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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.

What makes an alumni event transformative rather than transactional? This was the central question explored at the recent MBA Alumni Forum, hosted by the South African Business Schools Association (SABSA). The gathering brought together alumni representatives from across the country to reflect on the evolving role of alumni relations in shaping the future of business and education. Our Registry and Alumni Coordinator, Mduduzi Biyela, was in attendance representing The DaVinci Institute. 

The discussions, both timely and inspiring, highlight how alumni engagement can move beyond routine networking to become a powerful driver of lifelong learning, institutional impact, and societal change.

The Purpose of Alumni Engagement

At the core of the SABSA Alumni Forum was a reminder that alumni engagement must be aligned with an institution’s purpose. Alumni networks extend beyond events and databases, focusing on fostering growth, transformation, and lifelong connections between graduates and their alma mater.

One of the most striking metaphors compared the student journey to that of an egg. If it is broken from the outside, life ends. But if growth happens from within, new life emerges. Similarly, institutions must nurture students during their studies so that transformation begins from within. This requires robust student support and exceptional service, since the quality of the academic experience determines whether graduates will later choose to reconnect, reinvest, and contribute as alumni.

Leading Through Uncertainty

Another critical theme was the role of institutions in preparing graduates to lead in uncertain times. The world of work is unpredictable, and resilience, adaptability, and confidence are essential skills.

This means academic programmes must do more than impart knowledge; they must create environments that support clarity during studies while also equipping graduates to navigate ambiguity beyond the classroom. Strong support structures during the student journey lay the foundation for professional agility after graduation.

Importance of Alumni Stories

The forum has highlighted the importance of alumni stories as a bridge between past and present. Alumni who share their journeys through events, mentorship, or guest lectures inspire current students while strengthening the alumni community itself.

Crucially, engagement should not be limited to academia. When institutions partner with alumni in community development and social impact projects, they position themselves as collaborators in creating positive change. This not only deepens alumni loyalty but also extends the institution’s influence into society.

The Future with Artificial Intelligence (AI)

A forward-looking theme that resonated strongly was the role of artificial intelligence (AI) in higher education. While many institutions teach about AI, the real opportunity lies in embedding AI-driven learning across all qualifications and curricula.

Graduates should leave with AI literacy, an understanding of its possibilities, risks, and impact on work and society. More importantly, alumni can become ambassadors of this shift, taking AI-enabled practices into their industries and communities. By positioning AI as a tool for empowerment rather than displacement, institutions prepare both students and alumni to shape the future with confidence.

In Closing Remarks

The SABSA Alumni Forum had underscored that alumni relations are not a side function; they are the natural extension of the student journey. By ensuring positive student experiences, cultivating resilience, amplifying alumni stories, embracing community engagement, and preparing graduates for an AI-driven future, institutions can build networks that are loyal, dynamic, and transformative.

For The DaVinci Institute and for all institutions, the challenge and opportunity now lie in co-creating spaces where alumni are not just remembered but actively empowered to reinvest their skills, resources, and passion into shaping the next generation of leaders.

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.

At The DaVinci Institute, learning is not confined to lecture halls. It is brought alive through real conversations, lived experiences, and practical reflection. In this agricultural management session, participants were guided by our Executive: Business Development, Dr Sam February, to explore how the principles of business management, often associated with boardrooms and corporates, apply directly to farming, baking, and other small enterprises.

Framed within DaVinci’s philosophy of management of technology, innovation, people, and systems (TIPS™), the programme encourages learners to connect theory with practice. This session focused on two critical functions of management planning and organising, using participants’ day-to-day realities as the foundation for insight.

Planning and Organisation Based on Daily Realities 

Dr Sam introduced the focus of the discussion: exploring business management in agriculture through the lens of two key functions, planning and organising. While business management is built on four pillars (planning, organising, controlling, and leading), the emphasis was on how planning and organising directly shape agricultural businesses.

Learning from Participant Experiences

To anchor the session in real-world practice, Dr Sam invited participants to share their own approaches to planning in their agricultural or related businesses.

• The first participant grows spinach in a small space. She prepares her soil with manure before planting and waters her crops daily, but she has not yet developed a three-month production plan. Dr Sam highlighted the importance of setting production targets, such as the volume of spinach to harvest.
• The second participant runs a small baking enterprise producing cakes, biscuits, and scones. She plans to diversify into planting maize and dry beans within three months. Her business is order-driven, producing only when customers request, and she manages stock by purchasing ingredients as needed.
• The third participant has transitioned from yellow maize to potatoes, currently producing about 10 bags per month. She is exploring ways to secure more land to expand production and supply local shops.
• The fourth participant cultivates yellow maize and dry beans, but recently lost a crop of beans due to waterlogging. His experience highlighted the risks posed by natural factors such as heavy rainfall.
• The fifth participant began farming with tomatoes and spinach, but now grows cabbage, spinach, and beetroot. She sells within her community and is considering poultry farming for a more sustainable income.
• The sixth participant grows potatoes and tomatoes on a small 4m x 5m plot, mainly for household use and occasional sales. She also exchanges produce with neighbouring farmers, demonstrating informal trade as a resource strategy.

