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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.
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Thoughts
Global Advisors’ Thoughts: Who are you and what did you do with my team member?
By Marc Wilson
(Alternative titles could be: “Who are you and what did you do with the person I hired? “Who are you and what did you do with the boss who hired me?” “Who are you and what did you do with my client?” …)
Some years ago, a friend of many friends died tragically. I had never met Joe (not his real name) but often heard of him. He was exceptionally popular and well known. In fact, he was clearly loved by a huge group of people.
What followed Joe’s death was amazing. Hundreds of people went to a Facebook page and wrote of their sadness and memories of him. Many were personal, some merely referring to chance meetings and the incredible impression he had left on them. Some were even from people who had not met him, but were moved by his impact on people they knew.
One person wrote of meeting Joe at a party and how even though this was their first and only meeting, Joe had showed so much interest in her and interacted with her like an old friend. She had felt special – and left with an impression of how special Joe was.
Another wrote of a childhood cricket experience. He had played a blinding hook shot only to be caught by Joe at square leg in the crease of an arm. Joe had laughed and apologised repeatedly for accidentally catching him out off such good shot. Joe was secure with himself and the world and didn’t seem to need praise or undue accolades.
It was incredible. This was the type of person that most of us hope to be. Super-achiever, immensely popular, loving and loved. Years later, people still go back to that page and comment.
Joe committed suicide. It did not fit with …. Read more here: https://globaladvisors.biz/thoughts/20170601/who-are-you-and-what-did-you-do-with-my-team-member
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Strategy Tools
Strategy Tools: ‘Price-Volume-Profit’ Part 1 – A strategic take on cost-volume-profit analysis
By Eric van Heeswijk and Marc Wilson
Eric is an analyst and Marc is a partner at Global Advisors. Both are based in Johannesburg, South Africa.
Almost every person who has studied financial or management accounting at school or university is probably familiar with cost-volume-profit (CVP) analysis. It should be the basis of financial planning in most companies. However, in our experience, most managers do not apply the analysis and get it wrong in its most basic form (e.g. planning for similar / increased volumes together with price increases). The outcome? At best: results that fail to meet budgets. At worst: firms trigger the “margin-price-volume death spiral”. Whether you are a production manager or a CEO, you should understand how CVP analysis applies to your firm. Your business’s survival may be at stake.
Fast Facts
White meat consumption has grown with increases in per capita income and growth of the middle class
- South Africa has experienced rapid growth of middle-to-upper-class citizens fuelled by the parallel increase in disposable income of this socio-economic group
- The GDP per capita of South Africa has grown by 54% in real terms from R45 580 in 1981 to R70 184 in 2013
- As the poor emerge from poverty and the emerging middle class consumers are able to afford more protein in their diets, chicken, being the most affordable and versatile, has emerged as the meat of choice for this burgeoning population group
- The result has been growth in white meat per capita consumption ahead of red meat coupled with added benefits of being easy to produce and with less cultural constraints than pork
- White meat consumption per capita has grown by 223% from 11,93 kg/capita in 1981 to 38,5 kg/capita in 2014
- Consumption of white meat has also been fuelled by the growth of QSRs like KFC and to an extent, people trading down for a cheaper source of protein
- Red meat, being more expensive, is growing at a slower pace
- Pork and sheep meat i.e. Lamb (the most expensive of all red meat) and mutton consumption have remained fairly flat while beef consumption has grown since 2001
Selected News
Quote: Jamie Dimon, CEO JP Morgan
“Make sure you have heart, and curiosity, and give a damn, and understand that you don’t know it all, and you’re not even the expert anymore.” – Jamie Dimon, CEO JP Morgan
Success in business can be intoxicating. The accolades, the power, and the financial rewards can easily lead to arrogance and detachment from the realities of the organization. However, true leadership requires humility, a willingness to learn, and a genuine connection with the people you lead. This is the essence of a powerful piece of advice from Jamie Dimon, Chairman and CEO of JPMorgan Chase: “Make sure you have heart, and curiosity, and give a damn, and understand that you don’t know it all, and you’re not even the expert anymore.”
Dimon’s words resonate deeply in a world where ego and self-promotion often overshadow genuine leadership. He’s not just offering a platitude; he’s sharing a hard-earned lesson about the importance of staying grounded, even at the highest levels of an organization. This sentiment echoes a line from the late John Weinberg, head of Goldman Sachs, whom Dimon admires: “You either grow or you swell.”
In the original interview, Dimon was discussing how to avoid letting success go to your head. He emphasized that as leaders rise through the ranks, they often become less knowledgeable about the day-to-day operations of their organizations. This can breed insecurity, leading some leaders to become controlling, isolated, and unwilling to admit what they don’t know.
This quote and the surrounding context highlight several key principles:
- Humility as a Shield: It recognizes that humility is not a weakness, but a strength that protects leaders from arrogance and detachment.
- The Danger of Insecurity: It acknowledges that insecurity can be a powerful force that drives leaders to make poor decisions and create toxic work environments.
- The Importance of Continuous Learning: It underscores the need for leaders to remain curious, to seek out new knowledge, and to recognize that they are no longer the expert in every area of their organization.
- Heart and Passion as Anchors: It emphasizes that heart (empathy, compassion) and a genuine passion for the work are essential for staying connected to the people you lead and the mission you serve.
Dimon’s message is clear: To avoid the “big head” and remain effective leaders, we must cultivate humility, embrace continuous learning, and stay connected to our people. It’s a reminder that true leadership is not about having all the answers, but about creating an environment where everyone feels empowered to contribute their unique talents and perspectives. It’s about growing, not swelling.
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