,” he summarises. Over the years, banking has evolved considerably, MARCH 2020
Bank Here TVC CLICK TO WATCH
|
1:03
15 but Ng’ambi reflects that telecom-
Zambia National Bank has met
munications engineering has always
the challenges of this ever-shifting
remained embedded in the lives of
landscape head-on and has achieved
customers. “This is the move banks
an astonishing 115% growth across
need to make. They need to ask
digital channels in the last 18 months,
themselves: How do we migrate from
with defining weight placed on mobile
the traditional branch servicing of
channels. Other streams that have
customers and into the digital age?”
contributed to this exponential growth
He is cognizant that Africa com-
include QR Code, which has acted as
prises a largely young population that
a replacement channel to the original
will pilot a remarkable technological
postal one and cost inhibitive POS
shift in the continent in the next five
channel, and the express “Agent
to 20 years, and it is essential that
Banking” channel. “We’re at almost
banks like Zanaco keep the pace in
110% growth year-on-year, effectively
order to remain relevant.
doubling our traffic through our digital a f r ic a . b u s in e s s c hie f. c o m
Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )
16
channels.” This is the result of what
collectively. This forms up to 20% of
Ng’ambi would describe as a very
the total financial inclusion and often
“aggressive” campaign: “Africa has a
goes missed by banks. “Now, this is
very interesting dynamic; the financial
not regulated formally in Zambia, so
inclusion rate is relatively low, with the
it’s unregulated financial inclusion,
exception of some successful markets
which is pretty much a conventional-
like Kenya, Tanzania and Uganda.
type financial inclusion,” he explains.
Zambia sits at around 59% of the
“But when you look at formal financial
total financial inclusion. This inclusion
inclusion, through regulated entities
includes regulated and non-regulated
such as Zanaco, we’re somewhere
channels.” By non-regulated channels,
around 38-39%. That’s relatively low if
Ng’ambi refers to the phenomena of
you look at the population.” This totals
‘Chilimbas’ – village banking – where
to around 6-9mn individuals who are
groups in rural communities invest
currently excluded from regulated
MARCH 2020
financial services. This makes
branches on a day-to-day basis, with
Zanaco’s growth all the more impres-
a shift of customers moving from
sive, but it also creates a number of
branch to digital marking a negative
challenges to overcome.
trajectory. However, we are close to
“The challenges can be split in two,”
gaining 40,000 customers every month
explains Ng’ambi: “Technology and
who did not have access to financial
culture. Naturally these factors both
services previously. We’re somewhere
intertwine. While automation drives
in the space of maybe 200-300% new-
efficiency, which achieves our digital
to-bank acquisition growth between
strategy, digital transformation impacts
2018 and 2019. That’s a very, very
the lives of stakeholders within the
strong growth for a traditional bank.” To
E XE CU T I VE PRO FI LE
17
Wane Ng’ambi Wane Ng’ambi is a seasoned telecommunications and financial services executive with extensive skill sets in sales and distribution, financial services, project management, IT and telecommunications and FMCG experience spanning several African markets. Ng’ambi has held several senior management and executive roles in the Telecommunications and Financial Services industry across Africa including his most recent role at Millicom Group (T/A TIGO) as Regional Director – Sales Distribution and Customer Operations – Africa Market. Prior to joining Millicom, Wane served five years with MTN Zambia as Executive Head, Mobile Financial Service (MFS). He holds a Graduate Diploma in Information Systems Management, BSc (Hons) Computer Science. a f r ic a . b u s in e s s c hie f. c o m
powered by
ensure that the implementation of these new technologies is smooth, Ng’ambi explains that the bank has traveled around the country to a number of town halls in order to engage with staff as to identify any pain-points in relation to the changes occurring, as well as how to mitigate them within new strategies. “We are very conscious that digitisation can lead to redundancy and so we take a very active role in the reskilling of our staff and honing new skills as the company transforms,� he says. The benefits of this digitisation greatly outweigh the challenges and MARCH 2020
“ Banks almost solely examine assets, liabilities and the revenue aspect, but behavior is what results in assets and liabilities and revenue”
in addition to the increase in financial inclusion across the nation, there have been other benefits. “We’re now able to proposition customers more effectively; I can look into a customer’s habits over the course of six months and track his experiences to identify individual or economic changes,” he says. In terms of UX, Zambia’s online banking platform was originally very
— Wane Ng’ambi, CDO, Zambia National Commercial Bank (Zanaco)
traditional in terms of UX, but it has since been upgraded to provide a more seamless and accessible experience for customers. “We created the new platform from a number of focus groups around customer behavior and now it is intuitive, fresh. But this will not be enough,” asserts Ng’ambi. “The platform will continuously develop to ensure that it meets the changing demands of the customer.” As the bank progresses with its digital transformation, Ng’ambi enthuses that the bank’s focus is now on datacentricity. “I am predominantly a telco player and telcos have also shifted focus on to data. When you cross-pollinate the experiences from different industries, you begin to understand the depth and the wealth of what data can a f r ic a . b u s in e s s c hie f. c o m
19
Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )
20
MARCH 2020
actually mean. One of the things that I have understood from my time in both the telecommunications and banking industry is that the tracking of the behavioral patterns of customers is not a strong suit of the latter.” He goes on, “banks almost solely examine assets, liabilities and the revenue aspect, but behavior is what results in assets and liabilities and revenue.” Moving forward, the goal of Zambia Bank is the culmination of effective data in order to drive assets and liabilities in a more effective way while using AI to better understand this data. “Things are looking very, very exciting
N G ’A M BI O N T HE BAN K ’S PART N ERS
“I have a number of fintechs, aggregators and multiple traditional core banking solution providers that all assist with different aspects of our operations in a cost effective manner that meets the needs of our end customers efficiently. One company that covers a very notable amount of our requirements is Devshack International, which allows us to pivot quickly to respond to the consumer’s demands as the market starts to shift and change.”
a f r ic a . b u s in e s s c hie f. c o m
21
Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )
for us in the future. We are continuing to drive toward mobile interoperability.” Ng’ambi shares that they are also looking to move towards the creation of an open digital product marketplace via Open API integrations to their digital platforms. “We’re looking to build a whole ecosystem by adding everyone into one interoperable environment where everyone can play and trade with everyone. From a traditional banking perspective, I think this is relatively strong because all banks are already 22
playing with everybody, but from a mobile perspective, mobile acquirers, mobile issuers, are not doing very
“ Things are looking very, very exciting for us in the future. We are continuing to drive toward mobile interoperability” — Wane Ng’ambi, CDO, Zambia National Commercial Bank (Zanaco)
MARCH 2020
1996
Year founded
$15.mn+ Revenue in US dollars
1,228 Number of employees
well, so this is an area where we’re trying to create an environment that allows everyone to play with everyone. Mobile is continuing its strong growth and we’re trying to now bridge that gap with banking, so that for us is one key area that we’re going to keep focusing on.” As technology evolves, one thing is for certain: customercentricity will remain at the epicentre of all of Zanaco’s operations.
a f r ic a . b u s in e s s c hie f. c o m
23
LEADERSHIP
24
INCREASING DIVERSITY AND INCLUSION IN CORPORATE AFRICA Business Chief speaks with Dr. Anino Emuwa, founder of Avandis Consulting, and Tamara Haasen, Chief of Staff at IOHK, to discuss diversity and inclusion in Africa WRITTEN BY
MARCH 2020
GEORGIA WILSON
25
a f r ic a . b u s in e s s c hie f. c o m
LEADERSHIP
“
L
ike the rest of the world, diversity and inclusion in Africa remains a challenge,” comments Dr Anino Emuwa. “The World
Economic Forum’s Gender Gap report, which measures the gap across four dimensions – economic participation and opportunity, educa-
tional attainment, health and survival, and political empowerment – estimates that, at the current pace, it will take 99.5 years for the world to achieve parity based on a study of 153 countries. Breaking this down regionally, for sub Saharan Africa it will take 95 years, 140 years for 26
Middle East and North Africa compared with Western Europe at 54 years. Clearly a lot of work needs to be done.” Dr. Emuwa, sees divergence across Africa’s 55 nations in attempts to close this gap. She says “there is a wide disparity within Africa at the moment, particular concerns are the Gambia, Mali, Togo, Mauritania, Ivory Coast, Egypt, Chad and the Democratic Republic of Congo. However, on a positive side, the continent is moving in the right direction with three African countries – Rwanda, Namibia and South Africa – among the top 20 countries for gender parity.” Agreeing with Dr. Emuwa, Tamara Haasen, Chief of Staff at IOHK, sees widespread gender disparities in African industries. In particular, “in Ethiopia there are nine male engineers for every one female,” says Hassen, who MARCH 2020
27
“ The biggest issue in diversity and inclusion in Africa relates to the lower level of integration of women into the formal workforce” — Dr. Anino Emuwa, Founder, Avandis Consulting a f r ic a . b u s in e s s c hie f. c o m
LEADERSHIP
adds that it is important that as in-
out of the two dozen commercial
dustries grow, they draw on the full
banks, four have female chairs – First
array of skills available to them
Bank, GT Bank, Access Bank and
across the whole population.
