Use of non-financial performance as a good benchmark for risk management are key to growth in Africa . Some risks, such as history of poor governance or the absence of a strategy to create value in the long term, talent and digitisation are critical.

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Enterprise Growth Seminar, London, Feb 2012
Eugene Nizeyimana
Chief Operating Officer, SSCG
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
De-risking Enterprise
Operations and Growth
in Africa

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@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Understanding the business climate: Navigating market
complexities
 Optimising operations, value chains and linkages
 Boosting capital position and R.O.I
 Strengthening market segmentation: Leveraging big data and
consumer analytics
 Partnerships management: Building local footprint and
credibility
 The power of enterprise innovation and digitisation
 Managing talent and mobility
Agenda

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@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Increase in global competition - Economic power shift from West to East
 Changing market characteristics – Consumer specifications, demand,
gaps
 Regulatory – Local content laws, anti corruption policies, fiscal regimes
 Big data: The next frontier for innovation, competition, and productivity
 Disruptive technologies: Advances that will transform life, business, and
the economy – Crowdsourcing and virtual working
 Corruption and good governance
 Partnership development and management – Selecting the right partners
 Labour market - Talent and skill set
 Managing expectations
 Inadequate infrastructure and business climate
 Positioning and sustaining growth – Africa is a grave yard of failed
strategies
Key Issues and Risks

4. Understanding the business climate:
Navigating market complexities and
Challenges
________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

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@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Business infrastructure – Developing very quickly in fast growing economies,
however there is room for improvement
 Corporate culture – Business ethics differ in countries, time, and stakeholder’s
management
 Regulatory regimes and policies: Taxes, fiscal policies, local content laws,
contract enforcement
 Corruption and good governance – Effort being made to eradicate corruption,
new policies introduced however pocket of cases still exist and enforcement of
policies and contracts an issues
 Competition - Increase in new players in the market, global appetite for
investment in the region
 Slow administration processes – Government institutions operate out-dated
and bureaucratic processes, slow decision making, or individuals seeking good
will payment
Understanding the business climate:
Navigating complexities and challenges

6. Optimising Operations, Value Chains
and Linkages
________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

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@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Growth strategy – defining organisation future and goals
to build credibility and loyalty
 Inclusive business model – Social driven firms, values and
community engagement
 Operation capability and excellence – Focus on areas of
core competencies
 Value chain optimisation – unlock new opportunities in
key industries: Real estate, TMT, FMCG, Creative sector
 P4 partnership models - Joint venture and collaboration
 Local suppliers - Quality, standards and turn around
 Leading practices – Forefront in efficiency, delivering high
standards products and services with greater values
 Risks mitigation – Joint venture, collaboration and
partnership
Optimising Operations, Value Chains
and Linkages

8. Boosting Capital Position and R.O.I
________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

9. ________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Financial regulations and fiscal
policies – Keeping cash
circulating in the local economy
 Cash based economies –
Lending and overdraft facilities
still limited
 High operation costs – leverage
economies of scale
 Cross functional and Asset
Optimisation (AO)
 Divestment - Reduction of
unused and unwanted assets
Boosting Capital Position and R.O.I

10. Strengthening Market Segmentation:
Big Data and Consumer Analytics
________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

11. ________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
Strengthening Market Segmentation:
Big Data and Consumer Analytics

12. Developing and Managing Partnerships:
Building Local Footprint and Credibility
________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

13. ________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Sustainable and Inclusive Partnerships - Shift from P3 to P4
Model
 Governments and institutions – Collaboration, approval, blessing
and involvement very critical
 Outsourcing - Using local suppliers
 Establishing partnership with local established firms – shared
services, resources and risks mitigation
 Selecting partners – Granular due diligence to mitigate reputation
risks i.e. corrupt practices and government association
 Big picture - Focus on long term not short term relationship to
gain trust
P4 Partnership Model: Building Local
Footprint and Credibility

14. The Power of Enterprise Innovation and
Digitisation
________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

15. ________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Digital investment – New digital assets and facilities to increase
performance and growth
 Integrating new IT systems and technologies – Improve efficiency
and minimise cost
 Cloud computing – Cloud sourcing
 Disruptive innovation – Create new source value and capture
clients
 Open innovation - Enhance services
The Power of Enterprise Innovation and
Digitisation

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@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Drone – Military and media
 M- banking and mobile money -
M-Pesa, Tigo
 E-commerce - Amazon and ebay
 Social Media marketing - google,
Facebook and twitter
 E-government - Online VAT and
Tax processing
 Operation automation –
Crowdsourcing, self-service
counter in supermarket, airport
check-in.
Growing Disruptive Innovation and
Enterprises

17. Managing Talent and Mobility
________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

18. ________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Local content laws –
identifying and recruiting the
right candidates locally
 Align purpose, performance
and people
 Local understanding and
connections
 Integrated decision making
 Succession planning –
recruitment local talent and
future leaders
Managing Talent and Mobility

19. The Power of Big Data and Consumer
Analytics
________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

20. ________________________________________________________________________________________________________________________
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
 Strategy – Help you develop practical
strategies to address challenges - and
turn ideas into action
 Risks – keep abreast of strategic
planning, effective resource
management, process re-engineering
and financial reporting
 Market – Go to the market and
consumer analytics
 Growth - Scaling up excellence and drive
value
How SSCG Resources and Professionals
Can Support You.

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For further information or to discuss your
organisation tailored needs, contact our
advisory team at:
E: Info@s-scg.com
W: www.s-scg.com
@2012 SSCG Copyright The information contained herein is of a general nature and subject to change. Applicability of the information to specific situations should be
determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
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