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In South Africa’s highly competitive telecommunications market, keeping customers has become as important as attracting new ones. With consumers able to move between network providers relatively easily, telecommunications companies face growing pressure to understand what makes customers stay.

A dissertation study by Tom Sean Davids, titled Investigating the Determinants of Customer Retention among MTN Subscribers in Gauteng Province, South Africa, examined this question by focusing on four potential drivers of customer retention: customer satisfaction, service quality, relational commitment and trust. The research found that customer satisfaction and relational commitment were significant predictors of retention, while service quality and trust did not have statistically significant direct effects on whether customers remained with MTN.

The findings point to an important shift in how telecommunications companies should think about customer loyalty. Retention may depend less on functional service attributes alone and more on the quality of the relationship and experience customers develop with their service provider.

A Competitive Telecommunications Market

South Africa’s telecommunications sector operates in an environment characterised by intense competition, low switching costs and increasingly sophisticated customer expectations. Customers can choose between several providers and are exposed to competing prices, promotions, products and digital services.

The study argues that these conditions make customer retention a strategic priority. While MTN continues to maintain a strong position in the market, customer churn, service expectations and the demand for better engagement remain important challenges.

The research therefore set out to establish which factors most strongly influence the decision of MTN subscribers in Gauteng to remain with the network.

The Research Approach

The study adopted a quantitative research approach. Data was collected through a structured Likert-scale questionnaire from MTN subscribers in Gauteng and analysed using Confirmatory Factor Analysis and Covariance-Based Structural Equation Modelling.

The research focused specifically on four determinants: customer satisfaction, service quality, relational commitment and trust. The study was geographically limited to Gauteng and to adult MTN subscribers who participated voluntarily through digital platforms.

This means that the findings should be interpreted within the context of the study and should not automatically be generalised to all MTN customers across South Africa.

Customer Satisfaction Matters

One of the clearest findings is the relationship between customer satisfaction and retention.

The study found that customer satisfaction has a positive and statistically significant effect on customer retention, with a reported path coefficient of β = 0.311 and p = 0.001. In practical terms, customers who have more positive experiences with MTN are more likely to continue using its services.

This suggests that satisfaction remains an important foundation of loyalty. Customers who feel that their needs are being met are more likely to remain with the provider, show lower intentions to churn and continue engaging with the brand.

For MTN, this means customer satisfaction cannot be treated simply as a measurement exercise. It needs to become an operational priority, supported by responsive customer service, effective problem resolution and reliable experiences.

Relationship Commitment Is the Strongest Driver

Perhaps the most significant finding is the role of relational commitment.

The study identifies relational commitment as the strongest predictor of customer retention among MTN subscribers in Gauteng. This suggests that customers are not retained simply because a network provides a functional service. They are also influenced by the relationship they develop with the provider.

This has important implications for telecommunications companies. Where products and services are increasingly similar across networks, relationships can become a significant source of differentiation.

The study recommends personalised interactions, loyalty programmes, recognition of long-term customers and targeted benefits. It also proposes stronger use of customer relationship management systems to segment customers, understand their behaviour and identify those who may be at risk of leaving.

In other words, customers should not feel that they are simply account numbers. They should feel recognised, understood and valued.

Service Quality Is a Baseline Expectation

Interestingly, service quality did not demonstrate a statistically significant direct relationship with customer retention in the study.

This does not mean that service quality is unimportant. Rather, the study suggests that in a mature and highly competitive telecommunications market, customers may regard reliable service as a basic expectation rather than something that necessarily creates loyalty.

Customers expect their network to work. They expect reasonable reliability, responsiveness and accessibility. These factors may therefore contribute to satisfaction without independently determining whether customers stay.

The practical implication is that companies cannot rely on technical performance alone to create lasting loyalty.

Trust Still Matters, Even If It Was Not a Direct Predictor

Trust was also not found to have a statistically significant direct effect on customer retention.

However, the research cautions against interpreting this to mean that trust is irrelevant. Trust remains important to the health of customer relationships, particularly in an increasingly digital service environment.

The study recommends greater transparency around billing, data usage, tariffs, network maintenance and customer information. It also proposes stronger accountability and clearer communication as mechanisms for strengthening credibility.

The implication is subtle but important: trust may not independently determine whether a customer stays, but poor transparency and a breakdown in trust can contribute to dissatisfaction and ultimately weaken the relationship.

