Select Page

Due Diligence

Your due diligence is probably wrong

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

Learn MoreThe Global Advisors due diligence practice

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:  Empathy and understanding – why they are the qualities that help us achieve our own happiness and success

Global Advisors’ Thoughts: Empathy and understanding – why they are the qualities that help us achieve our own happiness and success

Two kids walking

By Marc Wilson

Our team had just finished a book review presentation on Dale Carnegie’s “Making Friends and Influencing People”. Jane (*name changed) looked troubled: “Isn’t this stuff about manipulating people?”
Therein lies a paradox in showing empathy: without empathy for others, you face less influence, friendship, love and success. But if those are your goal rather than the sincere care for others, then your empathy is not really empathy at all.

Many people might react to empathy as “soft.” But empathy is a mark of incredible strength. It dares us to care. It requires us to put ourselves to one side. It requires us to be vulnerable – otherwise all we are doing is showing sympathy. Empathy requires self-awareness and skill.

Sympathy is easy. Sympathy does not go as far as empathy – it keeps us distant from the situation someone else is experiencing. It places us in danger of being condescending. Empathy requires us to put our self into their situation as them – not us.

Empathy gets the best out of those around us – and opens us up to be a better version of ourselves.

I find it incredibly difficult to manage a balance. A balance of being sufficiently confident and willing to share my own experience in an unbiased and helpful way – while removing enough of myself to allow someone else to find their own path and live their own experience. To be an empathetic leader, I believe I need to care about my team being at their best at work and in life.

Skills such as active listening are important to remove ourselves from the coaching we give others. But I think empathy requires us to be authentically present and involved in a way that facilitating someone else’s own solution does not.

Empathetic leadership challenges me to use my own experience and position in a way that is open to the challenges and experiences of others. And most critically demonstrates that I act out of care and acknowledgement of them.

Empathy requires that we know our self well enough that we are able to remove our projections of our own biases and feelings from the situation, appreciate the other person’s view of the world and how that impacts the situation for them.

Think about how you respond to others. How often do you respond to their experience, feelings and fears based on your own fears? Do your responses contain the word “I?” Do you fear genuinely experiencing the world as them? Do you seek to affirm your own view and experience through your response? Are you scared as being seen as similar to the other person in their own “deficiencies” and “imperfections”? How many of these imperfections are merely your own biases and fears?

Read more by clicking here: http://www.globaladvisors.biz/thoughts/20170627/empathy-and-understanding-why-they-are-the-qualities-that-help-us-achieve-our-own-happiness-and-success

read more

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

Modern portfolio theory (MPT) can be applied to business portfolio decision-making

Modern portfolio theory (MPT) can be applied to business portfolio decision-making

Modern portfolio theory (MPT) can be applied to business portfolio decision-making

  • Shareholders seek to maximise company profits while minimising risk
  • However, lower risk businesses are usually accompanied with lower returns and high risk businesses with higher returns
  • Comparisons between various risk and return profiles can be measured using the Sharpe ratio – return per unit of risk
  • Combinations (degree of balance sheet investment) in individual portfolios could realise higher returns per unit of risk than what is achievable in an individual business unit – some combinations are not always obvious
  • By exiting a higher risk-return portfolio BU J, ABC would be able to increase its return per unit of risk from 4,3 to 4,5
  • It is often psychologically difficult for businesses to exit high return portfolios
  • Emotional decision-making can be muted by applying the logic of modern portfolio theory in the board room
read more

Selected News

Quote: Julian Schrittwieser – Anthropic

Quote: Julian Schrittwieser – Anthropic

“The talk about AI bubbles seemed very divorced from what was happening in frontier labs and what we were seeing. We are not seeing any slowdown of progress.” – Julian Schrittwieser – Anthropic

Those closest to technical breakthroughs are witnessing a pattern of sustained, compounding advancement that is often underestimated by commentators and investors. This perspective underscores both the power and limitations of conventional intuitions regarding exponential technological progress.

 

Context of the Quote

Schrittwieser delivered these remarks in a 2025 interview on the MAD Podcast, prompted by widespread discourse on the so-called ‘AI bubble’. His key contention is that debate around an AI investment or hype “bubble” feels disconnected from the lived reality inside the world’s top research labs, where the practical pace of innovation remains brisk and outwardly undiminished. He outlines that, according to direct observation and internal benchmarks at labs such as Anthropic, progress remains on a highly consistent exponential curve: “every three to four months, the model is able to do a task that is twice as long as before completely on its own”.

He draws an analogy to the early days of COVID-19, where exponential growth was invisible until it became overwhelming; the same mathematical processes, Schrittwieser contends, apply to AI system capabilities. While public narratives about bubbles often reference the dot-com era, he highlights a bifurcation: frontier labs sustain robust, revenue-generating trajectories, while the wider AI ecosystem might experience bubble-like effects in valuation. But at the core—the technology itself continues to improve at a predictably exponential rate well supported by both qualitative experience and benchmark data.