Union Bank (Acting chair). In the US,
Although parity is still some way
28
the first, and only female chair of a
from being achieved within Africa,
major bank, Wells Fargo, was
the continent has made some great
appointed just three years ago in
strides when it comes to workforce
2017, and the UK is yet to appoint a
participation. “In particular, at
woman to lead the board of its high
boardroom level the continent leads
street banks.” Dr. Emuwa notes that
the world with a 25% female repre-
the success of diversity on the
sentation,” adds Dr. Emuwa. “Spe-
boards of banks in Nigeria should be
cifically within the banking industry,
credited to the former Central Bank
Nigeria is an interesting one where
Governor, who encouraged financial
MARCH 2020
FS-360 FLASH - Africa Innovation Ecosystem (with Anino Emuwa) CLICK TO WATCH
|
4:10
29 appoint female directors and
seeking qualified female candidates,”
monitored the success of the banks
continues Dr. Emuwa.
annually. “Men need to empower
Reflecting on the continent’s
women in business,” adds Haasen,
evolution when it comes to diversity
who like Dr. Emuwa, is seeing a rise
and inclusion, Dr. Emuwa highlights
in male leaders seeing the value of
the main barriers within the region.
female participation. “This encour-
“According to McKinsey’s research
agement from men has produced two
– the main global barriers are cultural
positive outcomes. Banks have
and societal. These include: uncon-
begun to appoint women in the
scious bias, workplace environments
position of chair, which has sparked
that are not conducive to women’s
other industries to diversify their
needs and progression, lack of
boards too. In this instance, the policy
sponsorship for women, self-limiting
maker actions created a culture in the
mindsets, discrimination and a lack of
corporate world where boards are
family friendly policies. But perhaps a f r ic a . b u s in e s s c hie f. c o m
LEADERSHIP
the biggest issue in diversity and inclusion in Africa relates to the lower level of integration of women into the formal workforce. Education barriers such as literacy rates being higher for men and a lack of childcare options are contributing to women often leaving the formal
“ Blockchain has the potential to improve financial inclusion in Africa” — Tamara Haasen, Chief of Staff, IOHK
workforce.” Haasen also adds that one of the main barriers to women’s
30
inclusion in Africa is a lack of financial
However, although these factors can
inclusion. “Currently in Africa men are
help to inspire change it “ultimately
more likely than women to have a
lies with the political and business
bank account,” she says.
leadership of individual countries to
To combat these challenges,
create change and policies to
Dr. Emuwa sees the African Union
balance the workforce,” comments
playing a vital role in achieving
Dr. Emuwa.
gender parity. “The African Union,
With this in mind, to increase
the body of Africa’s 55 member
diversity within her own workforce,
states, has outlined Agenda 2063,
Dr. Emuwa details how Avandis
a mastermind for transforming the
Consulting is contributing to gender
continent with one of its key pillars
equality. “We are a female-founded
being gender diversity.” In addition
and female-led business. Important-
to the African Union, Dr. Emuwa
ly, we subscribe to the United
explains that a key driver in the
Nations Sustainable Development
future for the region will be the
Goals, in particular target 5.5
Africa Continental Free Trade
– driving equality in leadership – and
Agreement, which will make Africa
we offer a range of services to
the largest free trade zone in the
women entrepreneurs and CEOs.
world by number of countries.
Rather than decrying the lack of
MARCH 2020
31
women in top leadership roles,
women and motivate organisations
we believe in spotlighting the many
to diversify their workforce all the
women – not just public figures –
way through to the top.”
that are in leadership positions as
Dr. Emuwa believes that the best
founders, CEOs, heads of impact
strategy to achieve a diverse culture
driven organisations and creating
is through education and inclusion.
pathways to access the top leader-
“We often look at diversity, but
ship positions through networks and
overlook inclusion,” notes Dr.
leadership development. Women are
Emuwa. “The workplace is changing
making change and they need to be
rapidly. Right now, we are struggling
able to share their stories in order to
to correct a system that has its roots
be role models that inspire other
in the industrial age. We need to a f r ic a . b u s in e s s c hie f. c o m
LEADERSHIP
“ The African Union’s Agenda 2063 is a mastermind for transforming the continent with one of its key pillars being gender diversity” — Dr. Anino Emuwa, Founder, Avandis Consulting
32
MARCH 2020
focus on creating more diverse and inclusive environments for the future of work. That means involving women in new technologies of AI, blockchain and fintech, as well as in innovation and entrepreneurship. As new companies are being created, we need to create more conducive environments for women, and for men. It’s time for the obvious lapses to be addressed.” Agreeing with Dr. Emuwa, Haasen believes that “Blockchain has the potential to improve financial inclusion in Africa, allowing both urban and rural users to pay remotely for a variety of services, from healthcare to utilities, using smartphones. In the future, blockchain could allow secure sharing and verification of everything from educational qualifications to medical records, opening up investment, insurance and employment opportunities for millions of people currently living off the banking grid.”
a f r ic a . b u s in e s s c hie f. c o m
33
TECHNOLOGY
34
MARCH 2020
Cleansing the complex Cleansing CRM data doesn’t have to be an overwhelming task - it can be an easy, manageable and efficient process, as Oleg Rogynskyy, CEO of People.ai explains WRITTEN BY
OLEG ROGYNSK Y Y 35
a f r ic a . b u s in e s s c hie f. c o m
TECHNOLOGY
T
he origin of Customer Relationship Management (CRM) can be traced back to the 1990s, when companies such as Siebel helped gradually drive the evolu-
tion of contact management software towards CRM systems. Previously, CRMs were built on hierarchical databases, but these have since been wiped out by SQL (Structured Query Language) CRMs. Since then, the likes of Salesforce have moved SQL CRM into the cloud, but the problems that inhibited the platforms 20
years ago, such as inaccurate, incomplete and 36
untrustworthy data, still exist today. This is a problem that limits the true potential of CRM software. The technology was built for static data while today’s business data is, in fact, very dynamic. Information is constantly developing and so can quickly become outdated. The current use of CRM is like using flipbooks to try to watch a movie: the method has become obsolete and overtaken by newer, more efficient forms of technology. The main issue is that modern CRM platforms, despite their sophistication, focus primarily on processing and consuming data instead of collecting and keeping it accurate. According to Ben Horowitz, we have witnessed the demise of systems of record from the rise of AI. CRMs were built in the point-in-time sales world, meaning that they were built in the days of one-time sales, where MARCH 2020
“Today’s business data is, in fact, very dynamic” Oleg Rogynskyy, CEO and Founder, People.ai
37
activity data and the dynamic nature of contacts didn’t matter. Since then the world has transitioned into a continuous sales world, leading companies like Zuora and Gainsight to try to fix the point-in-time nature of CRM and successfully address data inaccuracy and duplication.
SPECIALISED TOOLS A ‘CRM Scan’ can quickly identify data quality metrics and incorporate them into an overall metric called the a f r ic a . b u s in e s s c hie f. c o m
TECHNOLOGY
“ We have witnessed the demise of systems of record from the rise of AI” Oleg Rogynskyy, CEO and Founder, People.ai
38
‘CRM Health Score’, revealing where
1. Is the activity data complete?
efforts need to be focused. This
2. Is there a single representation of
assessment sheds light on CRM fitness and, when combined with a strong understanding of how sales and marketing teams are using the
the activity data? 3. Does the activity data correctly represent the real world? Although it is possible to create the
activity data, elevates confidence in
metrics internally, this would take sev-
prioritising efforts to improve the
eral weeks. Not only does this dis-
CRM system.
courage teams who are investing
Within this process, it is para-
significant time in this work, but it also
mount to focus on three primary
paralyses them as they often don’t
dimensions of CRM data quality to
know where to start or whether their
establish the baseline:
efforts are making a difference.