The TIPS Perspective

The research also applies the DaVinci TIPS Framework, which considers Technology, Innovation, People and Systems.

Through this lens, customer retention cannot be attributed to one isolated factor. Technology supports reliable digital services, innovation creates new ways of engaging customers, people shape the customer relationship, while systems ensure that these elements work together.

The study therefore presents retention as an organisational outcome that requires coordination between technology, people, innovation and systems.

This broader perspective moves the discussion away from viewing retention solely as a marketing responsibility. Customer retention involves the entire organisation.

What Should MTN Do Differently?

The research proposes a shift from a largely transactional approach to a relationship-oriented retention strategy.

1. Focus on Customer Satisfaction

MTN should make customer satisfaction a key performance indicator and monitor it continuously. Real-time response systems, clear problem-resolution processes and service-level accountability can help improve customer experiences.

The study also recommends better network monitoring and fault detection, allowing problems to be identified and addressed before they significantly affect customers.

2. Strengthen Relationship Management

MTN should formalise relationship management and customer engagement programmes through personalisation, loyalty initiatives and targeted communication.

Long-term customers could be recognised through tailored incentives, additional benefits, early upgrades or priority services. Personalised communication can also ensure that offers and information are aligned with individual customer behaviour and preferences.

3. Use Data to Predict Churn

Data should become central to retention.

By analysing usage patterns, customer interactions and feedback, MTN can identify customers showing early signs of dissatisfaction or disengagement. This creates an opportunity to intervene before the customer leaves.

The research recommends continuous feedback mechanisms, targeted surveys and real-time engagement platforms as part of this approach.

4. Maintain Service Quality and Invest in People

Although service quality was not found to be a direct predictor of retention, the study maintains that reliable service remains essential.

MTN should continue investing in technology, automation, network infrastructure and employee capabilities. Frontline employees should also be evaluated against customer experience measures such as response time, resolution turnaround and the ability to resolve problems without unnecessary escalation.

5. Communicate Transparently

The study recommends stronger communication around billing, tariffs, data usage, network performance and customer data.

Transparent communication can help prevent avoidable dissatisfaction and strengthen the credibility of the relationship between the customer and the organisation.

A Shift from Transactions to Relationships

The central lesson from the research is that customer retention cannot be reduced to network performance, pricing or promotional offers.

For MTN subscribers in Gauteng, the evidence points more strongly towards satisfaction and the strength of the customer relationship.

The study’s statistical model explained approximately 83.3% of the variance in customer retention through the four variables examined, with satisfaction and relational commitment emerging as the primary drivers.

This provides a strong argument for telecommunications companies to rethink retention as an organisation-wide responsibility. Technology and service quality remain necessary, but the customer experience is shaped by what happens around the technology: how customers are treated, how quickly their problems are resolved, how well companies understand them and whether they feel valued.

Ultimately, retaining customers is about creating reasons for people to stay.

In a market where competitors can offer similar products, the organisation that understands its customers, responds to them and builds meaningful relationships may have the stronger advantage.

For years, digital transformation has been presented as the answer to many of government’s service delivery challenges. The assumption is straightforward: replace paper with digital systems, automate administrative tasks and connect government departments, and services will become faster, cheaper and more efficient.

But what happens when the process of being digitised is already broken?

A recent doctoral study examining the KwaZulu-Natal Department of Social Development (KZN DSD) suggests an uncomfortable but important answer: technology alone will not transform government. Government must first redesign the way work is done.

The study, Developing a Framework for Implementing Digital Business Process Reengineering: An Analysis of KwaZulu-Natal Department of Social Development, by Dr Victor Nhlanhla Nyathikazi, investigated how digital Business Process Reengineering (BPR) could address systemic inefficiencies within the department.

The research involved interviews with 31 employees across different levels of the department, from frontline employees to senior management. Its findings reveal that the barriers to digital transformation are not simply technological. They are organisational, human, infrastructural and governance-related.

The problem is bigger than outdated technology

The study found that KZN DSD continues to operate with fragmented, manual processes that create duplication, delays and weak accountability.

Important activities remain dependent on paper-based systems, including aspects of financial reporting, case management and internal communication. The result is not simply administrative inconvenience. These inefficiencies affect the department’s ability to respond to citizens quickly and effectively.

The research also identified outdated hardware, poor system interoperability and unreliable connectivity, particularly in rural areas.

This creates a particularly damaging cycle. When digital systems fail or are difficult to use, employees revert to manual processes. Manual processes create delays and duplication, which in turn make digital transformation appear more difficult than it actually is.

