Consulting

It’s the little details that are vital. Little things make big things happen – John Wooden

My Areas of Consulting


Area if Consulting Description
Analytics The incorporation of big data into enterprise data management strategies through the application of a framework and methodology enabling value add to organisation. This includes business model and operating model level considerations.
Behavioural change management The design, creation, implementation and oversight of a behavioural change management programme in support of business transformation and / or system implementation. This includes the design and integration of change management events, the training of change agents and fostering leader-led change.
Business analysis The methodical investigation, analysis, review and documentation of all or part of a business in terms of business functions and processes, the information used and the data on which the information is based. The definition of requirements for improving processes and systems, reducing their costs, enhancing their sustainability, and the quantification of potential business benefits. The collaborative creation and iteration of viable specifications and acceptance criteria in preparation for the deployment of information and communication systems.
Business modelling The production of abstract or distilled representations of real world, business or gaming situations in traditional or trans-media applications, to aid the communication and understanding of existing, conceptual or proposed scenarios. Predominantly focused around the representation of processes, roles, data, organisation and time. Models may be used to represent a subject at varying levels of detail and decomposition.
Business process improvement The identification of new and alternative approaches to performing business activities. The analysis of business processes, including recognition of the potential for automation of the processes, assessment of the costs and potential benefits of the new approaches considered and, where appropriate, management of change, and assistance with implementation. May include the implementation of a process management capability/discipline at the enterprise level.
Business transformation The assessment, design, implementation and oversight of the strategy to better align people, processes and technology with the organisation's vision and business strategy. This includes business model and operating model level considerations, as well as human performance improvement initiatives and interventions.
Consultancy The provision of advice and recommendations, based on expertise and experience, to address client needs. May deal with one specialist subject area, or can be wide ranging and address strategic business issues. May also include support for the implementation of any agreed solutions.
Culture The design, creation, implementation and oversight of a culture intervention programme aligned to the organisational vision and strategy. May include intervention programmes at enterprise or departmental level.
Enterprise and business architecture The creation, iteration, and maintenance of structures such as enterprise and business architectures embodying the key principles, methods and models that describe the organisation's future state, and that enable its evolution. This typically involves the interpretation of business goals and drivers; the translation of business strategy and objectives into an “operating model”; the strategic assessment of current capabilities; the identification of required changes in capabilities; and the description of inter-relationships between people, organisation, service, process, data, information, technology and the external environment. The architecture development process supports the formation of the constraints, standards and guiding principles necessary to define, assure and govern the required evolution; this facilitates change in the organisation's structure, business processes, systems and infrastructure in order to achieve predictable transition to the intended state.
Information management The overall governance of how all types of information, structured and unstructured, whether produced internally or externally, are used to support decision-making, business processes and digital services. Encompasses development and promotion of the strategy and policies covering the design of information structures and taxonomies, the setting of policies for the sourcing and maintenance of the data content, and the development of policies, procedures, working practices and training to promote compliance with legislation regulating all aspects of holding, use and disclosure of data.
Information systems coordination Typically within a large organisation in which the information strategy function is devolved to autonomous units, or within a collaborative enterprise of otherwise independent organisations, the coordination of information strategy matters where the adoption of a common approach (such as shared services) would benefit the organisation.
Innovation The capability to recognise and exploit business opportunities provided by information and communication technology, best practices, methods and standards, to ensure more efficient and effective performance of organisations, to explore possibilities for new ways of conducting business and organisational processes, and to establish new services or businesses.
IT governance The establishment and oversight of an organisation's approach to the use of information, digital services and associated technology. Includes responsibility for provision of digital services; levels of service and service quality which meet current and future business requirements; policies and practices for conformance with mandatory legislation and regulations; strategic plans for technology to enable the organisation's business strategy; transparent decision making, leading to justification for investment, with appropriate balance between stakeholder benefits, opportunities, costs, and risks.
IT management The management of the IT infrastructure and resources required to plan for, develop, deliver and support IT services and products to meet the needs of a business. The preparation for new or changed services, management of the change process and the maintenance of regulatory, legal and professional standards. The management of performance of systems and services in terms of their contribution to business performance and their financial costs and sustainability. The management of bought-in services. The development of continual service improvement plans to ensure the IT infrastructure adequately supports business needs.
IT strategy and planning The creation, iteration and maintenance of a strategy in order to align IT plans with business objectives and the development of plans to drive forward and execute that strategy. Working with stakeholders to communicate and embed strategic management via objectives, accountabilities and monitoring of progress.
Knowledge management The design, development and provisioniong of a fit-for-purpose knowledge framework and supporting processes. This includes knowledge harvesting interventions, documentation of explicit knowledge and organisational processes to sustain and institutionalise knowledge.
Learning and development management The provision of learning and development processes (including learning management systems) in order to develop the professional, business and/or technical skills required by the organisation.
Learning assessment and evaluation The assessment of knowledge, skills and behaviour by any means whether formal or informal against capability and qualification frameworks. The evaluation of learning or education programmes against defined outcomes.