MARCH 2020
How Cogniance Enables Their Sales Team CLICK TO WATCH
|
2:18
39
IMPORTANT FIRST STEPS
1. DEFINE DUPLICATES
Identifying data duplication is another
The first step is to define what is con-
hurdle that can undermine productiv-
sidered a duplicate. For instance, in
ity. Duplication is typically due to a
contacts and leads this can be email
lack of standard and unique identifiers
address matches, identical name
for companies and the people that
matches and account associations.
work for them. Despite the use of domain and email addresses, these
2. S ET UP PREVENTATIVE DEDUPE RULES IN THE CRM
are often not unique, as the names of
Businesses should then use fea-
companies and people can change or
tures established by Salesforce to
have variations. To tackle duplicates,
block and prevent the creation of
businesses need to:
duplicate records.
common proxies, including web
a f r ic a . b u s in e s s c hie f. c o m
TECHNOLOGY
3. I DENTIFY AND CLEAN EXISTING DATA DUPLICATES The ‘CRM Scan’ can be used to identify duplicates and clean them up. This requires some planning based on the CRM system in use. There are specialised tools that make this process easier, but in some cases it can be a good step to reinforce the process by taking it offline to use spreadsheet analysis.
40
4. IMPLEMENT ONGOING MONITORING FOR NEW DUPLICATES Once data duplicates have been identified and cleaned, it is important to set up preventative de-duplication rules in the CRM platform to monitor and repair duplicates.
QUICK, VISIBLE RESULTS Specialised scan tools, custom reports and dashboards are used to identify, clean and enrich data. This focuses on finding invalid data, such as digits or special characters in contact names, email addresses, web domains and incomplete mailing addresses. This can be done by combining spreadsheets and simple MARCH 2020
“Organisations need to set targets that are tied to business priorities� Oleg Rogynskyy, CEO and Founder, People.ai scripts to build update files for a CRM loader, as well as using a database built for this purpose. The timescale of this process varies depending on data quantities, the number of duplicates and the amount of data that needs cleansing. With the right tools, reliable measurement and ongoing commitment, results can be visible almost immediately. In order to achieve this, organisations need to set targets that are tied to business priorities. This will enable businesses to communicate results, rebuild trust in the data and celebrate milestones to keep the momentum going. Benefiting from CRM data doesn’t have to be overwhelming, impossible or disheartening. It can be relatively easy, straightforward and more than satisfying.
a f r ic a . b u s in e s s c hie f. c o m
41
S U P P LY C H A I N
42
ADOPTING BIG DATA AND ANALYTICS TECHNOLOGYIN SUPPLY CHAINS Business Chief speaks with supply chain experts to discuss the benefits and challenges of adopting Big Data and analytics in supply chains
WRITTEN BY
MARCH 2020
GEORGIA WIL SON
43
a f r ic a . b u s in e s s c hie f. c o m
S U P P LY C H A I N
“P
eople talk a lot about data being ‘the new oil’, and cognitive supply chains are indeed making a huge
impact, allowing businesses to use Big Data
to drive themselves onto the next level. Using artificial intelligence and machine learning to process data makes it increasingly realistic for systems to make smart decisions without the need for human intervention,” says Fred Baumann, GVP for Industry Strategy at Blue Yonder. “When businesses are able to identify disruptions and act with immediacy and decisiveness, the effect will be transformational. 44
Alongside the short-term problem solving, cognitive supply chains provide longer-term learned recommendations to enable businesses to stay ahead of the curve.” Agreeing with Baumann, Grant Millard, Director and Technology Services Specialist at Vendigital, explains that traditional data analysis methods are outdated and inefficient. “More often than not, companies are operating in a data vacuum. Analysis is based on static data sets which are created, and then recreated, from the ground up. Companies are continuously manipulating the data to get the insight they are after and then repeat this process every time insights are required. This is not only inefficient, but costly, and the result is reliance on systems that fail to deliver MARCH 2020
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“ Government and regulators have a role to play to ensure that legislation is clear, to guide companies on the correct usage of this technology” — Raj Bawa, Operations Director, JBi Digital 46
clear and credible data-based insights. This is where Big Data and analytics can help so that the user is no longer required to analyse data. Rather, the
COO at Oliver Wight EAME adds that
THE CHALLENGES OF ADOPTING BIG DATA AND ANALYTICS WITHIN SUPPLY CHAINS
“it is a proven benefit that advanced
“The world is becoming more complex
analytics for the supply chain indus-
as more business and consumer inter-
try increases yield, whether through
action channels migrate into the digital
improved production or reduction of
space. This complexity is evident in the
waste. Advanced analytics can play
amount of data these interactions
a vital role in identifying issues that can
create across an increasing number
impact yield, as well as help to reduce
of channels,” says Jonathan Clarke,
operating costs, manage inventory
Manager, Statistical Modelling at
and create a more personalised cus-
LexisNexis Risk Solutions. As a result,
tomer experience.”
when it comes to Big Data and analytics,
system is telling them what action they need to be taking.” Kirsty Braines,
MARCH 2020
47
there are a number of challenges that
implemented. If organisations don’t
companies can face including data
align technology with their business
manipulation, adherence to GDPR,
plans, they risk making a very expensive
credible data, talent and digital maturity.
mistake in terms of time and money.
“Technologies such as AI, Industry 4.0,
This applies to data too. Unless organi-
blockchain, Big Data and analytics are
sations dedicate time beforehand to
game changers for businesses, how-
understand what information they want,
ever it’s all advanced technology and
what purpose it’s going to serve and
the clue is very much in the name.
how they’re going to manage it, analyt-
A huge proportion of companies haven’t
ics becomes an exercise in futility,”
reached the maturity to completely han-
comments Braines.
dle data, with the technology not fully understood, let alone successfully
“Additionally, there is little point in importing this technology into the a f r ic a . b u s in e s s c hie f. c o m
S U P P LY C H A I N
business if the data that exists is not
management, they need to understand
credible, as this could lead to incor-
that there is no one-size-fits-all. If these
rect predictions,” adds Millard. “It is also
factors are not fully considered at the
important that business leaders import
outset, any investment could deliver
the right expertise. Sometimes, they fail
negligible value.”
to do this and either get a data scientist
48
Contemplating the future of Big Data
who doesn’t understand the business
and analytics within supply chains,
context or an industry expert who knows
Baumann speaks of the potential of
nothing about data science. Getting Big
the technology, stating that “the use
Data and analytics to deliver value is a
of Big Data and analytics in supply
multi-disciplinary activity.” Ultimately,
chains is rapidly increasing, with it
Millard stresses that “for organisations
being possible to achieve a near-auton-
considering investment in Big Data and
omous supply chain
analytics to improve their supply chain
in the
MARCH 2020
Big Data Supply Chain CLICK TO WATCH
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2:47
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“ When businesses are able to identify disruptions and act with immediacy and decisiveness, the effect will be transformational” — Fred Baumann, GVP for Industry Strategy, JDA Software
a f r ic a . b u s in e s s c hie f. c o m
S U P P LY C H A I N
“ Technologies such as AI, Industry 4.0, blockchain, Big Data and analytics are game changers for businesses” — Kirsty Braines, COO, Oliver Wight EAME 50
future. However, for this to happen, businesses need to get to a point where they feel confident and can trust that technology can identify disruption and subsequently take action. Once this has been achieved, the effects will be incredible: just imagine the possibilities that will be provided by a self-learning, self-healing supply chain that is able to predict challenges and transform them into opportunities for growth.” Agreeing with Baumann, Peter Ruffley, CEO of Zizo, sees emerging technologies, such as the internet of things (IoT) and AI, having the ability to generate greater efficiency within the supply chains of the future. “Edge computing is also going MARCH 2020
to provide a much easier way for businesses to quantify and understand what they are investing in when looking at collecting data, processing it and moving it. It provides the opportunity to have greater agility and real time analytics.” Clarke does however comment that, in order to speed up the adoption of these technologies, “government and regulators have a role to play to ensure that legislation is clear, to guide companies on the correct usage of this technology. The significant benefits offered by the increased use of Big Data and analytics has to be balanced with the lawful, compliant use of data.” Raj Bawa Operations Director at JBi Digital adds that, “while the culture has improved significantly in this area,” he too believes that the need for impactful enforcement or policing of big companies is urgently needed to truly reap the benefits of the technology.
