Tribe Business Magazine 'Strongly Independent& Fiercely Connected'

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ISSUE 1 2019


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The digital transformation of Africa is all about creating solutions for African problems. Businessman extraordinaire Gil Oved plans to help companies be part of this revolution by investing in their tech infrastructure, devices and software—enabling the digitising of old economies while creating brand-new ones. LLH Capital is the vehicle Oved and business partner Romeo Kumalo will use to bring about radical change on the continent.

Kwesé TV’s CEO is bringing the best in digital TV to the continent—and taking Africa’s stories to the world

Inside the communications company’s 90 years of innovation—and its plans for advanced missioncritical solutions



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How the COO of Britehouse and self-proclaimed “tech geek” empowers other young women to excel in the technology space

Anthropology can help brands acquire more meaningful insight into their target markets; Knowing how to recruit well in the digital world can help avoid high employee turnover

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Adding its own flavour to the local and international spirits industry

South Africa’s intrepid adventurer and philanthropist rowed across the South Atlantic in 92 days, surviving both physical and mental trials to raise awareness for the DOT Challenge

048 • SUSTAINABILITY Why innovations in green technology are critical to the well-being of future generations

054 • AGENTS OF CHANGE: GLOBAL CITIZEN Meet the exceptional women who are striving to be part of the great generation to end extreme poverty within our lifetime

060 • MODERN LEADERS: TATIANA DUDYEZ & NDABA MANDELA How the founder of Radiance Groupies Inc. is showing women how to tap into their femininity; Why the man behind the Africa Rising Foundation wants to renew the mindset of young inspiring Africans

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074 • A GOOD SPORT: SHAUN TOMSON The former world surfing champion turned entrepreneur and best-selling author shows how to ride the unpredictable waves in business and in life

004 • PUBLISHER’S NOTE 008 • EDITOR’S NOTE 010 • MUST-HAVES Seven of the electronic gadgets that topped the charts in 2018, from cellphones to gaming consoles

028 • THE OBJECT Bili Bead Wear’s handcrafted bra straps are holding up South Africa’s rich heritage and culture

078 • GUEST COLUMN: ROBERT SAFIAN Change is coming faster than ever, and business will never be the same. Here’s what it takes to succeed now

080 • LIGHTER SIDE OF LIFE Robbie Stammers explains phone etiquette for frequent flyers

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ou may be a little intrigued by my header, so perhaps let me first explain whom I’m referring to. I’m specifically referring to the gent/lady we’ve all met at some social or business function who, upon asking what type of work they do, stick their chest out proudly and I’ve rowed my own boat for nearly proclaim themselves as my entire professional life, but I’d an entrepreneur. never dream of introducing myself Frankly, I find that as an “entrepreneur” answer both condescending and annoying. That’s not to say this person may indeed be the next Benjamin Franklin or Mark Zuckerberg; it’s just that I doubt either Ben or Mark ever introduced themselves in such a highfalutin manner. I’ve rowed my own boat for nearly my entire professional life, but I’d never dream of introducing myself as an “entrepreneur” at a braai or dinner party because I’d expect to have people rolling their eyes at me, thinking, “Gawd, what an ass!” By all means, be proud of what you’ve achieved— and kudos to you if you’ve done it well. We all know it isn’t easy, but rather reply to the question with the type of industry you’re in, even if it covers several different sectors. There are some other points that frustrate me to no end about certain men and women of this ilk.

If, like dear ol’ Donald Trump, your father started you off with a couple million, then don’t brag about how you’re a self-starter who built up your vast empire from scratch. Because the truth is that Daddy Warbucks’ massive cash injection at the beginning of your venture doesn’t make you a ‘built-it-up-from-zero kind of hero’ (though we do admit that even with a silver spoon to start you off, it’s difficult to maintain). The other extremely annoying trait of this type of entrepreneur is talking about how hard he/she works, and that this is their recipe for success. Rubbish! Do they not think that everyone else—from the Pick n Pay cashier with the second job to support her kids, to the teacher with bruised shins from the 7-year-old delinquents who have been kicking her all day—deserve as much merit? You don’t see them spending the entire dinner telling everyone within earshot how many hours they’ve slogged away. They get on with it and prefer not to talk about work. So what makes you so special, Mr/ Mrs Entrepreneur? You might have done well and been in the right place at the right time, or come up with something special like Uber or the Internet, but it doesn’t make you any more hard-working that the Average Joe. Now that I’ve got all that off my chest, we can finally get on with the entrepreneurs we want to laud in Tribe: the ones who don’t shoot their mouths off at every opportunity; the Real Deals. We salute you and look forward to celebrating all your endeavours in the pages of our magazine. ■

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Understanding life’s

special moments allows us to

celebrate three of our own Life changes. But it needn’t be stressful. At Pam Golding Properties we understand that selling your home is far more than a simple transaction, that it is also about the transition from one phase of your life to another. Our specialists stand at your side, ready to guide you and offer their experience and wisdom, ensuring your anxieties never outweigh your optimism on this special journey. This commitment, inspired by our late founder and built on our people, is as heartfelt today as it was in 1976 when we celebrated our first successful sale. This year our industry peers acknowledged the importance of our people and the extraordinary service they offer, by honouring us as the Best Real Estate Agency in South Africa, at the International Property Awards 2018. To personally experience our award-winning service, visit or simply give us a call.


PUBLISHING EDITORS Evans Manyonga Robbie Stammers



Stacey Storbeck-Nel


Gabbi Brondani, Musa Chauke, Claire Denham-Dyson, Global Citizen Inc., Chani Macauley, Braam Malherbe, Evans Manyonga, Jacky Manyonga, Robert Safian, Robbie Stammers


Cover: Gil Oved photographed by Judd van Rensburg Judd van Rensburg, Tom van Schelven, BrioFive, Braam Malherbe, Wagner Meier, Shaun Tomson, Indio Design,


RSA Litho


iSizwe Distributors & Media Support Services



DISCLAIMER ©2018 Tribe Business Magazine is published by ReignMakers (Pty) Ltd. The Publishers are not responsible for any unsolicited material. All information correct at time of print.

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t a time when uncertainty is at its highest and the African business community is under strain, there are still more positives than negatives; the future isn’t looking as dark as is so often emphasised. Our global world is constantly in flux, and as a result the day-today business difficulties we face require flexible and unique solutions tailored to solve these challenges. We have launched Tribe The primary driver for growth in Business Magazine to cater Africa in the next century will be to the innovative, strategic and digital transformation creative thinkers: those who believe in the possibility of the impossible, who are actively involved in shaping the next era of business, innovation, design and productivity. A successful Tribe requires functional diversity and knowledge. TBM will be a business content resource platform that empowers its readers by exploring the latest trends, ideas and personalities shaping our present and future. The primary driver for growth in Africa in the next century will be digital transformation. Digital transformation is essentially based on the premise that technology allows people to solve problems faster and more efficiently, thereby birthing new types of innovation and creative entities—as opposed to just working to enhance, support and maintain traditional methods. According to McKinsey’s Global Institute’s Industry Digitisation Index, Europe is currently operating at 12% of its digital potential; while the United States is on par

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with the UK at 17%. No official stats in Africa have been released. What this essentially points out is that while business processes and thinking are undergoing great change, even the advanced economies in the world are struggling to exploit the full potential of digitisation. This is why the time is right for Africa, as we are all starting on a clean slate. One may even argue that the digital economy is even more applicable to the African continent, which has been plagued by poor physical infrastructure. Who needs roads when we have the superhighway? Our first cover personality is one of South Africa’s most influential and successful entrepreneurs, Gil Oved. The former Shark Tank SA judge and co-founder of The Creative Counsel has started a new journey with business partner Romeo Kumalo in establishing LLH Capital: a high-impact, empowering pan-African TMT investment holding company that partners with, and invests in, businesses to enable the digital transformation of the continent while yielding superior returns to shareholders. LLH is forging ahead to invest in technology. In one of the best interviews I’ve had the pleasure of conducting, Oved shed more light on his vision for the continent and LLH Capital. Kwesé TV and Motorola have made huge strides in their respective industries, and we look at where they are heading. Another favourite is the adventure story by Braam Malherbe, who details his journey across the Atlantic and the after-effects of this gruelling endeavour. I’m proud to present this inaugural edition of Tribe. Nothing gives a creative more pleasure than seeing a concept come to life. I hope you enjoy it as much as our team has enjoyed putting it together. Here’s to many more. ■

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Enjoy Flat Bed Seats onboard EGYPTAIR A330-300



LOGITECH HARMONY ELITE UNIVERSAL REMOTE CONTROL Arguably the best universal remote control available on the market. It can control just about every one of the electronics you own (it supports over 270 000 devices) in every room of your house or apartment, including TVs, gaming consoles, streaming devices and sound systems, among others. The device has Wi-Fi connectivity, a crisp colour touchscreen, and Amazon Alexa support. There’s also a free app that can turn your smartphone into a remote.



The Pro delivers 4K gaming (on select titles) without the need of a madly expensive desktop or laptop computer. Of course, this rangetopping gaming console is also compatible with the PlayStation VR headset and all PS4 games. Sony’s latest can also stream 4K content from Netflix as well as upscale non-4K video content.

The Xbox One X is the most powerful gaming console available today— capable of delivering the hottest video games in 4K resolution and HDR at an eye-popping 60 frames per second. The device also features a 4K Blu-Ray player, as well as the ability to stream HR content from today’s popular streaming services. It also comes with an excellent selection of games and accessories.

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APPLE MACBOOK PRO NOTEBOOK WITH TOUCH BAR This MacBook is sleeker, lighter and more powerful than the model it replaces, with an innovative touch bar that delivers relevant shortcuts and tools for apps that are in use. Another cool feature is the Touch ID, which not only makes the notebook secure but also enables Apple Pay. As expected from a MacBook, the new Pro model features an excellent keyboard, the best trackpad on any laptop, displays with exceptional quality, and great battery life.

EMPORIO ARMANI CONNECTED SMART WATCH This smart watch has a casually cool, gorgeous AMOLED display and Qualcomm’s Snapdragon 2100 chipset for wearable devices. Powered by Google Wear OS, it has up to two days of battery life and easily interchangeable bands. The stainless-steel case is available in several cool finishes, including a yellow gold option that’s anything but subtle.

HUAWEI P20 ANDROID SMARTPHONE Blazing a trail for smartphone photography, the Huawei P20 introduces the all-new Leica dual camera: leadingedge tech meets visionary creative design with the Master AI option that recognises over 500 different scenes and adjusts photo parameters accordingly. The phone is as beautiful as it is powerful, with a big 5.8-inch display behind the screen glass, and a smooth, polished metal frame. Inside is the Kirin 970 chipset, with plenty of power to go around.

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SAMSUNG GALAXY S9+ ANDROID SMARTPHONE The Galaxy S9+ is the most advanced smartphone from Samsung to date. It features an eye-grabbing 6.2-inch Infinity display, an advanced camera setup with two optically stabilised sensors (a wide-angle and a telephoto one), and built-in stereo speakers. Of course, the waterproof phone also comes with a long list of cutting-edge hardware specs, headed by a powerful Snapdragon 845 chipset and 6GB of RAM.

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e has been advising budding entrepreneurs as a judge on Shark Tank and Dragons’ Den SA; now Gil Oved is once again taking the businessman’s leap of faith to start a new company—this time with fellow Shark, Romeo Kumalo, who is equally adept at spotting an excellent investment opportunity. Co-founder of The Creative Counsel (billed as the largest sales, marketing and advertising group in South Africa), Oved is venturing on a fresh business journey with LLH Capital: a high-impact, empowering pan-African TMT [technology, media, telecommunications] investment holding company that partners with, and invests in, businesses to

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enable the digital transformation of the continent. This transformation is believed to be the primary driver for growth in Africa in the next century. The lack of infrastructure could be seen as more of an advantage than a disadvantage, as there’s no old architecture or legacy systems to circumvent. This new era will bring great opportunity, and Africa is in the right place, says Oved. From founding a top agency, to receiving plaudits as EY Entrepreneur of the Year and CNBC All Africa Business Leader, to running a stealth investment company focused on the digital economy, Oved has enjoyed much success. I had the pleasure of meeting up with this modern-day Midas to discuss all things digital and his plans for LLH Capital.

WISDOM THROUGH FAILURE  You are a well-loved, energetic serial entrepreneur who’s passionate about disruptive thinking, innovation and business. How has your background shaped your approach? I believe very strongly in the importance of wisdom. When you’re young, you have this boundless energy that fades over time; and when you’re young, you lack wisdom. Generally, most people lack wisdom! If I had to choose between boundless energy and deep wisdom, I would take deep wisdom any time. Wisdom for most people comes from hardlearnt experiences, and mostly that happens when you fail a few times. The ultimate story is about success, but there are many failures along the way—and I think that’s when you learn the most. LLH Capital is my fourth startup. The first two were failures, and the third one was The Creative Counsel (TCC) which on the whole was

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successful, but it was a long path. Entrepreneurship is not about linear lines that go from left to right and from top to bottom; it’s a lot of zig-zagging and a lot of ups and downs, and backward before you go forward. Entrepreneurs very often like to talk a big game, and there are many mentions of the success stories. We don’t get to hear about the thousands of failures. At times business is represented as having a clear trajectory, which isn’t necessarily true. So, what has shaped my take on entrepreneurship and innovation is that in order to survive, you have to constantly seek to reinvent yourself, regularly assess where you are and what your situation as a business is. What I mean by that is quite an interesting thought: When businesses have a business model and they have succeeded, they start looking at margins and any new innovation that comes into the innovation pipeline; if it’s not achieving the same margins going forward as the existing product or service, generally people in management will reject it. This is because there’s this whole concept of margin dilution, margin cannibalisation: ‘Why would I start a service that competes with the existing service that’s making me less margin?’ That’s why companies don’t innovate. The problem with all of that is that you have someone who’s going to come up with the same concept without margin dilution because for them it’s a new business. If you’re making, let’s say, a 20% margin and you compare with a 30% margin currently, you say “why should I invest in something that’s only going to make me a 20% margin?” It’s a decrease. But to the guys making zero, they’re saying: “If I start this, I’m going to make 20% margins.” It’s amazing! This is why it’s very hard to innovate. By the way, innovation by definition

is meant to be a better option than the current, it’s generally going to be cheaper, more efficient and therefore lower margins potentially. It will be more value for money. Therein lies the irony of the situation. These are thoughts that played in my mind in terms of me seeing businesses within the group that we’ve had. We started things that had a limited shelf life; we didn’t constantly innovate. If I think about what the business was when we started it, three, seven or 10 years later, and what it was when we sold it, it’s a completely different business. It’s an evolution. We lost a lot of money and had a lot of failures along the way because we worked always, but we were slow to change—aggressively clinging on to the better margins.  As a big business, how do you fight against that? Firstly, it’s very hard for big businesses to be that entity. At the end of the day, it comes down to culture. I deal with a lot of big corporates and everyone says the same thing, everyone talks a big game, which is their culture: a culture of entrepreneurship, risk taking, thinking outside the box. You walk into the reception area and see “Our values, mission statement and all that nonsense”. And when you actually start doing business with any of these companies, very few of them actually live their words. Let’s imagine people at a conference centre: It’s a three-day workshop with lots of posters, and some guy who does this for a living talks about wearing different hats and innovating. Then they walk away after three days, hugging each other, having come up with a few clever words. They get back to the office in the real world and everything is back to normal. But if something goes wrong, you still get

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punished because they’re not embracive. Basically, there’s a big difference between what people say and what they do. Where are those rare companies that encourage people to take risks, and that support mistakes as long as you learn from them? Ensure there are systems to support failure. So how should big companies facilitate that? First thing is that every company in the world, no matter what industry it’s in, needs to start seeing itself as a tech company because technology is so pervasive in every aspect of business that the mindset must be a tech mindset. Every division needs to see itself as a startup, in terms of challenging their thinking and reinventing themselves on an ongoing basis, starting with how we support making mistakes such as the right decisions and the wrong outcome. So often we reward people for the outcome, not for the decision, and it’s the correlation between these that’s not as good as we believe. In life, generally you make a lot of good decisions that have terrible outcomes. It can go vice versa and no one would ever admit it, for instance, no one would say “I don’t deserve the bonus because I hit all my tech guys to take out my frustrations.” We need to have honest conversations with each other, be honest with ourselves, because very often we look into the mirror and lie to

The reason the big companies can get away with sustaining themselves without being master innovators is because they’re ‘too big to fail’. 0 1 6

ourselves. We have to get to a point where we can be so honest with ourselves that we can look in the mirror and admit that “I had the right intentions, but I screwed up.”