The problem, therefore, is not necessarily that government has no technology, but it is that technology, people and processes are not working together.

Digitising a bad process does not make it a good process

This is arguably one of the most important lessons from the study. KZN DSD already has access to platforms such as Microsoft Teams, SharePoint and Excel. Yet the existence of these tools has not automatically produced organisational transformation.

The research challenges the assumption that buying or introducing technology will inevitably produce efficiency. Instead, it argues that technology must be integrated with redesigned workflows, organisational culture and human capability.

This distinction matters. If a citizen currently has to complete five forms, obtain multiple signatures and physically move documents between offices, simply converting those five forms into digital forms may not solve the underlying problem.

The better question is: Why are five forms required in the first place?

Business Process Reengineering starts there. It asks organisations to fundamentally rethink processes, remove unnecessary steps, eliminate duplication and redesign work around outcomes rather than bureaucracy. Only then should technology be deployed to enable the new process.

The human problem behind the digital problem

Perhaps the most significant finding is that digital transformation is ultimately a people challenge.

The study identified digital literacy as one of the most widespread constraints within KZN DSD. Employees have varying levels of digital capability, while training programmes are not always sufficient or appropriately tailored to their needs. Shared workstations and other resource limitations further complicate adoption.

This creates an important warning for policymakers. A government department can spend millions on sophisticated digital platforms, but if employees do not have the confidence, skills or support to use them effectively, the investment will not deliver its intended value.

There is also an understandable fear associated with automation. Employees may worry that technology will make their jobs redundant or reduce the importance of human judgement. Yet the research found strong support for a future in which automation assists employees rather than replaces them.

Twenty-nine participants expressed a future-oriented view in which automation could reduce administrative burdens and allow staff to focus more heavily on serving clients.

That is an important distinction. The objective should not be to build a government with fewer people. It should be to build a government where people spend less time moving paperwork and more time solving citizens’ problems.

Rural South Africa cannot be an afterthought

Another major lesson concerns South Africa’s digital divide. The research found significant differences in digital readiness between urban and rural offices. Rural facilities face challenges including unreliable internet connectivity, outdated hardware and limited technical support.

That means a digital strategy designed for a well-connected urban office may fail when implemented in a rural community. The study consequently argues for mobile-compatible and offline-capable solutions rather than assuming that every government office will have uninterrupted connectivity.

This has implications beyond KwaZulu-Natal. South Africa’s digital transformation agenda cannot be designed around the assumption that infrastructure is equal everywhere.

A digital government that works only when the internet works perfectly is not necessarily an inclusive digital government.

Start with the processes that frustrate people most

One of the strengths of the research is that employees themselves identified where digital transformation could have the greatest immediate impact. The opportunities included procurement, HR leave processing, case management, reporting and client intake.

Participants also identified the potential for digital document management and real-time dashboards to improve visibility and reduce delays. This points towards a more practical approach to transformation.

Government does not necessarily need to begin with an enormous, expensive, department-wide technology overhaul. It can begin with the processes that create the most frustration, consume the most administrative time or have the greatest impact on citizens.

The research therefore recommends a phased approach, including pilot projects in critical service areas such as social grants processing and child welfare case management before scaling solutions across the department.

In other words: Start small enough to learn, but think big enough to transform.

Leadership is the missing ingredient

Technology cannot lead transformation.

People can. The research repeatedly identifies leadership commitment as a critical success factor. Senior leaders need to provide a clear vision, allocate resources and actively champion transformation. Without this, digital initiatives risk becoming isolated projects rather than organisational change.

This is particularly important in government, where organisational structures can be hierarchical and bureaucratic.

Digital transformation requires leaders who are prepared to challenge established ways of working.

That means asking difficult questions:

• Why does this process exist?
• Who benefits from it?
• Where does the delay occur?
• How many times is the same information captured?
• Which decisions could be made faster?
• Which rules are genuinely necessary?
• And, ultimately, what does the citizen experience look like?

A different model for digital government

The study’s central contribution is a context-specific Digital BPR framework for KZN DSD. Rather than treating technology as the centre of transformation, the framework brings together leadership, people, processes, technology, governance and communication.

It emphasises strong leadership, continuous stakeholder engagement, policy alignment, human-capital development, technology and infrastructure, process redesign, change management, resource allocation, risk management and performance measurement.