Key Lessons on Planning

Drawing from these examples, Dr Sam emphasised that effective planning in agriculture requires:

• Defining what to produce and in what quantity.
• Establishing timeframes (e.g., a three-month production cycle).
• Setting income or revenue targets.
• Identifying and organising resources (land, soil, water, seeds, inputs, equipment).
• Anticipating risks such as weather or market changes and preparing strategies to manage them.

Recap on the Session 

The session demonstrated that business management principles are not abstract theories, but practical tools that can guide everyday decision-making in agriculture and small enterprises. By grounding the concepts of planning and organising in participants’ lived experiences, Dr Sam highlighted how even small-scale farmers and entrepreneurs can benefit from structured thinking, clear targets, and proactive risk management.

For The DaVinci Institute, this approach reflects its commitment to contextualised learning, where students do not merely study frameworks but actively apply them to their environments. As participants left the session with guiding questions and reflections, they were not only preparing for an assignment but also shaping strategies to strengthen their own enterprises.

In this way, the programme nurtures a new generation of entrepreneurs who are not only growers and producers but also managers of technology, innovation, people, and systems, equipped to thrive in a changing economy.

Small, medium, and micro-enterprises (SMMEs) are widely recognised as engines of economic growth and job creation, particularly in developing economies like South Africa. Within the tourism sector, these enterprises are central to employment generation, poverty reduction, and sustainable development. However, despite various forms of support, many tourism SMMEs fail within their first five years. This study by Dr Bongani June Mwale (2021) investigated the effectiveness of business incubation in supporting the growth and sustainability of tourism SMMEs in Gauteng Province.

Research Aim and Objectives

The study aimed to evaluate the importance and effectiveness of business incubation services in enhancing the success of tourism SMMEs. Specific objectives included:

• Assessing the perceived role of incubation support.
• Evaluating critical success factors such as training, infrastructure, consultancy, marketing, and networking.
• Comparing the perceived importance and effectiveness of incubation services.
• Developing recommendations to strengthen incubation outcomes.

Methodology

A quantitative research design was adopted using a survey of 103 SMME owners and managers in Gauteng’s tourism sector. Tools such as Cronbach’s alpha, factor analysis, and paired-sample t-tests were applied to ensure validity, reliability, and significance testing at the 5% level

Key Findings

The study revealed that while incubation services were considered highly important, their effectiveness was only partially realised in practice. Notable findings include:

• Infrastructure: Limited access to affordable premises and facilities hindered growth.
• Marketing Support: Digital marketing and promotional opportunities were underutilised.
• Training and Mentorship: Beneficiaries valued skills development, but gaps remained in delivery.
• Networking and Consultancy: Participants emphasised the need for stronger collaboration and professional advisory services.

Significant differences emerged between the perceived importance of services and their actual effectiveness, highlighting inefficiencies in programme implementation.

Recommendations

The dissertation proposed several practical and policy recommendations:

• Infrastructural Support: Registering tourism SMMEs and providing affordable, well-equipped business premises.
• Marketing Services: Enhancing digital platforms (e-tourism, online booking systems) and expanding access to trade fairs and exhibitions.
• Financial Management: Introducing tailored funding, insurance, and low-cost credit solutions.
• Research and Development: Strengthening innovation and project management strategies.
• Integrated Frameworks: Adopting the SMME Incubation Sustainability Framework (SISF) and linking it to Technology, Innovation, People, and Systems (TIPS) for long-term competitiveness.

Contribution and Limitations

This study contributes to South African literature by offering a contextual framework for tourism incubation. It introduces the SISF model, guiding policymakers and incubators in aligning support with sector-specific needs. However, limitations include the exclusive focus on Gauteng and government-sponsored incubators, with recommendations for future research to expand across provinces, sectors, and private incubation models.

Conclusion

Business incubation holds significant potential for boosting the success of tourism SMMEs in South Africa. While incubation services are widely regarded as crucial, their effectiveness remains uneven. By addressing infrastructural, financial, and capacity-building gaps and by institutionalising integrated frameworks like SISF, South Africa can enhance the resilience and sustainability of tourism SMMEs, thereby driving inclusive economic growth.