AGILITY  What about the small company? Well, if you’re a small company you have to look at your relative advantage and disadvantage. The reason the big companies can get away with sustaining themselves without being master innovators is because they’re ‘too big to fail’. Momentum is one of the few fundamentals of a business’s success; when it’s going for you, it’s an unstoppable force. The converse is when momentum is going against you, it’s difficult to turn it around. Big businesses have momentum and it comes in the form of a brand, systems, revenues, profits, reputation… so it’s quite a lot of things that a small business doesn’t have necessarily. So as a small business, you have to look at your core capability. What is the one thing you can do? What’s your relative advantage? For me, that advantage is agility: agility to change course, to innovate. I find unacceptable companies to be companies that are small but behave like big companies where everything is slow. Small companies should be agile, fail fast, make quick decisions, assess quickly if you’re wrong, be open to change because you don’t have to be married to the idea—if you try something and it doesn’t work, go on to the next thing.

VISION  Entrepreneurship is celebrated these days—but as you mentioned, you failed twice. What did you get out of those failures besides learning certain lessons? What did people around

you say? What did your immediate environment say when you failed? That’s such a great question because the truth is that the success bias causes us not to talk a lot about failures. There are thousands of guys who dropped out of varsity to start the thing that didn’t end up making them the next Steve Jobs or Bill Gates; and all those startups that began and failed because they opened up Tribe magazine or Fortune magazine and thought it’d be easy. The problem with entrepreneurship is that in the beginning it’s just your imagination. You’re imagining a future different from your current reality, imagining a product, a service, a business. Your neural pathways are firing sparks and it may be real to you, but to everyone around you it’s not even a figment of reality. You have to work very hard to convince people around you, be it your family, potential staff, investors… You have to make them as convinced as you are that it will become a reality. People generally find it hard to imagine a reality different from their current one, and that’s what makes real entrepreneurs so unique and special. A simple example is the iPad. When I got it, people were like: “What is that thing? What are you going to use it for?” Now there are tablets everywhere! Even when electricity was invented, people knew it was going to change the world, but there was no use for it because when it first came out it wasn’t built into homes, so distribution was very limited. More than 150 years later, who can imagine life without electricity? Everyone can dream and fantasise, but it takes someone special to say “I’m going to make my dream a reality, but to do this I have to convince everyone around me to see this thing that doesn’t yet exist.”  What motivated you to start

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LLH Capital, the big boy in the room? It’s quite funny because when I sold TCC, I had this romantic vision that I was going to retire. TCC was over 15 years in the making and it was very tough; before that, I had two previous businesses which were also very tough. I thought I was at an age and level where I wanted to take it easy. I was ready to do passive investing. I had this view that maybe I’d go somewhere exotic, perhaps an island, for a year; or New York and maybe read The New York Times every morning and chill. That dream lasted about two weeks—and there I was, thinking ‘what’s next?’ I have to be true to who I am and whether I like it or not, my view of the world is as follows: I love life and want to suck the marrow out of life. I want it all, everything. I’m greedy for life! And if that’s your perspective about life, you want to maximise the experiences you have and do things that have meaning with purpose. For me, other than those two weeks of fantasy, the reality was I knew I wanted to do something that would make a difference in my life and in the world. I had to look at the things that attracted me. Firstly, I love technology, investments, entrepreneurs, this continent, this country—and that’s the combination of LLH, a combination of things I’m passionate about. Efficiently deploy capital, and you can achieve great risk-adjusted returns in the space of technology. I had to look at myself in the mirror and ask, “So who are you? What are your passions? And how do you translate those passions into something you can do every day?”  From a philosophical point of view, how did you conceptualise forming LLH Capital? Philosophically I knew the direction, but specifically LLH was born out of a friendship between me and Romeo. I’ve known Romeo

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for over two decades, and it’s amazing how lives intertwine. The first time we met, I interviewed him for a TV show I was producing and presenting, and he was a DJ at MetroFM. I then got to work with him at Vodacom. We always had incredible energy, and when he decided to go into entrepreneurship around the same time, I realised we had a shared vision—and we liked each other! That’s how LLH was born.

DIGITAL ECONOMY  How do you see digital transformation ushering in a new era in Africa? Firstly, when you talk about the concept of transformation, you look at the beginning and you look at the end; the difference between the beginning and the end is the transformation, so if that’s the definition of transformation, there’s no place that can’t be transformed by the digital era more than Africa. This is because there’s so little infrastructure relative to the rest of the world that Africa has the opportunity to leap-frog its challenges. Not having infrastructure is obviously a bad thing, but there’s a very thick silver lining to it—that is, Africa’s not filled up by old infrastructure and architecture. There’s potential for an open, clean palette. It’s starting from a base where anything is possible, anything can happen. Practically, there are fundamental silos that interact with each other when it comes to digital transformation. The first one is the actual infrastructure: cables, cellphone towers, underground fibre and everything else related to the connectivity aspect; there are massive opportunities to develop, invest and grow, but the first thing is creating the connectivity. The second silo is devices in the form of smartphones, POS [point-of-sale] systems, tablets and chips. When

you have connectivity and devices on a mass scale, it encourages entrepreneurs to come up with solutions for problems that are unique to the immediate environment—that’s the exciting part for me. This is the first time in the history of the world where access to information is at a relative equilibrium on a global scale. Access to information has always been the great divider; democratisation of data is a great leveler that will all of a sudden create opportunities for Africa to digitise. The digitisation of Africa, for me, is creating solutions for African problems that could be exported to other emerging markets.  Describe LLH Capital in one line. It’s a private equity, investment holding company focused on the TMT [technology, media, telecommunications] space in South Africa and on the continent, looking to invest in entrepreneurs who are digitising the economy.  What is your investment philosophy? It’s about making great riskadjusted returns; it’s about deploying capital in areas where we’re able to add value. We believe very much in smart capital: We look for businesses where we can get involved, supporting great entrepreneurs who have created businesses that have great management teams, that have fundamentally solved real issues for people on the continent, that have reached a certain level where they’re creating strong cash flow and great returns, and are ready to take it to the next level and market on a wider exponential scale.  What would you say is the biggest misconception about digital transformation in Africa at the moment?

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That it’s easy, and that you could have an idea and go spend twenty thousand dollars on an app and then have a business. Entrepreneurs very often misunderstand how hard it is to start a business, run it and execute it. Businesses have massive logistical behind-the-scenes processes that are then represented and articulated in the form of an app, so from the beginning you need to understand the language of investors, your market, the competitive landscape, and often need a very big balance sheet to help you scale and grow—and you need mentorship. These things very often are misconceived as unnecessary thinking.  Do you believe there will be a shift in education because of digital transformation? It has been argued that the way we educate young children is wrong because it is restrictive and stifles creativity. Whether I believe it’s going to change or not, I actually don’t know because I fear that many things should change but don’t. What I can answer is that I feel very strongly and passionately about overhauling the overall education system globally. South Africa is worse than average, but globally I have an issue that education is not tailored to keep up with the demands that we as a society have. When you think that you spent 12 years in school and much of what you learnt was completely irrelevant, you realise the curriculum itself is irrelevant and it would be wonderful to learn about money, investments, saving, economics. It’s not about knowing a little bit about geography and biology, but the question should be what are the most urgent and pertinent things to create a successful society, especially in South Africa and Africa as a whole? We have so many challenges we

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have to leap-frog and we cannot go at the same pace as developed economies—they always have an advantage over us because of their momentum and scale. We need to see ourselves as the startup relative to the developed corporate behemoth, which is the rest of the world. Education plays a massive role. The first thing is the curriculum, then the culture of education, which should be about encouraging kids to seek out their passion and to be exposed to as

It’s not about each man for himself. I want to succeed, make money, at the same time make a difference in people’s lives because I believe one can do it all.

without assuming risks. So, finding a balance where you can assume risks and still achieve good returns is the hardest thing. What you need to do in order to mitigate risk is where the challenge lies: how you get involved in a business, the way you structure the investment, the diligent homework you do in terms of investing in a business, and ultimately what leap of faith you take… All those are considerations which, if you get wrong, means you can lose. I very much believe the only thing in life you have at the end of the day is your reputation; the rest comes and goes, but you have to live with your reputation till the day you die. The problem with being an investment holding company is that you’re investing other people’s money. When you take a risk on behalf of others, it becomes an obligation—and you never want to lose someone else’s money! Being an investment company, you’ll lose money but hopefully you’ll make more than you lose. That’s what keeps me up at night and challenges me: ways to avert that risk.

LOVE, LIGHT AND HAPPINESS much as possible. Success comes from people who do what they’re passionate about, not necessarily what they’ve learnt. We need to teach our kids to challenge convention, to get them to think outside the box.

RISK AND RETURN  What is your biggest risk as an investment company? Investing, as a simple concept, is about risk and return—getting the balance. Because by definition, a risk can be realised. It’s so tempting to never take risks, but then you’ll never get returns. Riskless profits are rare; you can’t be an investor

 What has been the highlight of your career to date? I’ve had a few highlights. Certainly, one of them was selling The Creative Counsel because it was the combination of 15 years of hard work and many challenges. Selling it and putting a value to the business which was not my own but someone else’s perceived value. The business gets a life beyond its years—the equivalent to seeing your child go off to university in another country and you’re saying goodbye. Another highlight was the day we established LLH. There’s something very cool about establishing a business in your forties, in that it’s a business with

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heart. As a matter of fact, we wanted a name that sounded serious, being an investment holding company; but what LLH really stands for is “Love, Light and Happiness”. We don’t go and tell investors the meaning of the name when we get there—we tell them after they’ve given us their money! I was able to start a business that literally means happiness and love: ‘Gil’ means happiness, and ‘Romeo’ means love, so the company has our names in it, it’s our DNA and what we love. When you get to my age, you focus more on doing things with purpose and the right intentions. It’s not about each man for himself. I want to succeed, make money, at the same time make a difference in people’s lives because I believe one can do it all.  What do you consider scary about the future? I’ve spoken about this before and it’s something that’s really on my mind. I think our modern culture around the world attaches someone’s life value to the work they do; very often we talk about finding meaning in our work. My concern for the future is that technology will render many jobs obsolete. In absolute terms, there’ll be a lot fewer jobs available to humans, which means there are many philosophical questions that we need to start thinking about: things like universal minimum wage, the fact that many people will be unemployed and will need to be looked after in some way or form.  You are a new father! How has the experience changed you? This is the first time I’m speaking formally about fatherhood. I’m a new dad whose quite old because I had a child at 43! It’s interesting to be this new dad, and it’s a massive life change. I thought of myself as a rather selfish individual, and now I’ve become a lot more selfless.

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FAVOURITE QUOTE “The two most important days are the day you are born and the day you find out why.” - Mark Twain

FAVOURITE CITY? “New York City, baby! I know it’s clichéd, but I can never get enough of the Big Apple.”

CAN’T LIVE WITHOUT…? “My Apple AirPods. I find them incredibly useful for listening to podcasts while commuting.”

FAVOURITE MEAL? “Being a foodie, I’ll pick two: the traditional Japanese cuisine served at Kanda, a Michelin 3-star kaiseki [multi-course dinner of beautifully plated dishes] restaurant in Tokyo; and the plain, simple, unadulterated cheese pizza from Giuseppina’s in Brooklyn.”

YOUR BIGGEST INSPIRATION? “My wife. She has an incredible capacity for empathy, which she applies generously to all who have the pleasure of her delightful energy. She’s a master multitasker, managing to do more in 24 hours than most others.”

YOUR GREATEST REGRET? “The word ‘regret’ does not feature in my lexicon. It’s a wasteful word that should be nullified from use.”

Your future is not as important as your kid’s future because they will outlive you. It’s like the highest I’ve come to a life calling, and I’m learning a lot of things about myself: the concept of patience, compromise, sleep deprivation, the idea that there’s beauty in naivety, there’s wonder in the simple things.  As an entrepreneur, you’re strong-willed—but with a child, you quickly realise you have no control. How have you coped with this? When you learn to work around and accept that you’re not in control, you find inner strength to deal with it and you have this newfound patience. You give yourself credit and it’s an awesome sensation. That’s what you learn about yourself more than you learn about others.

A FINAL NOTE  What has kept you going during the hard times? Even when you’re running a strong business, things can still get tough. Of course things get tough. It has been different things at different times. When you have a big business, you have people working for you who are like your children, and you have to be strong for your children. If you look at what most CEOs do, 99% of the time they’re probably in meetings and they could probably hire someone below them to do the same thing. A lot of the time they’re being overpaid for what they actually do. I believe 1% of the time, the business faces situations that only the CEO could solve—only the CEO would have the temperament, strength of will and accumulation of experience and wisdom to make the right call. That’s what they get paid for, not the 99%. So, ultimately, the motivation and strength of will also come from those around you. ■

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LET ME ENTERTAIN YOU! How Kwesé’s JOSEPH HUNDAH is bringing the best in digital TV to Africa—and taking Africa’s stories to the world 0 2 0


n innovation and technology

giant in Africa, Econet Media, has reviewed its business strategy and service offerings in order to align itself to changes in the global digital and satellite broadcasting sector, as well as growth in access to mobile and fixed broadband on the continent. The strategy review will see the continent’s leading multiplatform broadcast network focus on three core services: Kwesé Free Sports (KFS), Africa’s largest free-to-air sports channel featuring football, basketball, boxing and rugby, among others; Kwesé iflix, the leading mobile video-on-demand entertainment and live sport

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platform; and Kwesé Play, a leadingedge video streaming service with more than 200 sports, entertainment, kids and news channels including Al-Jazeera, TED and Bloomberg. Kwesé was launched at a time when the global pay-TV industry was in transition: Business models were evolving from traditional content rights linked to linear broadcast channels, to premium content rights moving toward digital media platforms. The company has built a satellite TV business with presence in 11 markets, a free-to-air business across 27 countries, and delivered the 2018 FIFA World Cup Russia™ across Africa to a network of 115 sub-licence broadcasters across 37 countries (reaching over 200 million households). In addition, it has managed to build a compelling content offering across its platforms, making a significant shift in the continent’s complex and competitive media industry. Having recognised the importance of carrying original local content, Econet Media will also establish its own contentcreation hub: Through Kwesé Studios, the company will invest in developing its own original programming and provide a platform for African producers, scriptwriters, actors and directors to tell authentic African stories on a pan-African broadcast network. These changes are in keeping with Kwesé’s commitment to providing affordable premium content, maintaining an innovative approach to content delivery, and being attuned to audience viewing and purchasing habits. At the forefront of Kwese’s new strategy is Joseph Hundah, group president and CEO of Econet Media, and CEO of Kwese TV. Having worked for companies like the SABC, SuperSport, M-Net and MultiChoice, he is an experienced campaigner. Hundah believes the repositioning is perfectly timed in

