Working Papers (Gordon Institute of Business Science (GIBS))

Permanent URI for this collectionhttp://hdl.handle.net/2263/82330

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African agritech: The state of play and potential for prosperity
(Gordon Insititute of Business Science (GIBS), 2025) Saville, A; Fouche, F; Macleod, I; Sihlobo, W; Kapuya, T; Pillay, N
Africa is growing in multiple ways. For starters, the continent’s population is increasing rapidly. An expanding and youthful population presents both challenges and extraordinary opportunities. Growth also applies economically. But that is not universal. While nearly half of the globe’s 20 fastest-growing economies are in Africa, many economies are stuck. In partnership with the GIBS Centre for African Management and Markets (CAMM), DHL Express Sub-Saharan Africa has set about trying to understand how we can make sure that megatrends like growth are harnessed for a better Africa in the future. In this paper, we explore the role of agriculture Growth needs to be fuelled. People and economies rely on ever-increasing productivity from the farming industry. Indeed, innovation has given us greater and greater output per square metre of farmland. However, development has not been uniform. This paper seeks to capture the current landscape of African agriculture, crystallise the most important challenges, and then highlight the most promising solutions. Hearteningly, we found no shortage of centres of excellence that are taking farming to new heights in Africa. Digital technology such as drones and AI are revolutionising everything from fire monitoring to pest control. The burgeoning field of biocontrol is returning the soil and the organisms that live in it to its nourishing best. And novel business models are connecting farmers to distributors and, eventually, consumers in ingenious new ways. Supply chains are adapting as farmers and consumers do the same. I extend my sincere appreciation to the authors of this research paper for their dedication, insight, and scholarly rigour. Their work represents a significant contribution to our understanding of the future of Africa’s agricultural landscape, which is crucial as we brace for growth in the region’s population.
Spaces for dignity: How African businesses and business schools can cultivate regenerative practices that unlock abundance
(Gordon Insititute of Business Science (GIBS), 2025) Phillips, R
Businesses and business schools are at a critical juncture: the need to redefine the value and purpose of management education and that of work has never been more urgent. Businesses can no longer solely focus on creating economic profits. They must also incorporate societal and ecological values so that the future is inclusive and thus sustainable for all. This aligns well with Society 5.0, which entails utilising all technologies and infrastructure to create a sustainable society that contributes to the safety and comfort of individuals. Business schools must equally reassess their function in educating students and partnering with businesses, shifting their focus from producing individuals who are “the best in the world to those who are the best for the world” (Dyllick et al., 2022, p. 32). This paradigm shift from least harm to most good is needed to deliver regenerative outcomes that can advance businesses that relate to community and society in the future. We posit that this shift is not merely a nice-to-have, but an existential necessity for the planet and its inhabitants. The Positive impact rating for business schools: 2022 edition report (Dyllick et al., 2022) reveals that business schools in the Global South, particularly in Africa, are ahead of their Abstract counterparts in the Global North in social consciousness and conscientious practices. This is a pivotal insight, especially given Africa’s fast-growing, youthful population. As this cohort comes of age, they will not only shape the future of Africa, but also wield considerable global influence. How they interpret and act upon their economic and humanitarian responsibilities will have far reaching implications. How will young Africans shape Africa and the world as their viewpoints mature and their influence grows, especially as it pertains to the protection of people’ s dignity and the environment? More importantly, how should they? Consequently, African businesses, African-based businesses, and African business schools have a unique opportunity and a moral obligation to guide this burgeoning leadership. They must foster mindsets that shift from extraction to regeneration, thereby creating spaces for dignity that unlock a connected society’ s abundance and infinite possibilities. In this context, this white paper proposes an approach for such transformation using promising South African case examples of academic-private public-civic partnerships and collaboration.
