Category: DaVinci Alumni

The DaVinci Institute’s alumnus in Master of Management in Technology and Innovation, Karl Tischlhauser, embarked on a study to investigate the effectiveness of e-learning in Africa using data from the Google IYF soft skills development programme, implemented in Kenya, Nigeria, and South Africa through Coursera. The programme aimed to equip unemployed young people with skills in Project Management, IT Support, and UX Design. 

The research focused on understanding how five key factors, study context, tools, language, time, and learner experience, affect learner performance.

Key Findings

• Significant Correlation: The study finds statistically significant relationships between learner performance and the identified independent variables (context, tools, language, time, experience).
• Digital Divide Impact: Rural learners, particularly in South Africa, struggled more due to infrastructure and digital access, which impacted success rates.
• Language & Communication: Language barriers and digital literacy were critical issues, especially in multilingual and under-resourced regions.
• Time Allocation & Routine: Structured time management and consistent routines improved learning outcomes.
• Positive vs Negative Experiences: Positive learning experiences lead to improved future engagement, while negative ones require corrective strategies.

Research Design

• Approach: Quantitative, mono-method study using secondary data from the programme.
• Methodology: Regression and correlation analysis across datasets from 2021–2023.
• Sample Size: Targeted 1,500 learners annually (500 per country), with analysis based on actual participation data.

Conceptual & Theoretical Framework

The study drew on learning theories (classical, operant, cognitive, social), andragogy, and adult learning principles. It also used Illeris’s learning dimensions (cognition, emotion, sociality) and DaVinci’s TIPS™ framework (Technology, Innovation, People, Systems) to contextualise findings and recommendations.

Recommendations:

• Customised Learning Approaches: Programmes must be tailored to learners’ linguistic, cultural, and technological contexts.

• Technology Access & Support: Invest in infrastructure and low-data-use platforms to close the digital divide.
• Flexible Learning Structures: Provide time-flexible learning modules to accommodate different paces.
• Language Inclusivity: Offer multilingual support and consider mother-tongue education strategies.
• Experience Enhancement: Design programmes that build positive, motivating experiences.

Outcome

The research culminated in a framework for improving similar future e-learning programmes in Africa. It highlighted the need for context-sensitive, inclusive, and empirically informed digital education models.

The recent study by Dr Goni Saar, The DaVinci Institute’s doctoral alumnus, explored the growing cybersecurity challenges facing Zambia’s small and medium-sized enterprises (SMEs), emphasizing the urgent need for improved cyber awareness and practical solutions. As digital technology becomes integral to business operations, SMEs are increasingly vulnerable to cyber threats such as phishing, ransomware, and financial fraud. This vulnerability is compounded by a lack of formal cybersecurity strategies, limited employee training, and outdated IT infrastructure.

The Awareness Gaps of Cybersecurity 

The research identified a critical gap in the level of cybersecurity awareness among SME employees and business leaders. Most respondents demonstrated limited understanding of cyber threats, with many businesses relying solely on basic antivirus programmes. Often, cybersecurity was viewed as a technical responsibility confined to IT departments or upper management, rather than a shared organisational duty. 

This disconnect reflects broader systemic issues, including poor regulatory enforcement, limited cybersecurity education, and a lack of financial resources for implementing robust protective measures.

Research Methodology

Methodologically, the study has employed an interpretivist, qualitative approach. Through semi-structured interviews with 20 participants from Zambia’s SME sector and analysis of local and international cybersecurity frameworks, such as those provided by CISA, ENISA, and Zambia’s Data Protection Act, the research uncovered a nuanced picture of Zambia’s cybersecurity readiness. 

The interviews revealed three dominant themes: general lack of knowledge about cybersecurity practices, organisational challenges in promoting awareness, and the absence of internal monitoring or policy enforcement.

Recommendations from The Study

To address these gaps, the researcher proposed a Cybersecurity Awareness Framework tailored to Zambia’s SME context. This framework is adapted from the “Cybersecurity Awareness and Education” model by Kortjan and Von Solms (2014), incorporating three practical layers, strategic, tactical, and monitoring. 

