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South Africa’s retail sector is a living organism, constantly shifting, adapting, and stretching under the weight of changing consumer behaviour, digital disruption, and operational complexity. From store floors in Soweto to distribution hubs in Durban, retail is no longer just about selling products. It is about managing people, optimising performance, and building resilient teams in real time.

Yet, for many experienced retail managers working in Talent Management and People Operations, there remains a quiet gap. They lead teams, resolve conflicts, manage performance, and drive culture daily, but often without a formal qualification that recognises and strengthens these capabilities.

As Nazim Cassim, founding member of the Retail Institute of South Africa, notes:

“Retail has always been treated as something you fall into, not something you grow in. That’s a dangerous illusion for a sector this important. The scale of this industry is extraordinary, but the scale without skills is fragile. We must build real ladders of professional progression, otherwise we will fall behind faster than we think,” according to BizCommunity.

This reality places Talent Management and People Operations leaders at the centre of transformation.

The Reality of Retail Leadership in South Africa

Retail managers are not removed from operations. They are embedded in them.

On any given day, a retail People Operations manager is expected to:

• Manage workforce scheduling across multiple shifts
• Handle employee relations and conflict resolution
• Drive performance in high-pressure, customer-facing environments
• Ensure compliance with labour regulations
• Develop staff while maintaining operational efficiency
• Adapt to technology-driven systems such as POS, inventory platforms, and workforce analytics

This is leadership in motion. Immediate, human, and often unpredictable.

But here lies the tension: while the responsibility is high, formal development pathways remain limited or inconsistent across the sector.

Skills Development Challenges in the Retail Sector

Retail organisations in South Africa face persistent challenges when it comes to skills development:

1. Experience Without Formal Recognition

Many leaders have grown through the ranks, from shop floor to management, gaining invaluable practical knowledge but lacking formal qualifications to support further progression.

2. Middle Management Capability Gaps

Research from the SA Journal of Human Resource Management highlights a critical issue:
Leadership development maturity scores sit at:

• 60% for junior leaders
• 50% for middle management
• 62% for senior leadership

The weakest link is clearly middle management, the very layer responsible for translating strategy into daily operations.

3. Pressure of Industry 4.0 and 5.0

Retail is rapidly integrating:

• Data analytics
• Automation
• Omnichannel retail systems

Yet many managers are expected to lead this transformation without structured training in innovation or systems thinking.

4. Fragmented Leadership Development

Development initiatives often focus on isolated skills rather than building integrated leadership capability across all organisational levels.

What the Research Tells Us About Retail Leadership

The study titled Building transformational leaders: Assessing retail leadership maturity via an HR lens by Mariëtte Frazer provides critical insight into the sector.

Key Findings:

• Leadership development maturity is uneven, particularly at middle management level, where capability gaps are most pronounced.
• Retail-specific leadership requirements are unique, requiring a blend of operational, interpersonal, and strategic skills.
• Core competencies identified include:
  • Self-leadership
  • Adaptability
  • Interpersonal and people management skills

These are not abstract capabilities. They are the daily tools of a retail People Operations leader.

The research further demonstrates that combining structured leadership development models with real workplace insights provides both theoretical and practical value.

In simple terms: retail leadership cannot be developed in isolation from the workplace. It must be embedded in it.

Why Talent Management and People Operations Matter More Than Ever

In retail, people are not just part of the business. They are the business.

From frontline staff to store managers, performance is directly linked to how effectively people are:

• Recruited
• Developed
• Managed
• Retained

This places Talent Management and People Operations leaders in a strategic role, not just an administrative one.

However, to truly operate at this level, retail leaders need:

• Structured frameworks for decision-making
• Tools for managing complexity
• The ability to align people strategy with business outcomes

The Role of the Advanced Certificate in Business Innovation Management

The Advanced Certificate in Business Innovation Management (NQF Level 6) provides a powerful bridge between experience and formal capability.

For retail professionals, particularly those in Talent Management and People Operations, it offers:

Work-Based Learning

Your store, your team, your challenges become your classroom. Learning is not separate from your job. It is integrated into it.

Systems Thinking for Retail Environments

Understand how staffing, operations, customer experience, and technology connect and influence each other.

Talent Management and Leadership Development

Build structured approaches to:

• Workforce planning
• Leadership pipeline development
• Employee engagement
• Performance optimisation

Innovation in People Practices

Learn how to:

• Introduce new workforce strategies
• Improve team productivity
• Adapt to digital transformation in HR and operations

Retail-Specific Career Pathways

This qualification is particularly relevant for professionals in roles such as:

• Retail HR Manager
• Talent Manager
• People Operations Manager
• Store Manager or Area Manager
• Learning and Development Specialist
• Workforce Planning Manager
• Retail Operations Manager

These roles require more than experience. They require structured thinking, strategic capability, and innovation-driven leadership.

Building Real Career Progression in Retail

The message from industry and research is clear:

Retail can no longer rely on informal progression.

It needs:

• Defined leadership pathways
• Structured development programmes
• Qualifications that recognise and enhance real-world experience

Without this, the sector risks falling behind in an increasingly competitive and technology-driven environment.

What Is The Future of Retail Leadership?

The research also points to important future directions:

• Long-term studies on how leadership development impacts performance
• Evaluation of interventions that improve leadership maturity
• Greater inclusion of smaller retail businesses in development frameworks

But one conclusion stands firm:

Retail organisations that invest in leadership development maturity will be better positioned to adapt, compete, and grow.

Take the Next Step

If you are already leading people, solving problems, and managing complexity in retail, you are doing the work. Now it is time to formalise it. The Advanced Certificate in Business Innovation Management is not just a qualification.nIt is a structured pathway to becoming a recognised, capable, and future-ready retail leader.