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response to market trends. “We believe these changes will safeguard the future success of our business as we continue to make an indelible impact on Africa’s media industry. The revised business strategy will also ensure Kwesé TV continues to remain competitive within the industry, providing new compelling offers for our customers’ enjoyment. With these changes, we believe Kwesé will continue to positively disrupt the industry for the benefit of African consumers as we continue to provide affordable premium content through digital media services.” Hundah spoke to Tribe Business Magazine about Kwesé’s new direction, and why content creation is the future. ■ What has been your biggest motivation in business? I never put myself in a box; despite being trained as an accountant at the beginning of my career, I was always very curious about what was going on around me. There was more to me than being a finance guy who’s always in his office. I spoke to businesspeople because I was curious—finding my niche in media took that sense of curiosity in me to a different level. I was continually motivated by learning new things and understanding what was going on around me even if I was not necessarily in that field. One thing that stood out to me about media was the kind of influence it had on society: Media can create positivity or negativity; if media is positive, the whole country’s perception is positive, and vice versa. I was very fascinated by the effect that media has on the

hearts and souls of people. ■ In short, how would you describe Kwesé? Translated from Shona to English, Kwesé means “everywhere”. We are a media company that has a heavy digital focus. Because to put together a company that does traditional media is quite easy from a product perspective; once you get the content in, you can do anything in traditional media such as having a TV station. What’s new and interesting is what is happening in the digital world. Our heavy focus is on the role we have to play in developing media from a digital standpoint in Africa—particularly broadband, mobile and Internet. We are essentially a media company focused on digital, on the future. ■ What gives you the confidence that you are in the right place presently? In no uncertain terms are we undermining the value of traditional media. We see massive growth potential in free-to-air, satellite and DTH [direct-to-home] TV. We expect to make money from traditional media, but we want to extend that box. Seeing the Internet being dominated by the mobile phone in people’s hands, we have to find content that suits the mobile phone. More than half of the African population is under 18, and kids these days are concentrating on their phones more than on television. So the number of smartphones, population growth in young people, and the drop in data costs all reassure me that the strategy is right. The big item that we all have to figure out is based on

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several factors such as what product/s to put out? How do you price that product? Flexible billing or subsidising the data? Will our partners help us subsidise the data, or not? Otherwise, it’s clear where the business world is going. You as a businessperson have to see a trend then cater for that trend—or you will sink. Bear in mind that it may not work, because people are scared of thinking outside the box. It’s important to understand that if it’s too easy and obvious, you probably won’t make money from it or leave lasting value. ■ Your biggest triumph so far? So far, we have done a very good job of racing away content from our competitors. More than I thought. At this point, some of our channels are uniquely exclusive to us, such as Dreamworks, ESPN, SuperSport, CNN. We’ve done a good job of getting content from our competitors, getting channels that I never thought we could get into the continent. I’m also proud of some of our interesting partnerships such as our partnership with iflix, Vice and ESPN on our website. Moreover, I’m proud of the team we have put together, which is a very strong management team—and the ones below management who are young, hungry entrepreneurs keen to make a change. ■ Why acquire a stake in iflix? We already had a stake in iflix that we acquired two years ago. We had an investment of 25%. We had an important strategic imperative with our own app called Kwesé Pulse. As we grew, these two businesses grew more and more; it began to make less sense to have them sitting as two separate entities. Although we owned a portion of it, iflix was doing its own thing, buying its own content. At some point, we were going to end up competing with our own subsidiary! So we talked about merging the two businesses using one app, one marketing plan, one business

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FAVOURITE QUOTE? “Treat others as you would have them treat you.”

FAVOURITE BOOK? Jack: Straight from the Gut by Jack Welch


strategic partnerships with a new service we feel is more Afrocentric and which will add value, but I cannot talk about the name at this stage. We also have a partnership with Netflix, to distribute Netflix across Africa; distribution with Roku; and a partnership with a company called Creative Artists Agency in the USA, which is the biggest agency in Hollywood at the moment—it has helped us with a lot of our deals, connecting us with content suppliers.


YOUR IDEAL DAY? “Any day in which I come up with an innovation that differentiates our Kwesé.”

HOW DO YOU UNWIND AND RELAX? “A glass of wine with friends.”

BIGGEST INSPIRATION? “I usually find most successful businesspeople an inspiration, especially those who have been successful over a long period of time. It shows versatility and a desire to change.”

development team, and going to market and killing it. The long-term goal is to dominate the mobile space, because the product we’re developing is completely unique. ■ Which other content partners do you have? We have quite a few interesting partnerships. We have a joint venture with Vice, and we have a joint venture with ESPN—a common website called kwese.espn. com. One of our deals with Vice is to open up a digital agency. Furthermore, we plan to launch key

■ What are your thoughts on the importance of African content— for Africans, by Africans? If we don’t tell our own stories, who’s going to do it? And even if they do, they will do it from their own perspective and it will never be as accurately executed the way we can. I’m very proud of where the African media industry is in Africa in general. Even our competitors have done a good job of creating local content. I’m absolutely excited about what Kwesé can do in the content creation space, and tell the stories from our own perspective. I encourage all media businesses to create local content. Strategically, those that control content are going to rule the world because the gap that has existed all this while between content creators is beginning to narrow. ■ Your long-term plan? We want to be the biggest media business in sub-Saharan Africa, and we think we have the tools and strategy to do that—but we’re taking bite-size chunks as we go along. We are under no pressure; within two years, we now have the largest step-by-step view in 13 markets, with our own licence and local partners. We have a further 20 affiliates to which we give content. Our intention is to win in the satellite, mobile, broadband, production space. ■

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This is a collective of Namibia’s most characterfilled independent experiences.

This is a celebration of African individuality. This is...

ŠVenture Media


FLYING HIGH Thomas Cook Group Airline is connecting Cape Town with Frankfurt and London


or many years, the Thomas Cook Group Airline (TCGA) has been flying passengers to the most beautiful holiday destinations—starting their vacation as soon as they board their flight. Three leisure airlines are part of TCGA, two of which offer seasonal non-stop flights ex Cape Town to Europe: Thomas Cook Airlines UK and Condor. Condor started its operation between Cape Town and Frankfurt, Germany in November 2012 with two weekly flights. Since then, Condor has increased the route frequency to four weekly flights (Tuesday, Wednesday, Friday, Sunday). This year’s operating period started in September and will last until 28 April 2019. Complementing Condor’s services, Thomas Cook Airlines UK implemented the route Cape Town to London, Gatwick in December 2016. Between 15 December 2018 and 23 March 2019, it will connect Cape Town with London three times a week (Monday, Tuesday, Saturday). Carsten Sasse has headed up TCGA’s global international sales team since January 2017, managing 55 GSA markets worldwide. Aviareps South Africa is representing the group in the local market. Tribe Business Magazine asked Sasse a few questions about the group’s commitment to its Cape Town routes and the South African trade.

Over the years, we have adapted and developed our business model that nowadays could be best described as a hybrid model, which allows us to be very dynamic 0 2 4

Could you detail TCGA’s operations ex South Africa? TCGA is connecting Cape Town with Frankfurt four times a week, and with London three times a week. There are many seats to sell on our flights: In close collaboration with our local representative Aviareps South Africa, we reach out to the South African market in order to fill the flights and make sure that also in the upcoming years the routes will operate successfully. What have been the biggest milestones for the airline group to date? A wonderful example is the development of our Cape Town routes. When Condor started the operation in November 2012, there were only two weekly flights between Cape Town and Frankfurt. Meanwhile, our airline group has increased the frequencies ex Cape Town tremendously. With the support of the South African trade, we managed to make both routes a success story—bearing in mind there’s strong competition ex South Africa to Europe. We are very proud of this result. Nevertheless, we do not stop working hard on our performance, be it sales- or operational-wise. Recently, we

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managed to implement credit card payments in the South African BSP environment. That means with immediate effect, our flights can be sold on our 881-ticket stock by paying with credit card. We hope this new sales tool will lead to an even better product acceptance in the market. Condor is using a Boeing 767-300ER and Thomas Cook UK an Airbus A330 for the Cape Town route—can you explain the configuration of these two aircraft types? A Boeing 767-300ER serves our Condor flights to Frankfurt. Passengers have a choice to travel in three compartments: Economy, Premium and Business Class.

The product highlight is our Business Class with lie-flat seats (170 degrees). Thomas Cook Airlines UK’s services are operated by an Airbus A330 with Economy and Premium Class cabins. On board our modern TCGA fleet we offer on-demand entertainment on personal screens, free meals and non-alcoholic drinks in all classes. Many more amenities are available in Premium Eco and Business Class. What else can you tell us about the Thomas Cook Group Airline? TCGA, part of Thomas Cook Group PLC, operates from the source markets Germany, UK and Scandinavia (Thomas Cook Airlines Scandinavia). With a fleet of 101 aircrafts, we carry our customers to

120 destinations. Historically, we come from a leisure carrier background. But over the years, we have adapted and developed our business model that nowadays could be best described as a hybrid model, which allows us to be very dynamic—a solid, successful business model. What are other popular destinations to which Condor and Thomas Cook Airlines fly? From our major German (Frankfurt, Munich and Düsseldorf ) and UK hubs (Manchester, London Gatwick), we approach four continents (America, Africa, Europe and Asia) with a special focus on destinations in North America and the Caribbean. Thanks to our strategic partnership with the German Lufthansa Group, our Condor passengers can travel via Frankfurt to many popular European destinations such as Zurich, Amsterdam, Rome or Stockholm. TCGA is one of the leading airlines offering the latest distribution standard: New Distribution Capability. This is a great opportunity for us to equip our trade partners with a tailor-made product portfolio. We are happy to share more detailed information with interested South African agencies. ■ For reservations, email or Further details can be found on and

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SHARING HER PEARLS OF WISDOM ZIMKHITA BUWA is excelling in the technology space—and empowering other young women to do the same


imkhita Buwa describes herself as a tech geek who’s passionate about the information technology industry and how it can benefit communities. Living out her motto, “Lift others and you will rise,” she’s a member on the advisory board of GirlHype, a non-profit that exposes young girls from underserviced communities to the power of coding; and the founder of TechPearls, a global platform that provides valuable opportunities for women in STEM (science, technology, engineering and mathematics). In addition, Buwa serves as a volunteer board member and director at Silicon Cape, an organisation that promotes technology entrepreneurship in the Western Cape. And she does all this apart from her day job as the group chief operating officer at Britehouse: a division of Dimension Data, Buwa already has a list of accolades behind her name for her drive and work in the tech industry, including the MTN Women in ICT – Partnership for Change Award: Outstanding Woman ICT Professional. Tribe Business Magazine found out more about Buwa’s work at Britehouse and her vision for women in tech. 0 2 6

■ Where does your passion for community development and the IT sector come from? Both my parents were teachers, and growing up we were very involved in our community. We did it together and we got joy and purpose from giving back. When I joined the corporate world, I found this spirit didn’t exist and it was very difficult to gain access to mentorship and knowledge from others, and so I want to change that for the next generation. I also want to be a role model for my son and teach him the importance of community development. Hopefully he will do the same for his children and so the cycle will continue. My passion for IT comes from my brother: When I was in Grade 12, he was studying IT at university and he used to come home and

show us all the cool things he had learnt to do and code, so he inspired me to follow in his footsteps. My passion for business comes from spending time with my father in his shop, learning the art of making a profit. ■ You’re the founder of TechPearls. Tell us more about this endeavour. TechPearls started as a blog to create awareness of global opportunities for women in STEM—opportunities they may not be aware of, such as jobs, bursary and scholarship programmes, conferences, or even international STEM competitions. ■ What products and services does Britehouse offer clients? We partner with the best



IN THE KRAAL WITH Zimkhita Buwa technology providers including SAP, Oracle and Microsoft, and complement them with our own mobile and software products to ensure our customers get exactly what they need. As a division of Dimension Data, we’re able to leverage a wealth of world-class expertise. We offer a number of solutions ranging from assisting organisations assess where they are on their digital transformation journey, and the steps they should take to deliver the greatest return on investment—right through to a complete outsourced solution where we take full responsibility for managing the organisation’s application environment, and the client contracts us on a businessoutcomes basis. ■ We’re living in a fast-growing, digitally driven era. How does Britehouse engage in community development to ensure South Africans don’t get left behind? As an organisation whose core focus is using technology to enable customers to improve the way they do business, Britehouse believes it’s our responsibility to utilise these skills and technologies for the betterment of our communities. The organisation has embarked on various empowerment initiatives that have a lasting impact, not only on the communities in which Britehouse operates but in the organisation as well. One of Britehouse’s flagship initiatives includes a partnership with social entrepreneur company, Got-Game, to develop the Britehouse Got Game™ digital hub. The hub’s goal is to create jobs, develop enterprises and empower women, teachers and students by providing smart technology and Internet access. The hub is provisioned with an online repository of education resources provided by the Seta-accredited

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FAVOURITE QUOTE? “If you’re given an opportunity to dance outside your comfort zone, bring your best dance moves.”

CANNOT LIVE WITHOUT…? “My family and social media: LinkedIn, Twitter and Facebook are how I stay connected to the industry and my people.”

FAVOURITE MEAL? “Dumplings and chicken stew, made by hubby.”

WHO INSPIRES YOU? “Family, family, family! They inspire me daily! Whether it’s my hubby who’s running his own business and overcoming challenges associated with growing a small business; my mother who retired last year but has turned her passion of tutoring into a business—she achieved her first degree in her 50s! My sister is a qualified quantity surveyor, nearly qualified pharmacist, and became a chartered accountant in her mid-30s, while being a mom to two boys! Their passion for striving to be the best, no matter what, fuels and inspires me.”

