Leadership

Innocent Dutiro joins Global Advisors

Global Advisors: a consulting leader in defining quantified strategy, decreasing uncertainty, improving decisions, achieving measureable results.

Learn MoreContact Innocent

Sign up for our next perspective - free

What’s behind under-performing listed companies?

Covid-19

Breaking Covid-19 / Corona-virus pandemic news, how to lead

Innocent Dutiro – Global Advisors Associate Partner

Why I joined Global Advisors

My career to date has been devoted to solving problems and delivering value to enterprises that I have worked with both as a consultant and executive. Consulting gives me an opportunity to problem-solve and help clients achieve lasting results. It is one of my first loves. I have been fortunate to enjoy many different roles in a variety of locations – as an engineer in the United Kingdom and South Africa, as an executive in the consumer goods industry, as a divisional CEO of a large life insurer across 15 countries in Africa and Asia, and as CEO of a JSE-listed workplace-solutions company.

Partner-level consulting roles at Deloitte, Gemini Consulting and Bain & Company have punctuated my career and exposed me to a wide range of client industries and problems.

I am particularly excited by the Global Advisors proposition to clients and the values, ethics and culture that the team has built. I believe in the relevance of our approach to quantified strategy through to delivered results – in an increasingly uncertain world. Quantifying the financial impact of strategic decisions helps leaders focus on sustained value creation.

I look forward to my role in building on a strong 14-year legacy and helping grow the business across South African, African and global clients.

Quantified Strategy

Decreased uncertainty, improved decisions

Global Advisors is a leader in defining quantified strategies, decreasing uncertainty, improving decisions and achieving measureable results.

We specialise in providing highly-analytical data-driven recommendations in the face of significant uncertainty.

We utilise advanced predictive analytics to build robust strategies and enable our clients to make calculated decisions.

We support implementation of adaptive capability and capacity.

Our latest

Strategy Tools

Strategy Tools: Repeatable Business Models in Times of Uncertainty

Strategy Tools: Repeatable Business Models in Times of Uncertainty

By Innocent Dutiro

Innocent is an associate partner at Global Advisors and based in Johannesburg, South Africa

Research (Allen and Zook) tells us that sustained profitable growth and the methods for capturing it are much less about the choice of hot market than about the how and why of strategy and the business model translating it into action. The ongoing Coronavirus crisis is likely to put these beliefs to severe test. It is likely that the survivors and winners that emerge on the other side of the crisis will be businesses that have pursued repeatable business models.

These businesses’ approach to strategy focus less on a rigid plan to pursue growth markets and more on developing a general direction built around deep and uniquely strong capabilities that constantly learn, continuously improve, test, and adjust in manageable increments to the changing market. Repeatable business models enable organizations to distinguish between transient crises and game-changing developments while enabling them to take action that ensures their sustained prosperity. All without compromising on the beliefs that underpin the culture of the organization.

This might sound counterintuitive; how does a repeatable business model help you deal with a “black swan” event such as the COVID-19 pandemic? To answer this question, it is important to understand the three principles that underpin repeatability.

Principle 1: A strong, well-differentiated core

Differentiation drives competitive advantage and relative profitability among businesses. The basis for differentiation must deliver enhanced profitability by either delivering superior service to your core customers or offering cost economics that help you to out-invest your competitors. The unique assets, deep competencies and capabilities that make this differentiation possible and that are translated into behaviours and product features, define the “core of the core” of the business.

Principle 2: Clear non-negotiables

Non-negotiables are the company’s core values and key criteria used to make trade-offs in decision making. These improve the focus and simplicity of strategy by translating it into practical behavioural rules and prohibitions. This reduces the distance from management to the frontline (and back). Employee loyalty and commitment is driven primarily by a strong belief in the values of the management team and the organisation’s strategy. A clearly understood strategy is evidenced through:

  • Widespread understanding of the strategy at all levels within the organization.
  • Seeing the world the same way throughout the organization.
  • A shared vocabulary and priorities.