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S U S TA I N A B I L I T Y
52
Nine ways your business can better consider the environment Wilf Robinson, owner and co-founder of Certified Sustainable, offers his top nine tips on how businesses can be more mindful of the environment WRITTEN BY
WILF ROBINSON
FEBRUARY 2020
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S U S TA I N A B I L I T Y
A
new international study conducted by Unilever has revealed that a third of consumers now favour brands
which they feel are doing social or environmental ‘good’. Unsurprisingly, this trend is becoming poignant in the world of business
too. Investing in companies with a vibrant green thumb has become an evident priority for potential clients, making this an important consideration for all businesses. However, despite the many benefits which 54
follow businesses who decide to ‘go green’, CitySprint has revealed that whilst 90% of SMEs thought sustainability is an important aspect of conducting business, over half of these businesses are failing to invest in any sustainability goals. It seems there is an equal number of businesses that pride themselves on fulfilling a greener agenda, for example by selecting suppliers and contractors who are known for sustainable conduct (31%), and businesses who dismiss green-oriented goals altogether. Essentially, the world of sustainability is at a loss; businesses are overpromising and underdelivering. As influential companies continue to demonstrate an ‘all or nothing approach’, MARCH 2020
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S U S TA I N A B I L I T Y
changes must be made. Meanwhile, it has been concluded that SMEs don’t feel confident enough to pursue greener agendas; they simply don’t understand how their businesses can become more sustainable. As it’s been found that 51% of businesses lack critical information regarding how efficient methods can be developed and maintained, this failure becomes more understandable. To help you better understand how your business can successfully con56
sider the environment, encouraging others to follow suit, here are nine ways that companies can better consider the environment.
like to become more sustainable, for example by saving water or reducing
1. SET A MISSION STATEMENT
waste and incorporate your revised
If you want to determine whether a
values, creating a short, concise mis-
company is excelling sustainably,
sion statement which reflects your
then the first thing to check is its
green priorities.
mission statement. As a compilation of guiding principles, mission state-
2. BE MINDFUL OF YOUR ENERGY USAGE
ments encompass the organisation’s
There are many ways by which you
values and goals.
can become more energy efficient,
Any company hoping to improve its
having a positive impact on the
sustainability efforts ought to incor-
environment in turn. For example,
porate this into its mission statement.
you can use alternative energy
Discuss with your team how you’d
resources; solar and wind power
MARCH 2020
“Certifications can support your sustainable image exponentially� — Wilf Robinson Co-Founder, Certified Sustainable 57
E XE CU T I VE PRO FI LE
Wilf Robinson Wilf Robinson is the co-founder of Certified Sustainable. Providing accreditations to businesses in the sector which have made a clear and demonstrable commitment to best-practice sustainability and waste management, Wilf helps businesses to become more sustainable. He is passionate about the environment and the impact that unsustainable waste-streams are having on our planet. Many large corporations do not inform customers of how they dispose of their waste, which is something that needs to change. As a father, Wilf realised the importance of protecting the environment for future generations to enjoy and has taken a lead to revolutionise the waste management industry.
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58
are just two examples of the many
3. GET CERTIFIED
sustainable options which provide a
Becoming more sustainable as a
greener alternative.
company is an admirable goal and it’s
Consider also replacing old appli-
equally important that you showcase
ances with more energy efficient
your achievements. Being seen as
ones. Cost-cutting rarely benefits
a sustainable business means you
the environment, contributing to
need to highlight this in your brand-
unnecessary energy wastage which
ing, PR and marketing strategies.
certainly doesn’t portray your com-
Certifications can support your sus-
pany in a favourable light. By investing
tainable image exponentially. These
in energy-efficient alternatives, you’ll
accreditations demonstrate that
create a sustainable working environ-
your achievements are recognised
ment that’s long-lasting.
externally, as your processes are quality-approved by experts.
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For example, the ‘Certified Sustainable’ accreditation provides a clear and visible means for UK manufacturers to showcase the company’s commitment to best-practice waste management and sustainability. Started by a team of independent waste management experts, the certification encourages manufacturers to operate in a truly sustainable manner. By becoming ‘Certified Sustainable’, these businesses better communicate the sustainability efforts, sharing achievements with clients, partners and employees alike.
“ Going paperless is an environmental saviour, whilst it’s also been said to enhance productivity” — Wilf Robinson Co-Founder, Certified Sustainable
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S U S TA I N A B I L I T Y
4. GO PAPERLESS Going paperless is an environmental saviour, whilst it’s also been said to enhance productivity. Findings suggest that employees spend one-third of their time looking for paper documents, an indisputable waste of their skill sets. Adopting a paperless strategy means that important information can’t be lost or misplaced easily, whilst allowing your employees to use their valued time more efficiently. Meanwhile, your 60
business will proactively protect our trees, a commitment to be proud of.
5. INVEST IN SUSTAINABLE PROJECTS Companies that consider important causes are certainly favourable among consumers and clients. This purposeful image demonstrates your ability to support the wider world. As a consequence, you could consider investing in sustainable projects; for example, by supporting charities which proactively work to create a more sustainable planet, you’ll be seen as a ‘greener’ company, with the environment at the top of your priority list. MARCH 2020
“ Use your platform as a successful business professional to champion a local cause” — Wilf Robinson Co-Founder, Certified Sustainable
6. ASSIGN A SUSTAINABILITY ADVOCATE Creating sustainable plans might be simple, but their maintenance requires commitment and monitoring. I recommend having a sustainability leader who can act as an advocate for your company’s sustainability practices. The individual will work to bring your goals to fruition, communicating these with the rest of your team.
7. BECOME AN ENVIRONMENTAL CHAMPION IN YOUR LOCAL AREA Where possible, use your platform as a successful business professional to champion a local cause, contributing to a project which makes a difference close to home. This will encourage fellow members of your team to embrace a more sustainable and supportive lifestyle themselves, using their expertise for good. In turn, your company will consist of passionate employees who aim to live sustainably both professionally and personally.
8. CONSERVE WATER There are numerous ways by which your business can conserve water. Start with a water audit; many compaa f r ic a . b u s in e s s c hie f. c o m
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S U S TA I N A B I L I T Y
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MARCH 2020
nies underestimate how much water they’re using, however audits can help to uncover any leaks and unnecessary wastage. Once you know where your water’s being used, you can better educate your team. Encouraging them to become more water-aware will help to reduce the environmental impact your business is having, making gradual steps towards a more efficient and sustainable workplace.
9. BE WISE WITH YOUR WASTE Every business will produce waste, regardless of how many changes you implement. It would be extremely difficult to avoid waste entirely. However, there are sustainable uses for your waste, putting your by-products to the best possible use. For example, you can reduce packaging, eliminate plastic water bottles, or contribute to local food banks. Above all else, ‘recycle and reuse’ should be values which lie at the core of your business.
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CITY FOCUS | LUANDA
LUAN City Focus
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MARCH 2020
Business Chief explores Luanda, Angola, a city with an eventful past and an economy strongly based on industry and manufacturing; we also give an insight into three exciting, homegrown companies
NDA WRITTEN BY
WILL GIRLING
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CITY FOCUS | LUANDA
F
ounded in 1576 by Portuguese explorers, the city of Luanda is
Angola’s capital and primary eco-
nomic hub. Achieving liberation in 1975
after the Angolan War of Independence, but retaining Portuguese as Angola’s official language, Luanda has grown to cover an area of 871 square miles. While it is roughly 1.5 times the size of Greater London, the city is 25% less dense with a population of 2,783,000. Those living in Luanda experience a temperate and 66
consistent climate that rarely falls below or rises above 25.8°C. The music genres ‘kuduro’ and ‘kizomba’ were both created in the city during the 80s and have become staple favourites in Lisbon and other Portuguese-speaking cities. Renowned for sophistication, economic development and a superb restaurant scene, Luanda has been dubbed the ‘Paris of Africa’.
