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
Global Advisors’ Thoughts: Passive aggressiveness is a cancer
By Marc Wilson
Marc is a partner at Global Advisors and based in Johannesburg, South Africa
Download this article at http://www.globaladvisors.biz/uncategorized-2/20171024/passive-aggressiveness-is-a-cancer/.
Everybody knows the behaviour. We all experience it from others and all of us will be guilty of it at one time or another.
The sulky silence, the acquiescent “Yes,” the reserved feedback, the withheld compliment, not accepting compliments, the refusal to participate, minimum acceptable effort, sarcasm, put-downs, “forgetting,” lying, procrastinating – they’re all examples of passive aggressive behaviour. It is the cancer eating at your relationships with your significant other, your co-workers, your friends and your family.
If you are a leader it is the cancer eating at your organisation.
Maybe passive aggressive behaviour exists to an even greater extent in relationships we are committed to – our families will still be family, our spouses are married to us for better or worse. It allows the behaviour to continue to a far greater extent than an acquaintance might.
In most ways, passive aggressiveness is worse than outright aggression. An argument can be resolved, criticism understood and anger or sadness worked on and resolved. Passive aggression invites no constructive response and escalates rather than resolves issues.
Maybe passive aggressiveness starts through unspoken anger, resentment or sadness. Maybe it starts from fear and being disempowered. Maybe from a lack of caring enough to…
Read more at http://www.globaladvisors.biz/uncategorized-2/20171024/passive-aggressiveness-is-a-cancer/
.
Strategy Tools
PODCAST: Strategy Tools: Growth, Profit or Returns?
Our Spotify podcast explores the relationship between Return on Net Assets (RONA) and growth, arguing that both are essential for shareholder value creation. The hosts contend that focusing solely on one metric can be detrimental, and propose a framework for evaluating business portfolios based on their RONA and growth profiles. This approach involves plotting business units on a “market-cap curve” to identify value-accretive and value-destructive segments.
The podcast also addresses the impact of economic downturns on portfolio management, suggesting strategies for both offensive and defensive approaches. The core argument is that companies should aim to achieve a balance between RONA and growth, acknowledging that both are essential for long-term shareholder value creation.
Read more from the original article – https://globaladvisors.biz/2020/08/04/strategy-tools-growth-profit-or-returns/

Fast Facts
Fast Fact: Companies should not expect to take price increases without losing volume and potentially risking profitability
A manufacturer of fast food products (“FastCo”) was experiencing declining profitability Despite having the strongest brand, FastCo faced strong competition from both within their existing product category and from adjacent substitute categories Management sought to...
Selected News
Quote: Dr Eric Schmidt – Ex-Google CEO
“I worry a lot about … Africa. And the reason is: how does Africa benefit from [AI]? There’s obviously some benefit of globalisation, better crop yields, and so forth. But without stable governments, strong universities, major industrial structures – which Africa, with some exceptions, lacks – it’s going to lag.” – Dr Eric Schmidt – Former Google CEO
Dr Eric Schmidt’s observation stems from his experience at the highest levels of the global technology sector and his acute awareness of both the promise and the precariousness of the coming AI age. His warning about Africa’s risk of lagging in AI adoption and benefit is rooted in today’s uneven technological landscape and long-standing structural challenges facing the continent.
About Dr Eric Schmidt
Dr Eric Schmidt is one of the most influential technology executives of the 21st century. As CEO of Google from 2001 to 2011, he oversaw Google’s transformation from a Silicon Valley start-up into a global technology leader. Schmidt provided the managerial and strategic backbone that enabled Google’s explosive growth, product diversification, and a culture of robust innovation. After Google, he continued as Executive Chairman and Technical Advisor through Google’s restructuring into Alphabet, before transitioning to philanthropic and strategic advisory work. Notably, Schmidt has played significant roles in US national technology strategy, chairing the US National Security Commission on Artificial Intelligence and founding the bipartisan Special Competitive Studies Project, which advises on the intersections of AI, security, and economic competitiveness.