It emphasizes integrating cybersecurity into business governance, establishing internal accountability units, regular employee training, and consistent monitoring of policy adherence.

The framework highlights five core elements: employee responsibility, actionable cybersecurity policies, training programs, employee behavior monitoring, and proactive action. This approach aims to shift cybersecurity from a reactive to a proactive practice embedded in daily operations. 

The study also stresses the importance of cultivating a cyber-aware culture across all organizational levels and ensuring employees understand their role in protecting company data.

From a theoretical standpoint, this research contextualises global cybersecurity best practices within the realities of a developing country. It contributes to existing literature by focusing on human factors, especially employees’ perceptions, responsibilities, and actions, in cybersecurity effectiveness. 

Methodologically, it pioneers a localised framework for awareness, while practically offering applicable recommendations that can influence national policy, as government stakeholders have shown interest in the findings.

Zambia’s broader socio-economic context also plays a role. Ranked 73rd globally and 10th in Africa on the Global Cybersecurity Index (2020), Zambia still lags in implementing comprehensive cybersecurity measures. Issues such as outdated laws, limited public education, and minimal investment in digital infrastructure further hinder progress. 

Moreover, the country’s classification as a “developing” nation with a medium Human Development Index score underlines the structural challenges that affect the implementation of digital protections.

The Focus Area

Despite comprehensive research, some limitations exist. The study’s sample focused primarily on digitally enabled SMEs, potentially overlooking those in more traditional industries. Additionally, it relied on older demographic and economic data due to limited access to up-to-date records.

Finally, the study makes a compelling case for prioritising cybersecurity in Zambia’s business sector. It demonstrated that improving cybersecurity awareness is not merely a technological challenge, but it is a strategic, educational, and cultural issue. With the right policies, frameworks, and organisational commitment, SMEs in Zambia can become more resilient against cyber threats, ultimately contributing to national economic stability and digital trust.

Matthew Chetty, an alumnus of The DaVinci Institute with a Master of Science in Management of Technology and Innovation, is playing a significant role in transforming South Africa’s public sector. As the Impact Area Manager for e-Government at the Council for Scientific and Industrial Research (CSIR), Chetty leads initiatives that modernise public services through integrated digital systems in the healthcare sector.

According to Chetty, technology should enhance service delivery, promote accessibility, and create equity. He envisions a future where governance and digital innovation align to address current challenges and anticipate emerging needs, ultimately leading to improved service delivery for all South Africans.

Matthew Chetty’s Role At CSIR

At the CSIR, Chetty is responsible for shaping strategy, engaging stakeholders, leading business development, and ensuring the delivery of digital solutions that support government priorities. One of its most impactful areas of work is healthcare, where the CSIR has developed foundational digital systems to support the implementation of the National Health Insurance (NHI), a programme designed to achieve universal health coverage.

Use of Technology to Support Government

Since 2011, Chetty and his team have worked closely with the Department of Health to create and deploy the Health Patient Registration System (HPRS), now active in over 3,000 clinics nationwide. This system serves as the national database of patient demographic information and generates unique patient identification numbers, a critical step for achieving interoperability and continuity of care within the health sector.

In addition to HPRS, Chetty oversaw the development of the Electronic Vaccine Data System (EVDS), used extensively during the COVID-19 pandemic. The system was operational across more than 4,000 vaccination sites, managing real-time scheduling and tracking of vaccine doses. This demonstrated the feasibility of implementing large-scale digital health solutions in both public and private sectors.

Chetty has also championed other essential healthcare tools, such as the Master Health Facility List, a national database of health facilities and their services and the Health Normative Standards Framework, which provides guidelines for achieving interoperability between diverse health information systems.

These digital solutions are vital for the success of the NHI, forming the backbone of the national health information platform. Another transformative system led by Chetty is the National Electronic Health Record System, designed to securely store and share patient data across provinces and institutions. This innovation allows for a seamless, patient-centred approach to healthcare across the country.

Data-Driven Solutions

Beyond healthcare, Chetty is committed to bridging the digital divide. For over two decades, the CSIR e-Government Impact Area has worked with various departments, including the Department of Agriculture, Land Reform and Rural Development and the Department of Science, Technology and Innovation, to implement ICT access solutions in rural communities. These include rural ICT centres, school laboratories, and Digital Doorways that aim to provide digital access and opportunities to underserved populations.