ECONOMY Although it is often ranked as one of the most expensive places to live for expats (one half-litre tub of supermarket ice-cream can cost as much as US$31), Luanda still possesses a strong industrial sector, with particular emphasis on beer, car parts and MARCH 2020
67
“ With the surrounding geography forming a natural harbour, the Port of Luanda is the biggest in Angola and one of the busiest in Africa�
a f r ic a . b u s in e s s c hie f. c o m
CITY FOCUS | LUANDA
“ The music genres ‘kuduro’ and ‘kizomba’ were both created in the city during the 80s”
building materials. Agriculture, particularly with coffee, sugar and cotton, contributes significantly to the city’s GDP, as well as the manufacture of cigarettes and clothes. Also strong is the city’s oil industry, where crude is found in offshore deposits and then processed in the city itself. With the surrounding geography forming a natural harbour, the Port of Luanda is the biggest in Angola and one of the busiest in Africa. Many sectors of Luanda’s economy are likely to
68
receive a boost from the logistical advantages offered by a planned
MARCH 2020
Bruno m Éh ewé CLICK TO WATCH
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$3bn rail network, due to start con-
Selection awarded the company with
struction in 2020. There are also road
a gold medal – the second-highest
repairs scheduled across the city and
honour available. The distinction,
a new highway linking towns and cit-
which is equivalent to receiving a
ies within the province.
Michelin star in the beverage industry, is a testament to the 100% Angolan
TOP THREE COMPANIES TO WATCH
brand. The company began exporting to China in 2018, where it is cur-
• LUANDINA
rently facing strong competition from
Founded in 2016 and privately owned
Angola’s favourite beer brand: Cuca.
by Sodiba, Luandina has gone
State-owned since 1976, Cuca has
on to find international fame and
the prestige and legacy of 70+ years
appreciation by consumers. In 2019,
in the industry. However, with its star
Brussels-based organisation Monde
clearly in the ascendancy, Luandina a f r ic a . b u s in e s s c hie f. c o m
CITY FOCUS | LUANDA
looks set on capturing the flourishing
operational premises of other oil
beer market in the city that gives the
companies that had left the country,
company its name.
including Texaco and Shell. Gaining the experience and industry knowl-
• SONANGOL GROUP
edge of these companies’ former
One of the key players in the
employees, Sonangol also started
Angolan oil and gas industry,
a scholarship fund with ENI to train
Sonangol Group was established
more skilled workers in daily opera-
in 1976 following the attainment of
tions. Still exploring ways to develop
independence by Angola. Formed
and expand across Angola, particu-
with a view to giving the newly liber-
larly as the country suffered from oil
ated country’s economy a major
shortages during 2019, the company
industry, the company acquired the
is currently exploring tenders for the
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MARCH 2020
construction of the Cabinda refinery project.
• SECIL MARITIMA Flagship transport and logistics company Secil Maritima has experienced mixed fortunes since it was founded in 1963. Originally restricted to transporting cement, the company was able to expand
“ Business events occurring in Luanda reflect the city’s strengths and leading industries currently operating in Angola”
its fleet and capabilities during the 60s and 70s. Experiencing a decline in its activity during the 90s, Secil 71
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CITY FOCUS | LUANDA
$124.2bn Angola’s GDP in US dollars
2.5bn
Population of Luanda
72
1576
Year Founded
CI T Y FACT S
Roughly 1.5 times the size of Greater London, but with a population 25% less dense; produces 1.8 million barrels of oil per day
MARCH 2020
NOTABLE EVENTS Business events occurring in Luanda reflect the city’s strengths and leading industries currently operating in Angola. One such event is Angola Oil & Gas 2020, which has received endorsements from the Ministry of Mineral Resources and Petroleum, as well as the African Energy Chamber. Producing 1.8 million barrels daily, Angola is second only to Nigeria in terms of capacity. Conceived as an elite event for premier companies, the President of Angola, H.E. João Manuel Gonçalves Lourenço, believes that it will provide an opportunity to Maritima managed to regain traction
display the country’s superior stand-
in the market during the 2000s fol-
ards. Speaking about the 2019 event,
lowing a strategic restructure. This
H.E. Lourenço said, “In Angola, we are
culminated with the company sign-
applying the best international prac-
ing a deal with MSC (Mediterranean
tices in a fundamental sector for the
Shipping Company) in 2013 for a joint
economy.” Receiving sponsorships
venture using Secil’s equipment and
from ExxonMobil, Total, Chevron and
brand. Although the company’s trials
ENI, among others, the event is clearly
haven’t quite finished, it is deter-
well regarded by the industry giants
mined to make a solid success of
leading the sector worldwide.
the brand and has recently ordered almost 600 new containers and 910 vehicles to handle predicted rises in cargo volume. a f r ic a . b u s in e s s c hie f. c o m
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T O P 10
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Wealthiest sports franchises in Africa Business Chief takes a closer look at Africa’s top 10 wealthiest sports franchises WRITTEN BY
MARCH 2020
GEORGIA WILSON
75
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T O P 10
HQ
DEMOCRATIC REPUBLIC OF THE CONGO
Stadiums STADE TP MAZEMBE
1939 ESTABLISHED
76
10
Tout Puissant Mazembe Mihayo Kazembe
Established in 1939 by Benedictine missionaries, the club has a current market value of US$8.5mn. Tout Puissant Mazembe began its journey as Elisabetville, becoming Tout Puissant Mazembe (TP Mazembe) in the 1960s. In 2012, the club opened its own stadium – Stade TP Mazembe – for home games. Over the years the club has won multiple titles including: Congo Super Cup (three times), National Championship - Division 1 (17 times), National Cup (five times), African Cup of Champion Clubs (twice), Cup Winners Cup (once), CAF Champions League - C1 (three times), CAF Confederation Cup - C2 (twice) and CAF Super Cup (three times). In addition, the club has played in the FIFA Club World Cup twice, finishing sixth in 2015.
MARCH 2020
HQ MOROCCO
Stadiums MOHAMMED V ATHLETIC COMPLEX
1949 ESTABLISHED
09
77
Raja Casablanca Jamal Sellami
Established in 1949, the Moroccan team has a current market value of US$8.9mn. Nicknamed the Green Eagles, Raja Casablanca has played its home games at Mohammed V Athletic Complex since its opening in 1956. The club has won multiple leagues and cups including: Afro-Asian Club Championship (once), the Moroccan League (11 times), the Moroccan Throne Cup (eight times), CAF Championship League (three times), CAF Confederation Cup (once), CAP Super Cup (twice), CAF Cup (once), the Arab Champions League (once) and the North African Club Cup (once). In 2013 the club – although it did not win – reached the FIFA Club World Cup final.
a f r ic a . b u s in e s s c hie f. c o m
With the travel & hospitality industry being redefined, Hexaware aims to create a visually pleasing and personalized experience to help our clients achieve “customer centricity�, making dream destinations a reality!
Learn More E-mail: marketing@hexaware.com Website: hexaware.com
HQ ALGERIA
Stadiums STADE 8 MAI 1945
1958 ESTABLISHED
79
08
Entente Sportive Sétifienne
Rachid Taoussi & Abdelhak Benchikha
Established in 1958, the Algerian football club has a current market value of US$10.6mn and has had 19 presidents to date – the first being Ibrahim Dokomi. The club's home stadium Stade 8 Mai 1945 was built in 1945 and has a capacity of 25,000. The club has won several league and cup titles, such as: Algerian Ligue Professionnelle 1 ( seven times), CAF Champions league (twice), Algerian Cup (eight times) and the Afro-Asia Cup (once). The club's full name is Entente sportive sétifienne, but is often shortened to ES Sétif or ESS.
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T O P 10
HQ ALGERIA
Stadiums OMAR HAMADI STADIUM, STADE DU 5 JUILLET
1937 ESTABLISHED
80
07
USM Alger Billel Dziri
Established in 1937, the Algerian football team has a current market value of US$10.6mn. USM Alger has won multiple leagues and cups including: Algerian Ligue Professionnelle 1 ( eight times), CAF Confederation Cup, Algerian Cup (eight times), Algerian Super Cup (twice) and the Arab Club Championship (Once). The club currently owns its home stadium Omar Hamadi Stadium, which was built in 1935. It also plays at Stade du 5 Juillet for its important international games.
