ARTIFICIAL INTELLIGENCE
An AI-native strategy firmGlobal Advisors: a consulting leader in defining quantified strategy, decreasing uncertainty, improving decisions, achieving measureable results.
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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: Is insecurity behind that dysfunction?
By Marc Wilson
Marc is a partner at Global Advisors and based in Johannesburg, South Africa
Download this article at http://www.globaladvisors.biz/inc-feed/20170907/thoughts-is-insecurity-behind-that-dysfunction
We tend to characterise insecurity as what we see in overtly fragile, shy and awkward people. We think that their insecurity presents as lack of confidence. And often we associate it with under-achievement.
Sometimes we might be aware that insecurities can lie behind the -ias, -isms and the phobias. Body dysmorphia? Insecurity about attractiveness. Racism? Often the need to find security by claiming superiority, belonging to group with power, a group you understand and whose acceptance you want. Homophobia? Often insecurity about one’s own sexuality or masculinity / feminity.
So it is often counter-intuitive when we discover that often behind incredible success lies – insecurity! In fact, an article I once read described the successful elite of strategy consulting firms as typically “insecure over-achievers.”
Insecurity must be one of the most misunderstood drivers of dysfunction. Instead we see its related symptoms and react to those. “That woman is so overbearing. That guy is so aggressive! That girl is so self-absorbed. That guy is so competitive.” Even, “That guy is so arrogant.”
How is it that someone we might perceive as competitive, arrogant or overconfident might be insecure? Sometimes people overcompensate to hide a weakness or insecurity. Sometimes in an effort to avoid feeling defensive of a perceived shortcoming, they might go on the offensive – telling people they are the opposite or even faking security.
Do we even know what insecurity is? The very need to…
Read the rest of “Power, Control and Space” at http://www.globaladvisors.biz/inc-feed/20170907/thoughts-is-insecurity-behind-that-dysfunction
Strategy Tools
Strategy tools: Effective transfer pricing
So much has been written about transfer pricing. Yet it remains a bone of contention in almost every organisation. Transfer pricing is not merely a rational challenge – it often raises the emotions of internal service users and providers who argue regarding scope, quality, price and value.
We have found that effective transfer pricing relies on some fairly simple best practices and critical success factors.
Many organisations recover costs as a regular ‘below-the-line’ deduction from operating division income statements. In our experience, charge out is almost always preferable. This results in internal value judgements and negotiation regarding delivery happening closer to time of use.
We have typically seen that the realisation that internal pricing plays this role and the consequences of poor implementation are not well understood.
Results of poor transfer pricing implementation
Sub-optimal economic use decisions
Where costs / prices are higher than they should be, buyers pass this on as an inflated cost to their customers, experience margin squeeze, or utilise less of the service than they might have.
Strategically this can lead to incorrect decisions regarding the provision of services to the market and loss of market share.
Where costs / prices are lower than they should be, this can lead to overuse of a product or service and poor cost recovery from external customers.
Strategically this can result in the over promotion and sales of products and services that are achieving lower margins than thought, or that might even be making losses.
Sub-optimal investment and resourcing decisions
Incorrect pricing can lead to over- or under-investment in capacity and product or service quality. Further, the resourcing decisions will be incorrect should the price signal to the supplier be incorrect.
Political and emotional argument
Where buyers are unable to obtain assurance that an internal price is correct, there is typically resentment regarding the cost of the internal product and service and the sheltered position employees of the internal service provider occupy – in the buyer’s eyes free from commercial pressures.
Buyers and suppliers typically also argue regarding the quality of the service or product relative to the price paid.
Suppliers may react to criticism claiming their product or service is strategic in nature and refute its availability in the external markets.
Poor product / service quality
Poor price signals will result in lack of comparable product and service quality benchmarks. This can result in ‘gold-plating’ or poor-quality product and service provision.
Read more at https://globaladvisors.biz/2021/01/06/strategy-tools-effective-transfer-pricing/
Fast Facts
Fast Fact: The rate of technology adoption exploded in the 1990s
The 1990s were an inflection point in the adoption of new technologies. While radio showed fast adoption in the 1920s, new technologies introduced post 2010 had reached penetrations of more than 30% of the United States population within 3 years from launch. PCs...