Mentec Foundation. Britehouse, together with Diepsloot Preschools Project and Training Force, embarked on a project that focused on early childhood development certification for previously unemployed childminders in

underprivileged areas. Through our support, Britehouse has empowered eight women to become Grade R– accredited teachers and, therefore, as owners of crèches, to start their own micro-enterprises. ■ And what is Britehouse doing to empower young women, in particular, to succeed in the tech sector? We regularly receive sponsorship requests from non-profit organisations that are teaching young women to code, and women’s organisations that are creating safe spaces for women to discuss such issues. Some of these initiatives are exposing young women from underserviced communities to the beauty of technology and offering opportunities to which these young women would never have been exposed. We have to realise that innovation can come from anywhere, hence the need to make this industry a safe and thriving environment in which women can grow. Within Britehouse and the broader Dimension Data group, we have various initiatives that nurture our existing talent. I was fortunate to be part of our FastTrack Programme in 2016, which is an intensive nine-month management acceleration programme run by the IE Business School in Madrid. ■ What does it take to be awarded numerous times as an outstanding woman—not only in your career but within your community as well? My focus has never been on winning awards, but rather to follow my purpose to use my experience, skills and talents to upskill and uplift others. If the recognition comes with this, then it’s an added bonus—but it’s not what drives me. ■

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LET’S BE SEEN Bili Bead Wear’s handcrafted bra straps are holding up South Africa’s rich heritage and culture


hen an old African heritage technique is adopted in a

respectful cultural exchange, the result is a beautiful new form of adornment: Bili Bra Wear. Lindsay Fisher, founder and managing member of Bili Bead Wear, combined her passion for design and working with people to create this brand that produces “worn to be seen” handcrafted removable bra straps, using beads inspired by South Africa’s Rainbow Nation. “Each bead could represent each South African: We each take the same form, we are created in the image of God; however, we can differ in colour. When we are woven together in a special and unique way, according to God’s blueprint, we result in a beautiful story that represents a South Africa standing united,” states her website. “Bili” is derived from the Zulu word for ‘two’, which is a nod to two being stronger than one. “There’s meaning in the tribe—the community; together there’s strength and unity.” Fisher revealed to Tribe Business Magazine how and why the brand came about. ■ Bras have always been considered intimate, private pieces of clothing that women shouldn’t expose. Creating a brand that defies that preconception was a bold move. We believe in understanding our individual uniqueness and applying this positively. In a fun and playful way, we regard our work as an adventure to experience the world we live in—turn a few (unhelpful) preconceived ideas on their head and make an honest living. Old misconceptions are replaced with new conceptions. So, too, bra straps don’t need to be hidden, but can be exposed in both a fun and sophisticated way. ■ How did you come up with the idea of beaded bra straps? Learning the skill of loomwork led me to think about how one could apply the technique to novel ends. Removable bra straps aren’t a new concept; however, Bili’s version is original and authentically South African. ■ So you have a background in beadwear? A background in beadwear wasn’t intentional; my background’s rooted in design. My love for working with my hands and people led me to establish a business in beadwear, and piqued my interest in South African heritage and appreciation of art. After once spending a Saturday morning learning to bead on a loom, I became

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fascinated by the kaleidoscope of colours and patterns that the world of beading has to offer. This experience tapped into a creative flow and the manifestation of Bili Bra Wear. ■ Would you say that your accessories have transformed bras? In a time when equality of men and women is being pursued aggressively, Bili confirms the confident acknowledgement of women. Bili Bra Wear applies colour, represents unity, and proudly declares ‘let us be seen’. But never intended in an overtly sexual manner—that’s not the Bili message. The Bili message is to shine the spotlight on the innate appreciation of, and respect for, all things feminine, which every woman deserves. ■ Why did you choose to represent South African culture and heritage with your brand? Bili Bra Wear recognises our South African heritage as a confluence of rich history, informing us how best to proceed. With a nod to South Africa’s Rainbow Nation, our team celebrates our country’s colourful diversity and unique character by crafting beaded products to match. ■ On the subject of your team, how many people does your business employ? Currently, Bili Bra Wear employs nine women and two men. The straps are produced by mothers based in Wallacedene, an informal settlement in the eastern suburbs of Cape Town. The business helps uplift and empower previously disadvantaged women, enabling them to sustain their families. ■ What keeps everyone’s creative momentum going? Creativity expounds upon itself, birthing new ideas every day. It constantly surprises me that

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creativity takes you by the hand and leads you in wonderful directions, introducing you to incredible people who possess a jolly momentum. ■ What would you say is the biggest challenge of running a bra accessory brand? Removable bra straps have had a bad rep in previous years; the quality of versions originating out of the East have been uncomfortable to wear and are easily broken. Building a brand in this category is challenging; however, simultaneously it’s a factor that propels us forward. When people discover that we hand-craft elasticised, beaded bra straps, their smiles almost always jump right off their faces! And, as with all startup companies, correct financing structures and cash flow while driving skills training are further challenges. ■ What has contributed to the success of your business? Working with an array of brilliant minds and colourful personalities. Today, Bili grows as the result of a team of splendid South Africans who have contributed individually and collectively. The Craft and Design Institute has been majorly instrumental in bringing Bili into today—and the sharp, enterprising mind and good heart of Andre de Wet as mentor is guiding the business toward its promising future. ■ And how does that future look? Bili Bra Wear is building local and thinking global. The company is developing a Bili Bandeau (strapless bra solution) and applying our signature work to other applications. ■ Any advice for aspiring female entrepreneurs? There’s a success story for everyone. Our advice is to discover,

Creative crafting

Lindsay Fisher, founder and managing member of Bili Bead Wear, says her love for working with her hands and people led to the establishment of a business in beadwear.

work hard, persevere, keep a sense of humour close at hand, and surround yourself with your tribe when the going gets tough. And, of course, take intelligent risks: Bili Bra Wear challenges the orthodoxies to find originality and innovation—and it has worked for us. Check out for stockists or to order Bili Bra Wear online. ■



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BUILDING SAFER CITIES Inside Motorola’s 90 years of innovation—and its plans for advanced mission-critical solutions

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otorola has been a

major leader of the communications revolution, having launched the first commercial handheld cellular phone in 1983. In 2011, it separated into two independent, publicly traded companies: Motorola Mobility Inc. and Motorola Solutions Inc. The latter provides mission-critical communication products and services for enterprise and government customers. Motorola boasts a wide range of accomplishments since being established in 1928. The company celebrated 90 years of innovation at Mission Critical Technologies Africa (MCTA) 2018, with new solutions for both public safety and commercial organisations, leveraging artificial intelligence, and land mobile radio (LMR) and broadband communications for creating a safer society. Motorola Solutions management sat down with Tribe Business Magazine to discuss its pioneering technologies. Today, mission-critical communication is more important than ever before. In times of natural disasters, terrorist attacks, mass demonstrations and increasing violence, public safety organisations need cutting-edge smart public safety solutions for fast and effective action. For the past 90 years, Motorola Solutions has provided customers with robust LMR solutions that are built to remain operational during large-scale events and natural disasters, enabling interoperability between responding agencies. Systems like the company’s Terrestrial Trunked Radio (TETRA) and Project 25 serve as nationwide networks around the world. “Connecting people through technology, particularly during critical moments, has always been

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our mission,” said Tunde Williams, head of marketing for Europe, Middle East and Africa at Motorola Solutions. “Our customers rely heavily on our expertise, services and solutions, trusting our years of experience and innovation.” He added that AI–powered solutions will have a significant impact on public safety: Intelligence augmentation, intelligence platforms and intelligence-as-aservice will be main drivers for the public safety and commercial innovations in the future. The complexity of crime is increasing, and the need for efficient information sharing within and between different agencies has never been greater. With the increasing adoption of body-worn video and the growing number of information sources supporting public safety, a tipping point has been reached. If this valuable data cannot be utilised in real time, public safety organisations risk not knowing that critical piece of information that could change the outcome of an incident. With the next generation of Motorola Solutions’ Si500 body-worn cameras and the new LEX L11 LTE device, the company is presenting purposebuilt devices that help frontline teams perform their best in the


moments that matter. Public Safety Command Centre Software from Motorola Solutions combines a unified, intuitive experience with intelligent capabilities, enabling control room operators to efficiently manage diverse data from an ever increasing number of sources. And the newly acquired end-to-end security platform from Avigilon brings high-quality video and Al– based analytics to public safety and commercial workflows. Other new innovations include the public safety apps suite featuring, for example, the Capture mobile camera app that allows frontline teams to securely capture images, video and audio with a verifiable chain of custody from the moment of capture. At MCTA 2018, Motorola Solutions presented its vision of collaborative public safety and commercial workflows based on dedicated TETRA and LTE broadband devices. In a world with an increasing number of connected devices, Motorola Solutions fosters the development of collaborative solutions because it believes it promotes flexibility, simplifies communications and reduces the risk of complex multipurpose devices. Therefore, the company sees a clear market demand for interconnected devices that support either TETRA or LTE broadband networks, and communicate between themselves and with other equipment around them—creating seamless communications across technologies. A key component of Motorola Solutions’ collaborative solution portfolio is the new LEX L11 Mission Critical LTE device. In addition to offering an advanced end-to-end secure mobile platform, the LEX L11 collaborates seamlessly with other Bluetooth-enabled

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devices as part of a secure personal area network. This collaborative function allows users to get the best of both worlds: for example, users can benefit from the combined coverage of TETRA and Public Safety Broadband networks, or use the LEX L11 as their primary user interface for both TETRA and LTE-based communications. So, where is Motorola Solutions heading in terms of further innovation? “Our focus at Motorola Solutions is communications,” said Williams. “Clearly the landscape has changed on the basis of societal changes. These societal changes have been enabled by technology. Look at what is happening in terms of digital technologies; we are in an era where we have never seen change at the rate it’s happening today. To give you an example: According to the GSMA, by 2020 we will have half a billion mobile connections—that is double what it was in 2016. There is an extremely fast rate of innovation happening in terms of digital technology today, so as a company we are aligning our technology to enable this shift in our customers. “If you look at communication, it is so critical that it can influence life or death. That is why creating a platform that fosters communication all the time is the focus of our innovation. What we are now trying to do is commit that capability with analytics from both sides, by embracing new technologies such as big data and intelligence. Take Africa, for example: We see an increase in crime, we have three of the biggest cities in the world in Africa, and that puts a strain on resources. We cannot continue doing things the way we used to—things have to change. Technology is a big part of this, so we have to make investments in software,” he emphasised. Our country is known for its high

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crime statistics, so the focus lies on public safety. This basically means guaranteed responses and guaranteed action from a network that is reliable when you are in trouble, said Danani Longwe, Motorola Solutions general manager for South Africa. “In the province of Gauteng, where most of our business happens, we’ve engaged with the large metros. To them we are not just a solution but a strategic partner—that’s how we have aligned our business with our customers.” Motorola Solutions is focused on delivering a product that will be top of mind when it comes to public safety. “Over and above the historical engagements we have had that normally involve radio communications, we have taken things a step further and are looking at partnering to shorten response times. How we can better that? And how can we bring back the confidence in safety officials, emergency services, metro police, the South African Police Service? We are establishing a partnership that is growing step by step to a point where I think the level of trust has increased significantly,” Longwe added. The company has made provision for a command centre and software that enables individual workflows to become more effective. “An example of a typical workflow is the police: Someone will put in a call to a dispatcher and that dispatcher is responsible for sending the nearest responders—hopefully, if you do that fast enough, you can resolve the issue safely,” said Williams. “So, technology has a big role to play in that. We are applying individual technologies, and on the front line we also have people who can communicate with the teams. It is a much-specialised technology, which is evolving.

“As a company we want to acknowledge life, and we want to keep these responders safe. What we can do moving forward is start to predict where an incident is going to happen, and this is where big data has a big role. It will ensure we have resources in place to address issues. Technology plays a big role in preventing crime: In a lot of places we have cameras, a lot of times when we investigate we spend hours and hours looking through footage; big data will help reduce that time.” Longwe believed South Africa is an important reference point for the rest of the continent; it is seen as the trendsetter. “One of the battles we have actually won is to get public safety to adhere to a specific standard—nationally standardised communications networks guarantee better communication and best response times when it comes to emergency services and disaster management centres.” Ninety years of innovation is a great milestone, but Motorola Solutions aims to continue its sterling work for another century. “For us, it is a continuous effort,” Longwe iterated. “In this market, it is a question of who is more innovative: how do you best interact with your customer and take their requirements from the current to the future?” Williams added that, “Ninety years means you constantly need to reinvent yourself, to challenge your status quo—and that is something that’s deep-seated in our culture. I think that’s the reason we are still a strong company even after 90 years. It is about looking forward: 90 years of momentum and 90 years of ambition.” ■ Learn more at

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A-HA MOMENT How anthropology can help brands acquire more meaningful insight into the world of their target markets By Claire Denham-Dyson

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n marketing, good insights are

like Fabergé eggs: rare, fascinating and expensive. It’s never advisable to attempt to write a good strategy without a strong insight, and this usually begins with some robust research. As an anthropologist in businessto-business marketing, I work with people in businesses. I spend hours with decision-makers in the B2B world; speaking to them about their challenges, what they love doing and why they do it. I also observe their workplaces, how they engage with products, and the social dynamics between our client (salespeople) and their client (the ‘buyer’). As someone who has been in research for most of her life, it’s scary to admit that for a long time I struggled with the concept of an ‘insight’. People always seemed to describe ‘insight’ in vague terms, with obscure and wistful references to ‘truth’ and ‘feeling’. This was a culture shock from the cosy rigidity of the academic world. When I

entered marketing, I learnt that the insight was valued more than the literature review, the ethical implications of the research question or even the actual research. For the first few months of my career, I was haunted by colleagues (strategists, creatives) who seemed to be obsessed with the insight: an elusive silver bullet that supposedly unlocked the problem we were trying to solve. Never in my academic experience had the word ‘insight’ ever been mentioned! I felt completely out of my depth and as though all my years of study had done nothing to help me understand (nevertheless locate) the intangible insight. Working with great strategists has taught me a lot about insight beating. I use the word ‘beating’ because coming to an insight is a process of pain, growth and discomfort. There’s a lot of content on the web about what an insight is, but very little of it explains how you get to one, or just how daunting the task can be.

As anthropology is a descriptive human science that uses detail and subjectivity to understand people, culture or dynamics, we tend not to be prescriptive in the way we talk or write about others and ourselves in their world. All this research and information puts anthropologists like me in a great position to illuminate the world of the target market. It helps me communicate to strategists and creatives what’s important to these people, and what they deal with daily. However, even the greatest researcher can be useless if they can’t distil their work and understand how to leverage all this information. This is where the insight becomes important.


There are many types of insights. There are psychological insights that reference what people are feeling on an unspoken but emotional or psychological level; there are cultural insights that dictate why certain rituals, practices or social norms have come to have influence and power; and there are behavioural insights that provide a compelling understanding into why and how people do the things they do. This list is not exhaustive, nor are the types or kinds of insights closed. As most of the human world, they are messy and can overlap or reference more than one aspect of human existence. Remember that what you came to find will greatly influence what you perceive.


You need to spend time in the field. As an anthropologist, I’ll be the first to tell you that you need to get in front of your target market if you want to understand how they work. You need to go into the field and speak to people, ask difficult questions and shadow them. You need to be a stalker, an empath and incredibly curious and detail-oriented. The discipline of

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anthropology teaches you to immerse yourself deeply in the world of the target market—this means using all your senses (and there are many more than five) to become present. Document everything.


After the many hours immersed in your target’s world, collecting ‘thick or rich’ data and compiling archives of transcriptions, photos and maps, you can begin to work with and ‘sensemake’ the data. Sensemaking is a fancy term for trying to understand the way the world works for the consumer. This means a second immersion—but this time, you must go deep into your data. This second immersion into the data should allow you to access fragments of knowledge, important moments, meaningful or interesting observations, and times when you felt confused or emotional. An important part of this is understanding how your subjective perspectives are part of the sensemaking process and digging deeper into why both your target market and you felt the way you did.


This part is incredibly difficult and requires an ability to locate contradictory or compelling tensions. It often involves a room full of heads and long sessions of ‘insight beating’ to finally come upon the sentence that seems to sum up everything and explain the reason this tension exists. This can take ages, but you should be willing to pick up and drop ideas until you feel yourself seeing the bigger picture. It sounds crazy, but often you know you have an insight when you literally feel it. An insight is just

a new perspective, and there’s a feeling that comes along with acknowledging something new. You should feel that ‘a-ha’, that tiny surge of positivity or optimism in your body that clicks the argument into place. Sometimes the insight can emerge in the field; it’s even possible that a participant can word it so perfectly that you can’t explain it any other way. But in marketing, and especially in B2B marketing, these ‘insights’ can be hidden in plain sight because we believe people are rational when it comes to B2B decisions. While some of the things they consider are rational, even things like price are highly emotional in business.



Once you finally have the insight (after probably much blood, sweat and tears), you can now backtrack and build up the stories that got you to your insight. This should involve using evidence (quotes, images, stories or observations) to lay out the landscape and set up the tension through contradictory or deepening information (it’s not knowledge just yet). Then, you should be able to speak about your finding—this is the tension put into words. It describes and isolates the problem. Finally, this should set you up to reveal the insight. The insight should solve the tension. It should explain what people are feeling or saying, or being motivated by on a very deep level. It should provide a new, informed and vigorous angle on the problem. At this point, you have shared knowledge. You have taken a lot of information, unpacked and challenged it, and then you have synthesised it in such a way that has a purpose.

