Business
Strategy execution is all you need
Published
6 years agoon
By
The Post
“Persistence is what makes the impossible possible, the possible likely, and the likely definite” said Robert Half. Many a CEO have lost their plush jobs because they failed to steer their companies towards success even though they had crafted very beautiful strategies. Having a good strategy is half the job. You still need to implement it. Many executives pay so much attention to the crafting of the strategy but they fail to pay similar attention to the execution thereof. They think strategy implementation is for other people and they would rather concentrate on other more important assignments. Business books are full of stories of companies that have failed to achieve what they had promised in their strategic plans. Various reasons have been given for such debacles. One might wonder why a very good strategy fails. The most important point to note is that success depends on execution. Having a good strategy is part of the success equation but however, the other part of the equation is execution which however always proves to be the hardest. When drafting a strategic plan, you need to plan with the execution in mind.
Executives should ensure that preparation of a strategy is inclusive. You should bring along the influential employees into the planning process, not just executive team members. These employees will contribute meaningfully to the strategy, and they will ensure that the organisation engages with the strategy. This ensures buy-in to the strategy. Some of the best ideas will come from within the organisation and not from the executive team.
When preparing a strategy we tend to leave out the details and hope someone will sort out this mess. There is a saying that says “the devil is in the detail.” If you fail to sort out the details at the outset, you will fail to execute the strategy effectively. When it comes to execution and achieving strategic goals, the details of execution tactics are just as critical as the strategy. Detailed planning involves breaking down strategic goals into smaller parts which are far easier to implement. It’s therefore very critical to deconstruct complex goals into smaller groupings of related tasks which makes execution easier.
The implementation of a strategy is done in a setting of a deep rooted organisation culture-the way things are done in that company. It is therefore very important that the current culture is taken cognisance of. Strategic execution cannot be planned without consideration of the organization’s culture. The process of strategy implementation is affected not only by organizational structure, but also by the values and social customs of the organization’s culture. A wrong culture on a good strategy will break the strategy.
Someone needs to be accountable for the tasks that will be done in the strategic plan. You need to have an actionable plan that considers the people that are required to bring the plan to fruition. An inherent lack of accountability in the planning process leads to problems and sometimes complete failures in execution.
Goals should be very clear, without any ambiguity. Once there is ambiguity in the strategic goals, it leads to confusion and failure in execution. The language used to state goals should be clear. Strategic goals must therefore be carefully constructed and need to be crisp and well understood and they should be SMART-i.e. specific, measurable, achievable, relevant and time-abound.
There is need to prioritise the goals so that focus is on important ones. Every goal cannot be top priority. Not prioritising the goals is a setup for failure. Organizations don’t have the energy or focus to take on too many goals at once. We must therefore set priorities that address the criticality of each goal relative to others.
An organisation should pay attention to the business environment. The company should be nimble and be able to adapt as the market conditions change. Failure to be flexible will prove disastrous for the organisation.
Executives should be fully committed to the strategic plan and should appreciate that the plan will improve the organisation. Some executives prepare a plan but leave it on the shelf and never refer to it. This is just as good as a failed strategy.
Paying attention to the above issues will ensure success of your strategy. A strategy, even a great one, doesn’t implement itself. Companies should pay attention to strategy execution.
- Stewart Jakarasi is a business and financial strategist and a lecturer in business strategy (ACCA P3), advanced performance management (P5) and entrepreneurship. He is the Managing Consultant of Shekina Consulting (Pty) Ltd and provides advisory and guidance on leadership, strategy and execution, corporate governance, preparation of business plans, tender documents and on how to build and sustain high-performing organisations. For assistance in implementing some of the concepts discussed in these articles please contact him on the following contacts: sjakarasi@gmail.com, call on +266 58881062 or WhatsApp +266 62110062 .