Selected News
Quote: Warren Buffet – Investor
“Never invest in a company without understanding its finances. The biggest losses in stocks come from companies with poor balance sheets.” – Warren Buffet – Investor
This statement encapsulates Warren Buffett’s foundational conviction that a thorough understanding of a company’s financial health is essential before any investment is made. Buffett, revered as one of the world’s most successful and influential investors, has built his career—and the fortunes of Berkshire Hathaway shareholders—by analysing company financials with forensic precision and prioritising robust balance sheets. A poor balance sheet typically signals overleveraging, weak cash flows, and vulnerability to adverse market cycles, all of which heighten the risk of capital loss.
Buffett’s approach can be traced directly to the principles of value investing: only purchase businesses trading below their intrinsic value, and rigorously avoid companies whose finances reveal underlying weakness. This discipline shields investors from the pitfalls of speculation and market fads. Paramount to this method is what Buffett calls a margin of safety—a buffer between a company’s market price and its real worth, aimed at mitigating downside risks, especially those stemming from fragile balance sheets. His preference for quality over quantity similarly reflects a bias towards investing larger sums in a select number of financially sound companies rather than spreading capital across numerous questionable prospects.
Throughout his career, Buffett has consistently advocated for investing only in businesses that one fully understands. He famously avoids complexity and “fashionable trends,” stating that clarity and financial strength supersede cleverness or hype. His guiding mantra to “never lose money,” and the prompt reminder “never forget the first rule,” further reinforces his risk-averse methodology.
Background on Warren Buffett
Born in 1930 in Omaha, Nebraska, Warren Buffett demonstrated an early fascination with business and investing. He operated as a stockbroker, bought and sold pinball machines, and eventually took over Berkshire Hathaway, transforming it from a struggling textile manufacturer into a global conglomerate. His stewardship is defined not only by outsized returns, but by a consistent, rational framework for capital allocation; he eschews speculation and prizes businesses with predictable earnings, capable leadership, and resilient competitive advantages. Buffett’s investment tenets, traced back to Benjamin Graham and refined with Charlie Munger, remain the benchmark for disciplined, risk-conscious investing.
Leading Theorists on Financial Analysis and Value Investing
The intellectual foundation of Buffett’s philosophy rests predominantly on the work of Benjamin Graham and, subsequently, David Dodd:
- Benjamin Graham
Often characterised as the “father of value investing,” Graham developed a rigorous framework for asset selection based on demonstrable financial solidity. His landmark work, The Intelligent Investor (1949), formalised the notion of intrinsic value, margin of safety, and the critical analysis of financial statements. Graham’s empirical, rules-based approach sought to remove emotion from investment decision-making, placing systematic, intensive financial review at the forefront. - David Dodd
Co-author of Security Analysis with Graham, Dodd expanded and codified approaches for in-depth business valuation, championing comprehensive audit of balance sheets, income statements, and cash flow reports. The Graham-Dodd method remains the global standard for security analysis. - Charlie Munger
Buffett’s long-time business partner, Charlie Munger, is credited with shaping the evolution from mere statistical bargains (“cigar butt” investing) towards businesses with enduring competitive advantage. Munger advocates a broadened mental toolkit (“worldly wisdom”) integrating qualitative insights—on management, culture, and durability—with rigorous financial vetting. - Peter Lynch
Known for managing the Magellan Fund at Fidelity, Lynch famously encouraged investors to “know what you own,” reinforcing the necessity of understanding a business’s financial fibre before participation. He also stressed that the gravest investing errors stem from neglecting financial fundamentals, echoing Buffett’s caution on poor balance sheets. - John Bogle
As the founder of Vanguard and inventor of the index fund, Bogle’s influence stems from his advocacy of broad diversification—but he also warned sharply against investing in companies without sound financial disclosure, because broad market risks are magnified in the presence of individual corporate failure.
Conclusion of Context
Buffett’s quote is not merely a rule-of-thumb—it expresses one of the most empirically validated truths in investment history: deep analysis of company finances is indispensable to avoiding catastrophic losses. The theorists who shaped this doctrine did so by instituting rigorous standards and repeatable frameworks that continue to underpin modern investment strategy. Buffett’s risk-averse, fundamentals-rooted vision stands as a beacon of prudence in an industry rife with speculation. His enduring message—understand the finances; invest only in quality—remains the starting point for both novice and veteran investors seeking resilience and sustainable wealth.

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