Whatever industry you work in, being insightful is as valuable as having experience. If you can be comfortable in the diversity of experiences people have, you will be well-poised to shape and locate insights. Within our vast continent, there’s a wealth of insights waiting to be uncovered and leveraged in meaningful ways. With a strong insight, a campaign can go from being a communication effort to a truly reciprocal experience for both the buyer and the brand. Brands evolve when they truly understand their market. Equipped with a good insight, you can help your client solve a real problem that often has nothing to do with the product, but everything to do with the buyer’s world. Unsurprisingly, highly connected buyers are the most valuable ones. ■

■ Claire Denham-Dyson is the head anthropologist at Demographica, a private digital marketing company that provides effective, measurable and saleable means of ensuring a brand’s advertising message gets delivered to its targeted market.

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FINDING THE RIGHT FIT How to recruit in the digital world of the 21st century and avoid high employee turnover

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s the global workforce adapts to the needs of the Fourth Industrial Revolution, so too must the teams who seek out talent embrace technology to sharpen their focus and aid them in acquiring the right talent. Here are four 21st century solutions that can help talent acquisition specialists in South Africa make better searching and hiring decisions in the digital world. 1. USE TECHNOLOGY TO DELVE DEEPER, FASTER.

High employee turnover is a risk for any South African business, and the current lack of formal screening systems is a big contributing factor. Identity verification is also an often onerous task that requires candidates to submit reams of detail and visit offsite locations to complete the process. Local tech innovator MyImprint aims to change this by giving businesses and individuals the

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ability to run criminal and identity verifications via a user-friendly online portal, using only an ID number as reference. MyImprint is the first business of its kind to innovate a digital consent verification system in South Africa, making it a completely paperless system from start to finish. Through a strategic partnership with Jetline, MyImprint offers fingerprintcapture terminals across the country. No bookings are required, and the fingerprints are crossreferenced with the SA Police Service and Department of Home Affairs. Using ultra-secure digital consent, fingerprints can be used to verify someone’s criminal and identity status simply by registering on Once fingerprints are captured, companies can schedule continuous verifications at regular, predetermined intervals to continually assess the status of employees’ identity and potential criminal records.

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MyImprint can be used by professionals within any industry: from recruiters and human resource managers to educators and healthcare providers. But the service isn’t just for corporates; individuals, too, can request verifications. Homeowners now have the ability to easily confirm identities and check the criminal records of any employee or contractor who enters their home, and the company’s marketplace model allows them to log in and pay for verifications on an ad-hoc basis. As approved reseller of Afiswitch, every MyImprint verification is extremely accurate and secure. With over 15 years’ experience in the verification, software engineering and technology industry, the MyImprint team has put together a powerful offering that all South Africans can use to safeguard themselves and their businesses.


It’s difficult to pose a question in a job interview that will demonstrate what someone will actually contribute when called upon. In industries where creativity, quick thinking and abstraction are key, consider engaging candidates in


action interviews. Set up a mock meeting focused on solving a problem. It’s a great way to test candidates’ levels of participation, listening and processing ability, as well as the quality of discussion they engage in and the ideas they generate—and whether they generate anything at all. If customer service is a key component of the job, have your in-house experts play out realistic scenarios from opposite ends of the spectrum and see how the candidate responds. Discussing the handling of customer service issues and actually handling them are two very different things. If conceptualising new ideas is the aim of the role, have the candidate and the interviewers’ role-play with a hypothetical product or service, relevant to the industry in question. Asking everyone to start with “What if we…” and then suggesting a new approach or improvement tests the candidate’s ability to conceptualise—and it’s a great way to test his or her knowledge of your company and the industry.


As bandwidth access improves in South Africa, the popularity of video sharing is on the rise; video is a great way to illustrate workplace culture, easily share industry information, and engage potential candidates. While many companies still rely on traditional job advertisements and interview processes, using video could give your organisation the edge in recruiting. Using video also plays to the strengths of ‘social recruiting’: the use of social networks to source candidates. Since up to 93% of communication is non-verbal, body language plays a key role in conversation, and as a result the popularity of video conferencing is on the rise, with companies demonstrating that it improves meeting efficiency and prevents

miscommunications by enabling teams to see one another. A recent survey on illustrated the productivity benefits of video calling, with 89% of respondents saying that videoconferencing reduces time taken to complete projects or tasks. Ninety-eight percent of respondents also said videoconferencing helps with relationship building, both inside and outside the company. So why wouldn’t you conduct a recruitment interview this way, if the candidate is in a different location? Videoconferencing interviews are recordable and shareable, making it easier to get input from a distributed hiring team.


An Entelo report on recruiting trends in the United States showed that this year it was expected that 62% of companies planned to invest in AI technology for recruiting purposes. IBM’s Watson platform removes the unconscious bias many hiring managers inadvertently display in questions posed to candidates during the live interview process, by continuously looking for indicators that would suggest a positive fit for the candidate—and then presenting the interviewer with questions that focus solely on performance success. US–based Beamery treats candidates like potential customers, with a customer relationship management–type application. The AI and machine-learning elements of its platform help sort through candidates to suggest the ones best suited, and even monitors their behaviour to suggest when may be the best time to reach out to them. Not that any of this negates the role of the acquisition team in the recruitment process, but rather, the harnessing of AI will deepen expertise, build stronger candidate relationships and help them become even more trusted advisers to the business. ■

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The global explosion of interest in wellness has now spread to business conferencing


anté Wellness Retreat & Spa in the

Franschhoek valley is literally bringing health and wellness to the boardroom table. By holding a conference, event or meeting at Santé’s Business Forum, organisers and delegates enter a world of sanctuary, serenity and health. They will benefit not only from world-class facilities but also honestly healthy cuisine, proudly prepared without sugar, dairy or gluten. Sante’s CEO and co-owner Ingrid Hindle says this new approach pays off in terms of effect and memorability. “By having a healthy conference or meeting, everyone is given a boost—by both the food and the environment—and this leads to more creativity, more sharp thinking and more

enthusiasm all round. It turns the event into something special, and far more appealing.” Healthy and destressed delegates can really help make the conference far more effective with participants punching way above their weight. “At Santé, we have found that our guests really benefit from being able to eat our exquisite and delicious food because it keeps them feeling invigorated and alert all day.” The Santé Business Forum can accommodate up to 120 guests with four well-appointed breakaway meeting rooms of varying sizes. It is fully equipped and offers a private restaurant and bar, with both indoor and outdoor seating areas. As well as the delicious and healthy menu options available at Santé, business guests may participate in yoga and all that’s on offer in the Day Spa. ■

WHAT ELSE IS ON OFFER AT SANTÉ? ACCOMMODATION: Includes 10 retreat suites, 20 spa suites and a Deluxe Retreat Suite. Uncomplicated and serene luxury, generous hospitality and friendly service combine with delicious and honestly healthy cuisine. DAY SPA: Facilities include steam rooms, hydrotherapy and vinotherapy baths, saunas, an indoor heated pool and Jacuzzi, a magical labyrinth and a fitness centre. There is an extensive spa menu that includes four speciality packages—Healthy Ageing, Detox, Rejuvenate and Relax. FOOD AND NUTRITION: Believing that nutritious food is the foundation of health, Santé offers nourishment through great cuisine. Menus are designed by executive chef Terrence Ford, and feature fresh ingredients

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from the Santé kitchen garden, local biodynamic farmers and suppliers. HEALTH OPTIMISING: Hi-tech medical technologies (some are the first in Africa), including some within the fields of quantum and energy medicine, are directed by Health Tech Sciences in Norway. Understanding through all-encompassing medical assessments where cellular, tissue and organ imbalances and dysfunction occur, and what the underlying trigger and causative factors are. BIO ENERGY: Drawing upon ancient philosophies, this combines the attributes and properties of magnetic fields, colour, light and crystals with modern science. Healing takes place

through the intervention of using electromagnetic waveforms to stimulate the body’s natural healing. WELLNESS PACKAGES: The Santé team and experts have designed a range of packages that help with stress, detoxing, rejuvenation, longevity and reaching one’s ideal weight. EXERCISE AND FITNESS: A variety of activities are offered including daily yoga classes, personal training and both group and personal yoga (one-on-one), guided early morning walks and mountain biking, and the chance to walk the Santé labyrinth. For more information, go to

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PERFECTION DISTILLED How Autograph Gin is adding its own flavour to the local and international spirits industry


hen Anthony Norton initially became interested in producing a gin brand, he started doing some research. “I discovered a fascinating history behind the product that went back all the way to the medieval monks who first experimented with early versions of gin.” Now he and distiller Matt Beech are sharing with the world their own handcrafted creation: Autograph Gin. Norton is an experienced lawyer and one of South Africa’s most sought-after legal representatives. Gin isn’t his first liquor business—he has a history of creating successful boutique alcohol brands. At only 21-years-old, Beech is South Africa’s youngest distiller and a trained mixologist. He learnt his trade under the ‘Godfather’ of craft gin, Roger Jorgenson. The new brand signifies the African Dry. As Beech explains, “Autograph is essentially a London Dry recipe that took a twist when we sat down to taste once the first batch was complete. We tried to make a London Dry and ended up with an African Dry! It’s a bit of an evolution in the history of gin, as the Western Cape (and southern Africa) is starting to develop its

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own style of gin making, with its own nuances such as our unique plant life and citruses guiding us along.” He adds, “We wrote a London Dry recipe based on an African garden.” This garden is right outside the distillery’s doors—almost all the botanicals are grown on site at Autograph Gin’s home in Stellenbosch. It’s no coincidence that this historic area (an old entrance to the town that was named in 1881 after Daniel Bosman, who ran a brandy distillery on the site) was chosen to be the home for the brand in its entirety. Autograph required the perfect spot for everything to do with its craft gin: from the botanicals grown in the yard, to Zoëy the pot still (named after Beech’s sister), to the beautifully appointed bar and lounge space that welcomes guests for tours, tastings and after-hours drinks. The home of Autograph Gin is also a showcase for the gin itself. With its distinctive copper design, both the tube and the bottle tell gin’s rich history through an inspired illustrative narrative. The brainchild of creative director Brandt Botes of Old Friends Young Talent, he cleverly translated the story of gin that gripped Norton from the get-go. “There are pivotal moments in the evolution of gin:

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for example, during the period of the so-called Black Death plague, doctors wore duckbill masks filled with juniper in the hope that this would ward it off. This rich history was really the inspiration for the Autograph brand—telling the story of the evolution and development of gin over the centuries,” Norton explains. It was this desire to cultivate a brand rooted in gin’s antiquity, but one that encapsulated the dynamic and creative evolution of the product too, that has garnered industry acclaim. Autograph Gin won a Loerie Advertising Award in August 2018 for its innovative packaging and design. In the following month came further success—this time for the spirit inside the bottle. On 29 September 2018 at the Michelangelo International Wine and Spirits Awards in Cape Town, Autograph Gin was awarded the Top Scoring Craft Gin of 2018 and received the Distillique Craft Gin Trophy. “We were delighted with the award,

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and it was great encouragement for our entire team that we were on the right path in developing our gin products,” says Norton. “We always believed we had a fantastic gin, but it was important to receive confirmation from a very important source like the Michelangelo International Wine and Spirits Awards.”

A DRINK WITH MATT BEECH ■ Why gin distilling? I got into it with a little bit of skill, a lot of luck and some family guidance. I was working as a cocktail barman, doing my time on the Cape Town scene, building my palate and honestly just enjoying the theatre and chaos of the bar. When my dad’s partner mentioned something about making gin, I jumped at the opportunity (what barman wouldn’t want their own spirit?) and met with the directors of Autograph Gin. Soon after, I found myself working with and being

mentored by Roger Jorgenson. ■ What’s your connection to the brand? To me, Autograph Gin is an ongoing project, and not just one thing but many things. It’s the distillery itself, its Zoëy our pot still (the heart of the shop) and the people involved. We’re a little family unit, a team that comes together to make it all possible. The brand is amazing, the spirits are great, and the packaging is beautiful—but to me, Autograph Gin is those who’re involved; it’s each and every individual member of the team, from sales to management to the guys on the bottling line. ■ What’s your five-year plan? I’m looking forward to pushing the brand into different realms and helping educate people about our unique African Dry gin that’s all about quality over quantity. In the interim, I want to keep experimenting with exciting new styles of gin and distillation.

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■ The evolution of gin in Africa has become quite rapid, making it one of the most popular alcoholic drinks. How is Autograph catering to its African market? We are currently working on a number of new recipes to launch in the new year. In doing so, we want to stay true to our ethos, which is to produce gin recipes that are based on only natural botanicals and underlying base spirits. We do not use any synthetic products or food colourants in our gin, nor do we use freeze-dried botanicals; we source all of our botanicals (apart from the juniper berries, which we import) from our own garden nurseries. We’re looking forward to introducing some exciting new recipes that will enhance the taste and sensory experience of all those who enjoy drinking gin. ■ Looking to the future? We are a young, dynamic brand and we will constantly be looking to introduce new and innovative brands into the market and hopefully develop a loyal following for our brand. Keep your eyes peeled for our new Pink Gin. It’s not your usual floral, pretty pink


drink. It’s dry, robust and refined— definitely a new look at the pink trend.

CHEERS TO ANTHONY NORTON ■ With over 20 years of law experience, you’re one of South Africa’s finest lawyers—what made you branch out into the gin market? I’ve always had an interest in producing boutique alcohol brands, and previously produced limited edition red wines and sparkling wines under the Nortons brand. The gin market appealed to me because of its colourful history and the vibrant and creative nature of the gin market, which allows for lots of innovation and creativity in producing new brands.

■ What does Autograph mean to you? When it comes to Autograph, I feel a little like a fawning parent over a newborn child! We developed the brand over a twoyear period, working very closely with a creative agency in Cape Town, as well as trying to refine the product formulation with one of the doyens of the gin world, together with our distiller Matt Beech. Every bit of progress we achieve with the brand is a little like those initial first steps that one celebrates with a new child—and as the child develops and grows, you walk every step together with them. It has been a wonderful yet challenging experience, but immensely rewarding at the same time. ■ What are some of the challenges/opportunities that you have encountered by investing in alcohol in modernday South Africa? There are a number of significant challenges. One has to secure distribution channels for one’s brand, which is not easy if you’re a relatively small brand; and secondly, one has to persuade retailers to stock your brand in circumstances where there are multiple gin brands being sold in the market and new brands coming onto the market on a regular basis. It’s not easy competing with well-established brands of multinational companies, particularly when one can’t afford the advertising and trade incentives of the big players. ■ A word for investors? While the alcohol industry offers entrepreneurs interesting opportunities, it’s not for the faint-hearted and carries with it significant financial risk. The decision to invest in the industry needs to be made with one’s eyes open. ■

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FOR PEOPLE AND PLANET Why innovations in green technology are critical to the well-being of future generations By Chani Macauley

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he late John McCain once said: “Suppose that climate change is not real and all we do is adopt green technologies, which our economy and our technology is perfectly capable of. Then all we’ve done is given our kids a cleaner world.” Our lives have become dependent on continuous advancements in technology in areas such as food production, agriculture, travel and transport, lifestyle, construction, infrastructure, mobile and ICT, among others. We seek out disruptive innovation, the ‘next big thing’, that will make our lives ever more comfortable and convenient. In producing and utilising this tech, however, we need to be able to sustain society and preserve our environment for future generations. As cities grow larger to 05 0

WHAT IS GREEN TECHNOLOGY? Green technology (also called clean technology or environmental technology) is described as technology used with the intention to mitigate or reverse the effects of human activity on the environment. According to, the goals that inform developments in this rapidly growing field include: ■ Sustainability—meeting the needs of society in ways that can continue without damage or depletion of natural resources, meeting society’s present needs without compromising the ability of future generations to meet their own needs. ■ ‘Cradle to cradle’ design—ending the ‘cradle to grave’ cycle of manufactured products, by creating products that can be fully reclaimed or reused. ■ Source reduction—reducing waste and pollution by changing patterns of production and consumption. ■ Innovation—developing alternatives to technologies, whether fossil fuel or chemical intensive agriculture, that have been demonstrated to damage health and the environment. ■ Viability—creating a centre of economic activity around technologies and products that benefit the environment, speeding their implementation and creating new careers that genuinely protect the planet.