Last week, our governance and quality activities included a resubmission to the CHE, following some amendments required for our Higher Certificate qualification. The amendment entailed adding more content to the higher certificate’s international comparability, as well as tightening the qualification’s assessment strategy and criteria.

We also had a very productive session with the Focus Area 1 team on the Self-Evaluation Report. Focus Area 1 outlines how governance, management and leadership, and strategic planning support the core academic functions at The DaVinci Institute. There are four standards that guide the sequence of this focus area, namely:

Standard 1: The institution has a clearly stated vision and mission, and strategic goals that have been approved by appropriate governance structures, subject to comprehensive stakeholder engagement.

Standard 2: The stated vision, mission and strategic goals align with national priorities and context (e.g. transformation, creating a skilled labour force, developing scarce skills areas and a critical citizenry and contributing to the fulfilment of national goals as informed by the NDP and related national planning), as well as sectoral, regional, continental and global imperatives (e.g. Africa Vision 2063 or the Sustainable Development Goals).

Standard 3: There is demonstrable strategic alignment between the institution’s quality management system for core academic activities across all sites and modes of provision, and its vision, mission and strategic goals, as well as its governance and management processes.

Standard 4: There is a clear understanding of and demonstrable adherence to the different roles and responsibilities of the governance structures, management and academic leadership.

Author: Executive: Governance and Registry, Towera Gondwe

Reputation management strategies are vital for Small and Medium Enterprises (SMEs), the backbone of South Africa’s economy, contributing more than half of the country’s GDP and employing the majority of its workforce. Nowhere is their role more visible than in tourism, a sector that attracts both domestic and international visitors. Yet, despite their importance, many SMEs struggle with sustainability and competitiveness. The DaVinci Institute’s alumnus, Dr Phumelela Ezrah Dhlomo’s doctoral research explored how reputation management can help tourism SMEs in Gauteng achieve a sustainable competitive advantage.

Research Problem

While large corporations benefit from well-established reputation management strategies, smaller businesses often lack the resources and knowledge to leverage reputation as a strategic asset. Previous research has shown that a strong reputation can increase income and customer loyalty, but little is known about its role in SMEs, particularly in tourism.

Aim and Objectives

The study aimed to investigate the influence of reputation management in creating a sustainable competitive advantage for tourism SMEs in Gauteng. It did so by examining constructs such as entrepreneurship, service quality, resources and capabilities, organisational identity, stakeholder management, and value proposition. The research also assessed how these factors impact both competitive advantage and business performance.

Theoretical Framework

The study drew on several theories to frame its analysis:

• Resource-Based View (RBV) – competitive edge from unique internal resources.
• Gap Model of Service Quality – linking service delivery to customer expectations.
• Organisational Identity Dynamics – how identity shapes reputation.
• Stakeholder View Theory – managing diverse stakeholder relationships.
• Value Proposition Theory – delivering unique customer value.
• Porter’s Five Forces – industry competitiveness.

Methodology

A quantitative survey was conducted among 314 SME owners and managers in the Gauteng tourism sector. Respondents rated their firms’ practices across key reputation management constructs. Data was analysed to test hypotheses on the link between reputation and sustainable competitive advantage.

Key Findings

• Reputation management significantly influences competitive advantage and performance. SMEs with strong reputations enjoyed higher trust, customer loyalty, and resilience in competitive markets.
• Service quality and entrepreneurship emerged as critical drivers of reputation and competitiveness.
• Resources and capabilities, particularly human capital and innovation, reinforce sustainability.
• Stakeholder management proved essential, as SMEs rely heavily on community, customer, and partner trust.
• Value proposition clarity distinguished successful SMEs from weaker competitors.

Limitations

The study was limited to Gauteng and used a quantitative-only approach, which restricted deeper qualitative insights. It also relied on a single regional dataset, meaning findings may not generalise to all provinces.

Recommendations

• SMEs should invest in formal reputation management strategies to strengthen trust and market visibility.
• Policymakers and industry bodies should create support programmes that train SME owners in branding, stakeholder engagement, and service quality.
• Future research should adopt mixed methods and expand to other regions for comparative insights.

Conclusion

Reputation is more than just image; it is a strategic resource that can enable tourism SMEs to achieve long-term survival and growth. In an increasingly competitive sector, Gauteng’s SMEs must view reputation management as a deliberate business strategy, not an afterthought.

Johannesburg, 4 September 2025: Women leaders have raised the alarm about South Africa’s stalled progress on gender equality in local government, warning that without urgent reforms, progress risks stalling further and exclusion could deepen. The keynote speaker pointed to the decline in women’s representation during the 2021 local elections as a stark reminder of what is at stake. With the 2026 polls approaching, she emphasised that the same pattern must not be repeated. 

