Winner of the Innovation
Concept award for 2018, category for emerging enterprises
what SA needs are more ideas like MobeeWash
about an incredible business and job creation opportunity, and little or no
competition to worry about. There are 14 million passenger cars and light
commercial vehicles in South Africa’s 10 major cities, a serious shortage of
professional car-cleaning garages and an abundance of unemployed or
unemployable people who could be trained in “detailing” (the proper term to describe
top-notch car cleaners).
a market just begging to be disrupted and that’s what MobeeWash has in mind.
of queueing to have your car washed, you book a time via the MobeeWash app and
either arrive and find us waiting for you, or we come to you. I’m still tickled
pink when my doorbell rings and its MobeeWash,” says Sean O’Connell, founder of
MobeeWash and group CEO of its parent company, Bumblebee Consulting.
vehicle owners like to drop off their cars while they go to the gym or a quick
meeting, knowing that their pride and joy will be gleaming and spotless within
an hour. (Note that only waterless, eco-friendly products and steam are used,
so there’s no water wasted or messy runoff.)
has taken MobeeWash less than two years to attract 5 000 users in Cape
Town, and now to enter the Gauteng market, Roodepoort having recently become
the first city in the province to have a MobeeWash operator.
part that probably makes Sean and his business partners proudest is that so
far, MobeeWash has created jobs for 60 people who were unemployed and in some
cases unemployable, whether through lack of skills, illiteracy or age.
“MobeeWash was born out of a dream to get South Africa working by embracing the concepts of the Fourth Industrial Revolution (4IR) and disruptive business philosophies,” he says, explaining that it uses NGOs and youth programmes to find the most suitable candidates – all unemployed or unemployable.
“We provide full training and mentoring and an initial three-month contract. If a person performs, they become permanent.” Background checks are done on all candidates before joining the MobeeWash family.
for the MobeeWash app, which is downloadable from the Google and Apple stores,
Sean says: “I can’t claim to be completely unique because Uber and AirBnB
thought of it first. But we believe there are massive opportunities in car wash
markets locally and internationally. It would take 58 000 teams 30 days to
wash every car in South Africa. Were we to seek to address just 3%
of this market initially, we would create employment for 10 500 people.”
Winner of the Sustainability Award
for 2018, category for large enterprises
To be sustainable, differentiate yourself
About six years ago, SVA Holdings looked to the future and predicted that conventional security services would no longer form part of its strategic framework… Its response was to completely reinvent itself. The SVA of today has transformed into a Technology-based, Risk management and Asset Protection enabler and bears little resemblance to the company it used to be.
“We transformed from a
conventional South African security business that only did physical guarding to
a technology-based business with intellectual property that is patented in 43
countries,” says Derick Deyzel, Chief Commercial Officer.
It was a shift that was necessary
to ensure the company’s longevity, he says. “To be sustainable, we had to
differentiate ourselves from everyone else. As a technology-based risk
management company that owns and controls our own IP, we have been able to do
One of the company’s biggest
strengths is through the application of its patented platform, Infoman, to help
its clients identify, evaluate and mitigate through tangible corrective actions
shortcomings and/or deficiencies within their supply chains and improve their
legal and risk compliance.
For example, a major retail client was using manual inventory processes in all its stores, which was time-consuming and prone to error, not to mention fraud. “We forklifted their manual processes and automated them, speeding up the processes 10-fold and giving the entire line management “near “real-time visibility,” Derick says. The refined process created the operational visibility, allocated ownership and accountability but also empowered the client to test and measure the effectiveness of operational supply chain decision making, which was evidenced by analytical, source-based risk data.
SVA has mastered the art of
analysing risk-related data to identify trends and weaknesses for clients to
act on – and in some cases, make uncannily accurate predictions, he says. Today,
certain of our clients have been able to predict shrink 2 years ahead with 99%
This is no idle claim: the financial
statements of some of its clients for the past 4 years show that the stock
level shrink predictions calculated through SVA’s Infoman platform have turned
out to be precise.
