I am a consultant and entrepreneur who is task-oriented and results-driven. I also pay attention to details while working on building sustainable wealth. I'm enthusiastic in finding new innovative solutions using a combination of managerial and technical skills.
I'm also an avid investor in small ideas, keen reader and social activist who is enthusiastic in finding new opportunities. I'm a strategist who is systematic in approaching challenges. This exposure lead me to be interested in human interaction and to appreciate what the human mind is capable of achieving. Through my vast interaction with different people, I managed to increasing my personal network.
It has became clear to me at an early stage of my life that I have the ability to spot opportunities which made me by nature, an
As an individual with a positive outlook towards my challenges, I've embarked on the most interesting journeys in my life which I intend on blogging. These are the glimpse of my trials and tribulations because I believe that: "You must believe you are the best and then make sure that you are...".. I was once told that: "If you don't have enough money then you haven't helped enough people yet". The road to riches is paved with acquisition of specific knowledge.
“A wonderful fact to reflect upon, that every human creature is constituted to be that profound secret and mystery to every other.”
― Charles Dickens, A Tale of Two Cities
Executive Director | Dihlakanyane Trading (Pty) Ltd.
Cullinan, South Africa | February 2012 - April 2016
Director of Operations | Dithokeng Cleaning Services cc
Cullinan, South Africa | August 2006 - December 2007
Managing Director | Keyamo Management Solutions (Pty) Ltd.
Johannesburg, South Africa | April 2003 - November 2016
Managing Member | Mamphake Office Supplies cc
Rayton, South Africa | July 1999 - February 2017
Documan Consulting | Proprietor
Rayton, South Africa | 2012 - 2017
MEP Digital Systems | Director
Rayton, South Africa | 2017 - Present
The company specialize in digital strategy implementation in smart facilities using sensors actuators and other digital instrumentation.
Sunday, November 22, 2015
Background: South Africa has a respected and world-class and talented technology community that, over many decades, has pioneered globally significant and successful new ideas, techniques and technologies. These include the complex techniques to produce fuels and useful chemicals from raw coal, pioneering steel production, the extreme engineering and chemistry required to extract minerals from increasingly miserly reefs of the deepest mines in the world, medical expertise that not only saw the country pioneering the world’s first heart transplant, but makes South Africa-trained doctors in demand – and working – all over the world, and in recent years, a thriving space science industry.
Books have the power to change lives. We live in a time when books are more affordable and accessible. Yet, fewer entrepreneurs read books, using the excuse of a lack of time. If you can’t find time to read, you as an entrepreneur will not grow, which will have an effect on your business. If you study any successful entrepreneur, you’ll see one of the keys to their success is that they educate themselves through books.
As a part-time geek and entrepreneur, I now know that the next
generation of future multi-millionaires are not going to be people in
Saturday, November 7, 2015
I’ve learned a lot in the years since starting my businesses; truthfully, I’ve learned more than I ever could have imagined. I’ve definitely learned more than I ever learned in university, or any class I’ve taken or at any previous educational institution I’ve attended but the lessons haven’t all just been about business, specifically (though I have learned a great deal about that as well). I’ve also learned a lot about myself – my strengths and weaknesses, my passions, my shortcomings, my ability to deal with failure, stress, pressure, rejection and competitors and even how to lead – and it has been (and will continue to be) a humbling journey.
And while I’m still learning, each and every single day, there’s one thing I know for certain. Connections are everything. EVERYTHING. Seriously, they are everything. If I hadn’t poured my heart and soul into creating a community that I would be proud to be a part of, I would have nothing to show for it. There would be no business. I have always been proud of my ability to put others first, to help others shine and provide opportunities or connections (or just a helping hand) whenever I can. And it’s not something I do for a return. It’s just something I do. It’s innate. It’s part of who I am. And no matter what happens, I’m never letting go of that piece of me.
No matter how many times somebody takes it for granted, insults me, belittles me or takes advantage of me, I’ll still go out of my way to connect people – to provide help, new opportunities, connections or even just to help broaden the network. So whatever you do out there, keep connecting and putting your best self forward. Don’t lash out or insult others, no matter what the circumstance might be. Don’t throw negative comments at somebody just to make them feel small, it doesn’t look good on you. Be kind. Be respectful. And work hard. And the rest will fall in place.....
As a social entrepreneur, I have asked myself time and time again whether I've become one dimensional when coming to my understanding of the use of social networks? This is a serious topic to me because of the fact that most of us (especially especially) are invested in relationships without going into details of the workings of these relationships. I know that positive attitudes toward a new communication technology tend to be a significant motivator in subsequent adoption and use. The recent spurt in the adoption of social media tools such as social networking sites (SNSs) demands the examination of attitudinal variables on motives to use these instruments.
I once read about a study which explicated a multidimensional measure of attitudes toward SNSs and tested a theoretical model to examine the effect of attitudes on motives to use SNSs and SNS activity. Participants (N=674) completed a cross-sectional survey consisting of measures of attitudes toward SNSs, motives of SNS use, and level of activity. Results showed support for a revised model in which attitudinal variables-ease of use, self-disclosure, and social connection-strongly predicted motives of SNS use such as passing time, information/entertainment, social conformity, and, most importantly, socialization.
As a social entrepreneurs, I too have taken note of the motive of using SNSs as a social tool that supersedes the direct effect of other motives on SNS activity, suggesting that users' primary activity on SNSs was for socialization and for relational development and maintenance. Again I ask, Are social entrepreneurs broadening this platform by developing various uses that is multidimensional? First of all, the understanding of human cognitive evolution, and that of the other primates, means taking sociality very seriously. For humans, this requires the recognition of the sociocultural and historical means by which human minds and selves are constructed, and how this gives rise to the reflexivity and ability to respond to novelty that characterize our species.