South Africa is not facing a shortage of potential. It is facing a crisis of identity. Charley Pietersen, a South African author, international speaker, and social reform advocate whose life journey reflects resilience, purpose, and transformation, recently engaged with The DaVinci Institute on the social challenges affecting men in the country.

Behind the statistics on gender-based violence, crime, substance abuse, and mental health lies a deeper and less discussed issue: fatherlessness. It is a quiet crisis, yet one that is shaping the trajectory of an entire generation of boys who are growing into men without guidance, identity, or emotional grounding.

For Pietersen, this is not theory. It is a lived experience. Born in Smithfield in the Free State and raised in a fatherless home by a single mother, he reflects the very crisis he now speaks about. From building a career in institutions like First National Bank and Standard Bank, CEO of Bloemfontein Celtic FC, Free State Provincial Office to contributing to South Africa’s 2010 FIFA World Cup success, his life has been defined by resilience, discipline, and purpose.

“This is not a theory. It is a lived experience. Growing up without a father is not just about absence. It is about unanswered questions: Who am I? Where do I come from? What does it mean to be a man?” said Pietersen.

When those questions are left unresolved, they do not disappear. They manifest in anger, bitterness, confusion, withdrawal, or destructive behaviour.

The Identity Gap No One Is Addressing

In many South African households, particularly those led by single mothers or grandparents, boys are raised with love and sacrifice. Yet love alone cannot replace identity.

Too often, conversations about absent fathers are avoided. A boy asks, and the question is dismissed. Over time, that silence becomes a gap, and that gap becomes a wound.

By the time these boys reach adolescence, the symptoms begin to show:

Emotional detachment

Aggression or rebellion

A search for belonging in the wrong places

What society often labels as problematic behaviour is, in many cases, a crisis of identity.

A One-Sided Empowerment Narrative

South Africa has, rightly, invested heavily in empowering women and the girl child. This work is necessary and important. However, it has unintentionally created a silence around the needs of boys.

“There are many platforms that say, ‘empower the girl child,’ but where are the platforms that say to young men, ‘you matter too’?” Pietersen asked.

When boys are not affirmed, guided, or mentored, they do not remain neutral. They become vulnerable to crime, gangsterism, substance abuse, and harmful expressions of masculinity.

Broken Men, Broken Systems

We cannot speak honestly about issues like gender-based violence without asking a difficult question: What is happening to our men?

It is easy to label men as perpetrators. It is harder, but more necessary, to understand the root causes behind the behaviour.

Many of the men who perpetrate violence are themselves products of absent fathers, unresolved trauma, lack of role models, and emotional neglect. This is not an excuse. It is an explanation. Without understanding it, solutions will remain superficial.

“South Africa is investing millions into addressing the symptoms of societal breakdown. But until we confront the root cause, the making of broken men, the cycle will continue,” said Pietersen.

Pain Does Not Discriminate

One of the most overlooked truths is that pain is universal. It does not matter whether you are wealthy or poor, successful or struggling or from which race or ethnicity. Emotional wounds do not recognise status.

Many men suffer in silence, believing they are alone in their struggles. In reality, across boardrooms, communities, and households, men are dealing with identity crises, mental health challenges, unprocessed trauma, and pressure to perform without support.

The difference is not the presence of pain. It is the presence, or absence, of tools to deal with it.

Rebuilding Through Purpose and Community

If fatherlessness is the root problem, then mentorship, structure, and purpose must be part of the solution. South Africa does not lack people. It lacks coordinated action.

Pietersen emphasised the importance of institutional partnerships, highlighting The DaVinci Institute as a critical collaborator in developing structured programmes for men in both corporate and community environments.

“We need spaces that do more than talk. We need spaces that equip, mentor, and transform. Through collaboration, we can begin to design programmes that address identity, purpose, and leadership among men,” he said.

Imagine a country where men mentor young boys in their communities, where skills and opportunities are shared openly, where communities take responsibility for their environments, and where knowledge flows between generations. This is not idealism. It is practical nation-building.

“Movements led by figures like Angus Buchan have already shown that when men gather with purpose, transformation is possible. The challenge is scaling that intention into sustained systems,” Pietersen added.

A Vision for the Future: The Fatherless Academy

South Africa does not lack potential; it lacks structure, guidance, and intentional spaces where brokenness can be rebuilt into strength. Across our communities, countless boys are growing up without fathers, navigating life without direction, affirmation, or a sense of belonging. What they need is not sympathy, but strategy. Not temporary relief, but lasting intervention.

The time has come for a bold and deliberate response: the establishment of a Fatherless Academy.

This Academy would be more than just a place; it would be a movement. A safe and structured environment where boys without father figures are not defined by their circumstances but reshaped by opportunity. Here, mentorship would not be occasional; it would be consistent, intentional, and life-shaping. Boys would be guided by men who understand their struggles, who have walked similar roads, and who are committed to helping them rise above their past.

Discipline would not be enforced through fear but cultivated through purpose. Values such as respect, responsibility, integrity, and self-belief would be embedded in daily life. The Academy would restore what has been missing: structure, routine, and accountability, while nurturing confidence and identity.

Every boy carries something within him: a gift, a talent, a calling. Too often, these remain undiscovered in environments of neglect. The Fatherless Academy would intentionally identify and develop these abilities, whether in the arts, in technical trades, in sport, or in leadership. Each young man would be seen, known, and developed according to his unique potential.

But development without opportunity is incomplete. The Academy would serve as a bridge between growth and real economic participation. It would connect young men to skills training, entrepreneurship pathways, and employment opportunities, ensuring they do not just dream of a better future but step into it equipped and prepared.

This is not just a vision, it is a necessity. Because when you rebuild a boy, you restore a family. When you restore a family, you strengthen a community. And when communities are strengthened, a nation begins to heal.

The Fatherless Academy is not about fixing what is broken; it is about unlocking what has always been there, waiting for the right environment to thrive.