Learning delivery The transfer of business and/or technical skills and knowledge and the promotion of professional attitudes in order to facilitate learning and development. Uses a range of techniques, resources and media (which might include eLearning, on-line virtual environments, self-assessment, peer-assisted learning, simulation, and other current methods).
Learning design and development The specification, design, creation, packaging and maintenance of materials and resources for use in learning and development in the workplace or in compulsory, further or higher education. Typically involves the assimilation of information from existing sources, selection and re-presentation in a form suitable to the intended purpose and audience. Includes instructional design, content development, configuration and testing of learning environments, and use of appropriate current technologies such as audio, video, simulation and assessment. May include third party accreditation.
Motivation The design, creation, implementation and oversight of a team motivation programme in the context of high performance teams or self-managed teams. May include motivational talks and experiential learning interventions customised for specific outcomes as required by die organisation.
Organisation design and implementation The design and implementation of an integrated organisation structure, role profiles, culture, performance measurements, competencies and skills, to facilitate strategies for change and for training to enable the change. The identification of key attributes of the culture and the key principles and factors for addressing location strategy.
Performance management The optimisation of performance of people, including determination of capabilities, integration into teams, allocation of tasks, direction, support, guidance, motivation, and management of performance.
Portfolio, programme and project support The provision of support and guidance on portfolio, programme and project management processes, procedures, tools and techniques. Support includes definition of portfolios, programmes, and projects; advice on the development, production and maintenance of business cases; time, resource, cost and exception plans, and the use of related software tools. Tracking and reporting of programme/project progress and performance are also covered, as is the capability to facilitate all aspects of portfolio/ programme/ project meetings, workshops and documentation.
Product management The active management of a product or service throughout its lifecycle (inception through to retirement) in order to address a market opportunity /customer need and generate the greatest possible value for the business.
Professional development The facilitation of the professional development of individuals, including initiation, monitoring, review and validation of learning and development plans in line with organisational or business requirements. The counselling of participants in all relevant aspects of their continual professional development. The identification of appropriate learning/development resources. Liaison with internal and external training providers. The evaluation of the benefits of continual professional development activities.
Programme management The identification, planning and coordination of a set of related projects within a programme of business change, to manage their interdependencies in support of specific business strategies and objectives. The maintenance of a strategic view over the set of projects, providing the framework for implementing business initiatives, or large-scale change, by conceiving, maintaining and communicating a vision of the outcome of the programme and associated benefits. (The vision, and the means of achieving it, may change as the programme progresses). Agreement of business requirements, and translation of requirements into operational plans. Determination, monitoring, and review of programme scope, costs, and schedule, programme resources, inter-dependencies and programme risk.
Project management The management of projects, typically (but not exclusively) involving the development and implementation of business processes to meet identified business needs, acquiring and utilising the necessary resources and skills, within agreed parameters of cost, timescales, and quality.
Relationship management The identification, analysis, management and monitoring of relationships with and between stakeholders. (Stakeholders are individuals, groups, or organisations who may affect, be affected by, or perceive themselves to be affected by decisions, activities and outcomes related to products, services or changes to products and services). The clarification of mutual needs and commitments through consultation and consideration of impacts. For example, the coordination of all promotional activities to one or more clients to achieve satisfaction for the client and an acceptable return for the supplier; assistance to the client to ensure that maximum benefit is gained from products and services supplied.
Requirements definition and management The definition and management of the business goals and scope of change initiatives. The specification of business requirements to a level that enables effective delivery of agreed changes.
Research The advancement of knowledge by data gathering, innovation, experimentation, evaluation and dissemination, carried out in pursuit of a predetermined set of research goals.
Sourcing The provision of policy, internal standards and advice on the procurement or commissioning of externally supplied and internally developed products and services. The provision of commercial governance, conformance to legislation and assurance of information security. The implementation of compliant procurement processes, taking full account of the issues and imperatives of both the commissioning and supplier sides. The identification and management of suppliers to ensure successful delivery of products and services required by the business.
Systems design The specification and design of information systems to meet defined business needs in any public or private context, including commercial, industrial, scientific, gaming and entertainment. The identification of concepts and their translation into implementable design. The design or selection of components. The retention of compatibility with enterprise and solution architectures, and the adherence to corporate standards within constraints of cost, security and sustainability.
Teaching and subject formation The specification, design, development, delivery and assessment of curricula for computing and for information technology (including electronic communication), at any level of the education system from primary through to tertiary (all age ranges) and in the workplace. The topics addressed are those of the fundamental and more advanced areas of computing and the common skills needed to make productive use of computers and IT systems for both computing and IT professionals and competent users of IT based systems including the ideas of computational thinking and the application of computational concepts to everyday and professional life. Special attention is paid to the methods, techniques and pedagogy (the study of being a teacher, tutor or lecturer, and the process of teaching) of computing & IT education.
Technical specialism The development and exploitation of expertise in any specific area of information or communications technology, technique, method, product or application area.

