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Global Advisors’ Thoughts: Business success. Get real.
By Marc Wilson
We all want success. And as we embark on a career, most of us want to be successful. But when I probe aspirations, “being successful” is usually a proxy for “I want the rewards / power /status of success.”
If you think that business success has different rules to success in sports, less reliance on discipline, more reliance on connections and things out of your control, reconsider or stop reading.
If your job is a ticket to a pay-cheque, is so-many-hours-per-day, stop reading.
Brutally, most of us will not be successful. We will not achieve stand-out performance. We will under-achieve our childish dreams. Choose:
- Continue to fantasize OR
- Get real and set your targets lower OR
- Confront the challenge and do what it takes to chase your dream.
Dreaming is important. It is the often the reason that we try at all. But the great achievers realise that a dream without a plan and action remains a fantasy.
“…in the words of Scripture, the time has come to set aside childish things.” — U.S. President Barack Obama
Obama was quoting “When I was a child, I spake as a child, I understood as a child, I thought as a child: but when I became a man, I put away childish things.”
When I was younger and starting out, I think I marked a lot of my desires for success in positions or promotions I hoped to achieve. In the first draft of this article, someone remarked that I had not mentioned promotion once. That is quite a stunning reflection. I believe my experience and growing up helped me realise that promotion and position reflect a result of success rather than success in itself.
Many of us do fantasize. As adolescents, we dream of mansions and sports cars, of power and glory, of beautiful spouses and successful children. As we begin our career journey, these dreams inevitably meet reality. We may continue to deny reasons for the gap between dreams and reality, but many reach a realisation at some point that not everybody can be excellent – by definition. And that to be excellent, we need to be doing things better than those in our defined benchmark.
We fantasize for good reason. Life is hard. As we become more experienced, we discover that achieving success typically requires far more from us than we imagined, we are not all exceptional, success is often dependent on the support of others – and people and relationships are not predictable. Life throws curve balls – illness, family needs and financial constraints to name a few.
But if we are to undertake an adult approach to success, it becomes time to replace fantasy with a deliberate approach to achieving our dreams.
What is success? At its simplest, success is achieving a goal. Being successful is therefore achieving goals regularly. But to most of us, being successful is more than this. Being successful in many people’s minds equates to excellence. Excellence – exceeding standard performance, standing-out, being the best. And pointedly, the rewards most desire for being successful equate with those for excellence.
This is an important distinction. The definition of excellence seems to be far more closely aligned with the aspirations of those with the desire to be successful. The measures of excellence are far more objective and demanding than those of success.
We tend to apply different rules to business success. It must be balanced. It must be within its 9-to-5 box. Here is my challenge to you: if you desire super-achiever business status, why would the lessons learnt from Olympian sports success be different to achieving Olympian stand-out performance in business?
Olympic sports success is not balanced. It is not confined to a part of the day. Olympian sports success is obsessive. It is unbalanced. It is single-minded. It requires brutal sacrifice and pain (see the graphic to the left showing the cost and effort required to get into the Olympics – source: Voucherbox). Why would being the best in your business field require anything less?
I think we tend to create an artificial distinction because an Olympic goal might be confined to a target by the age of 30. Thereafter an athlete can retire to a “normal” life. Similarly, an overachieving student might single-mindedly pursue “top-of the-class” performance knowing that the pain and sacrifice will end with the award of a degree. A business career is part of most of our adult lives and sacrifice for that amount of time is untenable for most people. For this reason, careers like investment banking and management consulting tend to have short lifespans before achievers move on to a second phase. I believe that for this reason they tend to attract more employees seeking super-achievement before the “second-phase” – people will accept the discomfort for a short time horizon.
I believe that there are fifteen determinants to achieving business-career excellence.
1. Get real – look outwards
It is impossible for everybody to…. To read more click here.
Strategy Tools
Strategy Tools: The Growth-Share Matrix
The Growth-Share Matrix was introduced almost 50 years ago by Bruce Henderson and the Boston Consulting Group (BCG). It is considered one of the most iconic strategic planning techniques.