MARCH 2020
HQ EGYPT
Stadiums CAIRO INTERNATIONAL STADIUM, PETRO SPORT STADIUM
1911 ESTABLISHED
81
06
Zamalek SC
Milutin Sredojević
Established by a Egyptian lawyer – George Marzbach in 1911 – the club currently has a market value of US$11.3mn, with Mortada Mansour as its president. In 1922, Zamalek SC won its first Egyptian Cup Championship - the first to be held in Egypt. 38 years later, the team went on to win its first league championship in 1960. Following its victory in 1960, Zamalek SC went on to win 21 league and cup titles. Its most recent win was the 2014 Egypt Cup.
a f r ic a . b u s in e s s c hie f. c o m
The kitchen revolution
As operators add more digital channels to their restaurants, it creates new complexity and challenges. Restaurants have been used to controlling the transaction flow. Now, with the rise of delivery marketplaces, mobile applications and in-store selfservice, restaurants need to compete at a higher level and adapt to a digital-first ordering environment. This means ensuring proper routing of orders into the kitchen, a focus on food quality and distribution at the right time and data/analytics to measure and improve the performance of the kitchen. Key trends impacting kitchen optimisation and production, include: • The rise of off-premise ordering & delivery To meet this growing consumer demand, restaurants need robust kitchen production systems to accommodate the flow of orders into the restaurant from multiple channels. • Speed of service Consumers no longer have any patience for waiting in lines or waiting for food. They essentially want to “speak” directly to the kitchen. • Growing dependency on kitchen data Real-Time production metrics are fast becoming a requirement. Operators need to be able to gauge order volume, production status, progress order times and manage staffing levels within their kitchen in real-time.
© 2019 NCR Corporation Patents Pending
Successful brands we work with are investing in kitchen optimisation and production technology to stay ahead of the curve. NCR Kitchen Operations solutions enable restaurants to plan and prepare for anticipated spikes in order volumes and manage the production of orders coming from all channels to improve the customer and staff experience. Brands that are leveraging NCR Kitchen Operations and Digital Signage are also improving the customer experience by providing guests with accurate quote times and order status notifications via text paging and in-app notifications. Large quick-service chains using our technology have increased their speed of service by as much as 15% with improved visibility into order volume, production status, order times and staffing levels. Over 30,000 restaurants around the world use NCR Kitchen Operations to manage their kitchen production. While not visible to consumers, kitchen optimisation and production technology reduce errors, reduce waste and have a tangible impact on the customer experience.
Find out more. Visit www.ncr.com/restaurants and see how our technology can help your business thrive.
HQ
SOUTH AFRICA
Stadiums LUCAS MASTERPIECES MORIPE STADIUM, LOFTUS VERSFELD STADIUM
1960 ESTABLISHED
83
05
Mamelodi Sundowns Pitso Mosimane
Established in the early 1960s, the Mamelodi Sundowns' current market value is US$11.4mn. The club was established by Frank “ABC” Motsepe, Roy Fischer, Ingle Singh and Bernard Hartze. At the beginning of its sports journey the team was known as the Sundowns, it was not until 2004 when Patrice Motsepe increased his stakes in the team to 100%, that it became the Mamelodi Sundowns. In 1967, the team joined the Federation of Professional Soccer League, reaching the finals of the Coca Cola Cup. By 2016, the Mamelodi Sundowns had won 16 league and Cup titles combined.
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T O P 10
HQ
SOUTH AFRICA
Stadiums MOSES MABHIDA STADIUM, FNB STADIUM
1970 ESTABLISHED
84
04
Kaizer Chiefs Ernst Middendorp
Established in 1970, the club has a current market value of US$11.6mn, and was formed by African football player Kaizer Motaung. When his debut team, the Orlando Pirates was struggling with internal disagreements, Motaung – despite his best efforts – could not resolve the disagreements and so he formed the Kaizer XI that played friendly games. Following its positive response, Motaung decided to set up his own professional club, transforming the friendly club into the Kaizer Chiefs FC in 1970. Kaizer Chiefs soon became a major player within the region, winning its first league title in 1974. The team went on to win eight more league titles during the 70s. In 1976, Motaung hung up his football boots to focus solely on guiding the Kaizer Chiefs.
HQ TUNISIA
Stadiums STADE OLYMPIQUE DE RADÈS
1920 ESTABLISHED
03
85
Club Africain Lassaad Dridi
Established in 1920, Club Africain has a current market value of US$13.5mn. 2020 marks the Tunisian football club’s, 100 year anniversary. The club holds multiple league titles in the MEA region that date from 1942 to 2018. Such titles include: Championnat de Tunisie de football (13), Coupe de Tunisie de football (13), Super Coupe de Tunisie de football (three), Coupe nord-africaine des clubs (two), Coupe arabe des vainqueurs de coupe (one), Ligue des champions arabes (one), Coupe du Maghreb des vainqueurs de coupe (one), Coupe du Maghreb des clubs champions (three), Coupe des clubs champions africains (one) and Coupe afro-asiatique des clubs (one).
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T O P 10
02
Espérance Sportive de Tunis Moïne Chaâbani
Established in 1919, Espérance Sportive de Tunis has a current market value of US$14mn and recently celebrated its 100 year anniversary. The team’s success can be dated back to its first domestic league title in 1942, however its most successful period has been the last 20 years where it won 14 league titles, including seven consecutively between 1998 and 2004. By 2011, the team had won two continental titles and appeared at the FIFA Club World Cup for the first time. Seven years after finishing sixth at the FIFA Club World Cup 2011, the team returned to the Club World Cup in 2018 finishing fifth and again in 2019. 86
MARCH 2020
Espérance Sportive de Tunis CLICK TO WATCH
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HQ TUNISIA
Stadiums STADE OLYMPIQUE DE RADÈS
1919 ESTABLISHED
a f r ic a . b u s in e s s c hie f. c o m
T O P 10
01
Al Ahly
René Weiler
Established in 1907, Al Ahly is a 113 year-old Egyptian football club. Al Ahly currently has a market value of US$21.2mn, and was given the title of
HQ
SOUTH AFRICA
‘African club of the century’ in 2000 by the Confederation of African Football. As of 2019, the club has won a total of 137 official trophies including 113 domestic (Egyptian Premier
Stadiums MOSES MABHIDA STADIUM, FNB STADIUM
League, the Egyptian Cup and the Egyptian Super Cup), four regional and 20 continental (CAF Champions League, the defunct African Cup Win88
ners’ Cup and the CAF Super Cup).
MARCH 2020
1970 ESTABLISHED
89
a f r ic a . b u s in e s s c hie f. c o m
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GOLDWAGEN: journeying towards digital transformation WRITTEN BY
WILLIAM SMITH
MARCH 2020
PRODUCED BY
JAMES BERRY
91
a f r ic a . b u s in e s s c hie f. c o m
G O L DWAG E N
Shayne Turley, CIO of South Africa’s Goldwagen, details the digital transformation setting the company up to take advantage of ecommerce opportunities
G
oldwagen is a South African-based, globally-recognised automotive parts distributor and franchise group.
Supported by a state-of-the-art distribution warehouse located in Centurion, Goldwagen operates across Southern Africa through over 100 fran92
chised outlets, supplying cost-effective, high-quality automotive parts to the aftermarket spares industry. Chief Information Officer (CIO) Shayne Turley has been with Goldwagen for more than half its history. During his 14 years with the company, he has witnessed its astonishing growth first-hand. “The IT department has completely transformed since the company was founded in 1992. From a very small team, there are now seven technicians manning the IT help desk and five developers designing and maintaining our internal systems,� says Turley. Scaling the IT department has been critical as Goldwagen has grown from originally supplying quality aftermarket parts for only Volkswagen and Audi to offering parts for 17 different vehicle brands.
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93
a f r ic a . b u s in e s s c hie f. c o m
G O L DWAG E N
“ Because of our phenomenal growth, at the moment we are under extreme pressure to get the products out the door fast enough” — Shayne Turley, CIO, Goldwagen
“Another milestone is that most of the systems we currently have in place have been developed in-house, from the operating system all the way through to the point-of-sale (POS) system to stock management at stores.” The deployment of these systems has been key in addressing several busi-
94
ness-critical issues. “Previously, different stores were using different versions of the mandated software. By centralising our systems and processes, we can now see what version of the software our franchisees are working on and automatically update it where necessary. By controlling which version of
MARCH 2020
Goldwagen CLICK TO WATCH
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0:57
95 the software is being used, we are also
The company has likewise started
able to quickly and easily identify and
looking into suitable cloud-based solu-
resolve any problems. We are further
tions, albeit cautiously given costly and
able to send out a fix to all our fran-
occasionally unstable internet access
chisees if necessary,” Turley explains.
in South Africa. It is, however, already
The ordering of parts by franchisees
reaping the benefits of the software
was one of the first components of the business to be digitised. “We’ve since
being trialed. It is also in the early stages of
substantially expanded the digital foot-
a partnership to expand its data
print across our franchise network,
storage capabilities, since most
with stores now able to order and track
franchisee data is currently being
orders online. We’re also moving away
centralised, meaning that the amount
from paper-based invoicing, with store
of data being captured and handled
owners able to invoice online, as well as
has increased substantially. “We
track and download them if necessary.”