The leadership assessment centre: A learning launch pad for management development
(Gordon Insititute of Business Science (GIBS), 2025) Moore, A
In an increasing global competitive environment, an organisation’s advantage can come through a variety of different avenues. One of these is through its people, especially managers. While no management position is exactly the same (Whetten & Cameron, 2020), a focus on developing managers’ skills can be a way of organisational differentiation and success (Mathur, 2015). In recognition of the importance of managerial skill development, Jonathan Cook has developed a framework and process called the Leadership Assessment Centre (LAC), initially while at the Graduate School of Business Administration of the University of the Witwatersrand, and subsequently at the Gordon Institute of Business Science (GIBS), the business education arm Importance of managerial skills of the University of Pretoria. The LAC process is designed for participants to practise their management skills in a number of deeply participative simulated management activities, assess their own performance in these activities (on an individual, peer, and facilitated basis) and, on the basis of the feedback, draw up a learning contract that contains the plan for how they will develop the competencies identified. Therefore, this white paper highlights the: Cook (n.d.) received his undergraduate degree in psychology before finishing his master’s in counselling psychology and religious studies. After serving as a community worker and then a psychologist at the National Institute for Personnel Research, since 1990, Cook’s career has been steeped in managerial learning. Initially, he served at the University of the Witwatersrand’s Graduate School of Business Administration as a member of faculty and then director of the Management Development Unit before becoming Academic head. In 2004, Cook moved to GIBS as a senior lecturer and then director, reporting to the Dean on all academic aspects of running the School. Concurrently, he founded Thornhill Associates (www. Jonathan Cook thornhill.co.za), a customised online 360-degree feedback offering that provides information for different levels of management. Since co-founding the African Management Institute (AMI) in 2013, Cook’s focus has been on developing and measuring tailored tools and training to help African business thrive. Based on the principle of practical business and management tools that could be downloaded easily and immediately applied at work, over the years, AMI (2025) has had 45 000 learners across 39 countries on the continent. Thinking behind the LAC; Competency within GIBS that has been developed; and Benefits to both participants and organisations that participate.
Coach supervision in South Africa: Exploring current practice and perceived value
(Gordon Insititute of Business Science (GIBS), 2025) Moore, A; Mbokota, G; Ndletyana, D
Workplace coaching has attracted significant attention over the past three decades as a key personalised learning and development strategy. Research confirms its effectiveness across various work contexts, with coach competence identified as the primary driver of coaching outcomes. This has led to efforts to professionalise coaching, including the establishment of accreditation bodies in South Africa, such as the ICF and COMENSA, whose role is to regulate credentialing and coaching standards. As a result, coach supervision has emerged as an area of study and practice that strives to enhance coaching quality and practitioner development. This white paper explores the state of coach supervision in South Africa through a literature review and qualitative (interview based) research involving key stakeholders – namely, coaches, coach supervisors, learning and development practitioners, and representatives from COMENSA and the ICF-SA Chapter. The study used thematic analysis to interpret the data collected. The findings from the study indicate that coach supervision fosters a reflective and collaborative learning environment. However, its theoretical and practical models remain underdeveloped, and a key barrier to its adoption is a lack of understanding of its value. To address this, professional bodies must align coach supervision standards with the three core areas in which it delivers value – restorative, formative, and normative. Additionally, training providers should design programmes that support these value components to drive the formalisation and adoption of coach supervision. Lastly, a significant amount of work is required from a scholarly perspective to develop appropriate theoretical anchors that will drive effective coach supervision practice.
Developing the board leader: Beyond compliance, to stewardship and leadership development
(Gordon Insititute of Business Science (GIBS), 2025) Du Plessis, W; Fairhurst, K; Wilken, J
Despite having one of the best codes for governance in King IV, South Africa has still experienced numerous corporate failures. What is missing in our holistic understanding of board leadership? What competencies do leaders need to develop to ensure that corporate governance in practice lives up to the promise of our highly regarded codes of governance and legislation? It could be said that in light of recent corporate failures, the pendulum has swung too heavily towards compliance, and therefore boardrooms are missing an ethos of stewardship. Compliance and a narrow shareholder responsibility to “know your business” are simply not enough anymore. Leadership development with a focus on creating a stewardship mindset through interpersonal and intrapersonal leadership competencies is possibly the most powerful framework for board leaders and those in leadership development to consider today
Finding quality data in Africa: Lessons from the field
(Gordon Insititute of Business Science (GIBS), 2025) Barnard, H; Luiz, J; Cooke, F. L
As data becomes more important for decisionmakers, it also becomes increasingly critical to ensure data quality. However, in Africa, getting data can be hard – not to mention getting highquality data. Quantitative data is often outdated or incomplete, and even if data can be found, it is too limited for the intended purpose. Gathering qualitative data is often complicated by local cultural norms and the lack of education of respondents. Experienced scholars from both inside and outside the continent reflect on some of the challenges they experienced seeking to gather data in Africa and share their strategies to help others gather better data.