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accommodate burgeoning populations, buildings need to become more cost- and energyefficient with green construction methods and materials; transport systems should be upgraded with better public options that are also fuel-efficient, and more bike lanes introduced; while urban areas require water management and drainage systems, low-irrigation landscaping and power from renewable energy sources. Awareness, improved policies and development would go a long way toward supporting the local green technology sector. Furthermore, an increase in public-private partnerships and investments can positively contribute to stimulating innovation and technology transfer and in areas such as: ■S ustainable energy, to continue efforts to harvest potential

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natural energy sources to produce energy without degrading the environment. ■ Agriculture technology, to avoid environmental degradation in agricultural processes. ■ Industrial automation, to develop industrial processes that are environmentally friendly. ■ Information and communication technologies, to create and utilise environmentally friendly, recyclable electronic and computer components. ■ Food processing, to avoid carbon emissions and environmental degradation in all food packaging processes, and to eliminate poisonous content in food. ■ Potable water, to filter used water and seawater on a large scale through green processes without environmental degradation. ■ Consumer products, to produce a variety of new-generation

items that do not degrade the environment in either manufacturing or packaging. ■ Automobiles, to increase efforts in research and production of energy-efficient, zero-emission vehicles using renewable energy processes. ■ Construction, to build environmentally friendly, energy-efficient ‘smart’ buildings. ■ Education, to promote the use of green technology in all education services. ■ Health, to encourage and promote the use of green technology and green processes in all health and medical services. ■ Aircraft space and travel, to encourage and promote the use of green energy and materials as well as environmentally friendly processes in air and space travel.

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Despite a few promising innovations in South Africa, the green technology sector is still lagging, stymied by various complexities. According to Francois Malan, a director at Stellenergy and executive director of products at Savant Technology Incubator, the main challenges for innovation in specifically renewable energy solutions have been costs and lack of investments. “The costs are higher for renewable energy compared to non-renewable—in comparison with coal-based power generation, specifically. Innovative technologies that can provide more

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cost-competitive solutions will be key.” He adds that investment from venture capital is low for hardware and science-based technologies, as most venture capitalists are likelier to invest in later-stage projects that have zero technology risk and that can generate revenue. Other barriers hindering the development of new green technology include: uncertainty about the future of Renewable Energy Independent Power Producer Programme (REIPP) projects; availability of project finance and interest from international project developers; and funding support for the local

development of clean technology, especially at the later stages of development and commercial proof-of-concept, before commercial investors or project financiers get involved, says Malan. Brandon Paschal, incubation manager at tech incubator LaunchLab, highlights limited resources; lack of proactive, forward-thinking policies; and intervention initiatives as the main contributors to the innovation lag. “Our resources are limited. We need impactful and sustainable solutions that are forwardlooking—with the view that resources like water, energy and

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promote future employability and quality-of-life. Paschal adds that the current model for clean technology is labour-intensive, and there’s room for skills development in green jobs—not in the fossil fuel economy. Technology transfer plays a key role, as universities are at the forefront of producing green innovations that are mostly funded by the government; he cautions, however, that the red tape and reporting on the funding can be cumbersome. Thanks to South Africa’s technology innovation, entrepreneurial spirit and business support opportunities, the local green tech landscape holds much promise. Savant’s vision is to continue to focus on solar power generation projects and commercialisation, foster a thriving green sector and continue to build sustainable technology businesses that are internationally scalable and that contribute to a sustainable society. “Savant is always on the lookout for innovative technologies that solve real problems, have a competitive

advantage through its intellectual property—formal or informal— and have large market appeal,” says Malan. LaunchLab works closely with its innovation partners and will continue to do so, the incubator also recently launched Makerspace, to facilitate prototyping and experimentation where engineers, designers and creatives can collaborate to produce products and solutions. “We support clean technology innovators, inventors and green entrepreneurs by enabling an environment that provides them support for commercial success and exposure to our partners. We continue working alongside Innovus, Stellenbosch University’s technology transfer office, to support the university’s commercialised technology entities,” Paschal reveals. Improved government policies can support research and adoption of green technologies, technology transfer, and better educational efforts in promoting the use of this tech in day-to-day life. ■

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GLOBAL CITIZENS Meet the exceptional women who are striving to be part of the great generation to end extreme poverty within our lifetime


n 2 December, Global Citizens from around

the world came together in Jozi to celebrate the life, legacy and unfinished business of Nelson Mandela at the Global Citizen Festival: Mandela 100. Headlined by superstar talent such as Beyoncé & Jay-Z and Cassper Nyovest, the festival also featured world leaders making onstage commitments to help end extreme poverty by 2030. Global Citizen has taken a ‘pop and policy’ approach, working with artists who have the power to reach and inform millions of fans and activists who can call on world leaders to make serious commitments toward ending extreme poverty. Since the first festival in New York in 2012, Global Citizen has grown into one of the largest, most visible platforms for young people around the planet calling on world leaders to honour their responsibilities in achieving the United Nations Sustainable Development Goals and ending extreme poverty by 2030. Global Citizen remains heavily focused on the issue of gender equality. As part thereof, it launched the #SheIsEqual campaign this year. Global Citizen recognises that if we are to achieve a more equitable world, we need governments, corporations and institutions to commit to actions on multiple fronts. Currently, Global Citizen is on track to achieving a $500-million target for SheIsEqual commitments covering areas such as girls’ and women’s nutrition, health, education, sexual reproduction and sexual health. Behind the scenes of the festival is an incredible group of women from around the world who have worked tirelessly and passionately to bring to life the Mandela 100 campaign and December event.

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CHEBET CHIKUMBU Head of Corporate Partnerships, Global Citizen SA

Chebet oversees sponsorship management in South Africa and delivers local campaigns through Global Citizen’s world platform. She has spent her career working in private sector development in diverse industries, with experience in 30 African countries. As a pan-African enthusiast, Chebet is committed to dedicating her 30s to a decade of service for socio-economic transformation on the continent. She is energised about being part of the Global Citizen movement and playing a role in achieving sustainable development outcomes that impact underserved communities. What does it mean to you to be a part of the Global Citizen Festival: Mandela 100? As an African woman, I am deeply encouraged to actively use my voice and my talents through the Global Citizen platform to raise awareness on critical challenges that must be solved so that we can live in a poverty-free world. I am determined to be a change agent for Africa, following the example of Tata Madiba: dedicating his life to serving others for the betterment of our communities, countries and continent. What has been your most memorable moment working in South Africa for the Global Citizen campaign? My most memorable moment to date has been working with one of our corporate partners to build out a co-branded action for a sanitation campaign to eradicate pit latrines by 2020. This action has turned out to be one of our most popular actions to date, with more than 110 000 action takers. This has been truly moving to see how much my fellow South Africans have been invested in rallying behind children’s safety through access to proper toilets in schools.

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Scriptwriter, Global Citizen SA Sibu, owner of creative communications agency Duma Collective, is a young creative with extensive experience in event production, sponsorship acquisition, performance direction and street and social media marketing. Having worked on several live event shows including the SA Music Awards, MetroFM Music Awards and Comedy Central International Comedy Festival—as well as some TV work including SuperSport promos and MTV Base’s Lip Sync Battle—her exposure serves as a good creative spring board for a variety of communications platforms: from linear and digital to stages and experiential events. Sibu has been chosen as one of the Mail & Guardian 200 Young South Africans and The Plug Magazine’s 100 Most Influential People in SA Urban Culture for 2018. What does it mean to you to be a part of the Global Citizen Festival: Mandela 100? For an international event to take notice of the local talent in a territory to which they are new, speaks volumes of the intention to add to the country’s industry development through skills transfer and networking opportunities for locals. Celebrating the legacy of Madiba in his Centenary by utilising skills I had the opportunity to acquire as a result of the freedom for which he and other stalwarts fought is my small way of saying “thank you, Tata”. Every day I am reminded that the Long Walk that Madiba walked to fight for social justice is ours to continue. What has been your most memorable moment working in South Africa for the Global Citizen campaign? Meeting so many people who are so passionate about social justice and achieving the goal of eradicating extreme poverty by 2030 is my greatest takeaway from this event.

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Vice-President of Artist & Talent Relations, Global Citizen In her role, Katie oversees booking artists, hosts and speakers for all Global Citizen’s major events and international development campaigns. She also launched Global Citizen’s year-round ambassador programme, which

designs campaigns on specific issues for artists to champion and drive systemic change to further the mission of ending extreme poverty. Prior to joining Global Citizen, Katie spent seven years working across artist and philanthropist Marc Eckō’s portfolio, which includes lifestyle media platform Complex Media, fashion brands Eckō Ultd and Marc Eckō Cut & Sew, and multiple non-profit organisations.


Business Development Campaigns Manager, Global Citizen Hailing from Philadelphia, Pennsylvania, Allana has an extensive background in the fashion industry. Before making South Africa her home in 2000, she worked her way around the US fashion world. For the past 18 years, she has been focused on telling the story of Africa in innovative ways. She has produced a 14-part series for the US government programme Pepfar, is an advisory board member to the first ever South African Menswear Week, a non-executive board member of the Cape Town Fashion Council (2014–2016), served on the

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board of the Museum of African Design, and contributed to the book African Catwalk by award-winning photojournalist Per-Anders Pettersson. What does it mean to you to be a part of the Global Citizen Festival: Mandela 100? Being part of the festival means I am a part of changing the negative narrative that has plagued the African continent. It is so powerful that Global Citizen is putting the power of impacting policy change in the hands of African citizens.

What has been your most memorable moment working in South Africa for the Global Citizen campaign? My most memorable moment was during our first action journey, watching a whole community in Soweto, young and old, come out of their homes to clean up a dump site that had been laden with trash for so long. I had honestly never witnessed anything like it—and in that very moment I knew that Global Citizen was unlike any movement to hit Africa before.

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Run-of-Show Producer, Global Citizen

LETLHOGONOLO (TLHOGI) NGWATO On-Point Public Relations Account Director, Global Citizen SA Tlhogi is a dynamic communications and public relations professional specialising in the international development sector, and the connection between global issues, new media and innovative communications. She successfully manages relationships with media organisations and effectively navigates government institutions, NGOs and international organisations to meet client needs. She has worked on a wide range of industry and brands including MultiChoice Africa, Audi South Africa, Red Bull South Africa, EY South Africa, OMO South Africa and The Unemployment Insurance Fund.

CAITRIA MAHONEY Chief of Staff, Global Citizen

Caitria joined Global Citizen in this role in 2017, working in the Office of the CEO. Prior to Global Citizen, she served as a segment producer on The 11th Hour with Brian Williams at MSNBC.

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Tina spent the last two decades weathering rained out stadiums, antagonistic customs officers and sexist promoters to become the tour manager for legends like The Roots, Chris Rock, Nicki Minaj and Queen Latifah. She quickly maturated into a logistics and production sorceress for the legendary crew of The Roots, their entire constellation of co-conspirators (Jill Scott, Common, Pharrell) and, subsequently, the world’s grandest arenas and events (Super Bowl to World Cup to NBA All-Star). Having spent 20 years amassing a diverse clientele from inside a profession inundated with males, Tina’s new dedication is empowering women intergenerationally with a broad and multi-dissemination of info and resources. Her platform, DECADES, is a mentorship conference for women of all social backgrounds and orientations that takes shape as music school, homeless drives and concerts, etc.

She began her career working on US President Barack Obama’s 2012 campaign in his Chicago headquarters, and went to work in the White House as a political aide to the President from 2012 to 2017. At the White House, Caitria worked for the deputy senior adviser and later as a special assistant to the President and deputy director in the Office of Political Strategy and Outreach. What does it mean to you to be a part of the Global Citizen Festival: Mandela 100? Being part of the Global Citizen

What does it mean to you to be a part of the Global Citizen Festival: Mandela 100? It’s an amazing opportunity to celebrate one of my heroes and to be able to share it with the Mandela and Sisulu families. Imagine being involved in something you’ve only read about in history books? This is about celebrating our role model who showed what liberation of people looks like. And for that I am so honoured. What has been your most memorable moment working in South Africa for the Global Citizen campaign? Sitting at the Mandela family table for brunch and hearing his grandchildren pontificate in ways I’m sure their family did over the years. Nothing short of amazing.

Festival: Mandela 100 is a privilege; to be able to honour the life and legacy of Nelson Mandela and grow the Global Citizen movement to bring an end to extreme poverty. What has been your most memorable moment working in South Africa for the Global Citizen campaign? The people I have met working in South Africa have been extraordinary. The passion for activism and making real change in the world has been inspiring and contagious to be part of.

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TAARA RANGARAJAN Country Director, Global Citizen SA Taara is currently the country director for the newly opened Global Citizen headquarters in Johannesburg where she works with a strong team of advocates and campaigners to build the first office on the continent. Previously, she served under President Obama at the National Security Council, US Mission to the UN, and at the White House. She served as adviser to former national security adviser Ambassador Susan Rice, handling foreign policy planning, interagency co-ordination and crisis management. What does it mean to you to be a part of the Global Citizen Festival: Mandela 100? I moved to South Africa in April 2018 to help start the Global Citizen Johannesburg office. The relationships working with our young team of campaigners, artists and advocates in support of incredible local organisations like Harambee, Afrika Tikkun, Lalela and Kliptown have been truly inspiring. I am excited to see how our campaigns fighting for equality, access to clean water and sanitation and improved health outcomes continue to grow in the coming years. What has been your most memorable moment working in South Africa for the Global Citizen campaign? The most memorable moment for me was having the honour of visiting with Dr Makaziwe Mandela to discuss how Global Citizen Mandela 100 could do justice to live up to her father’s legacy. She shared personal reflections on Madiba’s love for music and for building community, all while being a fierce advocate for equality. This has been a guiding principle for the work we are doing to build a movement of global citizens in South Africa and around the world.


Senior Marketing Manager, Global Citizen

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Kate has spent the last 10 years helping corporations such as Pernod Ricard and Diageo grow and connect to young audiences through music, culture and technology. She has developed and executed large-scale marketing and communications campaigns, strategic partnerships and live events

across Europe and in Brazil, Cuba, Russia and South Africa. Now, Kate oversees marketing for Global Citizen in Europe where she is passionate about developing and mobilising the advocacy platform’s international movement of activists to drive positive and lasting change in areas that need it most. What does it mean to you to be a part of the Global Citizen Festival: Mandela 100? Our Mandela 100 Festival in South Africa is definitely the biggest campaign we’ve ever produced. It also feels the most special to me personally. Seeing all the artists and hosts come together to support our campaign has been incredible—they’ve inspired fans to take over 4 million actions to achieve the Sustainable Development Goals, which is a record for us! What has been your most memorable moment working in South Africa for the Global Citizen campaign? On a prep trip to Johannesburg last April, I was able to bring one of the headlining artists to visit some of the programmes our campaigning supports. We work yearround campaig for commitments to end hunger, and being able to see some of the nutrition programmes on the ground in Johannesburg was so meaningful. It made all the hard work and long hours feel beyond worth it.

