February 2023 | BUSINESS FLEET AFRICA
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Step 4 – Implement the right strategy
“Considering that we do business in
an ever-changing world, strategies are
re-aligned continuously, we live in the
‘never normal’. Ongoing disruption due
to the accelerating pace of technological
innovation is a given. Conventional five-
year strategic plans have become obsolete.
Flexibility and agility have become critical
success factors,” adds Pretorius.
“The ability to position one’s business
to remain relevant, competitive and
viable has become extremely challenging.
Maintaining a reasonable level of organisa-
tional effectiveness in this VUCA world has
become progressively more difficult”.
Step 5 – Appropriate corporate
objectives
Identifying appropriate corporate
objectives and its successful implemen-
tation will convert strategy into reality
over time. Avoid an overreaction to new
developments, and apply discipline to
prevent instability.
“In my experience, corporate objec-
tives should only be reviewed bi-annually.
These reviews should be done objectively,
focussing on fundamental trends only.
When McCarthy was insolvent, we in-
vested all our time and energy over three
years focusing on five key objectives.
The power of stability and focus was a
revelation. At Toyota SA, we remained
committed to the brand promise of
Everything keeps going right, Toyota, for
20 years,” Pretorius points out.
Step 6 – Aligned personal objectives
“Deploy every ounce of intelligence,
every drop of energy, every bit of knowledge and experience to
increase the probability of attaining corporate objectives. Every
team member should be convinced that individual contribu-
tions are of critical importance, everybody should understand
the big picture and how they fit into it. All team members
should accept co-responsibility for the successful execution of
the strategy,” says Pretorius.
Step 7 – Supportive policies, systems and processes
Policies, systems and procedures should enhance organisa-
tional effectiveness, Pretorius explains. Outdated IT systems, in
particular, can be obstacles rather than enablers. Cost-effective
utilisation of technology is imperative; the Internet, digitisation,
big data analytics, robotics and social media can make an
enormous difference and it is important to regularly conduct
system and process audits.
Step 8–Effective performance
management
“The acceptance of personal accountabil-
ity is critical. Relevant and measurable
objectives, signed off by both parties,
represent the nucleus of an effective
performance management system.
Reviews should be done bi-annually, and
outcomes should include recommended
personal development plans. Honour
the principles of transparency, respect,
openness and fairness, or performance
management will demotivate or alienate
team members,” explains Pretorius.
The right behaviour and action
“Effective organisations have people
who follow the correct principles and
values. They also have a bias for action
and, consequently, get things done. There
is a sense of urgency, and big and small
promises are kept. However, one has to
Zoom out, envision the most likely future
environment and reposition one’s busi-
ness to ensure sustainability. Scientific
research and quality strategic thinking
are the critical success factors”. Pretorius
says the only defence mechanism is
an uncompromising adherence to the
right principles and values like integrity,
fairness, consistency, compassion and
justice.
Step 10 – An obsession with results
“It is about delivering best in class results.
Top-performing organisations have
a performance culture and are super
competitive and single-minded in their
quest to be the best”.
Step 11 – Reward fairly
In the final analysis, most people ask: “What is in it for me?”
Pretorius says that effective organisations have an abundance
rather than a scarcity mentality. They celebrate achievement
and reward accordingly. Appropriate rewards motivate and
encourage excellence. If you want to have an effective organi-
sation, you have to close the loop.
In conclusion
“An integrated approach is vital. You cannot be selective when
it comes to the implementation of your action plan. It is all or
nothing, be brave because the rewards are substantial.”
“The eleven action steps aren’t theoretical but very practi-
cal. If implemented correctly, it can transform organisations. I
experienced the favourable impact personally at both Toyota
SA and McCarthy,” concludes Pretorius. BFA
High levels of
organisational
effectiveness
transform the world
of work and lead to
substantially higher
levels of engagement
and commitment.
Superior productivity,
performance and
results follow.
Organisational
effectiveness is the
best predictor of
sustainable success!”