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.
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
TIPS Framework: A leadership and systems thinking model built around Thinking, Innovation, People, and Systems integration.
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.
The Strategic Role of SARS
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.
Succession Planning and Leadership Continuity
Picture of The DaVinci Institute
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.
Acknowledging Outgoing Leadership
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
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:
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.
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:
Roan Fourie, Management Fundamentals: Technology, People and Innovation Management.
AshtonRampersad, Management and Leadership Development Problem-Solving, Creative Thinking and Decision-Making Development of a Personalised Learning Strategy.
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:
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:
Jana Britz
The DaVinci Institute recognises Master of Management in Technology and Innovation students who have distinguished themselves amongst their peers in the following:
Shayne JohnMitchell, Management of Technology, Self, Other and Social Contexts.
AubreyRamaphosa, Management and Leadership Development
Thulile PaulineTshabalala, Management of Innovation
The DaVinci Institute recognises student who have distinguished themselves amongst their peers in the Master of Business Leadership:
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.
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
Meet The DaVinci Alumnus, John Mackrill
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.
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.
