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.

Cura Risk Management Software

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

Business objectives are the golden thread

Yes, Cura Risk Management is a software company but when it talks about integrating and linking systems, it isn’t speaking from a software perspective. It means business – the governance, risk and compliance (GRC business).

“Our focus is on making sure that our business objectives link throughout the entire organisation, and to our vision, mission and overall purpose,” says Jessica Knight, head of Strategy. “Without that systemic integration, you will have misalignment, duplicated work effort and inefficiencies. Those are things we try to overcome by making sure our objectives are the golden thread running through the business.”

Every activity and function of the company is linked to its objectives, of which it has two types: strategic objectives and Big Hairy Audacious Goals, or BHAGs.

The difference between them is that strategic objectives are specific, relatively attainable business goals, which then roll up into BHAGs, which are “slightly unattainable” so that the company never gets to the point where it has nowhere to go and nothing to strive for.

“BHAGs keep you moving forward and can catapult growth into a disruptive space,” says Jessica. One of its BHAGs, for instance, is to have a significant presence on each continent across the globe.

This might seem slightly unattainable for a small South African company but not impossible since Cura, founded in 2002, is already in Australia, India, Malaysia and the United States. That means there are only two continents still to go.

The company has several strategic tools that it uses to maintain that golden thread between what it does and the business objectives it strives for.

One is a stakeholder ecosystem analysis, where Cura breaks up its ecosystem into all stakeholders affecting and affected by its business, now and in the future. It has 27 to 30 stakeholder relationships and it has linked every one of them to its business objectives and assigned a level of importance to each stakeholder role.

“In this way, we can assess what each stakeholder would like from us now and in the future, and how we can serve each stakeholder, now and in the future,” says Jessica. Another key tool for keeping that golden thread going is Cura’s strategy document, which is constantly being reviewed and refined, and now runs into over 80 pages. “It never stops,” she says. “We are now in a very dynamic time and we are a small business but very complex. We need a detailed, dynamic tool to manage that.”


Aizatron, winner of the Innovation Concepts Award in the medium enterprise category

Let’s face it, crime should not pay

When the City of Cape Town started replacing electricity meters in households in 2020, criminals were quick to spot an opportunity. Posing as employees of the CoCT, opportunists gained access to many residents’ homes and committed a spate of daylight robberies.
This is exactly the kind of social problem that artificial intelligence can help solve, says Ansu Sooful, managing director of technology fusion company Aizatron.
Not only was Aizatron willing to provide a solution, but it was also willing to do so at no cost to the City.

“At that stage, we were building a facial recognition doorbell and we thought, Let’s make this technology available for free,” says Ansu.
Aizatron promptly designed an app that anyone with a smartphone can use. All the authorities had to do was upload the faces of the employees who were officially representing it on the meter replacement drive. Then, when anyone knocked on a resident’s door claiming to be from the CoCT, the resident concerned could open the app, which would then verify whether or not the person was indeed who they said they were.
Making smart technology available free of charge in this way fits Aizatron’s profile as social entrepreneurs who use technology to solve societal problems.
It is not entirely altruistic, however, says Ansu.
“The more faces we have on our system, the better artificial intelligence becomes at identifying people,” he says. “South Africa is an awesome country to build a facial recognition system because we have such a heterogeneous, mixed pot of facial types.”
This is in contrast to less-diverse countries such as the United States and China, where facial recognition programs have shown racial bias in their inability to identify black people in particular. South Africa, with its abundant diversity, could potentially be far more effective in making facial recognition technology work.
Meanwhile, another solution that Aizatron has developed to combat crime, especially sexual and gender-based violence, is its Awêh Guardian App and Awêh Panic Button. (Note to reader: Awêh is pronounced “aware”.)
Community members who download the Guardian app (free from Google Playstore or iOS AppStore) become part of a community-wide network of Guardians willing and able to assist victims of crime within two minutes of an incident.
Guardians are alerted to a call for help when a member of the network presses their Awêh Panic Button, a keyring-sized device (for sale from Aizatron) that can be set to send an alert within a radius of between 50 meters and 500 meters.
Ansu describes Awêh as a safety system that mobilises entire communities to keep people safe. “When pushed, South Africans stand together,” he says.