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Global Manager of Strategic Partnerships; Special Events Producer, Global Citizen

Upon graduating, Victoria worked at AEG Live in the marketing and touring department, after which she transitioned to Global Citizen where she leads on partnerships that engage diverse communities. In her producer role, she has led on executive-producing the 2017 Global Citizen Week kick-off event, “Breaking the Silence – Beyond the Dream”, honouring Dr Martin Luther King Jr; as well as the 2018 sold-out events “The Spirit of a Movement” (honouring global movements of the past and present) and “At What Cost?”, an event on criminal justice and bail reform. What does it mean to you to be a part of the Global Citizen Festival: Mandela 100? I remember Madiba once said, “To be free is not merely to cast off one’s chains, but to live in a way that enhances and respects the freedom of others.” It is my hope that through my efforts in producing The Next 100 Summit, and my overall involvement in our Mandela 100 endeavours, I am able to inspire this generation and generations to come to be the change agents they want to see—as Madiba was for us. What has been your most memorable moment working in South Africa for the Global Citizen campaign? Visiting the Harambee Youth Employment Accelerator. I had the opportunity to speak to the scholars about my journey to Global Citizen. After I spoke, they were tasked with reflecting on what they heard. One common thing that was brought up was the importance of sacrifice, and the willpower to keep pushing through, even when things get tough.

WHY THE GLOBAL CITIZEN FESTIVAL: MANDELA 100? The Mandela 100 campaign seeks to mobilise US$1 billion in new commitments for the world’s poorest, with at least 50% to better the lives of women and girls around the world. The December festival was the culmination of a six-month long campaign engaging Global Citizens around the world on seven Global Goals: ■ Poverty (Global Goal 1) – End all forms of poverty everywhere. ■ Zero Hunger (Global Goal 2) – End all forms of hunger and malnutrition. ■ Health (Global Goal 3) – Ensure healthy lives and promote well-being for all at all ages. ■ Education (Global Goal 4) – Ensure every child has access to a quality education. ■ Girls & Women (Global Goal 5) – End all forms of discrimination against women and girls everywhere to ensure that #SheIsEqual. ■ Water & Sanitation (Global Goal 6) – Ensure everyone has access to clean water and sanitation. ■ Life Below Water (Global Goal 14) – Address the threat that plastic pollution poses to the oceans.

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ho said women have to trade their skirt and stilettos for a pair of trousers and trainers to fit in with their male counterparts?” says entrepreneur, power strategist, speaker and author Tatiana Dudyez, who has become known for her compelling heart-centred leadership that inspires other women in business and in life. When her professional career didn’t afford her the fulfilment she was seeking, she sold her multimillion-dollar business and joined Tony Robbins’ Platinum Partnership to network with master teachers and coaches from around the world—this unleashed her inner truth and elevated her life, she says. Dudyez describes the mission of her business, Radiance Groupies Inc., as “mobilising women to dare daily to own more of the woman in businesswoman. My coaching unmasks the unique inner source of a woman’s intrinsic and magnetic power so that she may merge her force with that of her business to experience crazy meaning and crazy joy in her life! Only then can she impact the world with her purpose and create fulfilment with her success.”

You’ve come to be known as an expert in feminine intelligence and gender diversity. Tell us more about your background. I created my life from scratch, according to my own ambitions, values and vision. I’ve faced many powerless moments as a woman in business, and these motivated and inspired my business today. I was born on a

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small French island in the South Pacific and spent the first 10 years of my life there. Those years determined my character as a free-spirited and wild tomboy. After we left the island, I lived around the world. The constant demographic changes meant being exposed to different cultures and creating friendships with people from all walks of life. This enabled me to adapt relatively fast—but, to a certain extent, it also destabilised me. I suffered from eating disorders for seven years as a young adult, which taught me a ton about myself and psychology. I graduated as an interior designer, but I didn’t find passion within that job. I married young, had children young, and stayed home with my two girls for a good 10 years, putting my family first until I could no longer hold back my profound desire to explore my potential. Then it was like an explosion! I went on to build a very successful business in real estate for 15 years, but I sold it to follow my purpose. That real estate business prompted my divorce, which was a strong and defining factor in my success, as I became very defiant to show men I could create success on my own as a single mom. Selling your multimillion-dollar business and joining Tony Robbins’ Platinum Partnership was a huge leap. What has been the most rewarding about that decision? That decision was made within 10 minutes of an event that I’d known nothing about before I attended. It has by far been the most incredible gift I’ve offered myself to elevate my life. It changed everything!

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What is Radiance Groupies Inc. all about? This business is my brand. It’s the passion and purpose I have for women in business. It was born from the suffering and powerlessness I experienced in my life. I teach high-achiever women in business how to merge the warrior within with their unapologetic feminine spirit to maximise their power and performance—to live out their ‘why’. After I liquidated my life in Montreal to pursue my purpose and create this mission, I’ve spent the last four and a half years with the best in the world, learning about coaching and how women get to this point in their lives. Despite their financial success, women remain unfulfilled, exhausted, disconnected from their truth. I’m obsessed with discovering the magnitude and depth of the feminine spirit.

IN THE KRAAL WITH Tatiana Dudyez

FAVOURITE QUOTE? “Success consists of going from failure to failure without loss of enthusiasm.” — Winston Churchill

FAVOURITE HOBBY? “Dancing like a crazy woman!”


CAN’T LIVE WITHOUT…? You believe there’s a warrior in every woman. How do you teach women to maximise their power? I don’t believe there’s a warrior in every woman—only the ones who experience achievement and success through it. A woman maximises her power when she chooses to allow her essence, the feminine spirit, to merge with the warrior; together they create oneness, cohesion and ultimate power. What are the biggest obstacles preventing women from elevating themselves in the business world? What should be their first step toward taking charge of their life? Their limited self-worth; their acceptance of the limitations imposed on them in a patriarchal world; believing their femininity is their weakest link when, in fact, it’s actually their biggest asset. Be open and receptive toward change. Practise self-awareness and self-observance. Commit to elevating your life. What, in your opinion, differentiates a woman from a man in the world of business? How can she succeed? A woman who’s integrated with her energies (warrior and feminine) and connected to her authentic truth: Her extensive and transparently open spirit translates into magnetic influence; her empathetic and nurturing essence is

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“Almond butter, self-love, my connection to Source (God, my team etc.) and laughing.”

YOUR INSPIRATION? “Passion and love.”

compelled to say yes to all that comes her way; her acceptance of flow becomes effortless performance; her light shines for all and creates pure magic in everyone with whom she comes into close proximity… If only women could understand the limitless capacity they have within, they’d create revolutionary change! Which is what I’m trying to start: a revolution of enlightened women, a tribe of authentically powerful women leaders who rise together to change this world and create business on their own terms for the benefit of all. Show your light and your free spirit, your passion to expand. Learn continuously. Be flexible and adaptable—that makes for great leadership that’s not rigid or stuck in the linear approach. Have deep capacity for love and connection, which translates into empathy and inclusion within relationships in the workplace. Your connectedness and

intuitive gifts will allow long term-strategic planning and rational decision making. You no longer have to emulate men in the way you create success. In a world that still insinuates there’s only so much a woman can do, you have clearly managed to defy the odds. What motivated you? I want more… always! I have always been a free spirit who wants to grow, expand and learn. Our limits are self-imposed and part of a conditioning that’s societal and inherited by family. I don’t like authority as a true entrepreneur. And I was given a parent, my dad, who taught me to follow my dreams and my passion for daring to do more. It took me a while to even ‘allow’ myself to follow my truth, and that’s why I’m so driven to show women early on how to connect to their truth, recognise their limiting beliefs and unleash themselves to be who they are meant to be. I’m stubborn, disciplined, resilient and relentless about what I believe in. I possess the courage to be vulnerable, and always bounce back like a cat because I take the lessons and keep going! What is your business philosophy? Any habits that help you maintain a positive mindset? I’m not done until I’ve created what I’ve come to create. Everything I stand for, or teach, I have experienced first-hand. My values are anchored in my life and in my business: transparency, authenticity, integrity, congruence, resilience, courage, love, contribution, to name a few. Everything happens for me, not to me. That mindset and practice through awareness and meditation is everything. You’re about to publish a book—a great achievement! What lessons do you hope to instil in readers? The possibility that a woman can be even more powerful while allowing her truth to be her beacon of light in her life, especially in business. The world needs more of her fullness rather than operating from depletion and scarcity, fears and limits. It’s possible to thrive AND shine, with crazy joy, to have an amazing relationship with your man and be the amazing parent you wish to be—it all starts within! Reconnect with the fullness of your truth and the world is your oyster. ■

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he great Nelson Mandela may

no longer be with us, but his legacy lives on in his grandson, Ndaba Thembekile Zweliyajika. One person can indeed make a difference, Ndaba believes, as he follows in the footsteps of his beloved grandfather and gives voice to the icon’s teachings. “I carry with me the values of my grandfather. I am an African, and I know what it means to be African—and I’m proud of it.” Ndaba is the co-founder of the Africa Rising Foundation, which aims to create a new breed of young Africans who will empower themselves to be at the forefront of development. The world may still perceive Africa as the Dark Continent, but the foundation is shining a light on the



positives and engaging the youth to make an even greater impact. He recently published his book titled: Going to the Mountain: Life Lessons from My Grandfather, Nelson Mandela, gifting the world with the wisdom of Madiba: from freedom and peace, to education, and resistance in the right ways. Tribe Business Magazine found out how Ndaba Mandela and the Africa Rising Foundation intend preparing the new generation to seize the ample opportunities that come with development and a growing economy. Most people know you only as the grandson of the great Nelson Mandela. But what is Ndaba’s background, apart from his lineage? I received a bachelor’s degree from the University of Pretoria in 2008, which majored in political science and international relations. I went on to become a senior political consultant at the Japanese Embassy in Pretoria, after which I joined Investec Asset Management. After a year, I decided to dedicate my time to the founding of Africa Rising and pursuing my socio-economic development ambitions. Congratulations on your book. Being the grandson of one of history’s

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FAVOURITE QUOTE? “To live is to suffer, and to survive is to find meaning within the suffering.” greatest teachers is an honour in itself; which life lesson has had the greatest impact on you? That if a person is taught to hate, a person can be taught to love, because love comes much more naturally to the human condition than hate.

FAVOURITE HOBBIES? “Playing soccer, listening to music and spending weekends with my kids.”

FAVOURITE CITY? As the co-founder and co-chair of the Africa Rising Foundation, tell us how your organisation intends enhancing the development of the continent. It will do so by giving Africans the necessary tools to prepare and encourage them to take the opportunities that come with development and a growing economy. We want to make sure our people benefit more than the multinational corporations that operate presently and those that are still coming in. We want to create a platform for young people everywhere, especially in remote areas and villages, to be technologically savvy in order for them to farm and feed themselves while contributing to the agricultural economy—one of the biggest economies set to grow in the next decade and beyond. What do you feel is the biggest misconception the rest of the world has about Africa? That we have a dark, sad continent with nothing to offer the world. Yet, without Africa the world wouldn’t exist. Africa is like the sun: Everything starts with Africa, from human beings, to plants, to how society is run—this was all learnt and started in Africa. Hence, it’s so important that we as parents— especially of African origin—teach our kids about Africa, and not just leave it up to the schools.


New York City

CAN’T LIVE WITHOUT YOUR…? “Kids and my family.”

MOST TREASURED MOMENT WITH MADIBA? “When he came to my graduation at the University of Pretoria.”

What needs to be done to engage the world and attract investment in Africa? We need to go out there and engage with people, businesses, communities etc. As much as you think people are already doing it, they very much are not. How does Africa Rising contribute toward community development, particularly among the youth? Our foundation teaches children in poor areas about computer coding and programming, and gives them general computer knowledge. We teach and promote household farming

as well as youth involvement in agricultural business, mainly in Umtata, in the Eastern Cape. What incited your passion for raising awareness of HIV/Aids? Both my parents died from HIV/Aids. When my dad passed away, his friend started giving me all this information about HIV/Aids—from its origin, to the causes and so much more. This intrigued me and piqued my interest to learn even more about the disease, as I saw all the damage it’s doing and how it leaves so many families devastated, being the number-one contributor to child-headed households; since it kills women quicker, yet they are the ones who have more responsibility within families to nurture children. I not only realised but knew I had to do something—and so I did. What is your business philosophy? Which key habits help you maintain a positive attitude? Work hard, work smart. Build bridges— teamwork makes the dream work. I surround myself with people who believe in me and are willing to assist me in succeeding. I celebrate the small wins as I go step by step toward the big dream. I’d advise aspiring young entrepreneurs to do the same. What do you hope to achieve in the near future? I’d like to raise more funding and support for the 100 Mandelas leadership project we’re building. One Africa, one People, one Destiny… Together we can achieve anything. When the people of the great continent unite and build strong solidarity with each other, we can begin to build strong and independent nations across the continent. ■

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owing a boat across the

minutes to produce two litres. Two hours’ rowing and an hour’s sleep, 24/7 for 92 days at sea, eventually takes its toll. Sleep deprivation, heavy seas with up to 40-foot swells with breaking caps, and the boat capsizing four times meant we had to be hyper-vigilant at all times; adrenaline levels skyrocketed often. The first roll happened at around 4 a.m. I hadn’t locked down the hatch completely. The boat is designed to self-right, but water poured into our tiny cabin, preventing it from rolling back upright. I was near panic mode, and remember saying to Wayne: “We’re not dying like this!” We embraced, using our combined body weight to favour the swell direction, which righted the boat. In the days to come, the salt water we had laboriously sponged out of the boat would leave its own problems: from a now stinking mattress to, much worse, electrical issues. Two of our three chargers

stopped working, and our navigation lights blew. It was vital that these lights worked in the event of our being caught in a shipping lane. At least we were fortunate that our AIS (Automatic Information System) hadn’t been damaged. We were left with one charger for our satellite phone (but which also played up from time to time). We used Pratley Putty and Prestik to hold the charger in place. All three drogue anchors broke, so we resorted to tying towels to our float line to slow us down in big seas. In an expedition of this magnitude, no matter how meticulous you think you have planned, curveballs can come at you at any time—improvisation is everything. Sleep deprivation wreaks havoc with the mind, but add sensory deprivation to the mix and your mind starts playing crazy games with you… We called the mid-South Atlantic the “blue desert”. One would imagine an ocean full of fish,


tempestuous big seas of the South Atlantic from Cape Town to Rio de Janeiro had never been done. We knew the chances of being rescued were slim, as very few ships ply this route. Two years of planning could not have prepared me and Wayne Robertson for what lay ahead of us. We were going to row 8 100 kilometres on a tight regime. One of us would row for two hours while the other would make food and water, and rest; food consisted of freeze-dried, dehydrated packets, while water had to be boiled on a continuously rocking boat and then added to the food—which then had to cool down to an edible temperature. More often than not, there was insufficient sun to power up the solar panels that charged the deep-cycle batteries in the desalination water maker. This meant going through the laborious task of using the handheld water maker, which would take 40 to 50

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dolphins, whales and birds. But we saw no life for 5 000km of our 8 100km voyage—no fish, birds or even a yacht or a ship; just nothing but blue or green ocean in every direction, as far as the eye could see. I trawled a line with a variety of lures for most of the row and never got one bite! To move my mind out of the crazy, up-and-down nonsense thinking, I’d listen to music (when the sea was calm enough) or do my breathing meditation taught to me by my mind coach, Jeffrey Rink. This helped bring the adrenaline down while increasing serotonin levels. One of the worst times for me was trying to boil water in the early morning hours, pouring it into a bag and waiting for the food to cool down so I could eat, when all I wanted was to sleep. Sleep was often interrupted by violent knock-downs: relatively small swells with breaking white caps that would suddenly double up and smack the side of the boat with a gunshot-like clap. Sometimes sleep isn’t possible at all. That’s when your mind messes with your normal biorhythms. It works overtime, telling you that you need to sleep—and that’s when you simply can’t!