While SVA’s transformation has clearly worked for its clients, and itself, there’ll be no resting on its laurels, Derick says. “To stay relevant, you’ve got to be dynamic. That’s one of the advantages of our technology platform. If we start with a process and close the loopholes, we swiftly move on to the next shortcoming within the supply chain and in so doing able to ensure Infoman’s relevance in years to come, as it may be today.
Winner of the Sustainability Award for 2018, category for medium
The perils of
depending on the next sale
Sign a new deal today; move on to the next deal tomorrow.
The incessant search for the next sale keeps many business owners awake at
night – and so it should. As long as the focus is on finding the next house to
build, the next passenger to fly or the next restaurant meal to serve,
sustainability will probably remain elusive.
Prospects for such businesses start looking even more
precarious in a higher risk environment of the VUCA variety – volatility, uncertainty,
complexity and ambiguity – like the one in which South Africa now finds itself.
“Right now, how do you run a business that can withstand the
ups and downs? One way is to make sure that your income is not entirely dependent
on new sales. To be a sustainable business, you need a stable line of income,”
says Teryl Schroenn, CEO of payroll and HR software company Accsys.
For Accsys, which has been in business since 1981 (and a
tt100 finalist and winner every year since 2006), that stable line of income comes
from its ability to retain customers beyond the short term and so earn a mix of
annuity and contract income.
“Why do people use companies like ourselves? Because our
promise is that we’re going to keep you up to date with statutory requirements.
Every time the Budget comes out, our clients have to comply with a new Tax Act,
and they rely on our software to do that.”
Bear in mind that Accsys has clients in 19 African
countries, which means keeping abreast of the tax and other payroll changes in
all those countries.
“If we were not a sustainable business with a stable line of
income – annuity income – it would be very difficult to keep on developing new
stuff all the time while remaining financially stable.”
Sustainability is not, of course, just about the financial bottom
line. “The triple bottom line is always important,” says Teryl. “You really
cannot be an island. You do need to be part of an economic tribe and a social
tribe. In Accsys’s case, this includes training and skills development for a
wider circle than itself, while moving towards paperless operations and doing
Such projects need not break the company budget, she adds.
“If you can’t do the big things, do small things – everywhere.”
Winner of the 2018 award for Sustainability, category for
with making changes – big and small
From behaviour change as small as putting on a jersey instead of switching on a heater to making design changes to the aerodynamics (and therefore energy efficiency) of its products, sustainability is a subject that comes naturally to engineering firm Air Blow Fans.
“A reduction in energy has a direct link to CO²,
as well as savings from lower power usage, and we have a history of energy
efficiency,” says Gavin Ratner, the company’s managing member. “Much of our
product range (of industrial-scale fans) is generally refurbished many times
before they are beyond economic repair and the material is scrapped and sent
back to steel manufacturers for inclusion as scrap materials into their
Through effective engineering, it’s possible to
significantly reduce energy consumed, and therefore operating costs, he says. ”Using
rotor designs that are more aerodynamic, we can improve the fan’s operating
point on its fan curve to better suit the required system flows and pressures.”
These benefits appeal to many users of industrial fans – but
by no means all.
“People tend not to like change and some are more risk averse
than others. Mostly, when clients become conscious of the positive implications
of the recommended change, such as greater energy efficiency and lower costs,
they make the only decision that should be made – they change,” says Gavin. “Others
will resist and want things left the way they are”
Flexibility and the willingness to explore and experiment are
key in driving greater efficiency, which almost always means using resources
more sustainably. This comes easily at Air Blow Fans. “I’m the quintessential
engineer who loves tinkering,” says Gavin. “I’m not scared of change or the
unknown; I enjoy pushing boundaries and trying new things.”
Where he has become something of a stickler is in
discouraging energy-wasting practices such as keeping the heater on when you
really don’t need it. “Put on a jersey,” says Gavin. “It sounds like a small
thing that won’t make a great difference, but change starts with us. If more
people started thinking along the same lines about how we use energy, it would
make a difference.” Small things count!
Winner of the Sustainability award for 2018, category for
sustainability from yesterday, today and tomorrow
Learn from what happened yesterday but don’t use your
rear-view mirror as the driving force.
Constantly check where you are on the S-Curve pattern of
innovation and if your products are mostly approaching the top, make sure you
are already starting again at the bottom with new ones.
