Cura Risk Management Software

Cura Risk Management Software, winner of the Sustainability Award in the small enterprise category

Multiple futures await business in SA

If the path to success was a straight line, it would be a very crowded path. It isn’t, of course. There are multiple possible future and multiple paths towards them, and the steps a company takes now will determine which future it ends up in.

Cura Risk Management Software has already been in business for almost 20 years, which is an eminently respectable age for an SME in South Africa. It is banking on being around for a long time to come and with that in mind, is planning for the futures. (Note to reader: this is not a typo.)

“There is not one set future but multiple possible futures; that’s very important to grasp,” says Jessica Knight, head of Strategy. “When you assess multiple possibilities, you enhance your preparedness for anything that might arise.”

Here are just a few examples of the different futures that might be awaiting the company. “One is where we achieve our Big Hairy Audacious Goal (BHAG) of establishing a significant presence on every continent. Another is where we never achieve that. And another is where we no longer exist.”

That last possibility is not an option any company wants to imagine (with the exception of fly-by-nights and other short-termist enterprises). But if you don’t, your days could be numbered. So while thinking about your organisation’s demise might not be pleasant, it’s a prospect that can’t be ignored if you still want to be around in 20, 50 or 100 years.

“We are assessing all possibilities, doing risk assessments and learning from our clients and listening to what they want,” says Jessica.

Those assessments and learnings are constantly fed into Cura’s strategy document, which is a never-ending work in progress that ensures the business stays true to its strategic objects and moves ever closer to its BHAGs, while adapting to whatever curve balls might come its way.

The Covid-19 is a prime example of such curve balls, of course, providing many useful lessons for Cura to incorporate into its planning for the futures.

See you in the Antarctica in 50 years’ time?


Aizatron, winner of the Sustainability Award in the medium enterprise category

How humans and robots can co-exist in the 4IR

For anyone worried that robots are going to take over all our jobs, a conversation with Ansu Sooful is a reassuring experience. “That’s scare tactics,” is the matter-of-fact attitude of Ansu, managing director and founder of Aizatron, one of South Africa’s first purely 4IR companies.

While automating businesses can reduce dependencies on humans, which can lead to job losses, this is not inevitable, Ansu says.

“Based on the outcomes we have seen, a completely automated workplace is not desirable from a productivity perspective. A completely manual environment is also not conducive to business. The latest research shows that what is the most desirable environment is where humans and bots work hand in hand together.”

Humans bring a dynamic to the work environment that bots have not yet been able to emulate, making person and machine a better combination than one or the other. “Artificial intelligence should be seen as tools that humans in the business use to do their jobs better,” Ansu says.

But this vision of happy co-existence between humans and bots is not going to just fall into place. It is going to take work and commitment to retrain and reskill human workers of today to be ready for the jobs of tomorrow, he says. “We must train the people on the technology and push them up from manual and repetitive tasks to become more creative and add more value.”

The question is: will businesses rise to the occasion and do the right thing? Well, Aizatron’s clients do.

Ansu explains.

“We are very involved in the automation space where we use artificial intelligence and smart technology to automate business processes. But as social entrepreneurs who want to use technology to solve society’s problems, we approach this from a holistic perspective. When we go into an organisation, we don’t just set out to automate its business processes but also to train up its human resources to be more creative and function at a higher level.

“This is the proposal that we always put forward when we look at automation and artificial intelligence. If the organisation doesn’t want to take our training and won’t look at upskilling, we generally won’t take the business, unless they explain what’s going to happen with these employees, such as moving them to other areas of the businesses where that makes sense.”

So far, Aizatron’s commitment to automation that does not cost jobs has served it – and its clients – well. Since opening its doors at the end of 2017, the Cape Town-based company has grown exponentially, almost doubling its revenues every year and increasing its own employee numbers from a handful to over 35.

Ansu attributes this growth to the company’s conscious choice to use technology to the broader benefit of South Africans and to anchor its business on its values. “Each of us needs to centre ourselves around something to be productive and contribute,” he says. “From a company perspective, we are centred around our values as an organisation. If something violates our values, we won’t do it. If it supports our values, we will.”

VNI Consultants

VNI Consultants, winner of the Management of Systems Award in the emerging enterprise category

The consulting firm was ahead of its time in anticipating business in a pandemic

In August 2019, about six months before the world changed irrevocably, Pieter du Toit, founder of VNI Consultants, gave a presentation to the tt100 panel of adjudicators. It was titled, “What would you do as an SMME when a pandemic hits?”

His thinking at the time was that if a pandemic struck, small businesses everywhere would probably need to move everything into the Cloud.

In anticipation of such an event, VNI Consultants had already become providers of a platform that would ease small businesses’ journey into the Cloud.

That platform, which has since been trademarked as BluAgile™, saw VNI Consultants walking away with the trophy in the Management of Systems category of the awards. It had been a finalist in this category for three consecutive years and this was its first win. But not it is last.

Pieter was back again on 28th October 2020 with a Virtual Learning Environment (VLE) solution that was perfect for a pandemic – which by then, as we know, had actually happened.

This new cloud-based solution, named EduNomix™, offers business education on demand, asynchronously. In other words, there are no teachers or facilitators and the students engage with the learning material as and when they want to. Fourteen EduNomix offerings are already up and running, including Would prefer programmes such as Occurrence Investigation Management (OIM), Applied Creativity in Business Management, Continuous Change Management, New Venture Creation and Advertising to replace the ones mentioned here.

EduNomix was an idea whose time had come and which was ready just when it was needed. VNI Consultants duly walked away with their second trophy in the Management of Systems category.

There is a strong possibility that this business consulting company is ahead of its time. They certainly know a lot of things that aren’t commonly known. Such as the fact that it was none other than former South African Prime Minister Genl. Jan Christiaan Smuts originally coined the terms “personology” and “holism”.

These are terms that embody VNI Consultants’ view on systemic thinking, referring as they do to the importance of understanding people and organisations in terms of the whole person or entity. “The metaphor Smuts used was that the whole world is working on a tapestry,” says Pieter. “We don’t know what that picture is like unless we can engage with each other.”

Engagement with flesh-and-blood people in organisations is fundamental to the way the company works, as are its insights into the ways people think and therefore do business. VNI Consultants have identified four main constructs in the way people think, i.e.: structural, process, systemic and synthesising. “For instance, if I have a preference for analysing things, and possibly overanalysing things, I start to structure my business to be an analytical kind of business. That becomes the system,” he says. “But if you can create a balance among all four constructs of thinking, not just analysis, the organisation could be a whole lot more sustainable.”

Look out for more on VNL Consultants’ distinctive approach in the upcoming article on their Director-General’s Award.

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