Through these efforts, Chetty continues to lead South Africa into a future where technology not only drives service efficiency but also ensures inclusivity and empowerment for all citizens.

Read more about Chetty’s story: https://www.publicsectormanager.gov.za/july-2025/regulars/profiles-leadership/matthew-chetty-leads-efforts-modernise-sa-healthcare-through 

Dr Portia Heynes, can you share a moment or experience during your doctoral study that had a profound impact on your thinking or the approach to your research?

Dr Portia Heynes: The profound moment was the pressure. Also, I had a mum who was unfortunately ill and the profound effect of my research was to motivate me to finish, which was my mum. And then just the journey to say I have gone this far and I have a little bit further to go. And I remember posting the choo-choo train, you know, just going up the hill slowly and getting there. I think for me, the profound moment was just the time pressure and things around me that motivated me to get to the end of this journey.

What was the most significant challenge that you faced during your doctoral training at the institute and how did you overcome that?

Dr Portia Heynes: The most difficult time or challenge was the time pressure, as mentioned. However, what I had to do was to say, this is the moment I need to push to the end. And how I overcame that is I had to make time and take a sabbatical, which is what I did, and put everything aside and focus and every day sat with a doctorate as far as possible to the end. It had its challenges because, as you know, we all have to work and live, so there were times it was challenging to say no to people who I cannot actually do this or that and that my doctoral focus was where I had to be.

I think just coming through the academic journey was already a big, big milestone and I think having come from days of boycotts, you know, the lack of education. I think for me, going through the academic journey is something that I am proud of myself for achieving. And I did not know that I had it in me, given the context of the past. But I think through the resilience and focus and support of individuals who motivated me to compete, that was what stood out for me.

Can you please give us an overview of your career and how you think this qualification will assist you and enhance your contribution to the industry?

Dr Portia Heynes: My doctoral topic is the sum of my career. I boycotted in 85, did not have a proper education, and here we find ourselves with digitalisation impacting people’s jobs. And in terms of career, the trajectory of how to navigate the job world, how to navigate skills, competencies, and networks. My topic lends itself to explore my journey, phenomenologically, as well as looking at how others need to embrace their journey, given this new context. The topic itself was a testament to what is to come, just with the context of the digitalisation.

Do you find Mode 2 Knowledge Production relevant and appealing to well-experienced professionals?

Dr Portia Heynes: I think the main reason I came to DaVinci was because of Mode 2, the transdisciplinary nature, and it took me five years to find a university that approached the research using Mode 2. So, the research and the topic lend themselves to real-world problems, which is where I found myself in and I do not think the interdisciplinary approach would have done my studies any justice.

The DaVinci Institute celebrates its 20th anniversary, a remarkable milestone in the domain of higher education. Sustaining an independent institution for over two decades without government funding has been challenging work. Prof Neil Viljoen, the strategic advisor to DaVinci and one of the long standing members of the institute, currently serves on the FAIR committee. He extends a heartfelt message of support to both the institute and its lively community.

Prof Neil Viljoen said it has been his privilege to be associated with The DaVinci Institute for more than a decade. 

“It has been a journey that I regard as one of the most gratifying and meaningful of my career,” he stated.

20 Years Journey of Remarkability

Giving a picture of DaVinci’s journey, he said, during the 20 years of its existence, the institute has developed from a small, unknown entity that, in the South African context, has a novice approach and is learning to be a significant role player that is internationally recognised. 

Over the years, DaVinci has expanded in scope and depth, all while remaining true to its unique identity.

“The fact that DaVinci could achieve this without any funding or assistance from the government speaks volumes for the quality of its offerings and the foresight, skill and determination of the leadership and colleagues involved,” stated Prof Viljoen. 

Challenges In 20 Years

Prof Viljoen said that during its existence, DaVinci had to deal with some serious challenges. Some of the more difficult challenges were educating the public to a better understanding of the process of learning, a hostile government, a tertiary environment and the COVID-19 epidemic. 