Such an initiative would not only change individual lives but also transform communities. Pietersen believes that collaboration with institutions like The DaVinci Institute can help turn this vision into a scalable and sustainable reality.

The Work Ahead

South Africa is not beyond repair. But the solution requires honesty.

We must acknowledge the impact of fatherlessness.

We must invest in the emotional and psychological development of men.

We must create platforms for boys to discover identity and purpose.

We must rebuild communities from within.

For institutions like The DaVinci Institute, this moment calls for more than dialogue; it calls for decisive action. It is an opportunity to move beyond conversation and become active architects of change through education, leadership development, and meaningful community impact.

Because at its core, this is not merely a social challenge, it is a generational responsibility. The choices we make today will echo in the lives of young men tomorrow.

If we fail to act, we risk continuing a cycle that produces men who are disconnected, unsupported, and uncertain of their place in society. But if we intervene, intentionally, collaboratively, and with purpose, we have the power to raise a generation of men who are grounded in values, driven by purpose, and equipped to lead South Africa forward.

When men are restored, families begin to stabilise. And when families stabilise, communities grow stronger. Ultimately, it is through this restoration that a nation finds its footing again and begins the work of rebuilding itself.

A compelling new article by Zubair Shabodien, Partner: Business Growth at The DaVinci Institute, explores the growing leadership imperative within South Africa’s financial services sector. Writing at a time when digital transformation, regulatory pressure, and economic uncertainty are reshaping the industry, Shabodien argues that leadership, not technology, will ultimately determine which institutions succeed.

Leadership Beyond Technical Expertise

In his article, “Financial institutions need leaders who can adapt to change,” he highlights how traditional leadership models are no longer sufficient. Financial institutions are increasingly operating in complex, interconnected environments where decisions ripple across multiple functions. As a result, leaders must move beyond technical expertise and develop the ability to think systemically, balancing strategy, risk, technology, and people.

The Rise of Systems Thinking

A central theme in the article is the importance of systems thinking. Shabodien explains that leaders must understand how different parts of an organisation interact, and how decisions in one area can create unintended consequences elsewhere. This capability is becoming critical as institutions navigate digital transformation, fintech disruption, and evolving customer expectations.

Technology as a Leadership Responsibility

While technology continues to transform the financial sector, Shabodien emphasises that it is no longer confined to IT departments. Instead, it has become a strategic leadership issue. Leaders are expected to engage meaningfully with technological change, ensuring that investments in digital platforms, data, and artificial intelligence align with long-term organisational goals.

Strengthening Leadership for South Africa’s Context

The article also reflects on the unique challenges facing South Africa’s financial institutions. Leaders must respond to local economic pressures, infrastructure constraints, and the need for financial inclusion, while remaining competitive in a global market. This places greater emphasis on leadership capability as a driver of both institutional performance and broader societal impact.

Building Leadership Capability for the Future

Ultimately, Shabodien highlights the importance of investing in leadership development. Programmes that combine academic insight with practical application, such as the Master of Business Leadership, are enabling professionals to navigate complexity and drive meaningful change within their organisations.

His article reinforces a critical message: in a rapidly evolving financial landscape, the future will belong to institutions that develop leaders who can think holistically, act strategically, and adapt continuously.

Read the full article on Business Brief:

Dr Jan P Bosman, PhD  

In many organisations, leaders are carrying far more than their titles suggest. They work closest to  the reality of the organisation, translating vision into something that actually works, while navigating  pressure, uncertainty, and continuous change. Leadership is no longer driven by hierarchy or  expertise alone, but by the ability to interpret context, engage meaningfully with others, and  respond with awareness and intention.  

In TIPS™ – The Untold Story, Dr Jan Bosman reflects on the journey through which the framework  emerged, drawing on years of engagement with leaders across African organisational contexts.  Rather than introducing TiPS as a model to be applied, the article traces how it took shape through  lived experience, conversation, and the gradual recognition of patterns in practice.  

This work unfolded across all levels of leadership, from supervisory and emerging leaders to senior  and executive roles; each contributing to the patterns that would later become visible. Yet, it is often  those closest to the work, translating vision into daily reality, who carry the deepest weight of this  journey.  

Where TIPS Comes From

The TiPS Framework did not originate in theory or academic abstraction. It emerged over time  through sustained work with leaders in complex environments, particularly in mining, corporate, and  institutional contexts.  

A question kept returning:  

Why do some leaders navigate complexity with a sense of grounding, while others struggle in the  same conditions?  

The difference was not knowledge or authority. It was how leaders made sense of their world and  how they positioned themselves within it.  

The Emergence of the Framework  

In its early stages, TiPS was not a defined framework. It appeared as recurring tensions leaders  were trying to resolve, often without language to describe what they were experiencing.  

Over time, four patterns became visible:  

Technology  

Innovation  

People  

Systems Thinking  

These were not introduced as theoretical constructs. They were recognised as lived realities  already shaping leadership practice.  

Understanding the Power of Intersections  

As these patterns became clearer, their interconnections revealed deeper insights.  

Where Technology and People met, alignment began to emerge.  

Where People and Innovation connected, engagement became possible.  

Where Innovation and Technology interacted, agility developed.  

These were not designed outcomes, but reflections of what was already happening in practice. TiPS  helped leaders see these dynamics more clearly and respond with intention.  

A Living, Layered Framework  

As the framework evolved, it unfolded into a layered architecture reflecting organisational life:  

Practices – the everyday actions and conversations shaping culture  

Competencies – the capabilities developed over time  

Systems – the deeper structures influencing behaviour  

Rather than simplifying complexity, TiPS provided a way to navigate it.  

Rooted in African Wisdom  

The development of TiPS is deeply grounded in African relational philosophy.  

