The document discusses strategies for strengthening operations and competitiveness in Africa. It outlines opportunities for growth on the continent, including a growing consumer base, rising commodity prices, and expanding mobile penetration. However, it also notes challenges such as infrastructure gaps, corruption, and economic volatility. The document recommends establishing long-term goals and strategic plans to capture opportunities while mitigating threats. It emphasizes the importance of talent, customer analytics, resources, and disruptive technology to gain a competitive edge in Africa's developing markets.

1. Strengthening
Operations in Africa:
Strategies for
Competitiveness
Growth
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Eugene Nizeyimana
COO. SSCG Corporation
@2013 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
Africa SME Forum
31 May 2013, London

2. Shaping Organisation Future: Driving Value, Improving
Strategic, Operation and Capital Position
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• A thoughtful and deliberate process to
facilitate change, enhance value,
increase performance and growth.
• Increase shareholders, customers and
employee.
• Foster firms to be proactive and less
reactive to the World around us.
• Steps to capture opportunities - counter
threats - reduce future uncertainty
• Establish/identify shared agreement and
operation approaches in a firm.
• A systematic transformation process, set
direction and enhance the scope of a
firm over a long term.
• Approach to facilitate firms to impose
fresh perspective
System/Organisation Model
•Simple, complicated, complex.
•Bottom up, top down, strategy as a
learning.
Benefits
•Promotion of strategic thinking, acting
and learning especially through
dialogue and strategic conversation
among key stakeholders.
•Improved decision making
•Enhanced organisation effectiveness.
•Enhanced broader societal systems
effectiveness
•Employees satisfaction
•Enhance performance of employees
across firms.
@2013 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

3. Africa: Economic Context, Market Characteristics,
Opportunities and Risks
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determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

4. Africa Economic Context: Investment Opportunities
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@2013 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
A continent of both
vast opportunities and
significant risks for
entrepreneurs,
corporations and
investors.
Source: World Bank 2013

5. Africa: Market Opportunities & Anticipated Challenges
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@2013 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
High international commodity prices
Shift in global economy
Progressive discovery of new resources.
Underserved market
Emerging consumers/middle class
Sustainable economic growth (GDP)
Technology and innovation
Labour market
Increase inward investment flow
Market /industry competitiveness
Spending capabilities
Increase in consumer specification
Development gaps
Increase in globalisation and geopolitics
Regulatory and fiscal policies
Politicisation
Economic volatility
Disruptive innovation and technologies
Safety and security
Environmental accountability and CSR
Increase in stakeholders expectations
Growing population
High unemployment
Infrastructure gaps
Inadequate and inaccurate market analytics
Corruption
Cash-based economies
Opportunities
Issues

6. Africa: Mobile Penetration Case Study
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@2013 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
Africa: World's fastest growing
region in terms of cellular
connections and M-banking.
Source: GSM Intelligence 2012 Africa Report Source: World Bank, GSMA, Informa, Telcoms Report 2013

7. Building Your Organisation Capability: Strategies for
Growth and Performance Improvement
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@2013 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

8. Establishing Long Term Goals, Vision & Scope
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Aligning and transforming your
organisation/firm processes to increase the
value:
• Economic and market characteristics
• Operation and business environment
• Resources
• Skills and talent
• Analytics
• Technologies
• Consumer/market segmentation
@2013 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. Strategic Planning Continuum
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Strategic Plan Business/Project
Plan
Scope Big picture More focused
Time frame Long term Short term
Context Concern with external
environment
Less concern with
external environment ,
more internal focused
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determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

10. Setting Strategic Objectives: A Logic & Practical Process
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determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

11. Key Strategic Models for Consideration: The “what” and
the “why” of strategy and operations
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determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
Source: KPMG, McKinsey Source: Deloitte LLP US 2013

12. Key Cornerstones for Growth and Sustainability
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@2013 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
Talent &
Leadership:
•Highly skilled and
experience team
•Entrepreneurial
and thoughtful
leadership
Customer and
marketing
analytics:
Understanding of
customers and
market
Environment:
Security, culture
and
infrastructure
Supply chain:
Efficient,
effective and
streamlined
Resources:
•Investment
•Technology:
Leverage
innovative
solutions and
systems
Value: employees
and customers
Marketing:
• Customer centric
•Brand: Royalty and
credibility
Steps/Approaches to Achieve Goals
• Establish priorities
• Determine quantifiable objectives/goals
• Establish lines of accountability
• Develop implementation plan
• Plan and allocate resources
• Leverage new technologies
Progress M&E and Process Re-
engineering
• Establish baseline reporting
• Project gates assessment
• Auditing
• Impact, progress and market evaluation
• Performance data analysis
• Financial performance and R.O.I analysis
• Customer reviews/analytics

