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The DaVinci Institute’s alumna, Dr Carin Stoltz-Urban’s study explored why non-traditional postgraduate students, typically older, working adults with family and community responsibilities, struggle to complete their studies. It also develops an institutional framework aimed at enhancing their success and retention in African higher education contexts. Using a grounded theory approach, the research draws on literature, interviews, and focus groups conducted across South Africa, Kenya, and Zimbabwe.

Key Challenges Facing Non-Traditional Students:

Balancing Work, Study, and Family

Many non-traditional students juggle demanding careers and family obligations. While workplace support can positively influence success, inflexible schedules and a lack of employer understanding often hinder progress.

Emotional and Psychological Strain

Students reported high levels of stress, anxiety, and discouragement. Feelings of uncertainty about academic ability were common, often tied to low academic self-efficacy and inadequate preparation for postgraduate demands.

Academic Literacy and Integration

Lack of academic writing and research skills was identified as a major barrier. Students struggled with understanding academic expectations at the postgraduate level, highlighting the need for stronger academic induction and literacy support.

Institutional Factors Influencing Success

Service Orientation and Flexibility

Institutions’ attitudes and responsiveness to student needs play a critical role. A student-centred culture, flexibility in access to resources, after-hours support, adaptable payment structures, and consistent communication are key enablers of success.

Management and Administration

Strong institutional management, including staff accountability, effective communication, and monitoring of student progress, supports retention. Administrative inefficiencies, in contrast, contribute to frustration and attrition.

Social and Academic Integration

While traditional models of social integration may not fully apply to non-traditional students, fostering a sense of belonging through peer support and friendly, accessible staff enhances motivation and persistence. Academic integration through clear induction and mentoring remains essential.

The Role of the Academic Supervisor

Supervisors emerged as pivotal to postgraduate success. Effective supervisors balance expertise with mentorship, provide timely feedback, maintain open communication, and offer emotional encouragement. Their accessibility and administrative efficiency significantly affect student progress.

The Proposed Institutional Framework

The framework positions the student as the centre of a multi-layered ecosystem:

• Microsystem: The student’s personal skills, motivation, and resilience.
• Mesosystem: Personal and family contexts influence emotional and logistical support.
• Exosystem: Institutional environment, including supervisor relationships and service quality.
• Macrosystem: Broader socio-economic and national education context.

Institutions should adopt a holistic, student-centred approach focusing on:

• Enhancing academic self-efficacy, resilience, and self-regulated learning;
• Providing flexible, responsive services and clear communication;
• Strengthening management accountability and progress monitoring;
• Building supportive academic and social networks;
• Ensuring qualified, engaged supervisors.

Limitations and Recommendations

The study’s findings are grounded in three African countries and may need broader validation. Future research should explore non-traditional student experiences at the undergraduate level and develop a dedicated framework for academic supervision.

Conclusion: Non-Traditional Postgraduate

Dr Stoltz-Urban concluded that while student attributes, motivation, resilience, and self-efficacy are vital, the primary responsibility for enabling success rests with institutions. Universities must consciously design systems that accommodate the complex realities of non-traditional postgraduate students. A culture of flexibility, accountability, and empathy can transform retention outcomes and strengthen Africa’s postgraduate education landscape.

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.

At The DaVinci Institute, we believe in ideas that change the world. On 17 September 2025, we had the privilege of hosting Futurpreneur, Canada’s only national non-profit dedicated to helping aspiring entrepreneurs to turn their business dreams into reality.

A Legacy of Supporting Young Entrepreneurs

For over 25 years, Futurpreneur has championed young entrepreneurs by offering not only inclusive financing but also mentorship and resources that open opportunities. What makes their model remarkable is its blend of practical support and human connection, pairing ambitious founders with seasoned mentors who know the highs and lows of building something from scratch.

A Room Full of Energy and Ideas

The energy during the session was contagious. Entrepreneurs and emerging business leaders shared stories of their ventures and how their work is creating meaningful change within their communities. The presence of Futurpreneur reminded everyone that while entrepreneurship can feel daunting, it is never a journey that must be taken alone. With the right mentorship, support, and determination, bold ideas can evolve into thriving, sustainable enterprises.