Become more agile, aligned and engaged in enhancing your business performance

Unlock the Lockdown by Becoming More Agile, Aligned and Engaged in Enhancing Your Business Performance

Unlock the Lockdown by Becoming More Agile, Aligned and Engaged in Enhancing Your Business Performance26 August 2021Register Now: us on the 26th August to explore how to overcome the challenges business has faced by unlocking your ability to become more agile, aligned, engaged leaders and enhancing business performance.The dialogue will explore topics and frames that will catalyse you and your business to emerge from this pandemic re-ignited and re-imagined. If you want to become more agile, aligned and engaged, then this free webinar is just for you!

Key Topics :
• Impact of the 5th Industrial Revolution in business
• Management of Technology and Management of Innovation Date: 26 August 2021
Time: 14:00 SASTWho Should Attend:
Join over 100 guests across start-up, emerging, small, medium and large enterprise on the African continent.3 Reasons to Attend:
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Ogutu Okudo – Oil and Energy Specialist, A member of the 2020 Forbes Africa, 30 Under 30 Class.

Ogutu holds near a decade of experience in the oil and energy industries. Serving on numerous international boards and advisories, Ogutu is an energy expert with a career overseeing projects in Sub-Saharan Africa in multiple business domains.

Nureshka Viranna – Forbes Africa 30 Under 30 Technology, Director and Co-Founder of ShopLi

Nureshka Viranna is a female Technology Entrepreneur based in South Africa. She is the director and co-founder of Shopli, a specialist eCommerce company that helps people sell their products and services online. She is recognized as an innovator in the industry and has helped many businesses start online stores, marketplaces, eLearning platforms, online malls and drop shipping stores.

Professor Ben Anderson (Keynote Speaker) – CEO, Davinci Institute

Ben enrolled for his undergraduate studies at the beginning of 1979, at the University of the Free State. After completing his Bachelors degrees in Philosophy, Psychology and Theology he continued with post graduate studies in both Theology and Psychology, concluding a Masters degree in Psychology during 1989. During this period he worked part time to sustain his academic development journey. He formally started his career as a registered Psychologist during 1990 and became involved in student and academic development matters at the University of the Free State.During the mid-ninety’s he became involved in community related activities in the Free State region, involving the development of working adults in a post-apartheid system. These engagements with both public and private sector organisations as well as labour unions resulted in him registering for a PhD focusing on the learning development needs of working adults in South Africa. One of the outcomes of his PhD was the development of a Bachelors degree in Managerial Leadership for working adult learners. As a result of this development, the University of the Free State agreed to establish a Business School which would offer, amongst other, a Bachelors degree in Managerial Leadership (BML) and a Masters degree in Business Administration (MBA). Ben joined the Business School as one of the founding members in 1999. He was appointed as an Associate Professor at the University of the Free State at beginning of 2000 and awarded his PhD soon thereafter.He joined the FirstRand Group during 2000 as the Chief Learning Officer for FNB, tasked to establish a for profit learning entity within the FirstRand group of companies, based on the work done at the University of the Free State. For the next 5 years he had extensive exposure to business related activities as experienced within a corporative context. Amongst other milestones, FNB Learning was registered as an accredited education and training provider.During 2005 Ben joined forces with Prof Roy Marcus to establish the Da Vinci Institute, a registered private higher education provider. He was accountable for the design, development and registration of a Certificate in the Management of Technology and Innovation, a Diploma in the Management of Technology and Innovation, a Bachelors of Commerce (Business Management), a Masters in the Management of Technology and Innovation and a PhD in the Management of Technology and Innovation. Ben has delivered several conference papers on managerial leadership development, at both international and national conferences. He has been involved as Chief Executive officer for the Da Vinci Institute since its formal registration and accreditation in 2005.

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