the turnaround continued the sunnyside hotel, johannesburg 18 th january 2010

The Turnaround ContinuedThe Sunnyside Hotel, Johannesburg

18th January 2010

What’s Changed?What’s Changed?• Increase in positivity – general sense from people• Increase in terrorism

– USA– Angola (AFCON Cup)

• Global insular view of Africa – no sense that we are a continent of different countries with different governments etc…

• Security breaches in technology– Google in China

• Environmental stresses and indecision coming from Copenhagen

• Financial instability – Dubai crash– China’s future sustainability?

• Education – matric 2009 results… how do we in SA improve the levels and pass rates?

INSETA’s Purpose (initial draft)INSETA’s Purpose (initial draft)• INSETA’s purpose is to grow the pool and

quality of identified technical, professional and leadership skills of the insurance sector in support of government’s transformation agenda

Comments on PurposeComments on Purpose• Growth of the economy v support of the government’s

agenda for skills development?• SETA’s generally seen as support for growth of industry

skills in order to grow the economy• Broader stakeholder base than just industry and

government• “Skills required by the insurance industry” – broaden the

requirement – be more generic… vs is this generic already? Ensure we don’t create exclusivity in offering… don’t limit our service offering– What is the competency framework? Incl. behavioural (soft

skills – e.g. customer centricity skills)• Purpose needs to be timeless… vision can be more specific

– focus areas for the next 3-5 years• “Scarce & critical skills identified by the insurance sector”• Sector / Industry – which is the more correct one?• Does “agenda” work?• Does the purpose work for all stakeholders?

INSETA’s Purpose (revised draft)INSETA’s Purpose (revised draft)

• INSETA’s purpose is to grow the pool and quality of scarce and critical skills in the insurance sector, enhancing the sector and supporting the country’s transformation

Agreed on and Adopted

INSETA’s Values (draft)INSETA’s Values (draft)• Partner Approach

– Form strategic partnerships– Be an employer of choice– Consult & collaborate with stakeholders

• Lead with Vision– Develop contemporary solutions to guide the industry– Listen,influence and shape

• Deliver Quality– Results for real impact– Value for investment

• Touch Lives– Make a difference– Leave an enduring legacy

• Inspire Trust– Transparent– Reliable and consistent– Accountable

Comments on ValuesComments on Values• Are the words right?• Shape behaviourvs the traditional wording /

expression of values• The values must mean something to all our

stakeholders• There must be no confusion in interpretation• Values should shape behaviour• The values must be real and manifest in the

correct behaviour – unpack to ensure understanding

• We need to ensure we’re not just outward focused – we need to have something that’s for our behaviours specifically

• Partner approach – needs to be a “doing” value… e.g. develop partnerships

• Add “learning”

INSETA’s Values (revised draft)INSETA’s Values (revised draft)• Partner to enable others

– Form strategic partnerships– Be an employer of choice– Consult & collaborate with stakeholders

• Lead with Vision– Develop contemporary solutions to guide the industry– Listen, learn, influence and shape

• Deliver Quality– Results for real impact– Value for investment

• Touch Lives– Make a difference– Leave an enduring legacy

• Inspire Trust– Transparent– Reliable and consistent– Accountable

Agreed on and Adopted

INSETA’s Vision 2013 (draft)INSETA’s Vision 2013 (draft)• Recognised as education, training and

development (thought) leaders and enablers of transformation by growing the quality and size of the insurance sector’s talent pool thereby becoming the preferred partner in raising the level of skills– Talent pool of skilled people– Comprehensive research capability– Highly esteemed reputation– Geographic representation– Organisation structure

INSETA’s Vision 2013 (revised draft)INSETA’s Vision 2013 (revised draft)

Agreed on and Adopted

© Peter Laburn International

Competitive differentiatio

nEntry to

the game

Strategic Positioning 2013 Strategic Positioning 2013 (draft 1)(draft 1)

Brand Culture

Tactical Advantage – use it while you

have it

Sustained Advantage – long

lasting magic

Core Competence – what you are really

good at

Entry to the Game – you have to do, but

doesn’t give advantage

Park it for now, but need to address in next 6-24 months

Looks fine; Monitor &address as needed

Plan in placeas needed

Urgent attentionwithin next 6 months

PURPOSE VALUES

Leadership

Insurance sector focus

Market insight

Regional representation

Policies and procedures

Compliance- BEE

Financial systemsProviders of

learning

Funding

Market data

Technology

QA

Higher education mandate

Training and development

solutionsInfrastructure

Partnership/ stakeholder approach

Talent

Learner I.D. Guidelines for the sectorRigorous criteria/method

Qualificationframework

Compliance-Governance

Compliance- Social

© Peter Laburn International

Field Theory, Molecular Biology,Quantum Physics, Chaos Theory

1. Create a strategic field2. Loads of information - open source information

flow3. Maximize & encourage relationships &

interaction4. Keep organisation in mild form of chaos

It’s more important to clear what NOT to do / or what NOT to be, than to try and determine exactly what to do.