Special Lectures


Topic Event Date
Design is not just what it looks like and feels like, it is how it works Guest lecture – final year Industrial Engineering students, University of Pretoria August 2016
Ons wêreld pak jy nie sonder handskoene aan nie! Academic Student Union, Faculty of Arts, North West University February 2014
Hoe lyk ‘n man van God uit die oë van ‘n vrou Mighty Men Breakfast May 2013
Work-life balance and life changing events MTN SA Woman’s Forum April 2013

Keynote addresses and conference presentations


Topic Event Date
Embracing Digital: An Operators Strategy to Deliver Attractive Digital Services and Monetise Them Africa Comm 2015, Cape Town November 2015
Threats and Opportunities for Information Systems Outsourcing 3rd International Conference on Enterprise Systems, University of Basel, Switzerland October 2015
Managing customer experience and organisational reputation online: successes and knock-outs 4th Annual Enhancing Customer Experience Loyalty & Retention in Telecom, Johannesburg August 2015
Client-vendor knowledge transfer mechanisms in the context of Information Systems outsourcing 10th Knowledge Management in Organisations, University of Maribor, Slovenia August 2015
Knowledge Asset Management Pertinent to Information Systems Outsourcing 3rd World Conference on Information Systems and Technologies, University of Azores, Azores, Portugal April 2015
Managing, measuring and enriching the customer experience in an omni-channel world Africa Comm 2014, Cape Town November 2014
A customer success story: Dare to be Digital ORACLE Day 2014, Midrand November 2014
Panelist: Digital Disruption Social Media Week 2014, Johannesburg September 2014
Managing organisational reputation online Highway Africa Conference 2014, Grahamstown September 2014
From Disruption to Opportunity: Dare to be Digital – a business perspective ORACLE C-level Digital Disruption events, Johannesburg, Durban and Cape Town August 2014
Social media and CRM – does it foster loyalty? Enhancing Customer Experience, Loyalty and Retention in Telecom 2014, Johannesburg August 2014
To infinity and beyond… You are #makingadifference ITWeb Social Media Summit 2014, Johannesburg June 2014
Insight – look beyond the ordinary! Social and Mobile CRM, Gibbs Business School, Johannesburg March 2014
Bonfire chats between the HR Director and Enterprise Architect – the emergence of a people architecture The Open Group Enterprise Architecture Practitioners Conference, Johannesburg September 2013
The role of the Business Analysts as Change Agent Business Analysis Summit Southern Africa 2013, Cape Town September 2013
There’s no traffic jam along the extra mile:  going big - and digital - on big data! TM Forum Africa Summit, Johannesburg August 2013
BI Centre of Excellence – Mission possible! ITWeb’s 8th annual Business Intelligence Summit & Awards, Bryanston, Johannesburg February 2013
Creating and delivering a positive, differentiated and sustainable Customer Experience TM Forum Customer Experience Management Summit 2012, Johannesburg November 2012
Critical Success Factors for Information Systems Outsourcing Management: A Software Development Lifecycle View South African Institute for Computer Scientists and Information Technologists (SAICSIT) 2009, Bela Bela October 2010
There’s no traffic jam along the extra mile EMEA eGain User Conference, Windsor, UK May 2010
A Framework and Methodology for Knowledge Management System Implementation South African Institute for Computer Scientists and Information Technologists (SAICSIT) 2009, Vanderbijlpark October 2009
Customer Experience Management – mission possible? SA ORACLE User Group (SAOUG) User Conference 2009, Durban June 2009
Impressive experiences everywhere you go MTN SA Leadership Conference 2009, Cape Town May 2009
Key characteristics in selecting software tools for knowledge management ICEIS 2009, Milan, Italy 11th International Conference on Enterprise Information Systems (ICEIS) May 2009
Customer Experience – one of the BIG 6 in MTN SA MTN SA Leadership Conference 2008, Durban June 2008
e-HR:  Mission Possible Primeserve HR Conference, Indaba Hotel April 2003
Human Capital and Sustained Competitive Advantage SA ORACLE Application User Group, Sun City October 2002
A practical guide to optimize the implementation or upgrade of your 11i ORACLE HRMS system ORACLE Application User Group, Rome, Italy September 2002
Employee Performance Management Model and ERP system enablers Performance Management Conference, Knowledge Resources, Gibbs Institute March 2002
ORACLE HRMS Implementation Successes ORACLE / Xayce roadshow – two sessions, Gallagher Estate, Johannesburg and Waterfront, Cape Town February 2002