This is significant because it moves away from the traditional “technology first” approach. The framework recognises that successful digital transformation requires a socio-technical approach, where technological change and human development happen together.

It also incorporates the DaVinci Institute’s TIPS™ framework: Technology, Innovation, People and Systems Thinking, providing a systems-based lens for understanding organisational transformation.

From digital government to better government

The bigger lesson from this research extends well beyond the KwaZulu-Natal Department of Social Development.

South Africa does not have a shortage of strategies calling for digital transformation. The harder question is whether government institutions have the organisational capability to implement them.

Digital transformation should therefore not be measured simply by the number of systems purchased, applications launched or processes moved online.

The real test is whether citizens experience government differently.

• Are applications processed faster?
• Are errors reduced?
• Can officials see where a case is in the system?
• Can citizens receive services without unnecessary trips to government offices?
• Can managers identify bottlenecks in real time?
• Can rural communities access the same quality of services as urban communities?
• And can public servants spend more of their time exercising judgement and helping people rather than managing paperwork?

These are the measures that matter.

The real transformation is organisational

Dr Nyathikazi’s research offers a simple but powerful warning: government cannot automate its way out of organisational dysfunction.

Digital transformation must begin with a willingness to rethink how government works. That means redesigning processes before automating them, investing in people alongside technology, designing for South Africa’s infrastructure realities, involving employees and citizens in the design process, and giving leaders responsibility for driving change.

The study ultimately proposes a phased, adaptive and people-centred model that can help KZN DSD move from fragmented manual workflows towards an integrated digital service ecosystem.

The opportunity is therefore much bigger than putting government forms online. It is about building a government that is faster, more responsive, more accountable and more human. That is what digital transformation should mean. Not digitising bureaucracy, but reimagining it.

The DaVinci Institute has joined higher education institutions from across Africa in an important initiative aimed at rethinking how excellence is defined and measured across the continent.

The initiative was launched by the University of Cape Town (UCT), Africa’s highest-ranked university in several major global rankings, in partnership with Applied Higher Education (AppliedHE). The All-Africa Rankings Initiative seeks to develop an African-informed framework for recognising excellence across public and private higher education institutions.

The All-Africa Higher Education Xchange

The inaugural flagship convening, the All-Africa Higher Education Xchange, took place in Cape Town from 31 August to 1 September 2026. It brought together university leaders and higher education stakeholders from public and private institutions across the continent.

The gathering focused on a fundamental question: What should excellence in African higher education look like in the 21st century?

DaVinci’s Contribution to the Continental Conversation

The DaVinci Institute participated in this continental conversation, contributing the perspective of a private higher education institution focused on leadership, technology, innovation and systems thinking.

Its participation provided an opportunity to share insights on how higher education institutions can develop agile, innovative and purpose-driven leaders capable of responding to Africa’s complex social and economic challenges.

Moving Beyond Conventional Global Rankings

The initiative is significant because conventional global rankings do not always capture the diversity of missions, priorities and contributions of African institutions.

Areas such as societal impact, graduate outcomes, innovation, entrepreneurship, community engagement, African knowledge systems and contributions to economic development can be difficult to reflect through traditional ranking methodologies.

Rather than simply asking which university is number one, the initiative seeks to explore which forms of excellence matter to Africa and how they can be measured credibly and transparently.

Helping Shape the Future of African Higher Education

For DaVinci, participation reflects its commitment to contributing to the future of higher education, not only as an institution responding to change but also as an active participant in shaping the conversations that will influence the sector.

The initiative creates an opportunity for African institutions, both public and private, to help ensure that measures of excellence reflect the continent’s realities, ambitions and contributions to the world.

DaVinci’s involvement represents more than participation in a rankings discussion. It is an opportunity to help shape how African higher education is understood, recognised and valued in the years ahead.

DaVinci alumnus Dr Steve Harris, CEO of eta College, international speaker, strategist and former mind coach to elite athletes, has launched the latest edition of his book, Mental Toughness as a Force Multiplier for Surviving to Thriving.

Drawing on decades of experience in business, leadership, high-performance sport and organisational strategy, Harris positions mental toughness not simply as resilience, but as a force multiplier for success in an increasingly volatile world.

The Book

The book explores how individuals and organisations can move beyond merely coping with disruption to strategically leveraging pressure, uncertainty and change as catalysts for growth.