13. Strategies: Practical considerations
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determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
Keys of Achieving
Growth
New competitive arena
New industry structure
New geographies
New delivery approaches
Cost containment
New products and services
Existing products to new customers
Existing products to existing customers
Market Growth
Strategies
Acquisitions (M&A)
Joint Ventures (JVs)
Minority stakes
Strategic alliances i.e. shared services
Outsourcing
Marketing partnerships
Organic investment
Innovation and new technology

14. Strategy Execution: Change and Performance
Management
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determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
Source: Sheffield University

15. Principles and Leading Practices
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Integrate processes
Obtain commitment:
Management executive buy inTalent Investment and resources.
Re-calibrate plans
Review and update Align to market trends.
Succession management: Execute continuously
Adopted to specific context than others.
No correct format or content, only preferred way.
Mirror based or evidence based methodology
No correct way of strategic planning, only preference:

16. Disruptive Innovation and Digital Big Data: Strategies for
Growth and Performance Improvement
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determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com

17. Disruptive Innovation, Risks and Opportunities
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determined through consultation with our advisers. For more information visit www.s-scg.com or contact us at info@s-scg.com
Source: Deloitte Risk and Compliance 2013

18. Harnessing the power of innovation and technology:
Seven “digi-shifting” trends businesses need to do now
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As social media and digital devices
proliferate, businesses must be nimble to
keep up with expanding consumer
expectations and engagement trends:
• Operation shift – From fixed to Cloud
computing and virtual operation
• Device shift – from PCs to mobile/
Smartphones & touch devices.
• Communications shift – from voice to data
and video.
• Content shift – from bundled to
fragmented.
• Social shift – from growth to monetization
• Video shift – from programmed to user-
driven
• Retail shift – from channel to experience.
@2013 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
Winning Strategies
• Integrate innovative tools and technologies
into your processes
• Make business models more robust to
reflect consumer diversity
• Stay close to users by investing in customer
insight.
• Build a competitive edge with deep analytic
skills.
• Ensure investments are clearly aligned with
consumer shifts.
• Reward superb execution skills.
• Keep your digital platforms current and
customer friendly
• Leverage digital big data and analytics
Source: Source: Mckinsey TMT services

19. Conclusion: Key Takeaways
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• Managing an organisation without a clear operation plans and strategies is like
driving a car with no direction where you are heading to.
• Drivers for organisation success: Capital, Leadership, Processes (Technologies),
Customers, employees and analytics.
• Leaders (entrepreneurs) are the engine/heart and drivers of an organisation:
capital is the lifeblood/petrol
• Competitive organisation in the current economy – Thoughtful, multi skilled
leadership with broad and diversified experience
@2013 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. How SSCG Services and Resources Can Help Your
Organisation?
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@2013 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

21. SSCG: How We can help you
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Training, Consultancy and Advisory Industries
 Strategy and growth
 Operation
 Risks
 Service
 Market
 Business
 Talent management and mobility
 Institutional development
 Projects
 Energy, Oil and Gas
 Retail and Consumer Services
 FMCG
 Public Sector
 Agriculture
 Industrial Products
 Telecoms, Media and Technology (TMT)
 Financial Services
@2013 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

22. Join Us: Upcoming Events in Africa
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SSCG - Nigeria Enterprise Growth Conference: Fostering Entrepreneurship, Investment
and SME Growth in Nigeria, November 2014, Abuja, Nigeria
SSCG - Kenya Enterprise Growth Conference: Boosting Entrepreneurship, Investment
and SME Growth in Kenya, March 2015, Nairobi, Kenya
SSCG Economic Growth Forum: Fuelling Growth through Investment and
entrepreneurship in West Africa, May 2015, Abuja, Nigeria
SSCG – East Africa Economic Growth Forum: Fostering Investment, SME
Competitiveness Growth and Entrepreneurship, September 2015, Nairobi, Nigeria
@2013 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

23. Questions & Further Enquiry
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Thank You
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
@2013 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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