Hire young, extremely talented, out-of-the box thinkers to
turn your specifications into real, sellable products, and manage these young
people extremely well.
These are some of the learnings that SVA Innovate has
embedded in its business, enabling it to feed a steady stream of fresh, innovative
and affordable new products and services to its parent company, SVA Holdings.
Armed with these, SVA Holdings (itself a tt100 winner for Sustainability in
2018) can maintain the competitive edge it has in the governance and risk
“Business sustainability means not sitting on our laurels
and expecting what we did yesterday to be good enough for today,” says Lee
McFadyen, group technology executive at SVA Innovate. “At any given time, we
have at least five new products in development.”
This is not simply a case of churning out new products but
about delivering products that disrupt the market, Lee says.
An example is SVA Innovate’s stocktaking solution, which can
predict stock take results two years ahead, with 99% accuracy. “Walmart came
back to us and said we were spot on,” says Lee.
One of the five or so new products that the company is currently
working on is a new technology solution for retail stores battling to deal with
in-store crime. The physical presence of security guards is no longer enough of
a deterrent and smart technology is increasingly filling the gap.
“All businesses say they want to use technology but having a
computer is one thing; employing technology is another,” says Lee, adding that
many companies see technology as a “forced purchase” instead of a tool that can
significantly improve their risk and governance processes – affordably.
“We don’t spend a lot on developing our solutions; actually, we operate on a limited budget and deliver products at very reasonable prices, having developed a stable framework over the past 4 years helps us in achieving this,” he says. To a large extent, this is possible because the company makes a point of hiring people with a can-do attitude who don’t demand expensive equipment to deliver. “They don’t have an 8-to-5 mindset and lack of technology is not an obstacle to them; they think differently and find a way to make it happen.”
Winner of the Excellence in the Management of Systems award
for 2018, category for medium enterprises
Our adjudicator Marilze Schwar shares with us their experience of Accsys.
How to keep your
thinking at the cutting edge
When you’re good at what you do and it’s working well, why
change? That attitude is called complacency and it doesn’t go down well at
payroll and HR software solutions company Accsys.
“We’re constantly reinvestigating our systems and processes
as if we had just bought the company and were walking in cold,” says CEO Teryl
Schroenn, who has regular conversations with fellow executives and other
employees to check what’s still working and what’s not.
Such discussions can lead to interesting solutions in unexpected
aspects of the business. “This morning, feedback received from some of our
staff is that diversity is a major issue,” Teryl says. “One of the things we
came up with is that for the next year, we will focus on one of the South
African languages so that we can all at least greet each other in it.”
Age diversity also helps keep the company’s thinking fresh and creative, she says. “The youngest people here are interns straight out of school. The oldest person is 72. This cross-generational mix is important because it provides a blend of stability and new ideas.” When some people are risk-averse, others risk-tolerant and the rest somewhere in between, the results are more likely to be working than if one or the other dominates.
And results says Teryl, are what count. “The implementation of any technology or system should be designed around outcomes and not the method. The question we ask is: What results do we require?”
That might seem like common sense but a surprising number of
companies focus on method rather than results. For example, some businesses
will automate their payroll systems but keep the old Excel spreadsheet system
just in case.
“The one system checks the other,” she says, adding that
this might sound like a good idea until you consider that it not only costs
more to run two parallel systems but it is also time-consuming – so there go
any time-saving efficiencies management might have been hoping for. “Don’t just
do old things in a new way. You’ve got to shift your thinking.”
Something else to be on the lookout for is processes and
systems that employees are supposed to be following or using but aren’t, Teryl
says. “Ensure that what you think is happening is actually happening. People
don’t like change and old habits die hard. If you change something and no one
is really watching, people will fall back into their old ways.”
Then there is the not-so-old cliché about fixing things that
aren’t broken. “Sometimes it is tempting to change something to make your own
life easier but, in the process, you might be making life more difficult for 10
other people. You have to keep on asking yourself and others: Is this really
going to drive the business forward?”
So there you have it: Go to work every day
looking at your company as if you have just bought it and are walking through
the door for the first time. What would you change and what would you keep, and
what results do you seek?