At its core, the book argues that mental toughness is no longer optional. In an era shaped by economic instability, technological disruption and rising performance demands, the ability to maintain focus under pressure, adapt strategically, innovate boldly and lead with composure has become a critical competitive advantage.

Harris introduces practical frameworks that connect personal development with strategic execution, drawing lessons from leadership, sales, wellness, teamwork and innovation. His approach challenges conventional thinking, encouraging readers not only to compete within the existing game, but to rethink the rules and create new possibilities.

The Book’s Message

The book’s message is particularly relevant for leaders seeking sustainable performance in demanding environments. By combining psychological insight with strategic business principles, Harris provides actionable tools to strengthen decision-making, foster collaboration and create new value in competitive markets.

As a DaVinci graduate, Harris’s work reflects the institution’s emphasis on innovation, leadership and future-focused thinking. Mental Toughness as a Force Multiplier for Surviving to Thriving serves both as a personal development guide and a strategic playbook for navigating the demands of modern business and life.

The appointment of a new board does not necessarily amount to meaningful governance reform. In his latest thought-leadership article, Dr Ntokozo Mahlangu examines why governance crisis continue to recur across South Africa’s state-owned entities, despite numerous commissions, investigations and reform initiatives.

Looking Beyond Who Sits in the Boardroom

Using recent developments at the Public Investment Corporation as a point of departure, Dr Mahlangu argues that too much attention is often placed on who is appointed to boards, while too little scrutiny is given to how directors exercise oversight after their appointment.

Governance failures frequently develop gradually through unanswered questions, deferred decisions, incomplete reporting and a lack of consequences. By the time these failures attract public attention, the underlying weaknesses may have been developing for months or even years.

Strengthening Oversight and Accountability

Dr Mahlangu calls for transparent, skills-based appointment processes, regular independent board evaluations and clearer individual accountability. Boards must be able to identify warning signs early, respond decisively and ensure that those entrusted with oversight can account for the decisions they make.

Moving from Appointment to Genuine Reform

His central argument is that genuine reform requires more than replacing board members. It requires governance systems capable of translating information into action, maintaining institutional confidence and holding decision-makers accountable.

Dr Mahlangu is a risk management specialist and a member of the Strategic Advisory Board of The DaVinci Institute. Read the full opinion article in Business Day.

At a time when the business environment is changing, organisations need more than creative thinking. They need professionals who can connect ideas, technology, people and systems to create meaningful value.

Innovation has become one of the defining conversations of modern business. Organisations are investing in digital technologies, exploring new business models and encouraging employees to think differently. Yet having ideas is different from being innovative.

The challenge is turning an idea into something that works. An organisation can have talented people, sophisticated technology and a culture that encourages creativity, but still struggles to translate ideas into meaningful outcomes. This raises a more important question for today’s professionals: What enables an organisation to move from ideation to innovation?

This is the thinking behind the Advanced Certificate in Business Innovation Management at The DaVinci Institute.

Closing the Gap Between Ideas and Action 

Ideation is the process of generating ideas. Innovation goes further. It involves creating and implementing new or improved ideas in ways that generate value.

The gap between the two is where many organisations struggle. Employees may identify problems and develop potential solutions, but they may not have the resources, platforms, skills or organisational support required to take those ideas forward. Innovation therefore cannot depend on creativity alone. It requires an environment that enables ideas to develop, be tested and ultimately implemented.

For professionals, this means learning to look at innovation not as an isolated activity, but as part of a broader organisational system.

The TIPS Framework for Innovation 

At the heart of The DaVinci Institute’s approach is the TIPS framework: Technology, Innovation, People and Systems Thinking.

The framework provides a way of understanding how these elements interact. Technology provides tools and capabilities. Innovation creates new possibilities. People bring the human dimension to how those possibilities are adopted and implemented. Systems thinking connects these elements and helps professionals understand how a change in one part of an organisation can affect another.

Consider the introduction of a new digital platform. The technology may be available, but will employees have the necessary skills? Will existing processes support it? Is leadership aligned with the change? Will the new system actually solve the problem it was introduced to address?

These questions demonstrate why innovation cannot be separated from people, technology and the wider organisational system.

When Improvement Becomes Innovation 

Organisations are constantly improving. They automate processes, improve reporting systems, streamline operations and make existing services more efficient. These improvements can create significant value.

But innovation requires another level of thinking. It asks professionals to challenge existing assumptions and consider what could be done differently.