All these challenges were successfully dealt with, never wavering from its founding principles.

Agent Of Change

Today, DaVinci is rightfully acknowledged as a respected change agent in the tertiary sector and their learning principles have found widespread application in other institutions of higher learning.

The challenge for the DaVinci Institute will always be to remain faithful to its ethos, guiding each student on a unique path of discovery, learning, and insight, rather than simply teaching. 

”My very best wishes accompany DaVinci. I know you will continue to change students’ lives,” he stated. 

Embracing Challenges

Despite all the challenges faced during the last two decades, the institute will remain an agent of change to the industries and our society at large. There have been a lot of achievements the institute has achieved over the years. We are embarking on a renewed journey of co-creation with the next generations of innovators. 

Dr Mohamed El Mongy, can you give us a brief overview of your career to date?

I graduated from Cairo University, Commerce, and I never worked in commerce. I was not that interested. And my career mostly was around three different elements, environment, and then conflict issues, conflict solution, and African studies on African issues.

I worked so much on environmental conservation. I did a master’s degree in environmental science and environmental development at the University of Edinburgh. And then, this shaped the environmental part. I did a minor in African studies, but I was also always interested in how the dynamics of change I had to forget to visit more than half of the African continent. I lived in six countries, including myself. And then the elements of conflict resolution, I am a certified mediator. I work on mediation, conflict resolution, conflict resolution training. I am also currently listed among the mediators of the African Development Bank.

Dr Mohamed El Mongy, What was your most significant challenge that you faced during your doctorate journey at The DaVinci Institute, and how did you overcome that?

The major challenge was not related to academic pursuits. So, at the very beginning of my studies, it was unfortunate that I went through a period of a year and a half or two years of depression.

So, I could not function properly. It is because of some family issues. And then, towards the submission of the PhD, my mom got sick. She was almost paralyzed. She was paralyzed for two months. And now she is better. And it was just like a few months before submission and I could not focus 100%, so I had to have a crash writing like the last two months or something. It is mostly that. The depression part, I used it as a leverage for courage. 

I completed part of the story. And at the end, I chose to focus on the late parts of the day. I was shifting my day to write. Just allocating time whenever I could.

Dr Mohamed El Mongy, can you just share a moment or an experience during your doctoral studies that you had a profound impact on the thinking or approach to your research?

It was when I was writing about the connection to the land and the connection to the night. And I spoke with, I was living in the south of Egypt and I spoke with a Nubian friend of mine. He was telling me that I should stay in Nubia and so on. And I told him, like, I need to buy land. And he responded that, You guys, from the urban setting, want to own land. But for us, the land owns us. There is a shift in my thinking. 

What advice would you give to incoming doctoral students at The DaVinci Institute, considering your own experience and the insight that you have gained along your journey? 

Firstly, follow your coding. The second thing is to give time to write and you do not have to read everything on earth because knowledge is partly from the outside but also from the inside. And you give your time, give space and time to write, and focus on writing early enough, which is the mistake I made. 

Dr Kholekile Ntsobi,what was your most significant challenge that you faced during your doctorate journey at the DaVinci Institute, and how did you overcome it? 

Look, the doctorate itself is a journey. And one of the issues was allocation of time, because one engages in business and studying, you know. I think for me, it was most important that I had to find discipline within the structure of the course itself. But what I found to be useful was also the support that was provided, even if you missed some of the key issues, you still have access to it through available resources.

And for me, time was the most difficult issue that I had to maintain during the duration of my study. And that was overcome by putting discipline within myself to undertake the courses. 

Can you share a moment or experience during your doctoral studies that had a profound impact on your thinking and approach to your research?

You know, when we were introduced to the TIPS™ Framework, I was among the few students who were almost anti-TIPS™ Framework. I thought it was just streamlining it, but during the course, we look at how you approach technology in enhancing your studies, how you apply it in terms of your normal daily work, which has provided you know, an input in my thinking in the way I run my business, in the way I foresee my business. 

Integrating technology and applying systems thinking has had a positive impact on my business personally. And in a few articles that I have written as well, I have seen the impact of the ethics module as provided by government systems. 