Strategy is shaped by “what we will not do”

CEO

“Enabling”

Some Newer ThoughtsSome Newer Thoughts

© Peter Laburn International© Peter Laburn International

xField of Play

x

No Go Areas – What we Will Not Compromise – No Go Areas – What we Will Not Compromise – WWhat Will we Not Do?hat Will we Not Do?

• PhilosophicallyWe will not:

- Tolerate an form of discrimination, nepotism and favouritism

- Compromise our values, ethics or integrity

- Engage in activity or relationships that could potentially damage our brand

- Be inappropriately influenced by the State

• BehaviourallyWe will not:- Become buraeucratic or rigid- Abuse our position of power- Discriminate (age, gender,

creed, culture, religion, language)

- Accept any kind of behaviour outside of our values

- Leave conflict unresolved- Tolerate poor customer

service- Tolerate arrogance or ego- Abuse Inseta resources- Tolerate dishonesty (bribery,

corruption, fraud) – internally / externally

2013

x

2010

No Go Areas – What we Will Not Compromise – No Go Areas – What we Will Not Compromise – WWhat Will we Not Do?hat Will we Not Do?

• StrategicallyWe will not:- Work outside our core

business- Compromise on our strategy- Enter into any partnerships

that do not meet the minimum compliance criteria

- Outsource key competence- Compromise transformation

• OperationallyWe will not- Compromise on staff skills- Deviate from approved policy

or procedure- Be afraid of new technology- Tolerate poor service

providers- Work in silos- Operate outside of relevant

legislation/regulations- Compromise quality or

standards of service

© Peter Laburn International

Field of Play

2012

© Peter Laburn International

Pressurefor

Change(why)

ClearSharedVision(what)

Capabilityto

Change(how)

ActionableSteps

(who by when)

Change=

Strategic Change Process – 4 Key Strategic Change Process – 4 Key ElementsElements

Trends & key drivers

Purpose, Culture,

Strategies, What we will

not do

Strategic actions, Must win battles, Capacity

development,

Measurement criteria

Capabilities - Capacity, systems,

processes, governance

© Peter Laburn International

ClearShared Vision

Capabilityto

Change

Actionablesteps

Bottom ofthe In Tray

=

Fast start / ConflictingAgenda’s

False starts /haphazardapproaches

Frustration /Anxiety

Pressurefor

Change=

=

=

Pressurefor

Change

Pressurefor

Change

ClearShared Vision

ClearShared Vision

Capabilityto

Change

Capabilityto

Change

Actionablesteps

Actionablesteps

What Happens if 1 Element is What Happens if 1 Element is Missing?Missing?

HomeworkHomework• Action plans, role allocation and measures

(timing deadlines & outcomes desired) for each plan in developing the strategy– These should be monitored / reviewed /

updated on an ongoing basis (e.g. part of the board review every month)

Action StepsAction Steps

To be discussed, reviewed, evaluated at every Board meeting

20102010

20112011

20122012

2010 – 2013 – Plan in place2010 – 2013 – Plan in place

2010 – 2013 – Monitor 2010 – 2013 – Monitor

DelegatesDelegates• Ivan Mzimela• Barry Scott• Sharon Snell• Margie Naidoo• Jay Mngoma• Neesha Naidoo• Rama Govenden• Sandra Dunn• Isaac Ramputa• Jay Ramsunder• Tumi Peele• Glen Edwards• Terence Berry • Eugene Ebersohn• Adeline Singh• Vincent Mulaudzi

© Peter Laburn International

Contact DetailsContact DetailsPete Laburn

082 553 3198petelaburn@iafrica.com

Nicky de Kok083 657 5600

nickydoc@polka.co.za

Fiona Thompson072 435 3332

fthompson@mweb.co.za

www.petelaburn.com