Then, nearing Brazil, just when my spirits began to lift, our worst nightmare began. Suddenly we found ourselves in the shipping lane, where super tankers were moving between the oil rigs along the east coast of the country. Out of 27 potential collisions, seven were exceptionally close. One ship almost hit us while we were crossing the shipping lane. I’ll never forget looking up at around eight stories of bulk mass towering over us! If it hadn’t been for our communication with the vessel, we wouldn’t be here today to tell the story. After that exhilarating arrival, a warm welcome and the bizarre experience of standing on dry land after 92 days, my mind was in a surreal space. Between celebrating, mixing with new friends and trying to get my land legs back, I was occasionally overcome with moments of loneliness and sadness. Once home, this emotion seemed to gain traction. My anxiety levels increased as my adrenaline remained high, while I tried to reflect on what we had gone through. Logic would not prevail; it was rather a sense of disconnection with humanity. “Who could possibly even try to understand this?” I’d think to myself. Even with all the accolades, my loneliness increased. Wayne also experienced these moments. I was diagnosed

with post-traumatic stress disorder and sought psychiatric help. This intervention proved very positive, as I relived a great deal of what had happened, but from a guided psychological and logical perspective. Many people, when faced with a crisis, or sleep and sensory deprivation for lengthy periods, undergo PTSD, yet few are bold enough to talk about it—often to their detriment. When people ask me whether I was scared, I say “Absolutely!” There’s a well-known quote that resonates strongly with me: “True courage is not the absence of fear, but the willingness to proceed in spite of it.” Simon Sinek, in his famous “Start With Why” TED talk, says “people don’t buy WHAT you do, they buy WHY you do it.” I did this row to ignite change via my app called the DOT (Do One Thing) Challenge, which encourages people across the globe to Do One Thing—no matter how small—every day to help save the planet. Sadly, the app didn’t reach completion on the ocean, but that doesn’t mean I’ve given up! The app is now well into the development phase and will be launched, free of charge, to the public in 2019. I truly believe that if you can find the courage to talk about real feelings, and find a purpose beyond just ego, anything is possible. ■

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Nelson Mandela


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rofessional speaker, creative thinker, best-selling author, environmentalist, businessman, entrepreneur. And world surfing champion. Shaun Tomson’s list of epithets is impressive, as is his ability to overcome seemingly insurmountable challenges—both in and out of the water. A native of South Africa and an American citizen, he spent 16 years on the Professional Surfing Tour, winning competitions all over the world and becoming known as one of the 25 most influential surfers of the century and one of the 10 greatest surfers of all time. But Tomson also has a business finance degree from the University of KwaZulu-Natal and and a Master of Science in Leadership from Northeastern University, which he put to good use in founding two multimillion-dollar international apparel ventures: Instinct and Solitude. Not keeping his business and sporting knowledge to himself, he worked in executive positions for some of the foremost companies in the active lifestyle sector, including Patagonia and O’Neill. In addition to all these endeavours, Tomson produced the award-winning documentary film Bustin’ Down the Door, authored the best-selling books Surfer’s Code and The Code and created the children’s

app Surf Creatures. He is also a board member and ambassador for the Surfrider Foundation: the world’s largest environmental group dedicated to protecting the world’s oceans, waves and beaches that have given Tomson so much joy over the years. Now living with his wife Carla and son Luke in Montecito, California, he still finds the time for a quick surf. Tribe Business Magazine was fortunate to have an enlightening conversation with this true champion. � Y ou’re considered one of the 10 greatest surfers of all time, and one of South Africa’s finest sporting heroes. How did it all start? It all started on a beach in Durban. Both my parents loved the beach; my dad was a lifeguard and a swimming champion. In 1946, he was attacked by a shark—it was a very bad attack, but he never ever lost his love for the ocean and was part of a club called Durban Surf. The love and connection my parents had for the ocean really imparted my love for the beach and surfing. � T o what do you attribute your success? Great passion and love for surfing. The very first time I stood up on my little surfboard, I was stoked! That’s

what motivated me to continue wanting to duplicate the feeling. Passion—be it for sport or business—helps you put in the hours, and hard work is about as important as any aspect to enable success. During my surfing career, I was in the water more than anyone else in the world; because of that, I became successful. � H ow did you feel when you became the International Professional Surfers World Champion in 1977? It was an amazing experience to win the world title. South Africa was a small country in the world, and back then surfing was controlled by the Australians, Californians and Hawaiians. It was wonderful to make that mark and to have South Africa emerge on the scene. There were other great surfers at the time, such as Mike Tomson, Jonathan Paarman, Gavin Rudolph and Bruce Jackson. � W hat mark would you want to leave on the world? My goal is to create a positive wave around the world that’s going to inspire everyone to find their purpose. I love helping people find their true purpose: from people in business to young people finding their true path. I like to drop a stone, create a ripple and build a wave.

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IN THE KRAAL WITH Shaun Tomson � H ow were you able to stay focused all the years? I was very focused on selfimprovement. I was always dedicated because being the best I can be was crucial to me. I maintained the excitement to continually get fitter, surfing better, getting the best boards, concentrating on my equipment and strategy. Focus to win was very important, and every wave I took on I wanted to ride better than anyone else in the world, and better than I’d done before. � D escribe your business philosophy. Doing good, doing the right thing even when no one is looking, helping others, being engaged, and connecting with other people. With everything I do, I always paddle back out no matter how bad the wipeout. When you paddle back out, that’s when you find the next wave. � W hat was your motivation for writing The Code: The Power of ‘I Will’? Rincon, my adopted home beach in Santa Barbara, was facing a severe environmental problem. A friend invited a group of students and the media down to the beach to bring awareness to the problem. He asked me to give the students a gift so they would remember the day. At the time, my wife and I had a really cool clothing company called Solitude, but instead of giving them clothing I decided to give them the lessons that surfing had taught me about life—fundamental principles of how to live life and be successful. � A s a former surfing world champion, you have tackled some of the planet’s biggest waves and conquered them. Which one stands out? I’ve had so many great waves, but one wave that I had all by myself at Jeffrey’s Bay was the most remarkable. I got this incredible long, fast, challenging wave as I pulled into

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YOUR MOST SPECIAL MOMENT ON THE BEACH? “With my late son Mathew, in the sacred story circle he created. We sat there and told each other stories for about an hour. That was my best day at the beach.”

CAN’T LIVE WITHOUT…? “My beautiful son Luke and my beautiful wife of 31 years, Carla.”

WHAT DO YOU CONSIDER A RELAXING DAY? “Having great surf in the morning, spending time with my wife, son and our little doggie Buddy, then going home to my wife’s worldfamous rosemary chicken.”

the tube, then realised there were dolphins! They had been riding the wave with me, and jumped right out in front of me and nearly knocked me off my board. This experience connected me to the essence of surfing, which is the exhilaration connecting us to nature. � O ften, we get weighed down by negativity. Are there any habits that have helped you maintain a positive attitude? Gratitude, optimism, hope… My code helps me get out of the mud and get back out there to catch that next wave. I wrote those 12 lines so many years ago, so I encourage everyone to get a piece of paper, sit down and write their 12 lines.

Every line begins with “I WILL”— and that’s your code. � H ave there been any life skills learnt during your surfing career that have helped you become a successful entrepreneur? A tremendous number! Always paddle back out; be resilient and persist no matter the obstacle. As surfers, we’re always excited about that next wave—it instils in you the importance of connecting and watching out for fellow surfers. � H ow do you balance work and play? For many years, surfing was the most important thing to me. It still is, but there’s a balance now. I’ve never really considered what I do as ‘work’; even when I give talks or presentations in Australia, America or South Africa on how surfing has impacted my life, I share my code and have people write their own code to share with one another. During that sharing, I see the engagement and connectivity in that room—and that’s the best job in the world. � I t seems you have a passion for speaking to and motivating others. I love to share what I’ve learnt. We all have this responsibility to share our stories because stories can inspire. I share my perspective and watch it shed light. � A ny additional thoughts? I would love Tribe readers to write their own code and post it on their social media: share it on Facebook, Twitter and Instagram [please tag TRIBE Magazine]. ■ Shaun Tomson is available for keynote presentations at corporate events, seminars, forums, live events, exhibitions and conferences around the world. For further details, check out

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hen I sat down earlier this year with Tim Cook, CEO of Apple, at the company’s new spaceship-like headquarters in Cupertino, California, he stressed the importance of thinking long term about the business. Despite “the 90-day clock” of the investment community, he explained, Apple’s products are based on silicone, on chips, and so the company has to plan “three, four-plus years in advance”. I’ve thought about that conversation a lot, in part because of what it implies: that even for the most valuable company in the world, with the strongest brand in history, long-term today can mean just three years. Wow! If you sometimes feel uneasy about the future of your business or your career, you’re not alone. Opportunities may abound in our modern tech-fuelled economy, but so do uncertainties. With the pace of change continuing to accelerate—data science, artificial intelligence, augmented reality and so much more—the old rules of business no longer apply. And if we’re honest with ourselves, we have to admit that no clear new rules have emerged. We’re on our own. But that doesn’t mean we’re helpless. Because embracing a new approach can help position any of us to thrive in this environment. The question to ask yourself is: Are you a member of Generation Flux? Generation Flux is the term I use to describe forward-thinking and forward0 7 8


acting businesses and businesspeople who deploy the essential skill in today’s economy: adaptability. As Cook told me, “You want to have flexibility until the last minute, to explore.” GenFlux is not defined by chronological age; you can be young or old and belong to this group. What’s required is a mindset of openness, a comfort with being uncomfortable.

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Over the past few years, I’ve worked with leaders at organisations big and small, from innovation icons like Apple and Nike and Spotify, to budding startups. Here are four key lessons that have emerged: Speed matters. The word ‘innovation’ is often used, but true innovation is not a single product or achievement. It’s the ongoing output of a culture of agility, what one CEO I spoke with calls “building a cadence of change inside the organisation”. Few of us are prepared for constant change, but those who are determined to be the initiators of that change—to force others to react to them, as opposed to responding to the moves of others—put themselves in a stronger position to be successful. Youth will be served. The obsession with millennials—and the rise of 30-something billionaires like Mark Zuckerberg—is enough to make anyone exasperated. But make no mistake: We ignore the proclivities and practices of youth at our own peril. Whatever controversies may surround Facebook, it’s the quintessential example of how new, youthful, unexpected perspectives can transform our world. Flux leaders recognise this; they remain focused on their next customer, their next employee, their next partner. They’re always looking ahead. We need each other. Even as technology remakes expectations and industries, the human factor remains more important than ever. The judgment about how resources should be allocated, strategies chosen, talent recruited and retained… this is not the realm of the algorithm. While the job market will surely shift, human skills will remain paramount. Computers are excellent at sifting and


managing certain complex tasks, and as one colleague remarked to me, “Anything that can be done by computer, should be done by computer.” At the same time, there are central needs like collaboration, creativity and ethics that remain firmly and solely human. Or as that same colleague noted, “Whatever should be done by people MUST be done by people.” Mission beats marketing. What does your company stand for? What is your professional purpose? Clear answers to these questions provide the ultimate competitive advantage in the Age of Flux. When you’re being barraged by new stimuli, and change threatens to overwhelm you, how do you (or your business) determine which things to react to in a committed way and which can be safely allowed to pass? Because we can’t react to everything—that brings only panic. And if we react to nothing, that’s called paralysis. What a clear mission provides is a filter on this wave of change, a way to sort, prioritise and focus. It’s the only way to have impact. To be a member of Generation Flux is to be a lifelong learner, willing to look at each day as “day one”, as Amazon’s Jeff Bezos puts it. Nostalgia for the past may be reassuring, but it’s not helpful. Fearlessly jumping into the fray is the only way to build the resilience we all need. ■

■ Robert Safian is the founder and editor-in-chief of The Flux Group, a strategic advisory and media firm dedicated to preparing business for a future that’s approaching faster than ever. Formerly the chief editor of Fast Company and executive editor at Time and Fortune, Safian has interviewed dozens of top business and political leaders, appeared on multiple TV outlets, and delivered keynote speeches on stages around the globe. He can be reached at

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PLANE AND SIMPLE ROBBIE STAMMERS explains phone etiquette for frequent flyers


hank you for flying with us. Please put your seats in the upright position, push up your trays and buckle your seatbelts—we are beginning our descent and will be landing in approximately five minutes,” says the air steward. And out come the cellphones. I’m sure I’m not the only one with this gripe. (There must be enough of us to form a Facebook group at the very least.) Let me introduce the Mile-Sigh Club: those sad individuals who, upon hearing the steward’s intercom instructions, have already grabbed their phones like day-old babies who have cried (on mute) throughout the flight and will now eventually be able to voice their screams. The plane’s wheels lock down and hit terra firma. This is the point at which I chuckle to myself and click my tongue. The saddest part of this tale is that it’s not just one individual clutching and punching at his phone—it’s everyone in spitting distance! The wheels are still turning, the seatbelt light is still on and our plane is still far from mating with its disembarkation tunnel. Yet, here we are, with the majority of the airplane’s population completely and absolutely desperate in their attempts to tap into the closest network as if their lives depended on it. Suddenly the plane comes alive with the sounds of beeps and blips and electronic tunes that remind me of the attacking avians in Alfred Hitchcock’s horror flick, The Birds. I accept that we all have

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moments of self-importance, but unless you’re carrying a beating heart wrapped in ice within your hand luggage, with a crew of surgeons and a transplant patient standing by in the baggage claim area, then you really don’t need to be turning on that damned iPhone in such a hurry! Do you really believe that if you don’t get onto your email or Facebook, Instagram or Twitter accounts immediately—or sooner—another revolution may start in Egypt or nine out of your 210 followers may un-follow you? Do you think during your two-hour flight from Cape Town to Joburg that your office or clients would have had a meltdown of epic proportions? Sorry to say, but that’s extremely unlikely, Obi-Wan. Why, you may ask, does this cellphone obsession infuriate me to such a degree? Possibly because, in some deep recess of my mind, I admit I’m also dying to turn on my phone—but I refuse to follow the herd! Are our lives not already full of bleeping beeps and sensory overloads from the minute we wake up to the moment we close our iPad or laptop and place it on the bedside table? In all honestly, I love the fact that the pilot instructs you to turn off your phone before departure as it may interfere with the cockpit equipment. This should be a ‘sacred’ time to be enjoyed and celebrated—freedom from the rest of the world for a few short hours. Enough time to read a good book, contemplate our navel, or simply nod off after an

exorbitantly expensive dinky of wine and something resembling last week’s chicken (or was that beef?). Imagine the alternate scenario: a planeload of people speaking on their phones for the entire duration of your flight! It would leave you pining for the days when you were greeted by the gent in the seat to your left, saying, “Hi, I’m Eric. I’m in insurance. What do you do?” while he whipped out a wallet full of family photos. I wouldn’t be vaguely surprised to learn that the regulations against using cellular phones on aeroplanes has far more to do with the fact that some clever suits at the Federal Aviation Administration knew it would make flying a living hell for all of us. The prick next to me loudly nattering on his phone about his “huge new deal” all the way to our destination would make me want to smash his face in with my gourmet food foil lid. I bet cellphones don’t really affect navigational instruments at all! So, at the end of the day/flight, all you pathetic jetsetters who can’t abide the thought of a few hours without your phones are a bunch of losers. I remain steadfast in my resolve never to turn on my phone as we hit the tarmac. I will smile at you in pity and make sure I survive phonefree… at least until the baggage claims area. First written for Hamba Kahle travel magazine and used with kind permission. ■

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