Sustainability showcase: Unlocking the power of mission-driven businesses
(Gordon Insititute of Business Science(GIBS), 2025) Alexander, K
This whitepaper showcases four organisations, Airothene, Ballast Nedam International Projects, Goby, and River Cleanup, that are successfully integrating sustainability into their operations. These organisations provide examples that can be adapted and scaled by businesses, inspiring you to take more ambitious steps towards sustainability and demonstrate that a meaningful societal shift towards a more sustainable future is achievable. The whitepaper highlights key lessons learned from each organisation, focusing on practical strategies and approaches that businesses can adopt to enhance their own sustainability practices. In essence, this is a ‘state of sustainability’ overview – the whitepaper presents diverse organisations that have engaged in sustainability, with a view to showcasing the range of options for organisations in pursuing SDGs. Furthermore, the whitepaper provides some practical tips to develop innovative solutions within teams and organisations, to embed sustainability into existing businesses
Navigating coaching theory and practice: A guide to using leadership coaching in organisations
(Gordon Insititute of Business Science(GIBS), 2025) Ackermann, R; Reid, A
Coaching is a recently developed discipline originating largely from practice. However, the profession has grown immensely over the last three decades and research in this field and its related fields has become rich and widespread. Research shows that coaching has grown from multiple bodies of knowledge and theoretical practice and that there are a multitude of methodologies, frameworks, techniques, and tools being used in the field of coaching. This paper intends to provide a useful guide to coaches and coaching clients to navigate the use of coaching within the context of leadership development in organisations. The most familiar theoretical influences and approaches, as well as practical models and tools used in leadership development coaching are explored, without proposing that any one approach is better; rather that the particular situation will influence which approach may be more appropriate. This paper is divided into two sections. Section one provides an overarching understanding and overview of coaching theory, covering its intellectual and conceptual foundations, including relevant bodies of knowledge, theories, core principles, common concepts, range of approaches, and ethical considerations. Section two focuses on the practical application of coaching theory, exploring methodologies, frameworks, techniques, potential challenges, and recognised benefits. The practice of coaching was informed by four key bodies of knowledge and its related theories - the social sciences, business and economic sciences, adult learning and change, and traditional Western philosophies and Eastern spiritual influences (Cavanagh et al., 2005). More recently, neuroscience has influenced the coaching body of knowledge significantly (Riddell, 2018). Coaching approaches vary from being focused on skills training on the one end of the spectrum to transformation and transcendence on the other end (Hawkins & Smith, 2007). Evolving perspectives and trends as well as the specific context need to be considered when selecting an approach. Contemporary contextual trends include cross-cultural coaching and the role of artificial intelligence (AI) in coaching. Considerations include challenges surfaced by these trends, ethical matters, and the benefits that coaching provides. Dependent on their theoretical affinity and training, coaches will make certain choices about how they practise coaching. Coaches will reflect the body of knowledge they locate themselves in, the theories that inform their coaching style, the models and tools they select for their coaching processes, and the techniques they use in coaching. The authors suggest that coaches need to be able to highlight the necessary and essential training and experience they received in core competencies and principles of coaching, and also be able to indicate the intentional choices they made in theoretical training as well as their choices related to practical application. Transparency in being able to clearly communicate their coaching practice and its underlying theory allow for informed buyer choice and a clear alignment to client needs, which will continue to build the coaching profession.