The Growth-Share Matrix is a framework first developed in the 1960s to help companies think about the priority (and resources) that they should give to their different businesses. At the height of its success, in the late 1970s and early 1980s, the Growth-Share Matrix (or approaches based on it) was used by about half of all Fortune 500 companies, according to estimates.
The need which prompted The Growth-Share idea was, indeed, that of managing cash-flow. It was reasoned that one of the main indicators of cash generation was relative market share, and one which pointed to cash usage was that of market growth rate:
“To be successful, a company should have a portfolio of products with different growth rates and different market shares. The portfolio composition is a function of the balance between cash flows. High growth products require cash inputs to grow. Low growth products should generate excess cash. Both kinds are needed simultaneously.”—Bruce Henderson.
The two axes of the matrix are relative market share (or the ability to generate cash) and growth (or the need for cash).
For each product or service, the “area” of the circle represents the value of its sales. The growth–share matrix thus offers a “map” of the organization’s product (or service) strengths and weaknesses, at least in terms of current profitability, as well as the likely cashflows.
The matrix puts each of a firm’s businesses into one of four categories. The categories were all given memorable names – cash cow, star, dog and question mark – which helped to push them into the collective consciousness of managers all over the world.
Fast Facts
Going niche is not always a viable strategy for South African manufacturers
- Niche food markets are relatively small in South Africa when craft beer, pure-ground coffee, Fairtrade coffee and organic foods are used as proxies.
- According to Global Advisors analysis, niche products account for between 0,38% and 19,60% of total market volumes and have a potential consumer size of just over 900 000 adults if Gauteng, Kwazulu-Natal and the Western Cape are targeted.
- Companies within the niche market space must therefore carefully consider the size of their particular niche market, in terms of the potential volumes that they should produce, the number of potential consumers, in terms of the targeted LSM group, and where these consumers are located.
- For companies already producing mass market products, niche products might require a different business model and could become a distraction to their core product offerings.
- The size of these niche sectors are expected to increase in South Africa in the near future due to the rise of the middle-class.
Selected News
Quote: Andrej Karpathy – Ex-OpenAI, Ex-Tesla AI
“AI is so wonderful because there have been a number of seismic shifts where the entire field has suddenly looked a different way. I’ve maybe lived through two or three of those. I still think there will continue to be some because they come with almost surprising regularity.” – Andrej Karpathy – Ex-OpenAI, Ex-Tesla AI
Andrej Karpathy, one of the most recognisable figures in artificial intelligence, has spent his career at the epicentre of the field’s defining moments in both research and large-scale industry deployment.
Karpathy’s background is defined by deep technical expertise and a front-row seat to AI’s rapid evolution. Having completed his PhD at Stanford and held pivotal research positions, he worked alongside Geoffrey Hinton at the University of Toronto during the early surge of deep learning. His career encompasses key roles at Tesla, where he led the Autopilot vision team, and at OpenAI, contributing to some of the world’s most prominent large language models and generative AI systems. This vantage point has allowed him to participate in, and reflect upon, the discipline’s “seismic shifts”.
Karpathy’s narrative has been shaped by three inflection points:
- The emergence of deep neural networks from a niche field to mainstream AI, spearheaded by the success of AlexNet and the subsequent shift of the research community toward neural architectures.
- The drive towards agent-based systems, with early enthusiasm for reinforcement learning (RL) and game-based environments (such as Atari and Go). Karpathy himself was cautious about the utility of games as the true path to intelligence, focusing instead on agents acting within the real digital world.
- The rise of large language models (LLMs)—transformers trained on vast internet datasets, shifting the locus of AI from task-specific systems to general-purpose models with the ability to perform a broad suite of tasks, and in-context learning.
His reflection on these ‘regular’ paradigm shifts arises from lived experience: “I’ve maybe lived through two or three of those. I still think there will continue to be some because they come with almost surprising regularity.” These moments recalibrate assumptions, redirect research priorities, and set new benchmarks for capability. Karpathy’s practical orientation—building “useful things” rather than targeting biological intelligence or pure AGI—shapes his approach to both innovation and scepticism about hype.