are working with suppliers to find a f r ic a . b u s in e s s c hie f. c o m
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a solution that can scale vertically
The project gained more momentum
as we grow. However, we will main-
given the recent entry of nontraditional
tain responsibility for the data,
competitors such as the likes of Amazon
which we know is secure because
into the automotive parts market.
it’s onsite.” Goldwagen has reaped the rewards
The changes he has overseen has led Turley to reflect on the function of a CIO.
of this IT transformation at an opera-
“I definitely see the role of the CIO, or at
tional level, but it is looking at further
least my role, as evolving to be much
improving customer experience
more strategic. The CIO is responsible
through e-commerce. “We started
for understanding the organisational
about two years ago with the goal
vision and objective goals, deciding how
of being one of the leading compa-
to help achieve these at an IT level, and
nies operating in this space to have
then filtering this down to his or her
an e-commerce platform in South
teams and letting the teams deal with
Africa,” says Turley.
implementation, as opposed to trying
MARCH 2020
“ We’ve substantially expanded the digital footprint across our franchise network, with stores now able to order and track orders online” — Shayne Turley, CIO, Goldwagen
of trust is gained through ongoing edu-
to micromanage everything oneself.
cation and teams having the necessary
Of course, it does mean making busi-
expertise. “Standard business prac-
ness-critical decisions and meeting
tice theory is becoming less relevant,
with potential suppliers and such.”
and that’s where short courses are
Turley believes the increased level
97
E XE CU T I VE PRO FI LE
Shayne Turley Shayne Turley started his career in the ICT industry over 25 years ago as a technician installing POS systems and doing networking. He worked his way up the chain by continually upskilling, staying ahead of current trends and technologies and applying his aptitude for all things technical. Shayne has been at Goldwagen for over 14 years where he has helped the company implement innovative technological and business applications that catered for the company’s rapid growth. Shayne’s success in the company cannot solely be attributed to himself but rather to the collective input and effort of his colleagues and peers in the CIO community and at Goldwagen. Shayne’s humble trustworthy nature and has allowed him to be approachable and build relationships of trust and dependability. a f r ic a . b u s in e s s c hie f. c o m
G O L DWAG E N
98
1992
Year founded
36,000+ high-quality parts available
1500+ Number of employees
MARCH 2020
becoming more important, particularly online learning. We encourage our people to continually learn about new technology, stay abreast of the latest trends and understand what we can apply within Goldwagen.” As for the future, the next major project is to upgrade Goldwagen’s warehouse systems. “Our goal is to implement a more suitable warehouse management system so that we become even more efficient, thus ensuring continued excellent customer service. Because of our phenomenal growth, at the moment we are under extreme pressure to get the products out the door fast enough. That’s a great place to be in, but it means our systems have to be world-class to ensure we maintain our competitive edge and that our brand is synonymous with affordability, quality and world-class service.”
a f r ic a . b u s in e s s c hie f. c o m
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100
MARCH 2020
AFRISSANCE DIGITAL: EMBRACING DIGITAL TRANSFORMATION IN AFRICA
WRITTEN BY
SEAN GALEA-PACE PRODUCED BY
JUSTIN BRAND
a f r ic a . b u s in e s s c hie f. c o m
101
A F R I S S A N C E D I G I TA L
Victor Taiwo, CEO of Afrissance Digital, discusses how the influence of technology is transforming operations at his company and beyond
O
ver the past decade, technology penetration in Africa has grown considerably. Such is the speed of the development that
Africa skipped landlines and went straight to mobile technology. “There were very few households with landlines when I was growing up,” says Victor Taiwo, 102
CEO of Afrissance Digital. “However, with the jump to 3G, 4G and 5G in Africa, it means we’ve been able to implement more technology-based solutions. Mobile money has been introduced because the technology now exists via mobile apps. Hosting your data in the cloud wouldn’t have existed several years ago, but now we’re seeing companies in Africa embrace these new solutions. Firms such as Oracle are pushing for cloud and now offer predominantly cloud-based solutions.” Having looked at the landscape in Africa and observing how businesses were implementing ERP solutions, Taiwo identified a gap in how the consulting industry addressed African business needs. “This led me to establish a consulting company, utilising indigenous people who are first and foremost steeped in the African culture MARCH 2020
103
a f r ic a . b u s in e s s c hie f. c o m
A F R I S S A N C E D I G I TA L
“ With the jump to 3G, 4G and 5G in Africa, it means we’ve been able to implement more technologybased solutions”
and ultimately take a different approach to addressing business needs,” explains Taiwo. “We were careful to make sure our leadership team comprises of executives who are experts in their respective areas to help guide us. It’s a key reason why we have leaders from both the consulting profession and from our industry on our Board of Directors.”
— Victor Taiwo, CEO, Afrissance Digital 104
As with any successful consulting company, meeting client demands is essential. To maintain that drive, Taiwo insists on a robust and continuous improvement strategy. “We’re a young company and uniquely placed to be pioneers of this new digital era,” says Taiwo. “By focusing on digital solutions for business, it allows us to dig deep into their operations in order to understand the best way to deliver the business solution. With our understanding of our clients’ business, we don’t only address the configuration of applications, we focus on the business transformation that the solutions facilitate. As we develop, we continue to learn more about how to drive the customer towards those value-adding solutions.”
MARCH 2020
The Future is Digital CLICK TO WATCH
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2:11
105 New technologies such as machine
drive insights using data from disparate
learning (ML) and automation have
systems.” With data considered a core
created greater efficiency for many
component to Afrissance’s strategy,
companies. ML is key in helping ERP
Taiwo affirms the customer always
solutions to better comprehend pat-
remains at the heart of decision-
terns and trends, helping businesses
making. “The most important thing to
find ways to generate more value out
us is understanding the customer. In
of their data. “For example, when you
the UK, you expect everyone to have
submit an expense, it knows how to put
a bank account and a mobile device
it in the right category based on previ-
to do internet banking, but this isn’t
ous patterns” he explains. “We capture
the case in Africa,” explains Taiwo.
a lot of data in the ERP space, previ-
“However, mobile money is growing
ously we only used data for financial
in Africa. Technology such as using a
and management reporting. Now, we
mobile number as a bank account to
have the tools to build analytics that
pay each other has empowered the a f r ic a . b u s in e s s c hie f. c o m
A F R I S S A N C E D I G I TA L
106
people of Africa to start using mobile
place. It’s important to start small and
money. Despite the lack of computer
understand that it’s a journey. We did
penetration, the simplicity of applica-
exactly that; we started with five gradu-
tions delivered to Africa are much more
ate trainees and have grown from there.
user-friendly than in Europe.”
It allowed us to focus our energies on
With long-term ambitions of becom-
our development and enabled them
ing Africa’s foremost indigenous
to become mentors and leaders. Now,
consulting organisation, Taiwo has his
they are passing on their knowledge to
sights aimed high. “In 2018, I said that
newer members of the team and you
our aim was to gain industry recognition
can see we are growing significantly.
for our innovative approach to solu-
We are on track with our plan.”
tion delivery,” says Taiwo. “To achieve
Afrissance centres operations
this plan, we must lay the foundations
around six corporate values. These are:
and put the right culture and ethics in
courage, context, character, culture,
MARCH 2020
consistency and competence. “These
we’re adding is commitment which we
values are very much central to what we
demonstrate daily through our invest-
are as an organisation and represents
ment in continuous training and by our
what our clients can expect from us in
recent investment in dedicated fully
every engagement and assignment that
equipped new office space in the heart
we undertake,” says Taiwo. “Another C
of the Lagos business district.”