The DaVinci Institute’s Commitment to Innovation

At The DaVinci Institute, we are committed to cultivating leaders who are innovative, adaptable, and purpose driven. By creating spaces where global organisations like Futurpreneur can connect with our community, we are strengthening bridges that empower entrepreneurs to step into their futures with confidence.

Why Entrepreneurship Matters

Hosting Futurpreneur was more than just an event; it was a reminder of why entrepreneurship matters. Beyond individual success, it fuels economies, strengthens communities, and shapes societies. At DaVinci, we are proud to play our part in nurturing the next generation of innovators, and this gathering marked another milestone in that journey.

Effectiveness of Personal Development Plans was the central theme of a study conducted by John Mackrill at The DaVinci Institute, which examined how Personal Development Plans (PDPs) shape the experiences, skills, and retention of millennial managers at Nestlé South Africa. Millennials, those born between 1982 and 2000, value growth and development in the workplace, but little research has focused on how PDPs align with their expectations.

The research was seeking to determine whether Nestlé’s PDP process supports millennial managers in developing critical skills, strengthens their commitment to the company, and provides insights into global best practices.

Research Problem and Objectives

Millennials perceive themselves as lacking some business skills and expect organisations to support their growth. Nestlé’s PDPs were examined to answer the central research question:

Do existing PDPs at Nestlé improve millennial managers’ operational skills and retention?

The objectives included:

• Identifying key components of PDPs at Nestlé.
• Exploring line managers’ perceptions in implementing PDPs.
• Assessing how Covid-19 affected millennial managers’ goals and expectations.
• Benchmarking Nestlé’s PDPs against global best practices

Methodology

The research adopted a phenomenological approach, focusing on lived experiences. Semi-structured interviews were conducted with 12 millennial managers, supported by thematic analysis. Data was categorised into patterns, producing six themes that shaped the findings

Key Findings

Six core themes emerged:

• Ownership of Development – Millennials took responsibility for their growth, valuing PDPs as guides for career progression.
• System Awareness – Nestlé’s PDPs were seen as well-structured but required consistent engagement from line managers.
• Authenticity of Development – Effective PDPs went beyond “tick-box exercises,” offering meaningful growth opportunities.
• Capability Improvement – PDPs helped managers gain critical thinking, emotional intelligence, and technical expertise
• Retention – Effective PDPs, coupled with managerial support, increased intent to stay; however, ineffectiveness reduced this impact
• Covid-19 Influence – The pandemic reshaped career expectations, with managers focusing on adaptability and resilience.

Contributions and Theoretical Integration

The study added to knowledge on millennial development by emphasising the need for oversight in PDP implementation. It integrates with the DaVinci TIPS™ Framework (Technology, Innovation, People, and Systems thinking), highlighting the human interface of leadership development as central to organisational sustainability.

Recommendations: Effectiveness of Personal Development Plans

The study proposed several practical steps for Nestlé:

• Introduce systematic oversight to track PDP effectiveness, including 6-monthly reports from line managers and annual audits.
• Ensure PDPs record both short- and long-term career objectives for alignment with organisational needs.
• Encourage joint responsibility between managers and employees in co-creating development actions.
• Strengthen line managers’ skills in engaging millennials meaningfully.
• Recognise PDPs as part of a broader organisational system (recruitment, reward, retention, and exit strategies)

Return on Investment (ROI)

Effective PDPs benefit both Nestlé and millennial managers:

• For the company: reduced recruitment costs, stronger retention, and improved capabilities.
• For employees: career growth, promotional opportunities, and increased disposable income.

Conclusion

Nestlé’s PDP system is relatively mature and contributes to skill-building and retention, but its effectiveness depends on committed engagement from both line managers and employees. Millennials value authentic development opportunities that prepare them for both current and future roles. By strengthening oversight and aligning PDPs with long-term career goals, Nestlé can better harness the potential of its millennial workforce while ensuring organisational sustainability.