Dr Kholekile Ntsobi, given time and opportunity, do you think you would go on this journey again? 

Yes, it is a yes and no question. But I think I will do something higher than that. When I say higher, learn more in terms of what is being developed within the institution itself. I find it to be very constructive as well. So, I want to further explore and look at what the key developments are and all that. But in doing the whole course, never at any stage did I feel lonely, but looking at my age, I would not even try. But my thinking and understanding of learning and development are being embedded and encouraged by the support I got from the institution. 

Dr Kholekile Ntsobi, what advice would you give to an incoming doctoral student considering your own experience and the insight that you have gained during your journey?

I think, you know, any student that wants to undertake a study must allocate time, make use of the available resources that are available, make use of the lectures that are given online, and do not miss them, because you will find that sometimes during your time of study, you have to go back and say, I think I have missed this part of the lecture. Or, in fact, even towards the end of the exam, when you are getting your results, you could see a gap, like I did not actively listen to that.

I would say, give yourself time to study. Use the supporting material that is given. Look at the previous students’ submissions. Look at the comments. Go onto the internet and look at the views, how they responded. That helped as well. And speak to former students that have undertaken the course, their experiences, and what they think. And that also helped me as well.

To my advantage, my brother was also here, so I had the advantage of finding out exactly what the challenges were, and I managed to navigate my way through them. 

Dr Vincent Blennies, what was your most significant challenge that you faced doing a doctoral degree and how did you overcome it? 

Yeah, I think one of the most challenging things I faced was the preconceived idea or notion that I can do my doctorate within a record time. That is normally the kind of challenge that I believe we as students do face, and that opened my thinking towards the idea that, well, it is not a qualification that you should do within record time. The aim is to understand how a qualification can shape your thinking. That, for me, was one of the most challenging things I faced in my initial journey. 

Considering your work experience, do you think there was a need for you to study for a PhD? 

You know, PhD to me is like a comrade. It is a marathon. It is a journey that you, as an individual, must embark on. It is a lifetime achievement. I think one of the most challenging things one faces on this journey is getting that injury from your Achilles heel, as an example.

Because on this journey, it is not, you know, it is a literal, like, emotional roller coaster. There are days when you feel that you would like to finish this thing, and there are days when you just leave your books. I think for me, from a career perspective, this journey was important. It is a needed journey, as well as based on my past, being from banking, telecommunications, as well as healthcare.

And currently, I am the CEO of the National Film and Video Foundation of South Africa. I think this has benefited me a lot. 

What advice would you give to an incoming doctoral student at The DaVinci Institute based on your experience?

For me, one of the critical things I will give from an advisory perspective is that I will recommend that you give yourself time, you allow yourself the opportunity to grow. Give yourself the latitude or the palatability for you to embrace other information or knowledge and do not be afraid to ask. And something critical that I have learned on this journey is that this journey will shape your thinking and it will humble you. You get to discover how little you know. 

Dr Vincent Blennies, in a few words, can you describe your journey to completing your qualification? 

In a few words, my journey has been interesting. When I embarked on my journey, my biological mom was still alive. And today is an opportunity for me to celebrate this lifetime achievement in her absence, but also to dedicate this day to her and these qualifications to her. There is now a complete focus and appreciation for the journey that I have embarked on and what it will mean for our family, because in my family, I will be the first to earn a doctoral degree.

Dr Vincent Blennies, the world is evolving quickly. Do you find the TIPS™ Framework relevant?

I think TIPS™ plays a critical role from a technology, innovation, people, and systems perspective because organisations need to innovate. Organisations need to embrace the new change. When we look at the year 2030 and beyond, what is relevant or what was relevant five years ago will not be relevant 10 years from today. I believe TIPS™ plays a critical role from a technology perspective, innovation, people, and systems.

Because you cannot operate an effective or manage an effective organisation without understanding the TIPS™ framework. By embracing the TIPS™ framework, I believe listed companies globally, regionally, or even nationally, will be able to enhance their current processes, be it processes, financial modeling, or even from a profitability perspective. Technology plays a critical role because that is where the systems come in.