The distinction is important because organisations can become very good at improving what already exists while failing to explore what might be possible. Developing the ability to recognise this difference enables professionals to make better decisions about when to optimise, when to improve and when to innovate.

Start With the Problem, Not the Technology 

 Innovation can also fail when organisations start with technology instead of the problem. The availability of artificial intelligence, cloud platforms, analytics and other technologies does not automatically make an organisation innovative.

The starting point should be the challenge. What is the problem? Who is affected? What evidence demonstrates that the problem exists? What is its impact? What would a successful outcome look like?

Reframing Challenges Through Systems Thinking 

Understanding these questions requires professionals to engage with context. A solution that works in one organisation, community or environment may not work in another. This is why reframing is important. It requires professionals to move beyond their own perspective and consider the broader context surrounding a challenge.

In doing so, they can develop a more holistic understanding of the problem before proposing a solution.

The Real Measure of Innovation Is Value 

Ultimately, innovation is about value. An idea does not become meaningful simply because it is new. Its significance lies in what it enables an organisation to achieve.

That value may be financial, through increased revenue or reduced costs. It may be operational, through improved productivity or efficiency. It may be experienced by customers through better services. It may also involve creating better ways of working or strengthening an organisation’s ability to respond to change.

This shifts the question from:

How many ideas do we have? to: How effectively can we turn ideas into value? That is the capability modern organisations increasingly need. The Advanced Certificate in Business Innovation Management at The DaVinci Institute is positioned within this changing business environment.

The programme provides professionals with an opportunity to develop their understanding of innovation through the interconnected lenses of technology, innovation, people and systems thinking. It encourages professionals to interrogate challenges, understand context, explore ideas and consider how innovation can be translated into organisational value.

For professionals navigating increasingly complex workplaces, this is an important shift in capability.

The future will not simply belong to those who know the latest technology or can generate the most ideas. It will belong to those who can understand complex challenges, connect different parts of an organisation and turn possibilities into meaningful outcomes. Innovation begins with an idea. But its real value is realised when that idea becomes action. And that is where innovation management becomes a critical leadership capability. 

As part of their research-based projects, four Hewlett Packard Enterprise (HPE) students explored practical workplace challenges and emerging questions affecting employees and organisations. Their research demonstrates how the HPE learning approach enables students to investigate issues that are relevant to their organisations and translate their findings into practical insights.

Godswill Ehirim

Research topic: An Exploratory Analysis of Perceptions of Fashion in the Workplace

Godswill Ehirim explored workplace fashion as a form of self-expression, examining how employees use clothing and personal style to express their individuality within professional environments.

His research challenges traditional assumptions about workplace dress and considers whether employees can express themselves through their appearance while still maintaining professionalism.

For Ehirim, the research is already influencing how younger employees perceive self-expression at work. He believes organisations can create environments where young professionals are able to express their individuality without compromising professionalism.

“We have young people coming in who can express themselves through the way that they dress and still carry themselves professionally.”

Ehirim says studying at DaVinci has given him the freedom to explore subjects that genuinely interest him and to present his ideas within a business and academic context. He describes the experience as a different mode of learning that allows students to be themselves while developing their ability to apply their thinking to real-world challenges.

Amanda Mazibuko

Research topic: Wellness, Work-Life Balance and Organisational Support

Amanda Mazibuko‘s research examined employee wellness, work-life balance and the support organisations provide to help employees develop healthier and more positive relationships with work.

Her research highlights the connection between employee wellbeing and organisational performance. She believes that when employees feel supported and are able to achieve a healthy balance between work and their personal lives, they are more likely to be engaged, energised and committed to their responsibilities.

Amanda sees the potential organisational impact as significant: happier and more fulfilled employees can contribute to stronger performance, greater commitment and ultimately better business outcomes.

“Once that good balance is found, I think employees will have a better attitude and a better relationship with their work, and ultimately that will drive results,” stated Mazibuko.

She describes her experience at DaVinci as refreshing and different from traditional academic environments. The interactive approach gives students greater freedom to interpret, apply and present their learning in ways that connect with their professional experiences.

Lesego Mofokeng

Research topic: Integrating Interns into the Workplace

Lesego Mofokeng focused her research on the differences between permanent employees and interns, with particular attention to how organisations can improve the integration, engagement and collaboration of interns entering the workplace.

Mofokeng’s research explores how organisations can create stronger onboarding and workplace experiences for young talent and new graduates, helping them build confidence, develop their capabilities and collaborate effectively with existing employees.