The President of The DaVinci Institute, Edward Kieswetter, has been recognised with the Technology Leader Award at the Digital Public Service Awards. This honour is not only a celebration of his leadership, but also a moment of pride for our entire institution.

At The DaVinci Institute, we see this recognition as proof of what is possible when bold thinking meets purpose. It is a story about innovation, courage, and the power of education to shape futures.

Recognising Excellence in Digital Leadership

Hosted alongside the State Information Technology Agency’s GovTech 2025 Conference, the Digital Public Service Awards highlight excellence in technology and governance across South Africa. President Edward Kieswetter was honoured for guiding one of the country’s most complex organisations into a modern, data-driven era.

The DaVinci Institute celebrates this as more than an award. It is a signal of the kind of leadership that can transform not just systems, but lives.

Alignment with DaVinci’s Purpose

For two decades, The DaVinci Institute has prepared leaders who think differently. Our approach integrates Technology, Innovation, People, and Systems (TIPS), equipping managers and leaders to thrive in a complex environment. President Kieswetter’s recognition is closely aligned with our purpose. It shows that leadership rooted in innovation is leadership that lasts.

More than Recognition

While the award acknowledges digital progress at the South African Revenue Service (SARS), its meaning stretches even further. It represents a commitment to transformation, resilience and forward-thinking leadership. At the institute, we are proud to share in this achievement, knowing that it resonates deeply with our mission to co-create sustainable futures.

Looking to the Future

As the institute celebrates 20 years of empowering remarkable leaders, this award reminds us of the road ahead. Leadership is not about titles alone. It is about vision, action and impact.

We congratulate President Edward Kieswetter on this outstanding honour. His example inspires our students, alumni and partners to embrace change and create meaningful impact in the world.

The DaVinci Institute is proud to announce that Sinikiwe Matsa, Business Development Manager: Corporate Education, has published a thought leadership article in Business Day on revitalising South Africa’s economy.

Her piece, “South Africa needs reindustrialisation to revive the economy,” addresses the critical decline in South Africa’s industrial sector and its impact on jobs and growth. Matsa calls for urgent action to rebuild industries through better infrastructure, skills development, and stronger partnerships between government, business, and education.

This article sparks a vital discussion on revitalising South Africa’s economy for a more inclusive future.

Read the full article here: Business Day.

At the DaVinci Institute, many doctoral candidates arrive with impressive professional backgrounds that enrich their academic journeys. One such candidate is broadcast veteran Mapaseka Mokwele, who began her career in media before transitioning into coaching and leadership development. Now, she is pursuing a doctorate with a strong focus on Afrocentric approaches, a choice that aligns closely with DaVinci’s ethos.

From Broadcasting to Leadership

Mapaseka Mokwele’s career began in 1996 with the SABC show Your Own Business.

“I started presenting it, got bored, and asked to produce. I ended up producing and presenting. That is when journalism came into my life. I did not wake up and think, I want to be in this industry. I just found myself here; it happened,” she recalls.

Her entry into media was seen earlier by a schoolteacher who encouraged her to pursue communication and journalism. From Voice of Soweto to anchoring the evening bulletin on SABC, reading news on SAFM and Metro FM, and later working on Morning Live and SABC News International, she built a distinguished career in broadcasting.

After completing her master’s degree, she stepped back from the spotlight to explore new directions in coaching and leadership.

Discovering Coaching as a Calling

Coaching came naturally. Listeners and colleagues often sought her advice after shows.

“I started coaching informally without even realising it. Thabo Mokwele [her husband] actually pointed it out and said, ‘Do you realise you are coaching?’ Once I connected the dots, I decided to formalise it,” she says.

This led her to a master’s in management with a focus on coaching, spanning leadership, business, relationships, and life coaching. 

“I love it, even though it can be draining because people bring more problems than celebrations. But I enjoy the process, especially seeing results,” she explains.

Why DaVinci?

When it came time to pursue doctoral studies, Mapaseka was drawn to DaVinci Institute.

“DaVinci appealed to me because of its Afrocentric focus. That is exactly where I want to take my coaching. I also loved their approach: it is about your unique experience and lens, not a one-size-fits-all model,” she says.