These remarks and urgent call came from a pre-conference seminar on women in local government hosted by the Institute of Local Government Management (ILGM), in partnership with The DaVinci Institute and Thinc Foundation on 28 August 2025.

The Panel

The panel featured women leaders from various industries, including Deputy President of iLGM (and incoming iLGM President), Eunice Lesejane, as the keynote speaker; the Wits School of Governance Lecturer, Dr Thalela Ngcetane-Vika; COGTA KZN Chief Director, Prof Halima Khunoethe; Ekurhuleni’s first female City Manager, Dr Imogen Mashazi; Discipline Lead at The DaVinci Institute, Dr Sibongile Vilakazi; and Deputy Chair of iLGM Gauteng, Thandi Radebe.

Despite government policies that target 50% female representation, the reality tells a different story. Women make up only 32% of mayors, 30-39% of senior managers, and 38% of council members. Disturbingly, the 2021 local elections saw a decline in women’s representation.

Progress

Progress is not automatic. It requires deliberate action, structural reforms, and societal support, the panel agreed, pointing to barriers such as lack of mentorship, limited networks, and the unequal burden of family responsibilities. Speakers noted that even practical arrangements, such as after-hours council and committee meetings, create structural barriers. Women balancing family and leadership responsibilities are often expected to manage both simultaneously, which undermines their full participation.

Opening the seminar, The DaVinci Institute’s Head of Faculty: Innovation Management, Dr Mamohau Sekgaphane, urged leaders to embrace authenticity.

“We need sound, committed, and compassionate leadership predicated on an authentic understanding of our history, culture, and contemporary challenges. Action must emerge from our own authentic possibilities, based on the culture and competencies of Africans themselves,” she said.

She described local government as the pulse, the heartbeat, the engine that runs our communities.

Delivering the keynote, iLGM Deputy President, Eunice Lesejane, stressed that women in local government must not be viewed only as councillors, mayors, or managers, but as leaders who carry the lived realities of more than half the population.

“Our role goes beyond representation, it is about ensuring that governance reflects the needs, hopes, and challenges of the communities we serve,” Lesejane said.

Citing examples from Sweden, she highlighted how women leaders have championed childcare programmes and safer community initiatives. Lesejane added that when women are fully included in decision-making, public service outcomes shift profoundly, bringing policies closer to real community concerns such as affordable housing, safety, childcare, and economic opportunity.

Key Takeaways

The seminar put forward bold proposals and practical reforms to achieve inclusive leadership:

• More resources must be channelled to local government as the true engine of service delivery, with some participants even questioning the necessity of provincial government. 
• Institutional culture changes and equity plans are needed across all spheres of government, aligned with labour legislation.
• Practical measures such as workplace childcare facilities must be prioritised to enable women’s full participation.
• Women leaders must continue to advocate, write, and shape dialogues on how best to transform governance.
• Evidence presented showed that municipalities led by women CFOs recorded lower levels of irregular expenditure and stronger financial performance, underscoring the governance dividend of inclusive leadership.

With local elections less than a year away, the speakers warned that representation gaps cannot be ignored. Women bring lived perspectives that enrich governance and improve the quality of life for communities, the panel noted. As South Africa heads to the polls in 2026, inclusive leadership must be non-negotiable. 

These discussions will feed into the annual iLGM conference organised by the Institute for Local Government Management (iLGM) in partnership with The DaVinci Institute and Thinc Foundation, ensuring that the momentum continues at a national scale.

About The DaVinci Institute

The DaVinci Institute prepares managerial leaders to drive transformative change in business and society. We offer qualifications from Higher Certificate to Doctoral level, alongside leadership development and short programmes, all underpinned by our proprietary TIPS® framework (i.e., managing Technology, Innovation and People through Systems Thinking).

Our approach emphasises solving real-world business challenges through action learning, applied research, and Mode 2 Knowledge Production, where knowledge is created in context, with and for society. By focusing on measurable outcomes, we aim to deliver both return on investment (ROI) for organisations and social return on investment (SROI) for communities.

At The DaVinci Institute, learning is co-created: students apply their studies to real challenges in their organisations and communities, guided by faculty and supported by industry partners, ensuring that education delivers impact for individuals, organisations, and society.

Our faculty brings academic depth and practical industry experience, ensuring that education at The DaVinci Institute is both rigorous and relevant. Through this integrated approach, we empower individuals to lead with purpose, build innovative organisations, and co-create sustainable futures.