Concepts such as Ubuntu emphasise that leadership is not an individual act, but something that  emerges through relationship, recognition, and shared meaning-making.  

This grounding gives TiPS both contextual authenticity and broader relevance.  

Leadership Development by Design  

An important shift occurred as the framework became more visible.  

There was a risk that TiPS could be treated as something to implement, rather than something to  think with.  

This led to a different approach: Leadership Development by Design.  

Rather than focusing on instruction, the emphasis shifted toward creating environments where  leaders could make sense of their own experience, engage in meaningful dialogue, and grow  through practice.  

The Emergence of Remarkable Leaders  

Across contexts, a consistent pattern appeared.  

Remarkable leaders were not necessarily the most qualified or visible. They were those who could  remain present under pressure, build trust, and navigate complexity without losing their humanity.  

In African terms, this presence is often described as seriti or isithunzi.  

TiPS does not create these leaders. It helps them recognise themselves.  

From Framework to Practice  

The value of TiPS becomes evident when leaders begin using it to interpret their daily reality.  It shifts the questions leaders ask:  

Is this a people, technology, innovation, or systems dynamic?  

What is happening beneath the surface?  

How are these elements interacting?  

At this point, TiPS is no longer a framework. It becomes a way of seeing.  

A Different Way of Understanding Leadership  

TiPS invites a shift in how leadership is understood.  

It is not about applying a model.  

It is about developing awareness.  

It is not about having all the answers.  

It is about asking better questions.  

Leadership, in this sense, becomes a relational and systemic practice grounded in understanding  rather than control.  

Final Reflection  

As organisations continue to navigate uncertainty and transformation, the need for grounded,  relational, and systemically aware leadership becomes increasingly important.  

TiPS offers not a solution, but a companion — a way for leaders to make sense of their world while  remaining grounded, relational, and deeply human.  

The DaVinci Institute congratulates Dr Ngobani Johnstone Makhubu on his appointment as Commissioner of the South African Revenue Service (SARS).

Dr Makhubu brings extensive experience across complex, regulated environments. His contribution to shaping and executing SARS’s strategic trajectory signals strong continuity and leadership capability at a time when institutional effectiveness is significant.

SARS occupies a central role in South Africa’s development architecture and remains at the forefront of funding the country’s democracy. Its ability to sustain revenue performance, deepen voluntary compliance, and enable economic participation is fundamental to the State’s capacity to deliver on its social and infrastructure commitments. Leadership transitions of this nature are therefore not merely administrative but pivotal moments in reinforcing public trust and institutional resilience.

The DaVinci Institute particularly recognises the value of deliberate succession planning, as reflected in this appointment. The progression from within SARS affirms the importance of cultivating leadership pipelines grounded in institutional knowledge, strategic coherence, and a commitment to public value.

“Authentic leadership within revenue services is of critical importance during times of socio-economic re-alignment, even more so if such occurs as a result of inequality over a lengthy period of time,” said Prof Benjamin Anderson, CEO of The DaVinci Institute.

We also acknowledge the significant contribution of Commissioner Edward Kieswetter since 2019, whose leadership has strengthened SARS as a credible and high-performing institution within South Africa’s governance landscape. As of 31 March 2026, SARS collected net revenue of R2 010.3 billion over the previous fiscal year, representing growth of 8.4% and exceeding the 5.4% nominal GDP growth recorded in the third quarter of 2025.

As an institution dedicated to developing capable leaders, we are encouraged by this transition and its potential to further strengthen state capability.

We wish Dr Makhubu every success as he leads SARS into its next phase of impact and evolution.

Doctoral education plays a critical role in shaping knowledge production and societal advancement. However, growing concerns exist regarding the disconnect between academic research and real-world impact. There is a need for competencies required of effective supervisors, the systemic challenges within higher education, and the urgent need to reposition doctoral studies toward meaningful societal contribution. The Dean of Research and Head of the Institute for Postgraduate Studies at STADIO Higher Education in South Africa, Prof Flip Schutte, highlights the importance of human-centred supervision, post-graduation engagement, and a reorientation of academic culture toward community impact.

In the evolving landscape of higher education, the role of doctoral supervision extends beyond guiding students toward thesis completion. It involves nurturing individuals through a transformative journey, from student to scholar, while ensuring their research contributes meaningfully to society. Despite increasing doctoral outputs aligned with national development goals, questions remain regarding the relevance, application, and visibility of doctoral research beyond academic institutions.

The human-centred supervisor: beyond technical expertise

According to Prof Schutte, effective supervision is not primarily defined by technical expertise in research methodologies, but by human competencies. A supervisor must demonstrate empathy, compassion, and the ability to build meaningful relationships. 

“Doctoral supervision is a deeply personal and transformative process, requiring supervisors to ‘walk alongside’ students as they evolve intellectually and professionally,” shared Prof Schutte. 

He added that while methodological knowledge remains essential, it is the supervisor’s interpersonal skills that determine the success or failure of the supervisory relationship. Without emotional intelligence and a genuine concern for student development, even the most knowledgeable academic may fall short.

The academic paradox: knowledge production vs societal impact

A persistent challenge within academia is the emphasis on research output over societal relevance. Academic careers are often evaluated based on publications, conference presentations, and citations. This has fostered a culture in which scholars prioritise publishing papers, sometimes with little to no real-world application.

In many cases, research output remains confined to academic journals, with minimal engagement in industry, policy, or community contexts. This raises critical questions:

• What is the value of research that is never applied?
• How does it contribute to societal development?

A balanced approach is required, one that integrates rigorous research with practical implementation in sectors such as commerce, healthcare, technology, and public policy.

The missing voice: post-doctoral silence

A notable gap in doctoral education is the lack of visibility and impact of graduates after completion. Many doctoral candidates disappear into obscurity after graduation, with their research neither implemented nor disseminated widely.