He believes that organisations that take these considerations seriously can better equip young employees and interns to contribute meaningfully to the workplace.

“I think it could really sharpen and provide skills to allow younger employees and interns to compete with already existing employees,” stated Mofokeng.

For Mofokeng, studying at DaVinci has provided an opportunity to experience a different approach to learning. He describes the Mode 2 learning approach as eye-opening, particularly because it encourages students to explain, question and justify their thinking while connecting academic concepts to real-world experiences.

Together, these research projects demonstrate the practical nature of HPE learning at DaVinci. From workplace fashion and employee wellbeing to the integration of young talent, the students have explored questions that extend beyond the classroom and have direct relevance to organisations.

Their work reflects an approach to learning that encourages students to identify issues within their environments, investigate them critically and consider how their insights can contribute to meaningful organisational change.

As artificial intelligence continues to transform workplaces, universities and industries, much of the public debate has focused on whether AI will replace human jobs.

In a thought-provoking new op-ed, Dr Ntokozo Mahlangu, Risk Management Specialist and Strategic Advisory Board member at The DaVinci Institute, and Liata Monatisa, an Artificial Intelligence and Machine Learning practitioner, argue that society may be asking the wrong question.

Rather than focusing only on which jobs may disappear, they invite readers to consider who will own the technology and benefit from the extraordinary wealth AI creates.

Beyond The Fear Of Job Loss

Concerns about technology replacing workers have accompanied every major industrial revolution. However, the authors explain that AI represents a different kind of transformation because it can increasingly perform tasks previously associated with human reasoning, creativity and strategic decision-making.

While AI may replace certain activities, it is also enabling individuals, entrepreneurs and smaller teams to accomplish more than was possible only a few years ago.

The deeper challenge is whether workers, institutions and societies can adapt quickly enough to these changes.

Who Benefits From AI Productivity?

At the centre of the article is an important economic question: if AI performs an increasing amount of economically valuable work, how will the wealth it generates be distributed?

Dr Mahlangu and Monatisa argue that the most valuable assets in the AI economy include data, algorithms, computing infrastructure and intellectual property.

If ownership of these resources remains concentrated among a small number of companies and countries, AI could deepen existing inequalities. However, with the right policies and institutions, its productivity gains could support broader opportunity and shared prosperity.

Africa’s Place In The AI Economy

For Africa, the debate extends beyond whether AI will replace jobs. The more important question is whether Africans will participate as creators, innovators and owners of AI technologies rather than remaining consumers of systems developed elsewhere.

The authors call for greater investment in African research, digital infrastructure, education and locally owned AI companies. They also highlight the importance of protecting African data, languages and indigenous knowledge.

Guided by the philosophy of ubuntu, the development of AI should strengthen human dignity, expand opportunity and ensure that technological progress benefits society more broadly.

The future of AI will not be determined by technology alone. It will depend on the choices societies make about ownership, governance and the distribution of economic value.

Read the full op-ed here.

Knowledge has become one of the most valuable assets in modern organisations, particularly in large and complex public sector entities such as Eskom. As South Africa’s primary electricity provider continues to implement large-scale infrastructure and refurbishment projects, the effective management of knowledge has become increasingly important. This study by Shakes Mashinini examined how Knowledge Management (KM) processes can improve project execution, reduce delays, minimise costs, and enhance organisational performance within Eskom’s construction project environment.

The Growing Importance of Knowledge Management

Globalisation, technological advancement, and increasing organisational complexity have elevated knowledge from a supporting resource to a strategic asset. Organisations now recognise that capturing, sharing, and applying knowledge improves decision-making, innovation, efficiency, and competitiveness. In the public sector, KM is increasingly viewed as a mechanism for improving service delivery, organisational learning, and project success.

For Eskom, the need for KM became more pronounced following workforce restructuring initiatives that led to significant losses of institutional knowledge through retirements, resignations, and severance packages. This erosion of expertise created challenges in project delivery and organisational continuity.

Eskom’s Construction Project Challenge

Over the past decade, Eskom has invested heavily in major infrastructure projects, including Medupi, Kusile, Ingula, and numerous refurbishment initiatives. However, many projects have experienced delays, budget overruns, and implementation challenges. Factors such as skills shortages, inadequate project management, leadership challenges, stakeholder complexities, and failure to transfer lessons learned have negatively affected project outcomes.