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Press release for KFC Lesotho
Date: Monday, 16 December 2024
Summer, what a wonderful time of year…
When influencing gets too much
When the news cycle gets too much
When the endless queues get too much
When the shopping chaos gets too much
When the unavailable transport gets too much
When the holiday work shifts get too much
When the lawn mowing gets too much
When the loud music gets too much
When the traffic gets too much
When the relentless schedule gets too much
When the heatwaves get too much
When the weather warnings get too much
When the suntan lines get too much
When the ever-growing laundry pile gets too much
When the festivities get too much
When the 2025 university applications get too much
When the guests overstaying their welcome gets too much
When the social media mayhem gets too much
When the out of sync traffic lights get too much
When the New Year resolutions get too much
When the travel expenses get too much
When reapplying sunscreen gets too much
When the packing and unpacking gets too much
When the photo-taking gets too much
When the flies get too much
When the pool maintenance gets too much
When the fully booked airlines get too much
When the mosquito bites get too much
When the fishing trips get too much
When the baking gets too much
When the road trip stops get too much
When the sand in the car gets too much
When the picnic ants get too much
When the papa and morogo get too much
When the braai smoke gets too much
When the television shows get too much
When the homemade cooking gets too much
When the hot car seats get too much
When the outdoor markets get too much
When the air-conditioning bills get too much
When the nature hikes get too much
When the garden-watering gets too much
When the hot sidewalks get too much
When the bike rides get too much
When the late nights get too much
When the impromptu trips get too much
When the 4×4 rides get too much
When the golf games get too much
When the ice cube trays get too much
When the late-night crickets get too much
When the entertaining gets too much
When the bumpy boat rides get too much
When the paddleboarding gets too much
When the public pool crowds get too much
When the lack of parking gets too much
When the summer internships get too much
When all you need is a breather
You have made it to the end. Take a break from summer with KFC Lesotho on Saturday, 21 December, a day to pause, refresh, and savour the start of holiday mode. Swing by KFC for a taste of summer and officially step into the holidays, recharged and ready. See you there!
Discover KFC’s Summer Delights!
KFC Summer Twisters: https://www.youtube.com/watch?v=LVlAX00WROU
KFC Summer Krushers: https://www.youtube.com/watch?v=QpCn-tFYrls
KFC Summer Buckets: https://www.youtube.com/watch?v=SbiOjRR58UA
End.
About KFC Africa
KFC has been in South Africa for over 53 years and has more than 1,300 stores across the country. The first KFC restaurant in South Africa opened in 1971 in Orange Grove, Johannesburg. KFC is the leading quick-service restaurant brand in South Africa with just under a third of market share, according to Brand Image Tracker. KFC serves more than 20 million customers a month and we work hard to ensure that no matter which of our restaurants they walk into, they will get that distinctive KFC flavour and have a great experience. KFC’s Original Recipe® Chicken was first made by Colonel Harland Sanders in 1940 when he perfected his secret recipe of 11 herbs and spices at his restaurant in Kentucky. Today, KFC is the world’s most popular chicken restaurant, still preparing our chicken with the Colonel’s secret recipe to his exact standards. Every KFC restaurant follows the same global processes and procedures to ensure that our customers get great-tasting food, every time.
KFC Lesotho socials:
Instagram – @kfclesotho – https://www.instagram.com/kfclesotho/
Facebook – KFC Lesotho – https://www.facebook.com/LesothoKFC
X – @KFC_Lesotho – https://x.com/KFC_Lesotho
Business
Demystifying death benefit nomination
Published
4 weeks agoon
December 16, 2024By
The Post
I recently attended a trustee training session, and it sparked a thousand of opinions and emotions to fellow trustees and principal officers.
It is remarkable how people approach their pension funds with a blend of care and chaos — carefully watching contributions grow but leaving the aftermath of their departure to luck and a roomful of trustees.
With the Pension Fund Act (PFA) 2024 in place, requiring members to fill out and update death benefit nomination forms annually, one would think the process is foolproof.
Yet, we find ourselves navigating the maze of member reluctance and the emotional minefield that comes with deciding who gets what.
The PFA 2024 makes an elegant appeal to order, asking pension fund members to take charge of their legacy by nominating beneficiaries.
But, instead of pens gliding over forms, there is hesitation, resistance, and in some cases, outright abstinence.
What should be a simple administrative act seems to invoke existential dread or, worse, familial politics.
When Nomination Feels Like Negotiation
One of the most notable trends is the discomfort married members feel at the mere suggestion of allocating 50% of their death benefit to a spouse.
For clarity, the PFA does not say they must — but logic and love might.
However, these conversations often spiral into arguments over “what ifs.”
What if the marriage does not last?
What if the spouse uses the money “irresponsibly”?
What if leaving an equal share to children or a secret favourite nephew makes more sense?
These “what ifs” often lead to another troubling “what if”: what if no nomination is made at all?
Emotions run high.
Sometimes, the process of completing the form turns into a reflection of unresolved family tensions, where the form itself becomes a battlefield for hypothetical posthumous power plays.
Trustees, meanwhile, are left to pick up the pieces, making discretionary decisions that almost always leave someone unhappy.
What the Law Actually Says
Let us address the elephant in the room.
The PFA does not dictate that anyone’s spouse, child, or distant cousin must receive a cent.
The law requires you to nominate beneficiaries but leaves the who and how much entirely up to you.
And yet, myths persist, leaving members to believe they are bound to make obligatory allocations.
This misunderstanding is not just inconvenient; it is entirely unnecessary.
The beauty of the PFA lies in its simplicity: nominate someone — anyone — so your trustees don’t have to piece together your
wishes based on tea leaves, distant
relatives, or that one time you mentioned something in passing to a colleague.