Principle 3: Systems for closed-loop learning

Self-conscious methods to perceive and adapt to change alongside well-developed systems to learn and drive continuous improvement are hallmarks of successful repeatable business models.

A second form of closed-loop learning is more relevant to a crisis such as the coronavirus as it relates to those less frequent situations when fundamental change in the marketplace (like technology, competition, customer need and behaviour) threatens a key element of the repeatable business model itself. A company’s ability to adapt or have a sufficient sense of urgency in response to a potentially mortal threat is key to survival and continued prosperity.

The various steps that governments are taking to contain and eradicate the virus have the potential of building habits that consumers might choose to adopt on a more permanent basis even after the pandemic. These include working from home, remote meetings, reduced commuting, greater use of online services and more cashless transactions. Businesses thus need to be prepared to adjust and adapt their strategies and business models to meet the demand created by the new behaviours. Firms with a clearly defined set of non-negotiables will find it easier to mobilize their employees towards the necessary change.

While business is currently focused on taking measures to safeguard their staff, serve their customers and preserve cash to ensure liquidity during the period of low demand and/or production, attention should also be turning to steps necessary to adapt strategies to enable competitiveness in the new normal after the pandemic.

read more

Fast Facts

Fast fact: A quick change in Covid-19 plots shows when countries turn the tide

Fast fact: A quick change in Covid-19 plots shows when countries turn the tide

Aatish Bhatia – in collaboration with Minute Physics – did an amazing job of visualizing the Covid 19 data. His logarithmaic juxtaposition of total versus new cases shows when the virus growth begins to slow.

  1. Logarithmic plotting of new vs total cases shows when infection rates (as measured) slow
  2. When plotted in this way, exponential growth is represented as a straight line that slopes upwards
  3. The x-axis of this graph is not time, but is instead the total number of cases or deaths
  4. Notice that almost all countries follow a very similar path of exponential growth

You can choose the numbers to plot at Covid trends

read more

Selected News

Big Data Could Undermine the Covid-19 Response | WIRED

Big Data Could Undermine the Covid-19 Response | WIRED

THE CORONAVIRUS PANDEMIC has spurred interest in big data to track the spread of the fast-moving pathogen and to plan disease prevention efforts. But the urgent need to contain the outbreak shouldn’t cloud thinking about big data’s potential to do more harm than good.

Companies and governments worldwide are tapping the location data of millions of internet and mobile phone users for clues about how the virus spreads and whether social distancing measures are working. Unlike surveillance measures that track the movements of particular individuals, these efforts analyze large data sets to uncover patterns in people’s movements and behavior over the course of the pandemic.

By Amos Toh (@AmosToh) is the senior researcher on artificial intelligence and human rights at Human Rights Watch.

In the US, mobile advertising companies are reportedly working with the Centers for Disease Control and Prevention and state and local governments to analyze how people’s movements have changed and where they are still congregating based on cell phone location data. Google has launched Community Mobility Reports based on the location data of Google Maps users to provide insights into how Covid-19 measures such as social distancing are working. Under its revamped Disease Prevention Maps initiative, Facebook is providing its research partners with data on population movement and friendship patterns to predict disease spread and compliance with public health measures.

As attractive as these projects might seem, companies and governments should ask whether they will deliver the public health benefits they promise, or misdirect government efforts in ways that endanger the rights of the poorest and most vulnerable people.

The 2014–2016 Ebola epidemic in West Africa offers a cautionary tale on big data. During the outbreak, Harvard-based computational epidemiologists obtained the call records of mobile phone users across the region in a bid to predict the spread of the virus and help public health authorities better target disease-prevention measures. However, this analysis may have been based on the wrong assumption that people’s movements were the primary vector of Ebola transmission, when in fact the virus was primarily spread through caring for the sick and during funeral preparations.

