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Global Advisors’ Thoughts: Who are you and what did you do with my team member?

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

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.

Read more at:
https://globaladvisors.biz/blog/2019/11/28/strategy-tools-price-volume-profit-part-1-a-strategic-take-on-cost-volume-profit-analysis/

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Fast Facts

White meat consumption has grown with increases in per capita income and growth of the middle class

White meat consumption has grown with increases in per capita income and growth of the middle class

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
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Selected News

Quote: Giorgio Armani – Design icon

Quote: Giorgio Armani – Design icon

“To create something exceptional, your mindset must be relentlessly focused on the smallest detail.” – Giorgio Armani – Design icon

Giorgio Armani, widely acknowledged as one of the most transformative figures in twentieth-century design, epitomises the principle that true excellence is achieved through obsessive attention to detail. This quote captures the ethos that defined his rise from humble beginnings in Piacenza, Italy, to global dominance in luxury fashion.

Armani’s design philosophy, anchored in modernity, simplicity, and timeless sophistication, is the product of a painstaking process. He pioneered the unstructured jacket, stripping away traditional padding and lining to achieve effortless elegance—a concept that necessitated precision in tailoring and fabric selection. His working process has always been one of distillation: removing the superfluous to reveal the essential, with every stitch, seam, and cut scrutinised for perfection.

This relentless focus on detail is not merely aesthetic. For Armani, quality is the root of style, distinguishing enduring design from fleeting fashion. He famously declared that “the difference between style and fashion is quality”—a conviction visible in his restrained palettes, expert drape, and revolutionary silhouettes. Colleagues and clients note that Armani would spend hours refining proportions, reviewing fabrics under different lights, and perfecting the fit to ensure each garment “lives” on its wearer.

His leadership style reflects the same philosophy. Armani built a fiercely loyal team, involving his sister and nieces in the business, and entrusted collaborators with significant autonomy—provided they shared his obsession with craftsmanship and consistency. His pursuit of detail extended to every aspect of the organisation, from product to brand experience.

The Person: Giorgio Armani

  • Born: 1934, Piacenza, Italy
  • Career highlights: Founded Giorgio Armani S.p.A. in 1975; revolutionised both men’s and women’s tailoring; expanded into interiors, cosmetics, and hospitality; celebrated as an architect of understated luxury and timeless elegance.
  • Armani’s aesthetic is often described as “forceless,” a deliberate balancing act of strength and softness, visibility and subtlety.
  • Maintains a humble personal profile, often referring to himself as the “stable boy” of his empire, yet continues to personally oversee design direction.
  • His garments—particularly his iconic suits—became synonymous with quiet confidence, worn by leaders, artists, and actors globally.

Leading Theorists on the Subject of Detail and Excellence

The intellectual lineage underpinning Armani’s obsession with detail and excellence spans several disciplines:

  • Charles Eames (Design): Famous for the principle “The details are not the details. They make the design,” Eames’ philosophy resonates strongly with Armani’s approach. Both believed that genuine quality emerges from patient refinement.

  • Shigeo Shingo & Taiichi Ohno (Operations – Toyota Production System): Their principle of kaizen (continuous improvement) and jidoka (automation with a human touch) underpin the idea that every process—whether in manufacturing or design—demands rigorous attention to minor failures and adjustments for excellence.

  • Steve Jobs (Product Design): Jobs was reputed for his fanatical attention to detail, famously insisting that the inside of Apple devices—circuit boards unseen by customers—should be as beautifully designed as the exterior. Like Armani, Jobs viewed detail as the foundation of user experience and brand integrity.

  • Antoine de Saint-Exupéry (Literature & Design): Author of The Little Prince and aviator, he asserted, “Perfection is achieved, not when there is nothing left to add, but when there is nothing left to take away.” Armani’s process of stripping away superfluity mirrors this minimalist ideal.

  • Coco Chanel & Yves Saint Laurent (Fashion): Both contemporaries of Armani, they held the belief that lasting style is the outcome of subtlety, refinement, and restraint, rather than ostentation—a direct parallel to Armani’s pursuit of understated luxury.

Legacy

Armani’s insistence that exceptional outcomes arise from relentless focus on detail endures not only as a maxim for fashion, but as a universal lesson in craft, leadership, and business. His body of work, rooted in patient observation, continuous refinement, and respect for the essentials, stands as a testament to the enduring power of detail as the heartbeat of exceptional achievement.

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