Due Diligence
Your due diligence is probably wrongGlobal Advisors: a consulting leader in defining quantified strategy, decreasing uncertainty, improving decisions, achieving measureable results.
Our latest perspective - What's behind under-performing listed companies?
Outperform through the downturn
Experienced hires
We are hiring experienced top-tier strategy consultants
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
Thoughts
No Results Found
The page you requested could not be found. Try refining your search, or use the navigation above to locate the post.
Strategy Tools
Strategy Tools: The GE Matrix
The GE matrix is a nine cell portfolio matrix first developed by General Electric in the 1970s which was used as a tool for screening large portfolios of business units or product lines. It is based on the idea that determining an appropriate level of investment for a business depends on both the attractiveness of the market and the businesses current capability in that market. Industry attractiveness and business unit strength are calculated by identifying a number of criteria and applying a weighting to each to come to a combined figure for its positioning on the graph. It is similar to the growth-share matrix in that it maps the strategic business units relative to their position within the industry. The axes of industry attractiveness and business unit strength are comparable to the market growth and market share axes of the growth-share matrix. The tool could be used to decide what products or business units should be added to or removed from a portfolio or which markets to exit/enter, and as a result how investment should be prioritised across the business.
Fast Facts
3,6% of South African retirement funds make up 80% of total value
The South African retirement industry is highly concentrated with 80% of the total fund value being held by less than 4% of registered retirement funds.
Of these approximately 3000 are active, most of which are small – 70% of funds have assets of less than R6m.
Membership in the system is voluntary, with only around half of formally-employed workers participating, and balances are low, partly because few members preserve their funds for retirement.
There has been a substantial move to umbrella funds due to the focus on retirement fund costs and the audit requirements of underwritten funds.
Underwritten funds used to be exempt from submitting audited returns to the Pension Funds Registrar, as they were effectively registered by the insurance division of the FSB.
This exemption has now been revoked and so underwritten funds are also required to submit audited results which incurs significant compliance costs.
Selected News
Quote: Andrej Karpathy – Ex-OpenAI, Ex-Tesla AI
“I feel like the [ AI ] problems are tractable, they’re surmountable, but they’re still difficult. If I just average it out, it just feels like a decade [ to AGI ] to me.” – Andrej Karpathy – Ex-OpenAI, Ex-Tesla AI
Andrej Karpathy’s reflection—“I feel like the [ AI ] problems are tractable, they’re surmountable, but they’re still difficult. If I just average it out, it just feels like a decade [ to AGI ] to me.”—encapsulates both a grounded optimism and a caution honed through years at the forefront of artificial intelligence research. Understanding this statement requires context about the speaker, the evolution of the field, and the intellectual landscape that shapes contemporary thinking on artificial general intelligence (AGI).
Andrej Karpathy: Technical Leadership and Shaping AI’s Trajectory
Karpathy is recognised as one of the most influential figures in modern AI. With a doctorate under Geoffrey Hinton, the so-called “godfather” of deep learning, Karpathy’s early career put him at the confluence of academic breakthroughs and industrial deployment. At Stanford, he helped launch the seminal CS231n course, which became a training ground for a generation of practitioners. He subsequently led critical efforts at OpenAI and Tesla, where he served as Director of AI, architecting large-scale deep learning systems for both language and autonomous driving.
From the earliest days of deep learning, Karpathy has witnessed—and helped drive—several “seismic shifts” that have periodically redefined the field. He recalls, for example, the transition from neural networks being considered a niche topic to their explosive relevance with the advent of AlexNet. At OpenAI, he observed the limitations of reinforcement learning when applied too soon to general agent-building and became an early proponent of focusing on practical, useful systems rather than chasing abstract analogies with biological evolution.
Karpathy’s approach is self-consciously pragmatic. He discounts analogies between AI and animal evolution, preferring to frame current efforts as “summoning ghosts,” i.e., building digital entities trained by imitation, not evolved intelligence. His career has taught him to discount industry hype cycles and focus on the “march of nines”—the painstaking work required to close the gap between impressive demos and robust, trustworthy products. This stance runs through his entire philosophy on AI progress.
Context for the Quote: Realism amidst Exponential Hype
The statement about AGI’s timeline emerges from Karpathy’s nuanced position between the extremes of utopian accelerationism and excessive scepticism. Against a backdrop of industry figures claiming near-term transformative breakthroughs, Karpathy advocates for a middle path: current models represent significant progress, but numerous “cognitive deficits” persist. Key limitations include the lack of robust continual learning, difficulties generalising out-of-distribution, and the absence of key memory and reasoning capabilities seen in human intelligence.
Karpathy classifies present-day AI systems as “competent, but not yet capable agents”—useful in narrow domains, such as code generation, but unable to function autonomously in open-ended, real-world contexts. He highlights how models exhibit an uncanny ability to memorise, yet often lack the generalisation skills required for truly adaptive behaviour; they’re powerful, but brittle. The hard problems left are not insurmountable, but solving them—including integrating richer memory, developing agency, and building reliable, context-sensitive learning—will take sustained, multi-year effort.
AGI and the Broader Field: Dialogue with Leading Theorists
Karpathy’s thinking exists in dialogue with several foundational theorists:
-
Geoffrey Hinton: Pioneered deep learning and neural network approaches that underlie all current large-scale AI. His early conviction in neural networks, once seen as fringe, is now mainstream, but Hinton remains open to new architectural breakthroughs.
-
Richard Sutton: A major proponent of reinforcement learning as a route to general intelligence. Sutton’s vision focuses on “building animals”—systems capable of learning from scratch via trial and error in complex environments—whereas Karpathy now sees this as less immediately relevant than imitation-based, practically grounded approaches.
-
Yann LeCun: Another deep learning pioneer, LeCun has championed the continuous push toward self-supervised learning and innovations within model architecture.
-
The Scaling Optimists: The school of thought, including some in the OpenAI and DeepMind circles, who argue that simply increasing model size and data, within current paradigms, will inexorably deliver AGI. Karpathy explicitly distances himself from this view, arguing for the necessity of algorithmic innovation and socio-technical integration.
Karpathy sees the arc of AI progress as analogous to general trends in automation and computing: exponential in aggregate, but marked by periods of over-prediction, gradual integration, and non-linear deployment. He draws lessons from the slow maturation of self-driving cars—a field he led at Tesla—where early demos quickly gave way to years of incremental improvement, ironing out “the last nines” to reach real-world reliability.
He also foregrounds the human side of the equation: as AI’s technical capability increases, the question becomes as much about organisational integration, legal and social adaptation, as it does about raw model performance.
In Summary: Surmountable Yet Difficult
Karpathy’s “decade to AGI” estimate is anchored in a sober appreciation of both technical tractability and practical difficulty. He is neither pessimistic nor a hype-driven optimist. Instead, he projects that AGI—defined as machines able to deliver the full spectrum of knowledge work at human levels—will require another decade of systematic progress spanning model architecture, algorithmic innovation, memory, continual learning, and above all, integration with the complex realities of the real world.
His perspective stands out for its blend of technical rigour, historical awareness, and humility in the face of both engineering constraints and the unpredictability of broader socio-technical systems. In this, Karpathy situates himself in conversation with a lineage of thinkers who have repeatedly recalibrated the AI field’s ambitions—and whose own varied predictions continue to shape the ongoing march toward general intelligence.

Polls
No Results Found
The page you requested could not be found. Try refining your search, or use the navigation above to locate the post.
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