“This reflects a limitation in current supervisory models, which often focus narrowly on thesis completion. Doctoral education should not end at graduation; rather, it should include post-graduation engagement, where supervisors support graduates in applying their research in real-world contexts,” shared Prof Schutte.

Continuous supervision or mentorship beyond graduation could enable the implementation of research frameworks and models, industry engagement and collaboration and societal contribution through practical solutions.

Rethinking doctoral admissions in the age of AI

The rise of artificial intelligence presents new challenges for maintaining academic integrity and quality. He urged institutions to adopt more rigorous selection criteria for doctoral candidates, focusing not only on academic capability but also on purpose and intent.

A critical question institutions should ask prospective candidates is:

“What contribution will your research make to society?”

Candidates who lack clarity on their intended impact may not yet be ready for doctoral study. Doctoral education should be purpose-driven, aligned with national priorities, and geared toward solving real-world problems.

From qualification to contribution: a national imperative

In the context of South Africa’s development agenda, increasing the number of doctoral graduates is not sufficient. The focus must shift from quantity to impact. Each doctoral study should contribute to societal advancement, whether through economic development, community upliftment, or organisational improvement.

Institutions must track and demonstrate the impact of their graduates by answering:

• Where are doctoral graduates applying their knowledge?
• What measurable contributions have they made?

Without such accountability, doctoral education risks becoming a costly exercise with limited return on investment.

Breaking academic ego and embracing community engagement

Two critical shifts are required within academia:

Academic environments often encourage competitiveness and intellectual elitism. This can create barriers to collaboration and meaningful engagement. Scholars must move beyond the need to “prove intellectual superiority” and instead focus on collective impact.

Prof Schutte said higher education must actively engage with communities, industries, and the broader society. This involves: listening to real-world challenges, conducting research informed by societal needs and integrating these insights into the curriculum and teaching.

“This approach reverses the traditional model of knowledge production, moving from community-informed research rather than theory-driven assumptions,” he added. 

Preparing for future doctoral candidates: a holistic approach

He shared that the journey toward doctoral studies begins long before postgraduate education. Three foundational elements are critical: Strong reading, writing, and analytical skills developed at the school level are essential for academic success, participation in sports, hobbies, and teamwork builds resilience, discipline, and interpersonal skills, key attributes for research and leadership and engagement with current affairs through news and media enables individuals to identify real-world problems worth researching.

“Doctoral education must undergo a paradigm shift, from producing theses to producing impact. Supervisors must prioritise human-centred mentorship, institutions must emphasise societal contribution, and academics must actively engage beyond the confines of academia,” Prof Schutte.

The value of a doctorate lies not in the qualification itself, but in its ability to transform society. Without this focus, doctoral education risks becoming an insular exercise disconnected from the realities it seeks to address.

The retail and fast-moving consumer goods (FMCG) industry is one of the most dynamic sectors of the modern economy. From supermarket chains and online retailers to distribution networks and brand manufacturers, the sector operates within fast-paced environments where consumer behaviour, technology, supply chains, and competition are constantly evolving.

Retail and FMCG organisations must respond quickly to shifting customer expectations, digital transformation, global supply chain pressures, and increasingly data-driven decision-making. In this environment, strong leadership capability is essential.

Professionals working in retail and FMCG are often required to manage large operational teams, oversee complex supply chains, and deliver consistent customer experiences across multiple channels. However, many professionals rise into leadership roles through operational experience rather than formal leadership education.

The Postgraduate Diploma in Business Leadership (NQF Level 8 | SAQA ID 111899 | 120 Credits) at The DaVinci Institute is designed to help professionals strengthen their strategic leadership capability while continuing to contribute within their organisations.

With fees starting from R64 800 per year, the programme can typically be completed in one year, with a maximum completion period of two years.

What Is a Postgraduate Diploma in Business Leadership?

A Postgraduate Diploma in Business Leadership (PGDip) is an advanced qualification that deepens a professional’s understanding of leadership theory, strategic decision-making, financial management, and organisational innovation.

Positioned at NQF Level 8, the qualification prepares professionals to:

• Lead teams and departments effectively
  
• Understand organisational strategy
  
• Analyse complex business environments
  
• Apply research to real organisational challenges
  
• Drive innovation and transformation within organisations
  

For professionals in the retail and FMCG sector, these capabilities are critical in managing complex operations such as store networks, product distribution systems, digital commerce platforms, and customer engagement strategies.

Is a PGDip Equivalent to an Honours Degree?

Yes. In South Africa, a Postgraduate Diploma is positioned at the same NQF Level (Level 8) as an Honours Degree.

Both qualifications represent postgraduate study following a Bachelor’s degree or Advanced Diploma. However, while honours programmes often focus on academic specialisation, postgraduate diplomas are typically designed to strengthen professional and applied knowledge.

The Postgraduate Diploma in Business Leadership focuses specifically on developing leadership capability within real organisational environments, making it particularly relevant for professionals already working in industries such as retail and FMCG.

Can a PGDip Lead to a Master’s Degree?

Yes. One of the important benefits of completing a Postgraduate Diploma in Business Leadership is that it may provide access to related Master’s degree programmes.

Graduates may be eligible to apply for postgraduate programmes such as:

• Master of Business Leadership (MBL)
  
• Master of Management in Technology and Innovation (MMTI)
  
• Other related leadership and management qualifications
  

This progression pathway allows professionals to continue building their leadership expertise and research capability.

Who Should Study Business Leadership in Retail and FMCG?

The Postgraduate Diploma in Business Leadership is designed for professionals who want to strengthen their leadership capability within complex organisations.