Her husband introduced her to DaVinci after a friend’s wife completed her master’s at the institute. 

“When I explored it, I realised it ticked all the boxes for me. The Doctor of Business Leadership (DBL) route was perfect because of my focus on leadership and coaching,” she indicated. 

Academic Aspirations

For Mapaseka Mokwele, the doctorate is not just about her personal growth; it is about shaping the future of African coaching.

“When we coach Africans, we cannot always use Western frameworks. Our success is communal; my success is also my family’s and my community’s success. I want to build a body of work that frames African coaching as valid, valuable, and necessary,” she says.

Women in Academia

“It is exciting. I love facilitating and imparting knowledge, and the doctorate allows me to do that. If I can stand on an international stage and facilitate based on my work, that would be amazing. As a woman, it also means breaking barriers and opening doors for others. I want to show that just because you are an African or a woman does not mean you cannot succeed in academia,” she says. 

Advice for South African Graduates

Mapaseka urges graduates to shift their mindsets. “Too many graduates are waiting for jobs that do not exist. Entrepreneurship must be encouraged; people need to see that they can be their own bosses.

“At the same time, I prefer to work in bite-sized pieces: helping one person, who then helps another. That is how real change builds up without overwhelming pressure,” she says.

Mapaseka Mokwele’s journey from broadcasting to coaching to doctoral research reflects the spirit of DaVinci’s academic community: drawing on diverse professional experiences, valuing Afrocentric knowledge systems, and shaping leadership that is authentic, inclusive, and future-focused.

Direct marketing remains a crucial strategy for fostering customer relationships and minimising attrition. However, with increased consumer power, technological advancements, and the saturation of marketing messages, organisations face growing pressure to adopt more contextual and customer-centric approaches. Cindy-Lee Mayes’ dissertation examined whether uplift modelling can offer a more effective alternative to traditional response models in direct marketing.

Understanding Direct Marketing and Its Challenges

Traditional direct marketing strategies often generate low response rates and can damage brand perception if campaigns are irrelevant. In South Africa, legislation such as the Consumer Protection Act (2008) and the Protection of Personal Information Act (2013) has further restricted marketers, making predictive analytics essential in refining target selection.

From Predictive Analytics to Uplift Modelling

Predictive analytics uses historical data to forecast customer behaviours, but it often fails to distinguish between customers who would purchase regardless of marketing and those influenced by campaigns. Uplift modelling addresses this gap by estimating the incremental impact of marketing actions, separating “persuadables” from “sure things,” “lost causes,” and “do not disturb” segments.

Research Design and Methodology

The study adopted a qualitative, multi-method approach, combining electronic questionnaires with semi-structured interviews. Participants included economically active South Africans earning more than R300,000 annually. The aim was to compare the effectiveness of uplift modelling with traditional response models across customer engagement, costs, attrition, and brand loyalty.

Key Findings

The research showed that uplift modelling:

• Improves targeting by identifying customers who respond only due to marketing actions.
• Reduces costs by avoiding wasted expenditure on customers who would have purchased anyway.
• Enhances customer experience by delivering contextual, relevant messages.
• Strengthens brand loyalty and perception by minimising customer frustration from irrelevant marketing.

Implications for Direct Marketing

The findings highlight that uplift modelling drives contextual engagement and increases marketing return on investment. It shifts the focus from product-centric campaigns to customer-centric strategies, positioning trust as a competitive differentiator.

Recommendations

The dissertation recommends that organisations:

1. Adopt uplift models in direct marketing to improve efficiency and ROI.
2. Prioritise customer-centricity over campaign-driven approaches.
3. Engage in contextual marketing rather than generic mass campaigns.
4. Leverage trust as a key brand differentiator.
5. Pursue further research into cross-industry applications of uplift modelling.

Conclusion

By modelling behavioural change rather than mere likelihood of purchase, uplift modelling represents a valuable evolution in direct marketing. It not only optimises marketing spend but also enhances customer relationships, making it a strategic tool for organisations competing in increasingly complex markets.