With a background encompassing leading roles at Sun Microsystems, Novell, and advisory positions at Xerox PARC and Bell Labs, Schmidt’s career reflects deep immersion in technology and innovation. He is widely regarded as a strategic thinker on the global opportunities and risks of technology, regularly offering perspective on how AI, digital infrastructure, and national competitiveness are shaping the future economic order.
Context of the Quotation
Schmidt’s remark appeared during a high-level panel at the Future Investment Initiative (FII9), in conversation with Dr Fei-Fei Li of Stanford and Peter Diamandis. The discussion centred on “What Happens When Digital Superintelligence Arrives?” and explored the likely economic, social, and geopolitical consequences of rapid AI advancement.
In this context, Schmidt identified a core risk: that AI’s benefits will accrue unevenly across borders, amplifying existing inequalities. He emphasised that while powerful AI tools may drive exceptional economic value and efficiencies—potentially in the trillions of dollars—these gains are concentrated by network effects, investment, and infrastructure. Schmidt singled out Africa as particularly vulnerable: absent stable governance, strong research universities, or robust industrial platforms—critical prerequisites for technology absorption—Africa faces the prospect of deepening relative underdevelopment as the AI era accelerates. The comment reflects a broader worry in technology and policy circles: global digitisation is likely to amplify rather than repair structural divides unless deliberate action is taken.
Leading Theorists and Thinking on the Subject
The dynamics Schmidt describes are at the heart of an emerging literature on the “AI divide,” digital colonialism, and the geopolitics of AI. Prominent thinkers in these debates include:
- Professor Fei-Fei Li
A leading AI scientist, Dr Li has consistently framed AI’s potential as contingent on human-centred design and equitable access. She highlights the distinction between the democratisation of access (e.g., cheaper healthcare or education via AI) and actual shared prosperity—which hinges on local capacity, policy, and governance. Her work underlines that technical progress does not automatically result in inclusive benefit, validating Schmidt’s concerns. - Kate Crawford and Timnit Gebru
Both have written extensively on the risks of algorithmic exclusion, surveillance, and the concentration of AI expertise within a handful of countries and firms. In particular, Crawford’s Atlas of AI and Gebru’s leadership in AI ethics foreground how global AI development mirrors deeper resource and power imbalances. - Nick Bostrom and Stuart Russell
Their theoretical contributions address the broader existential and ethical challenges of artificial superintelligence, but they also underscore risks of centralised AI power—technically and economically. - Ndubuisi Ekekwe, Bitange Ndemo, and Nanjira Sambuli
These African thought leaders and scholars examine how Africa can leapfrog in digital adoption but caution that profound barriers—structural, institutional, and educational—must be addressed for the continent to benefit from AI at scale. - Eric Schmidt himself has become a touchstone in policy/tech strategy circles, having co-chaired the US National Security Commission on Artificial Intelligence. The Commission’s reports warned of a bifurcated world where AI capabilities—and thus economic and security advantages—are ever more concentrated.
Structural Elements Behind the Quote
Schmidt’s remark draws attention to a convergence of factors:
- Institutional robustness
Long-term AI prosperity requires stable governments, responsive regulatory environments, and a track record of supporting investment and innovation. This is lacking in many, though not all, of Africa’s economies. - Strong universities and research ecosystems
AI innovation is talent- and research-intensive. Weak university networks limit both the creation and absorption of advanced technologies. - Industrial and technological infrastructure
A mature industrial base enables countries and companies to adapt AI for local benefit. The absence of such infrastructure often results in passive consumption of foreign technology, forgoing participation in value creation. - Network effects and tech realpolitik
Advanced AI tools, data centres, and large-scale compute power are disproportionately located in a few advanced economies. The ability to partner with these “hyperscalers”—primarily in the US—shapes national advantage. Schmidt argues that regions which fail to make strategic investments or partnerships risk being left further behind.
Summary
Schmidt’s statement is not simply a technical observation but an acute geopolitical and developmental warning. It reflects current global realities where AI’s arrival promises vast rewards, but only for those with the foundational economic, political, and intellectual capital in place. For policy makers, investors, and researchers, the implication is clear: bridging the digital-structural gap requires not only technology transfer but also building resilient, adaptive institutions and talent pipelines that are locally grounded.

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