In the retail and FMCG sector, this may include:

• Store managers responsible for multiple retail locations
  
• Regional retail managers overseeing operational performance
  
• Supply chain and distribution managers
  
• Category and product managers
  
• Marketing and brand managers
  
• Operations managers within retail organisations
  
• Entrepreneurs operating retail or distribution businesses
  

Many professionals in these roles develop deep operational experience but want to strengthen their strategic leadership capability, financial decision-making skills, and ability to drive organisational innovation.

Where Can I Study a PGDip in Business Leadership Online?

The Postgraduate Diploma in Business Leadership can be studied through The DaVinci Institute, a private higher education institution in South Africa specialising in leadership, innovation, and technology management.

The programme is delivered through online distance education, allowing students to study while continuing their professional careers.

This flexible approach is particularly suited to professionals in the retail and FMCG sector, where operational responsibilities and irregular working hours often make traditional full-time study difficult.

Is The DaVinci Institute Accredited?

Yes. The DaVinci Institute for Technology Management is a registered private higher education institution.

The Postgraduate Diploma in Business Leadership is:

• Registered on the National Qualifications Framework (NQF Level 8)
  
• Recognised by the South African Qualifications Authority (SAQA ID 111899)
  

Students can verify accreditation through official sources such as the SAQA website or institutional documentation provided by The DaVinci Institute.

Can I Study with DaVinci If I Live Outside South Africa?

Yes. Because the programme is delivered through online distance learning, professionals can study with The DaVinci Institute from anywhere in the world.

International students across Africa and globally can participate in the programme while continuing to work within their organisations.

Do I Have to Come to Campus?

No. The programme is designed to be completed fully online, meaning students are not required to attend a physical campus.

Students benefit from:

• Online learning platforms
  
• Academic engagement with lecturers
  
• Structured academic support
  
• Flexible study schedules
  

This model allows professionals to balance study with career responsibilities.

Programme Structure

The Postgraduate Diploma in Business Leadership consists of 120 credits, combining core leadership modules with a specialised elective.

Compulsory Modules (100 Credits)

Students complete the following modules:

• Business Leadership – 20 credits
  
• Business Research – 20 credits
  
• Financial Management – 20 credits
  
• Strategic Management – 20 credits
  
• Technology and Innovation Management – 20 credits
  

These modules help professionals develop the strategic and analytical capabilities required to lead organisations within complex industries such as retail and FMCG.

Elective Modules (20 Credits)

Students select one elective module:

• Business Innovation Management
  
• Dynamic Cyber Attack Management
  
• Marketing Management
  
• Operations Management
  
• Project Management
  
• Retail Management
  
• Risk-based Integrated Management
  
• Supply Chain Management
  
• Strategic Digital Transformation Management
  

This allows professionals to deepen their expertise in areas relevant to their career paths.

How Long Does a PGDip Take?

The Postgraduate Diploma in Business Leadership typically takes:

• Minimum duration: 1 year
  
• Maximum duration: 2 years
  

This flexible structure allows professionals to complete their studies while continuing to work.

Minimum Admission Requirements

Applicants must have:

• A Bachelor’s Degree at NQF Level 7, or
  
• An Advanced Diploma at NQF Level 7
  

Applicants who do not meet these requirements may still be considered through Recognition of Prior Learning (RPL), which evaluates relevant professional experience.

What Jobs Can You Get with a PGDip in Business Leadership?

Graduates of the programme strengthen their ability to move into leadership roles across industries.

Within the retail and FMCG sector, potential roles include:

• Retail Operations Manager
  
• Regional Store Manager
  
• Supply Chain Manager
  
• Category Manager
  
• Brand Manager
  
• Marketing Manager
  
• Distribution Manager
  
• Strategy Manager
  
• Business Consultant
  
• Entrepreneur
  

The qualification strengthens leadership capability across multiple functions, enabling professionals to contribute to organisational growth and innovation.

Developing Leaders for the Future of Retail

Retail and FMCG organisations face constant pressure to innovate, optimise supply chains, improve customer experiences, and adapt to digital transformation.

Leaders within these organisations must be able to think strategically, analyse complex systems, and guide teams through change.

The Postgraduate Diploma in Business Leadership equips professionals with the knowledge, research capability, and leadership skills required to succeed in this evolving environment.

DaVinci Alumni Leading in the Retail and FMCG Industry

One of the strengths of studying at The DaVinci Institute is the network of graduates who are actively shaping organisations across industries. An example within the retail and FMCG sector is Dr Mundondo, founder of Enzon Enterprises.

Through Enzon Enterprises, Dr Mundondo has built a business operating within the retail and consumer goods environment, demonstrating the kind of entrepreneurial leadership and strategic thinking that the Postgraduate Diploma in Business Leadership aims to develop.

Alumni such as Dr Mundondo illustrate how leadership education can translate into real organisational impact, from building new enterprises to driving growth within established industries.

For professionals considering the programme, these examples show how the knowledge gained through leadership studies can be applied directly to the retail and FMCG sector, whether through entrepreneurship, strategic management, or operational leadership.

Enrol Today

If you are working in the retail or FMCG sector and want to strengthen your leadership capability, the Postgraduate Diploma in Business Leadership offers a practical pathway to professional growth. Explore admission requirements, programme details, and upcoming intakes with The DaVinci Institute and begin advancing your leadership journey today. Please enrol here. 

A thought-provoking new op-ed by colleagues of The DaVinci Institute explores how affordability is emerging as a critical strategic factor shaping South Africa’s economic landscape. Writing against the backdrop of rising cost-of-living pressures, high unemployment, and persistent inequality, the authors argue that affordability is no longer just a social concern, but a structural driver of market dynamics and economic growth.

From Cost Pressure to Strategic Lever

In their article, “Affordability as strategy: why cost-of-living pressures matter for economic landscape,” the authors examine how constrained household income and changing consumption patterns are influencing demand across sectors. Rather than viewing affordability purely as a challenge, they position it as an opportunity for organisations to rethink how value is created, delivered, and accessed.