Research on cell phone usage patterns also casts doubt on the theory that call detail records are reliable for tracking people’s movements, even at an aggregate level. In West Africa, many cell phone users own multiple phones to manage various professional, social, and personal roles, and they may share them widely with family, friends, or even entire neighborhood.

 

These miscalculations illuminate a broader problem: Big data can obscure or misrepresent complex social realities, with dangerous consequences for both public health and human rights.

In the US, lower social media and cell phone penetration rates among older people and rural populations may distort efforts to divine people’s movements from mobile data, and end up providing a flawed basis for understanding how disease spreads within communities and the measures required to slow transmission. Environmental factors that degrade the accuracy of location data, such as the presence of high-rise buildings, could further undermine this analysis.

Mobility patterns captured by such data also reveal little about why people are moving despite shelter-in-place orders and other restrictions on movement. While it may be tempting to tighten the enforcement of social-distancing measures in low-income areas with stubbornly high levels of traffic, this might disproportionately penalize those looking for sheltertraveling to food banks, or seeking reprieve from dangerously cramped quarters.

Read all of our coronavirus coverage here.

Big data’s blind spots could lead public health authorities astray, diverting critical resources from proven containment methods such as aggressive testing. They could also lead to draconian restrictions that disproportionately impact the rights of those under- or misrepresented by the data. In Israel, the government’s cell phone location-tracking program has caused complaints that the authorities are erroneously confining people to their homes based on inaccurate location data.

While the capacity of big data to help curb the coronavirus outbreak is, at best, uncertain, its risks to privacy are immense. Governments and companies have cited the anonymization of personal data as a key privacy safeguard, but multiple studies show that this may only delay rather than prevent the person’s re-identification. Location data is particularly vulnerable, since it can be combined with public and private records to create an intricate and revealing map of a person’s movements, associations, and activities.

Google and Facebook say that their initiatives merely disclose aggregated insights into people’s behaviors, not detailed location histories. While data aggregation may be better for privacy, it should be accompanied by other safeguards, such as limits on who has access to data and for what purpose, deletion requirements, and sunset clauses. However, data-sharing practices in the technology sector historically have lacked transparency, making it difficult for data subjects and the broader public to determine whether these safeguards exist, or how stringently they are enforced.

Judicious reliance on data-driven technologies in the current crisis can improve our understanding of the disease, broaden access to health care, and help us stay connected. But the impulse to harness data for good should not be a license to conduct risky experiments that sacrifice privacy and civil liberties without any clear payoff–harmful results that could persist well after the crisis is over.

Source: Big Data Could Undermine the Covid-19 Response | WIRED

read more

Services

Global Advisors is different

We help clients to measurably improve strategic decision-making and the results they achieve through defining clearly prioritised choices, reducing uncertainty, winning hearts and minds and partnering to deliver.

Our difference is embodied in our team. Our values define us.

Corporate portfolio strategy

Define optimal business portfolios aligned with investor expectations

BUSINESS UNIT STRATEGY

Define how to win against competitors

Reach full potential

Understand your business’ core, reach full potential and grow into optimal adjacencies

Deal advisory

M&A, due diligence, deal structuring, balance sheet optimisation

Global Advisors Digital Data Analytics

14 years of quantitative and data science experience

An enabler to delivering quantified strategy and accelerated implementation

Digital enablement, acceleration and data science

Leading-edge data science and digital skills

Experts in large data processing, analytics and data visualisation

Developers of digital proof-of-concepts

An accelerator for Global Advisors and our clients

Join Global Advisors

We hire and grow amazing people

Consultants join our firm based on a fit with our values, culture and vision. They believe in and are excited by our differentiated approach. They realise that working on our clients’ most important projects is a privilege. While the problems we solve are strategic to clients, consultants recognise that solutions primarily require hard work – rigorous and thorough analysis, partnering with client team members to overcome political and emotional obstacles, and a large investment in knowledge development and self-growth.

Get In Touch

16th Floor, The Forum, 2 Maude Street, Sandton, Johannesburg, South Africa
+27114616371