Enhancing enterprise and supplier development ecosystem
(Gordon Institute of Business Science, 2024) Myers, Kerrin; Cabot-Alletzhauser, Anne; Khosa, Amanda; Mamabolo, Anastacia
It is often said that South Africa’s future depends on the ability of small, medium and micro enterprises (SMMEs) to grow. SMMEs can be instrumental in driving competitiveness, economic development, and job creation. They can also play a central role in providing the innovation necessary for communities and environments to thrive sustainably. Moreover, a flourishing SMME sector can be the catalyst for transformation. Across the world, entrepreneurial ecosystems have been demonstrated to play an important role in entrepreneurial development. An entrepreneurial ecosystem is defined as “a community of multiple coevolving stakeholders that provides a supportive environment for new venture creations within a region” (Cao and Shi, 2021, p. 75). Enterprise and supplier development (ESD) programmes have gained increasing attention as vehicles that support the growth and sustainability of small and growing enterprises or the SMME sector in South Africa. ESD is fuelled by legislation such as the Broad-Based Black Economic Empowerment Act of 2003 and the Constitution of South Africa (1996), and transformation and inclusion remain its main objectives. The B-BBEE Commission (2022) points out that effective ESD programmes can drive job creation, particularly for the youth, and economic growth by strengthening local supply chains. However, despite a variety of measures having been put in place to develop the SMME sector in South Africa and ESD programmes being valued at between R20 billion and R30 billion per annum, the impact of such programmes in terms of developing the country’s entrepreneurial capacity and capabilities remains uncertain. We would like to thank the 41 members of the ESD ecosystem for giving us their time, Edge Growth for their funding support, and Dr Lusapho Njenge for his helpful comments on earlier drafts of this White Paper.
Second to none: Second cities and next cities as Africa's engine of prosperity
(DHL & Gordon Institute of Business Science, 2024) Saville, Adrian; Fouche, Francois; Macleod, Ian; White, Lyal; Pillay, Nerissa
Cities are already the locus of 80% of global GDP and home to more than half of the world’s population. Further, the United Nations (UN) anticipates that the world’s urban population will grow to 6.7 billion in 2050 from a base of just 4.2 billion in 2018, with close to 90% of this increase taking place in Asia and Africa. This means populations across major cities will grow at unprecedented rates. But it is not just capitals and megacities that face great challenges and opportunities. Often overshadowed by their more renowned counterparts, the multitude of smaller cities are poised to play a critical role in the unfolding demographic shift. Second cities provide a cultural and economic bridge between rural areas and big cities. They are often levers for regional and global trade. In the African context, the narrative of urbanisation is rapidly evolving, with second cities emerging as dynamic hubs of innovation, opportunity, and resilience. Africa’s second cities embody a rich tapestry of diversity, reflecting the continent’s multifaceted identity and historical legacy. From vital logistics and shipping hubs like Mozambique’s Beira, to the academic centre that is Rabat in Morocco, to the Democratic Republic of the Congo’s mining fulcrum of Lubumbashi and the tourism gem in South Africa’s crown that is Cape Town, second cities take a multitude of forms, while sharing important traits. In partnership with the GIBS Centre for African Management and Markets (CAMM), DHL Express SSA has embarked on this research paper to understand the complexities of and opportunities that lie in these urban centres across sub-Saharan Africa. The paper captures the unique potential for Africa’s second cities to take advantage of the so-called demographic dividend and generate prosperity for the continent. This paper rounds out with a selection of evidence-based approaches that business leaders and policymakers can wield to address the challenges that second cities face and, indeed, FOREWORD leverage powerful demographic, social and economic forces to build a better continent for tomorrow. I extend my sincere appreciation to the authors of this research paper for their dedication, insight, and scholarly rigour. Their work represents a significant contribution to our understanding of Africa’s urban landscape, laying the groundwork for further analysis and action. This paper is designed to open dialogue, collaboration, and positive change, inspiring us to unlock the full potential of Africa’s second cities.
Shifting tidewinds: The implication of CBAM in SA and Kenya
(Gordon Institute of Business Science, 2024) Alexander, Kelly; Tanya, Dos Santos-Ford; Mumbai Maria, Wachira
African enterprises are accustomed to complexity, volatility and the challenges of doing business on the continent. Yet for many, the Carbon Border Adjustment Mechanism (CBAM) – a European Union (EU) policy aiming to prevent carbon leakage, with the intention to mitigate climate change, feels like a bridge too far. Following several interviews in Kenya and South Africa, this whitepaper briefly explains CBAM, before exploring the implications of the policy for African countries and businesses. Examining the potential effects of CBAM in South Africa and Kenya – and for the continent more broadly - raises several issues. Questions of hypocrisy, power, responsibility and whether the ultimate aim of reduced carbon emissions will be effectively accomplished, are explored. Finally, the paper also considers the opportunities for new trade and manufacturing relationships across the continent and with non-EU countries, and positions the policy in the context of the ‘just transition.
South Africa's fresh fruit industry: Optimising export performance and securing sustainable exporter-importer relationships
(Gordon Institute of Business Science, 2023) Petzer, Daniël Johannes; Matthee, M.; Kuhn, Stefanie Wilhelmina; De Villiers, V.