The Real Cost of Silence
If leaving decisions to trustees sounds romantic — think noble strangers making wise decisions — let me assure you, it’s not.
Trustees do their best with the tools they have, but without a completed nomination form, their decisions are guided by discretion rather than your explicit intentions.
And discretion, noble as it sounds, often breeds disputes.
Disgruntled beneficiaries are not just an unfortunate byproduct of silence; they are its loudest consequence.
Without clear instructions, your death benefits might fund lawsuits instead of legacies.
Is that truly the financial wisdom you have cultivated over a lifetime of disciplined contributions?
Completing the Form: The Act of Taking Control
Filling out the nomination form isn’t just compliance; it is an act of empowerment.
It’s the financial equivalent of saying, “I trust myself to make the best decisions for my loved ones.”
It’s an opportunity to assert control over your life’s earnings and ensure they benefit those you deem most deserving.
Let us put it plainly: by completing this form, you eliminate guesswork, prevent disputes, and protect your loved ones from unnecessary turmoil.
You also spare trustees from playing Solomon with your assets — a responsibility they never asked for but inherit when you opt for avoidance.
It is not that deep!
For all the effort we pour into overthinking, let’s consider the alternative — actually completing the form.
You’ve already made harder decisions, like choosing between investment portfolios or deciding on your retirement age.
Writing down a name or two, alongside their allocations, is, comparatively, a walk in the park.
And for those of you abstaining because “it’s complicated,” let us reflect: is it more complicated than the potential legal battles, heartache, and chaos that might follow your departure?
Or are we simply procrastinating because planning for death feels uncomfortably final?
Your Legacy, Your Way
At the heart of it all, filling out the nomination form isn’t about complying with a law or appeasing trustees.
It is about ensuring your legacy aligns with your wishes.
It is about giving your loved ones clarity and peace of mind when they need it most.
So, grab that pen.
Fill in that form.
It might not be the most exciting thing you do today, but it could very well be the most meaningful.
After all, if you’ve spent years building a financial future, why let your final act of planning be defined by inaction?
Teboho Makoetlane
Business
More US funding for development projects
Published
1 month agoon
December 2, 2024By
The Post
MASERU-THOMAS Hines, the US Embassy’s interim head, has applauded Lesotho for passing the Millennium Challenge Corporation (MCC)’s scorecard, paving way for continued development funding.
The MCC is providing assistance to Lesotho to strengthen good governance, economic freedom and investments in the country, managed by the Millennium Challenge Account (MCA-Lesotho Compact II).
The MCC donated US$300 million (approximately M5.4 billion) for health and horticulture development.
For the country to qualify, it had to pass the MCC’s scorecards.
Hines told Prime Minister Sam Matekane on Tuesday at the State House that the good news is that Lesotho passed, although there are some other things the country has to improve.
For this year, the passing indicators are girls’ primary education completion rate, natural resource protection, land rights and access and fiscal policy.
Indicators that slipped below the pass rate are government effectiveness and freedom of information.
“Of MCC’s 76 scorecards, only 26 countries passed while 50 did not and the good news is that Lesotho once again passed the scorecard,” Hines said.
He said not only did Lesotho pass but it has also improved from passing 15 indicators last year to 17 of 20 indicators this year.
Hines said the accomplishment reflects Matekane and his government’s commitment to strengthening democratic governance and fostering prosperity.
“Noting the decline in control of corruption indicator, we seek avenues to do more together with Lesotho to combat corruption,” he said.
“Not only does regression in this area put Lesotho at risk of failing the scorecard we also know the corrosive impact of corruption on the economy and society.”
He said they seek to maximise the compact’s ability to ensure greater access to quality healthcare.
Matekane said the scorecards assess the government’s performance in key areas throughout the year to determine the continuing eligibility regarding MCC compact funding.
He said last year he urged the cabinet to build on the momentum from 15 out of 20 indicators.
“Let me take this opportunity to celebrate our sustained achievement of passing 17 out of 20 indicators which is a 10 percent increase from last year,” Matekane said.
“Specifically, I committed last year to ensure that Lesotho will submit data to support the assessment of girl’s primary education completion rate,” he said.
He said he was pleased with the progress overall and on gender parity in education and they aim to achieve better results next year.
In addition to this, he said, there is still a lot of work to be done, especially around trade policy, government effectiveness and particularly the freedom of information with a notable decline from 83 percent down to 43 percent.
“Our commitment to control and eliminate corruption remains steadfast. We are working tirelessly to expose corrupt activities, keeping the public sector honest and accountable,” he said.
“The commitment we have made of investing in our people has never wavered over the years and the government is also focused on improving access to quality health services to every Mosotho regardless of their background and location,” he said.
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