Rethinking Business Models for Inclusion and Growth

The article highlights how businesses can respond through innovation across pricing, packaging, supply chains, and financing models. Examples such as low-cost banking models and flexible retail concepts demonstrate how affordability-driven strategies can expand customer access while unlocking new growth opportunities. These approaches reflect a broader shift towards designing systems that are responsive to real economic conditions on the ground.

A Systems Approach to Economic Participation

Importantly, the authors emphasise that affordability cannot be addressed in isolation. It requires coordination across business, government, and society. By adopting a systems-thinking approach, organisations can better align their capabilities to support both economic viability and social sustainability, particularly in constrained environments.

Shaping South Africa’s Economic Future

Ultimately, the op-ed underscores that affordability will continue to influence consumer behaviour, competitive dynamics, and long-term growth. As South Africa navigates complex economic challenges, integrating affordability into strategy may prove essential in expanding access, stimulating demand, and enabling more inclusive participation in the economy.

Read the full article: Affordability as strategy: why cost-of-living pressures matter for economic landscape

On the 29-30 October 2025, The DaVinci Institute hosted its bi-annual President’s Dinner at The DaVinci House in Modderfontein and held its October graduation ceremony at the Midrand Conference Centre, celebrating the significant achievements of its graduates and marking 20 years of co-creative freedom in education.

The President’s Dinner

The President’s Dinner, hosted by the institute’s President,Edward Kieswetter, on the eve of graduation, served as a prestigious celebration of academic excellence and leadership. This year’s second dinner highlighted the achievements of 6 doctoral graduates, recognising the significance of their research contributions and innovative thinking in addressing real-world challenges within their professions, industries and communities. 

The evening brought together members of the senate, faculty, partners, and industry leaders, reflecting DaVinci’s strategic intent, which is to strengthen the growth of agile, aligned, and engaged managerial leaders who co-create innovative ecosystems and sustainable transformational societies.

Why are doctoral graduates important?

In line with the National Development Plan (NDP), doctoral graduates are important to South Africa’s socio-economic development as they drive research, innovation, and the creation of new knowledge that fuels progress across industries. Given the state of the country and continent, doctoral graduates and their applied thinking expertise enable the country to address complex challenges, enhance productivity, and build globally competitive sectors. 

The DaVinci Institute President’s words of encouragement 

Speaking at the dinner, President Kieswetter congratulated the graduates for embodying the institute’s core principles and its dream of influencing the co-creation of humane, sustainable societies.

“This dinner is an immense honour for me, and I will never try to miss this, to share this smaller, more intimate and private moment with you. Of course, tomorrow you will wear your gowns and caps. There will be many visible symbols of your academic excellence and achievement, demonstrating your hard work, scholarly commitment, and dedication,” said President Kieswetter.

As the institute that dreams of influencing the co-creation of humane, sustainable societies, this contribution to increasing the number of the doctoral graduates is therefore cementing the value of strengthening South Africa’s innovation capacity, supporting evidence-based policymaking, and encouraging a knowledge-based economy that can sustain inclusive growth and development.

Doctoral graduates for October 2025

• Dr Arnoldus Daniel du Plooy. Thesis: Developing an integrated business analytics framework to enhance the performance of capital infrastructure projects.

• Dr Juliette Fourie. Thesis: A strategic framework for sector skills planning in the freight forwarding and customs clearing sector: a South African perspective.

• Dr Wenzel Christőfel Kotze. Thesis: Early identification of individuals most suitable for leadership development through habit analysis.

• Dr Bheki Mdakane. Thesis: Enterprise and supplier development for SMMEs in South African mining host communities: socio-economic and political experiences in the Northern Cape.

• Dr Jerimaya Mundondo. Thesis: Exploring the effect of entrepreneurial effectuation and bricolage on intentions, behaviours, and perceived success among entrepreneurs in resource-constrained environments.

• Dr Gabapelo Phillip . Thesis: A knowledge management framework for competitive advantage in Botswana’s selected mobile network operators

Graduations at the Midrand Conference Centre

The day following the dinner, The DaVinci Institute conferred qualifications across its diverse programmes, which range from a Higher Certificate to Doctoral Degrees. Each graduate’s journey reflected the institute’s unique cooperative framework, which connects businesses and education through a practical and systems-thinking approach. Therefore, this framework helps businesses and industries understand how the management of technology, innovation, people, and systems work together to solve real-world challenges. By encouraging collaboration and measuring real impact, it ensures learning and projects create real value for individuals, businesses, and communities. 

The DaVinci Institute Top Achiever Awards

Undergraduate

The DaVinci Institute recognises Higher Certificate in Management of Technology and Innovation students who have distinguished themselves amongst their peers in the following modules:

1. Roan Fourie, Management Fundamentals: Technology, People and Innovation Management.
2. Ashton Rampersad, Management and Leadership Development Problem-Solving, Creative Thinking and Decision-Making Development of a Personalised Learning Strategy.
3. Lucille Starkey, Management of Technology

The DaVinci Institute recognises Bachelor of Commerce in Business Management student who have distinguished themselves amongst their peers in the following module:

1. Riaan Van Der Schyff, Business Management 3

Postgraduate

The DaVinci Institute recognises student who have distinguished themselves amongst their peers in the Postgraduate Diploma of Business Leadership:

1. Jana Britz 

The DaVinci Institute recognises Master of Management in Technology and Innovation students who have distinguished themselves amongst their peers in the following:

1. Shayne John Mitchell, Management of Technology, Self, Other and Social Contexts.
2. Meggie Siddiah Warimu Muthee, Managing Systems, Problem-Solving, Creative Thinking and Decision-Making.
3. Christian Kalonji Nkangolo, Management of People.
4. Aubrey Ramaphosa, Management and Leadership Development
5. Thulile Pauline Tshabalala, Management of Innovation