The fresh fruit industry in South Africa is considered the biggest contributor to the agricultural export sector (by value) and a major source of employment. Fresh fruit exporters operate in a challenging environment, juggling the financial challenges of competitive pricing and foreign markets’ regulatory requirements. Although exporter-importer relationships are key in driving export performance and sustainability, empirical research in this area is unfortunately sparse. This white paper reports the findings of a recent study that explored the interpersonal dynamics among 65 fresh fruit exporters in South Africa and investigated export performance, considering quantitative targets and measures. Results revealed that the key inter-firm relationship behaviours that drive export performance differ from those driving sustainable exporter-importer relationships. According actions recommended for the way forward include securing the economic viability of local fresh fruit exporters’ relationships with foreign buyers, considering the new business formula; adopting a long-term view of export markets and buyer relationships; ensuring regular, open communication with buyers; and creating a business culture that facilitates sustainable and mutually beneficial relationships among all stakeholders.
Facilitation: A guide to approaches in practice.
(Gordon Institute of Business Science, 2023) Ackermann, R
The need for groups of individuals, within teams, coming together across various organisational functions, or working collectively within society, to collaborate, solve problems, and make decisions with sustainable long-term impact, has increased significantly in recent years. Facilitation, the act of making a process easier, is a valuable method to achieve constructive results by accessing the collective wisdom, skills, and energy of individuals, teams, and diverse groups of people (Personal and Applied Leadership, 2020). Due to the process-based nature of facilitation, it can be challenging to know how to best apply it to reach the desired outcomes. The intention of this paper is to provide: • Clarity on the range of possible facilitation approaches • A map of facilitation approaches and relevant methodologies • Useful facilitation tools to consider
The internet of things: Extracting business value in South Africa
(2021) Slovova, M
Optimal management development: The synergey between coaching and teaching
(2022) Scheepers, Caren Brenda; Reid, A.
From the horse's mouth: Advice from chairs on how to lead boards more effectively
(2021) Price, G.; Myres, Kerrin; Redelinghuys, J.; Hofmeyr, K.
Pivot or perish: How entrepreneurs overcame lockdown uncertainty in South Africa's townships
(2022) Myres, Kerrin; Smith, S.; Mamabolo, Mathukhwane Anastacia
South African whistleblowers: Tribulations and triumphs.
(2021) Kleyn, Nicola Susan; Pogrund, G.; Vivier, E.; Onaji-Benson, Theresa; Painter, M.
The act of whistle-blowing can create material benefits for organisations and society at large, but often at great cost to those who choose to report unethical or illegal behaviour. This white paper shares findings from a recent study investigating accounts of whistle-blowers as well as the views of those who frequently engage with whistle-blowers. To situate our empirical findings, we report briefly on academic literature as a series of reflections focusing on why whistle-blowers elect to report, where they report, how they are viewed, and the difficulties and consequences they experience when speaking up. We find that the decision to blow the whistle is only taken after extensive deliberation, normally including discussions with senior members of employer organisations. Despite the inevitable loss of promised confidentiality or anonymity, whistle-blowers in this study chose to approach external organisations to flag their concerns. When describing their organisational experiences before and after blowing the whistle, many key internal and external actors who form an integral part of what we term “the whistle-blowing ecosystem” were identified. We map these in a “whistle-blowing ecosystem”, and also identify and discuss four organisational themes that emerged during the study. Moreover, as we move through our findings, we reflect on the academic literature across key themes. We conclude by providing recommendations for organisations seeking to promote ethical conduct.
Impact of COVID-19 in Africa: A scenario analysis to 2030.
(2020) Cilliers, J; Oosthuizen, M; Kwasi, s; Alexander, K; Pooe, T.K; Yeboua, K; Moyer, J. D
This report presents three scenarios on the impact of COVID-19 in Africa using economic growth forecasts, mortality and efforts to ameliorate impact through social grants. Likely effects are examined on per capita income, poverty and the attainment of selected Sustainable Development Goals targets. Africa’s development trajectory has suffered a severe setback, with extreme poverty rising in all the scenarios. The pandemic threatens Africa in several ways, and the report provides policy recommendations to reduce vulnerability and strengthen resilience.
Ethics barometer: SAICA trainee report
(2021) Centre for Business Ethics

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