Victor Taiwo
E XE CU T I VE PRO FI LE
Victor is the CEO at Afrissance Digital. He sets the vision and direction for Afrissance Digital and oversees all company strategy, business activities and operations. Victor spent several years at Oracle Corporation and as an independent consultant delivering solutions to numerous Fortune 500 and FT 100 clients. He subsequently spent several years helping a major manufacturing conglomerate, Alcoa, roll-out new information systems throughout their global operations, but specifically in Europe and Africa. His tenacity has helped many companies address major operational and structural issues over the intervening years. He holds an honours degree in Accounting and is an alumnus of the London Business School. On founding Afrissance Digital, Victor observed, “We have an opportunity to leapfrog many of the IS issues of the last couple of decades and, as with mobile technology, help Africa reach the enterprise top table in the shortest time possible.” When not screaming at underperforming Arsenal players in the Emirates stadium, Victor devotes his spare time ferrying his two sons to and from their increasingly numerous extracurricular activities. a f r ic a . b u s in e s s c hie f. c o m
107
A F R I S S A N C E D I G I TA L
108
“ We’re a young company and uniquely placed” — Victor Taiwo, CEO, Afrissance Digital
MARCH 2020
Collaboration and partnership are key pillars of Taiwo’s strategy, with Afrissance forging a key strategic alliance with Lonestar Cell MTN. The company became Afrissance’s success story of 2019 and emboldened them to the challenges that lie ahead. “We implemented a full NetSuite ERP and Point of Sale solution for Lonestar Cell MTN, in four months, with the bulk of the work conducted by our graduate consultants, who had at that time no more than 14 months experience. This is where we first met Titilope Fakuade, CIO, and Kingsley Konadu, former CFO, whose vision for Lonestar Cell MTN Liberia we were delighted to help realise.” Looking to the future, Taiwo has a clear vision of what he expects the next few years at Afrissance to look like. “Everything we do is born in the cloud, and we’re pushing that agenda because we believe it’s the future. You don’t own all the apps on your mobile phone, you just use them. Some you pay for and some are free. That’s where I see the enterprise market moving in the next few years.” Some aspects of the current landscape a f r ic a . b u s in e s s c hie f. c o m
109
A F R I S S A N C E D I G I TA L
110
MARCH 2020
“The next two or three years are all about cloud” — Victor Taiwo, CEO, Afrissance Digital
111
in Africa are unfavourable towards
years are all about cloud penetration.
cloud-based solutions due to con-
It’s already started in the more devel-
cerns around data residency and data
oped economies of the world and, as
security, however, Taiwo sees the tide
the legislation continues to allow, we’re
of legislation in Africa beginning to
going to see more penetration in Africa.
soften and expects the implementation
It will also allow more linearity between
of cloud solutions to become more
Europe and Africa because it means
prominent in the region. “It means we
we’re all working off the same solution.”
can champion software as a service (SaaS),” explains Victor. “It also allows us to work more remotely because it’s in the cloud and everyone can access it at the same time. The next two or three a f r ic a . b u s in e s s c hie f. c o m
112
MTN Liberia: improving customer experience with technology WRITTEN BY
GEORGIA WILSON PRODUCED BY
JAMES BERRY
MARCH 2020
113
a f r ic a . b u s in e s s c hie f. c o m
MTN LIBERIA
Titilope Fakuade, CIO at MTN Liberia, discusses the company’s IT strategy and its use of new technologies to improve customer experience and connectivity
T
hroughout Titilope Fakuade’s 14-year career at MTN, she has worked her way through the ranks, starting as an
engineer. Today, she is the Chief Information 114
Officer at MTN Liberia. “I have always been a solution orientated and customer focused individual. I strive to implement positive development and lead people. It has been a wonderful experience to work with IT solutions, developing new technologies to deliver solutions for multiple customers,” says Fakuade. “MTN Liberia is very different. Our brand is powerful and connected with its customers because we truly value them. I believe this is evident within the products we offer, how we engage with our customers and how we relate to them. Our vision is to lead the delivery of a bold new digital world to our customers. We believe everyone deserves the benefits of a connected modern life and we are committed to achieving this.”
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a f r ic a . b u s in e s s c hie f. c o m
MTN LIBERIA
“ As new trends and technology emerge each day, there is a need to protect our data and ensure that the business is secure” — Titilope Fakuade, CIO, MTN Liberia
Since joining MTN, Fakuade has seen the company develop and adopt new technologies as trends evolve, “in the past we have evolved with 2G, 3G and 4G, and now as a business we are moving beyond just voice and SMS to digital and financial services,” comments Fakuade. Current telecommunication trends that Fakuade is seeing shape the industry include: 5G, the internet of things (IoT), cloud computing, cyber security, artificial intelligence (AI), chatbots and data
116
analytics. “In addition to these new
MARCH 2020
MTN Prestige Launch CLICK TO WATCH
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4:08
117 technologies there is also an increased
its key goals is to become a fintech
need for agility and quality of service
and digital player. Therefore, we are
for a great customer experience,
evolving our technology and IT land-
which is driving the sense of urgency
scape to enable true innovations that
around automation in every aspect of
provide business value. In order to do
the business,” she says. “With automa-
this effectively we need to understand
tion, the industry will see improved
the business landscape and direc-
time-to-market, improved customer
tion.” As part of its IT strategy, Fakuade
experience and increased efficiency of
explains MTN Liberia makes use of
back office operations. Ultimately, as
innovative technology and the benefits
a result of all of these technologies we
it provides in order to achieve the
will be able to create truly personalised
company’s overall goal of improving
experiences for our customers.”
connectivity within the African region.
When it comes to MTN Liberia’s IT strategy, Fakuade notes that “one of
MTN launched a digital transformation strategy tagged OXYGEN aimed a f r ic a . b u s in e s s c hie f. c o m
MTN LIBERIA
“ It has been a wonderful experience to work within the IT and Telecoms industry, leveraging new technologies to deliver solutions for multiple customers while transforming business” — Titilope Fakuade, CIO, MTN Liberia
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119
E XE CU T I VE PRO FI LE
Titilope Fakuade Titilope is the first female CIO in the history of Lonestar Cell MTN and a true trailblazer. She is a seasoned CIO with a wealth of experience, spanning over 18 years in highly competitive markets, with 14 of those years spent as a member of the MTN family. She has a proven track record in IT leadership and has delivered numerous new and exciting value propositions to maintain market leadership. Titilope holds a Master’s in Business Administration and a Bachelor of Science degree in Physics. She’s a true hotshot technology leader, a proud wife and mother of two children. a f r ic a . b u s in e s s c hie f. c o m
MTN LIBERIA
120
MARCH 2020
at transforming our technology stack on the journey to becoming a digital operator. “Automating mundane or time-consuming processes can reduce costs, improve time-to-market and can provide real time data analytics and insights, something which we have experienced at MTN Libera. We have also been using virtualisation technology to further help to reduce costs from a customer support perspective, as well as providing us with the ability to predict and preempt customer issues, which is where our use of data analytics comes in. The digital transformation journey has seen us adopting digital workplace to leverage unified communication and collaboration, workplace mobility and a paperless environment. MTN Liberia is striving to become a digital operator and provider of individual personalised experiences. To do this we need to be able to understand our customers and their behaviors to offer more innovative services that are tailored and specific to each customer’s needs.� However, alongside innovation comes challenges. Fakuade highlights some of the key challenges a f r ic a . b u s in e s s c hie f. c o m
121
MTN LIBERIA
MTN has faced and resolved during the implementation of its IT strategy. “Some of the challenges related to implementing new technologies include ensuring it is beneficial to business success with positive returns on investment , and that the innovation will be widely adopted. With every new technology there is a change management process to ensure new technologies are adopted properly across the business and that they provide the most 122
value.” Fakuade also explains that cyber-security is something no one should overlook. “As new trends and
“ Some of the challenges related to implementing new technologies include ensuring it is beneficial to business success with positive returns on investment, and that the innovation will be widely adopted” — Titilope Fakuade, CIO, MTN Liberia MARCH 2020
technology emerge each day, there is a need to protect our data and ensure that the business is secure. These technologies enable us to transform the business, but it requires constant engagement to stay ahead and ensure the business and our customers’ data is secure.” Reflecting on the company’s transformation so far, Fakuade acknowledges the important role partnerships play when it comes to evolution. “There’s a need for
2000
Year founded
$40.mn+ Revenue in US dollars
100
Number of employees
collaborative efforts when implement-
learning and Big Data within the busi-
ing an IT transformation strategy. In
ness, as well as the evolution of 5G.
engaging with partners from an early
Looking at the company as a whole,
stage we can open up new oppor-
Fakuade believes that MTN Liberia’s
tunities. Over the years we have
biggest strengths and successes to
partnered with Ericsson, Microsoft,
date are its customer’s affinity to the
Oracle, Huawei and Afrissance Digital
brand as well as its promotion and sup-
to define our innovation roadmaps and
port of African culture to drive growth
drive collaborative evolution of digital
within the region.
experiences for customers.” As the company continues to implement its IT strategy, Fakuade would love to see further adoption of AI, machine a f r ic a . b u s in e s s c hie f. c o m
123
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