The DaVinci Institute recognises student who have distinguished themselves amongst their peers in the Master of Business Leadership:

1. Samuel Lunga Mziwake

The DaVinci Institute Senate Awards (2025)

The DaVinci President’s Award Winner

• Dr Regan Berry

The DaVinci Community Engagement Award

• Dr Sara Bint Moneer Khan

The DaVinci Mandala Research Award Winner

• Dr Isheunesu Amon Chaka

Doctoral Academic Excellence Award Winner

• Dr Hester Catarina Welman

The Benjamin Anderson Award Winner

• Ms Johani Liebenberg

Postgraduate Diploma Top Achiever Award Winner

• Ms Jenaine Reddy

The 2025 October graduation ceremony marked another milestone in The DaVinci Institute’s ongoing pursuit of excellence in higher education and its commitment to shaping humane and sustainable societies by empowering leaders to co-create positive and lasting change.

Curiosita at The DaVinci Institute is more than a conversation, it is a space where ideas meet practice. In our latest session held on the 30th September, the focus was on innovation management measurement. Participants had an opportunity to question, explore, and connect research with real-world impact. Through this lens of curiosita, the dialogue highlighted how South Africa continues to shape global standards while addressing local challenges.

Key participants who shaped the engagement included DaVinci’s doctoral candidate, Moses Kgosane Motshekga; Dr Mamohau Sekgaphane, Head of Faculty: Innovation Management; Prof Lucky Mathebula, Head of Faculty: People Management; Ofentse Rapakgadi, Executive: Marketing, Branding and Communication at DaVinci; Mmakgabo Maheya, Supervisor: ICT, Systems and Services Standards at SABS; and Dr Phumuza Langa, Senior Manager and Commercialisation Specialist at the University of Johannesburg

The Background of South Africa’s Contribution In Global Innovation Management Standards

South Africa continues to make its mark on the international stage of innovation management. Two of the country’s thought leaders, The DaVinci Institute CEO, Prof Ben Anderson, and South African Bureau of Standards (SABS), Supervisor: ICT, Systems and Services Standards, Mmakgabo Maheya, have been instrumental in shaping the development of ISO 56000/56001, the international standard for innovation management systems. Their complementary contributions ensured that South Africa’s voice, priorities, and innovation agenda are firmly embedded in this globally recognised framework.

Against this background, The DaVinci Institute hosted its September Curiosita, a platform designed to integrate academic enquiry with industry experience, highlighting innovation management measurement and its practical applications for doctoral research.

DaVinci’s Role in Global Innovation Standards

At the centre of South Africa’s global innovation management engagement is Prof Anderson, who has played a critical role in both national and international forums. As Chairperson of SABS TC 279 (Innovation Management), he has guided South Africa’s intellectual and technical input into the ISO process for more than a decade, including six years serving as international chair.

His leadership ensured that South Africa’s innovative perspectives, particularly those rooted in industrialisation, technology commercialisation, and the United Nations Sustainable Development Goals (SDGs), were recognised and embedded in the global framework.

Among his key contributions were:

• Guiding South Africa’s technical and academic input into the ISO standardisation process.
• Representing South Africa in ISO/TC 279, the global committee overseeing the standards.
• Producing reflections that underscore the significance of ISO 56001 as a systematic framework for unlocking organisational innovation.
• This intellectual contribution positioned South Africa not only as a participant but as a leader in innovation management thinking, influencing how organisations worldwide measure and manage innovation.

Curiosita: Bridging Research and Industry

DaVinci’s Curiosita was dedicated to the theme of Innovation Management Measurement. The engagement created a space for our doctoral candidate, Moses Kgosane Motshekga, to present his work and receive valuable input from both academic practitioners and industry leaders.

The candidate’s research stood out: a study focused on developing a framework to automate fair collection systems for the City of Johannesburg’s Metro Bus. The candidate argued that the current legacy system makes it difficult for the organisation to manage and account for its operations effectively.

Global crises, such as the COVID-19 pandemic, have further exacerbated the financial challenges facing Metro Bus, particularly in terms of revenue collection. The candidate positioned his research as an attempt to help the city address these pressing issues by exploring ways to improve fairness and accountability in fare collection.

Technology or Systemic Change?

A key discussion during the session centred on whether the candidate’s solution would introduce entirely new technology or work to improve the systems already in place. This question highlighted a central principle of innovation management: innovation does not always mean a new tool; it can also mean a new approach.

The DaVinci faculty and participating industry professionals advised the candidate not to make assumptions that the solution must necessarily be a technological tool. Instead, they encouraged him to let his findings, drawn from thorough research and data, inform the most appropriate solution.

This guidance urged the candidate to adopt a systemic perspective, looking beyond Metro Bus alone and considering the broader urban transport ecosystem. Innovation, they emphasised, should not only resolve immediate operational inefficiencies but also align with long-term sustainability and organisational resilience.

Embedding South Africa’s Innovation Agenda

The Curiosita dialogue emphasised the role of the platform that blends research, industry insights, and global standards. By grounding doctoral studies in the broader context of ISO 56000/56001, The DaVinci Institute is ensuring that research projects do more than solve local problems; they contribute to shaping global best practices in innovation management.

Prof Anderson’s leadership in ISO development, combined with the intellectual rigor fostered through DaVinci’s doctoral programmes, ensures that South Africa’s innovation priorities, industrialisation, technology, sustainability, and inclusiveness remain central to global conversations.

Conclusion: Innovation Management Measurement

The September Curiosita reaffirmed DaVinci’s role as a bridge between research, industry, and international standards. The focus on innovation management measurement demonstrated that while tools and technology are important, the real power of innovation lies in creating systematic frameworks that encourage fairness, sustainability, and accountability.