Context of the Quote
In his conversation with podcaster Dwarkesh Patel, Karpathy elaborates on the recurring nature of breakthroughs. He contrasts AI’s rapid, transformative leaps with other scientific fields, noting that in machine learning, scaling up data, compute, and novel architectures can yield abrupt improvements—yet each wave often triggers both excessive optimism and later recalibration. A major point he raises is the lack of linearity: the field does not “smoothly” approach AGI, but rather proceeds via discontinuities, often catalysed by new ideas or techniques that were previously out of favour or overlooked.
Karpathy relates how, early in his career, neural networks were a marginal interest and large-scale “representation learning” was only beginning to be considered viable by a minority in the community. With the advent of AlexNet, the landscape shifted overnight, rapidly making previous assumptions obsolete. Later, the pursuit of RL-driven agents led to a phase where entire research agendas were oriented toward gameplay and synthetic environments—another phase later superseded by the transformer revolution and language models. Karpathy reflects candidly on earlier missteps, as well as the discipline’s collective tendency to over- or under-predict the timetable and trajectory of progress.
Leading Theorists and Intellectual Heritage
The AI revolutions Karpathy describes are inseparable from the influential figures and ideas that have shaped each phase:
- Geoffrey Hinton: Hailed as the “godfather of AI”, Hinton was instrumental in deep learning’s breakthrough, advancing techniques for training multilayered neural networks and championing representation learning against prevailing orthodoxy.
- Yann LeCun: Developed convolutional neural networks (CNNs), foundational for computer vision and the 2010s wave of deep learning success.
- Yoshua Bengio: Co-architect of the deep learning movement and a key figure in developing unsupervised and generative models.
- Richard Sutton: Principal proponent of reinforcement learning, Sutton articulated the value of “animal-like” intelligence: learning from direct interaction with environments, reward, and adaptation. Sutton’s perspective frequently informs debates about the relationship between model architectures and living intelligence, encouraging a focus on agents and lifelong learning.
Karpathy’s own stance is partly a pragmatic response to this heritage: rather than pursuing analogues of biological brains, he views the productive path as building digital “ghosts”—entities that learn by imitation and are shaped by patterns in data, rather than evolutionary processes.
Beyond individual theorists, the field’s quantum leaps are rooted in a culture of intellectual rivalry and rapid intellectual cross-pollination:
- The convolutional and recurrent networks of the 2010s pushed the boundaries of what neural networks could do.
- The development and scaling of transformer-based architectures (as in Google’s “Attention is All You Need”) dramatically changed both natural language processing and the structure of the field itself.
- The introduction of algorithms for in-context learning and large-scale unsupervised pre-training marked a break with hand-crafted representation engineering.
The Architecture of Progress: Seismic Shifts and Pragmatic Tension
Karpathy’s insight is that these shifts are not just about faster hardware or bigger datasets; they reflect the field’s unique ecology—where new methods can rapidly become dominant and overturn accumulated orthodoxy. The combination of open scientific exchange, rapid deployment, and intense commercialisation creates fertile ground for frequent realignment.
His observation on the “regularity” of shifts also signals a strategic realism: each wave brings both opportunity and risk. New architectures (such as transformers or large reinforcement learning agents) frequently overshoot expectations before their real limitations become clear. Karpathy remains measured on both promise and limitation—anticipating continued progress, but cautioning against overpredictions and hype cycles that fail to reckon with the “march of nines” needed to reach true reliability and impact.
Closing Perspective
The context of Karpathy’s quote is an AI ecosystem that advances not through steady accretion, but in leaps—each driven by conceptual, technical, and organisational realignments. As such, understanding progress in AI demands both technical literacy and historical awareness: the sharp pivots that have marked past decades are likely to recur, with equally profound effects on how intelligence is conceived, built, and deployed.

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