Schrittwieser’s view, rooted in immediate, operational knowledge, is that the default expectation of a linear future is mistaken: advances in autonomy, reasoning, and productivity are compounding. This means genuinely transformative impacts—such as AI agents that function at expert level or beyond for extended, unsupervised tasks—are poised to arrive sooner than many anticipate.

 

Profile: Julian Schrittwieser

Julian Schrittwieser is one of the world’s leading artificial intelligence researchers, currently based at Anthropic, following a decade as a core scientist at Google DeepMind. Raised in rural Austria, Schrittwieser’s journey from an adolescent fascination with game programming to the vanguard of AI research exemplifies the discipline’s blend of curiosity, mathematical rigour, and engineering prowess. He studied computer science at the Vienna University of Technology, before interning at Google.

Schrittwieser was a central contributor to several historic machine learning milestones, most notably:

 
  • AlphaGo, the first program to defeat a world champion at Go, combining deep neural networks with Monte Carlo Tree Search.
  • AlphaGo Zero and AlphaZero, which generalised the approach to achieve superhuman performance without human examples, through self-play—demonstrating true generality in reinforcement learning.
  • MuZero (as lead author), solving the challenge of mastering environments without even knowing the rules in advance, by enabling the system to learn its own internal, predictive world models—an innovation bringing RL closer to complex, real-world domains.
  • Later work includes AlphaCode (code synthesis), AlphaTensor (algorithmic discovery), and applied advances in Gemini and AlphaProof.

At Anthropic, Schrittwieser is at the frontier of research into scaling laws, reinforcement learning, autonomous agents, and novel techniques for alignment and safety in next-generation AI. True to his pragmatic ethos, he prioritises what directly raises capability and reliability, and advocates for careful, data-led extrapolation rather than speculation.

 

Theoretical Backstory: Exponential AI Progress and Key Thinkers

Schrittwieser’s remarks situate him within a tradition of AI theorists and builders focused on scaling laws, reinforcement learning (RL), and emergent capabilities:

Leading Theorists and Historical Perspective

Name
Notable Ideas and Contributions
Relevance to Quote
Demis Hassabis
Founder of DeepMind; architect of the AlphaGo programme. Emphasised general intelligence and the power of RL plus planning.
Schrittwieser’s mentor and DeepMind leader. Pioneered RL paradigms beyond games.
David Silver
Developed many of the breakthroughs underlying AlphaGo, AlphaZero, MuZero. Advanced RL and model-based search methods.
Collaborator with Schrittwieser; together, demonstrated practical scaling of RL.
Richard Sutton
Articulated reinforcement learning’s centrality: “The Bitter Lesson” (general methods, scalable computation, not handcrafted). Advanced temporal difference methods and RL theory.
Mentioned by Schrittwieser as a thought leader shaping the RL paradigm at scale.
Alex Ray, Jared Kaplan, Sam McCandlish, OpenAI Scaling Team
Quantified AI’s “scaling laws”: empirical tendencies for model performance to improve smoothly with compute, data, and parameter scaling.
Schrittwieser echoes this data-driven, incrementalist philosophy.
Ilya Sutskever
Co-founder of OpenAI; central to deep learning breakthroughs, scaling, and forecasting emergent capabilities.
OpenAI’s work on benchmarks (GDP-Val) and scaling echoes these insights.

These thinkers converge on several key observations directly reflected in Schrittwieser’s view:

  • Exponential Capability Curves: Consistent advances in performance often surprise those outside the labs due to our poor intuitive grasp of exponentiality—what Schrittwieser terms a repeated “failure to understand the exponential”.
  • Scaling Laws and Reinforcement Learning: Improvements are not just about larger models, but ever-better training, more reliable reinforcement learning, agentic architecture, and robust reward systems—developments Schrittwieser’s work epitomises.
  • Novelty and Emergence: Historically, theorists doubted whether neural models could go beyond sophisticated mimicry; the “Move 37” moment (AlphaGo’s unprecedented move in Go) was a touchstone for true machine creativity, a theme Schrittwieser stresses remains highly relevant today.
  • Bubbles, Productivity, and Market Cycles: Mainstream financial and social narratives may oscillate dramatically, but real capability growth—observable in benchmarks and direct use—has historically marched on undeterred by speculative excesses.
 

Synthesis: Why the Perspective Matters

The quote foregrounds a gap between external perceptions and insider realities. Pioneers like Schrittwieser and his cohort stress that transformative change will not follow a smooth, linear or hype-driven curve, but an exponential, data-backed progression—one that may defy conventional intuition, but is already reshaping productivity and the structure of work.

This moment is not about “irrational exuberance”, but rather the compounding product of theoretical insight, algorithmic audacity, and relentless engineering: the engine behind the next wave of economic and social transformation.

read more

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

Global Advisors | Quantified Strategy Consulting