These challenges have contributed to operational inefficiencies and constraints in electricity generation, ultimately affecting South Africa’s economic growth and energy security. The study argues that stronger KM practices could help Eskom avoid repeating mistakes and improve future project performance.

Purpose of the Study

The primary aim of the research was to investigate the application of KM processes in Eskom’s construction projects and assess their effectiveness in mitigating project delays. The study also sought to identify opportunities for improving knowledge management practices and provide recommendations that would enhance project execution in future infrastructure initiatives.

Understanding Knowledge Management

Knowledge Management refers to the systematic process of identifying, capturing, organising, storing, sharing, and applying information and experience to improve organisational performance. It enables organisations to learn from previous successes and failures, solve problems more effectively, and make informed decisions.

Within project environments, KM helps ensure that valuable lessons, expertise, and institutional knowledge are retained and transferred across projects rather than being lost when employees leave the organisation.

Theoretical Foundations

The study was informed by two prominent KM theories:

Data-Information-Knowledge-Wisdom (DIKW) Continuum

The DIKW model explains how raw data is transformed into information, knowledge, and ultimately wisdom. It provides a framework for understanding how organisations convert information into meaningful insights that support decision-making and project execution.

SECI Model

The SECI Model focuses on organisational knowledge creation through four processes:

• Socialisation
• Externalisation
• Combination
• Internalisation

The model explains how tacit knowledge held by individuals can be shared, converted into explicit knowledge, and embedded within organisational systems and practices.

Knowledge as a Strategic Resource

The study highlights two key forms of knowledge:

Tacit Knowledge

This consists of personal experience, skills, judgement, and expertise that individuals acquire over time. It is often difficult to document but highly valuable in solving complex project challenges.

Explicit Knowledge

This included documented information such as reports, procedures, manuals, specifications, meeting minutes, and project records. Explicit knowledge is easier to store, retrieve, and share across the organisation.

Successful KM requires organisations to capture both forms of knowledge and ensure they are accessible when needed.

Knowledge Management and Project Success

Project success depends on completing work within agreed timelines, budgets, quality standards, and stakeholder expectations. KM contributes directly to project success by helping organisations:

• Learn from previous projects.
• Avoid repeating mistakes.
• Improve planning and execution.
• Strengthen decision-making.
• Enhance collaboration across teams.
• Reduce delays and cost overruns.

In project-based organisations such as Eskom, knowledge generated during one project should become an organisational asset that informs future initiatives.

Barriers to Effective Knowledge Management

The research identified several obstacles that hinder effective KM implementation within construction projects:

Poor Communication and Collaboration

Limited interaction between project stakeholders reduces opportunities for knowledge sharing and collective problem-solving.

Inadequate Knowledge Capture

Many organisations fail to systematically document lessons learned and project experiences, resulting in repeated mistakes across projects.

Limited Technology Utilisation

Insufficient use of digital knowledge systems makes it difficult to store, retrieve, and disseminate project information effectively.

Skills and Awareness Gaps

Employees often lack understanding of KM principles and their practical value, limiting organisational adoption.

Cultural Resistance

In many organisations, knowledge is viewed as a source of personal power rather than a shared organisational asset, discouraging collaboration and openness.

Building a Knowledge-Sharing Culture

The study emphasises the importance of fostering a culture where employees actively share expertise, lessons, and experiences. Effective KM cultures encourage:

• Collaboration across departments.
• Continuous learning.
• Mentorship and coaching.
• Documentation of lessons learned.
• Open communication.
• Participation in training and knowledge-sharing forums.

Such a culture helps preserve institutional memory and strengthens organisational resilience.

Recommendations for Eskom

To strengthen KM practices and improve project performance, the study recommends that Eskom:

• Develop structured knowledge-sharing processes.
• Capture lessons learned from all projects.
• Invest in technology platforms that support KM.
• Promote a culture of collaboration and learning.
• Improve skills transfer between experienced and younger employees.
• Integrate KM into project governance and decision-making processes.

Ensure organisational knowledge is retained despite staff turnover and retirements.

Conclusion

Knowledge Management is not merely an administrative function; it is a strategic capability that can significantly improve project outcomes. For Eskom, effective KM offers an opportunity to reduce project delays, minimise cost overruns, preserve institutional knowledge, and strengthen project delivery performance. By embedding knowledge-sharing practices into its culture, systems, and project processes, Eskom can enhance operational efficiency, improve infrastructure delivery, and contribute more effectively to South Africa’s energy security and economic development.