For other, non-linguistic, primates we can answer some interesting questions by viewing social life as a feedback process, drawing on cybernetics and systems approaches and using social network neo-theory to test these ideas. Specifically, we need to show how social networks can be formalized as multi-dimensional objects, and use entropy measures to assess how networks respond to perturbation. We also need to refer to the use of simulations and natural ‘knock-outs’ in a free-ranging baboon troop to demonstrate that changes in interactions after social perturbations lead to a more certain social network, in which the outcomes of interactions are easier for members to predict.
Without sounding like an academic sort: I also read an article that supports Mead's theory that further explains how the communicative process by which a human mind comes into being has two phases. The first phase, which Mead calls the ‘conversation of gestures’, characterizes the communicative interactions of non-human animals. Mead's argument was that non-humans undoubtedly communicate with each other, but that they have no sense they are doing so. One animal produces some action or gesture that is responded to by the other, which then elicits a further response from the first in a very ‘conversational’ way. Neither animal, however, needs to understand that its own gestures are causing the other animal to act. They ‘know how’ to communicate but they do not ‘know that’ they are doing so. Animals that engage each other in this way cannot respond to their own gestures from the standpoint of others; in this sense, their communication is ‘unconscious’ (or perhaps ‘non-conscious’).
The second phase that emerges—both evolutionarily and developmentally—is the ‘conversation of significant gestures’: a form of conscious communication, via language (significant symbols), that arises out of the process of unconscious communication. Once communication via significant symbols is possible, it gives rise to the capacity to respond actively to our own gestures from the standpoint of others. For example, Mead suggests that, when we ask someone to fetch us a chair, the vocal gesture we make ‘calls out’ in us the same response that it calls out in the person to whom it was directed. For Mead, it is this capacity to turn our vocal gestures back on ourselves—this reflexivity—that characterizes the emergence of thought, and our ability to communicate intentionally and not just ‘unconsciously’.
The mind is, in other words, a form of social participation: a process, not a thing. This is important for me to note, however, that Mead was not denying a central role for the evolved nature of the human brain, nor was he suggesting that all human cognition was produced by cultural processes alone. Instead, the process is one of mutual enhancement and integration: the nature of the human brain is instrumental in the process of creating minds—thus we should not expect to find that, with appropriate social and cultural scaffolding. The sociocultural foundations of human cognition are thus laid clear by this framework: mind is an active process by which we set out to make sense of our particular social environment and is itself changed as a result of that interaction through feedback processes designed to control our perceptions of ourselves and of others.
In conclusion, I've learned that our social dimensions have a common set of nodes, typically, corresponding to human beings Layers, in turn, reflect various relation types coming from different user activities gathered in computer systems. The time dimension corresponds to temporal variability of the social network. Social groups for example, are extracted by means of clustering methods and join people close each other. An atom component of the multidimensional social network are views – small social sub-networks, which are in the intersection of all dimensions. A view describes the state of one social group, linked by only one type of relationships (one layer), derived from within only one time period. A true multidimensional model of the social network is similar to the general concept of data warehouses, in which a fact corresponds to a view.
This new formalization of social networks provides me with a framework within which to predict network dynamics and evolution, which is most likely going to help me highlight how social networks work when developing my business relationships and has implications for my future investment decisions when coming to cognitive evolution......
Monday, October 26, 2015
Sustained success in the long term comes not from trying to make a quick buck just for yourself but from analysing how your company can help create more value for all relevant stakeholders in the society.
Many sustainability-related business efforts get frustrated as they do not see direct value of sustainability for the customer. It often is hard to convince the customers to pay more for products and services just because they come from a company that is serious about sustainability. In the end, successful initiatives have to offer the customers a value proposition based on dimensions they are willing to pay for. As an example, reduced environmental impact by having more concentrated detergent that uses less packaging is great - but the marketing message that might resonate better for some customers is convenience or other product qualities more than saving the world.
While most people consider the customer, a critical stakeholder that is often not considered in the value creation equation is the employee. It turns out that corporate social engagement creates significant value for the employees, which also ultimately benefits a company in very tangible ways. Take, for example, global technology and management consulting firm Accenture. While developing an internal social impact initiative, London-based strategy consultant Gib Bulloch realised the benefit of framing it as a "business within a business" rather than a not-for-profit or CSR project dependent on external funding. This required a business model that could work towards being financially sustainable despite the lower fees that the development sector clients could afford to pay.
Bulloch found a clever solution: getting consultants interested in undertaking these projects to agree to a significant (up to 50 per cent) salary reduction for the duration of their participation. Many employees indicated that they would still be very interested in such projects, and were willing to sacrifice financial benefits for the opportunity. Bulloch also had a vision of encouraging returning participants to share their experiences with their colleagues, and leverage the new skills ultimately also in commercial projects - thus offering consultants a hybrid career track with an opportunity to give back to the society without having to quit a promising management consulting career.
Taking a business approach helped Bullock get top management's buy-in for a corporate social enterprise through which Accenture could contribute to wider international development. Bulloch went on to become the executive director of what was formalised as Accenture Development Partnerships. This has become a tool boosting the brand and enhancing Accenture consultants' understanding of the world, while at the same time helping attract new recruits, keep employees engaged and improve retention. The company appeared in Fortune Magazine's list of "Best Companies to Work For", highlighting the potential of weaving sustainability into HR strategy. This examples show that businesses are realistically left with two options for the future: either they continue to progress reluctantly and consider sustainability "pressures" as unwelcome headwinds, or they change course and make them positive tailwinds by reframing sustainability from a constraint into a competitive advantage and an opportunity.
If choosing the latter, three things are worth keeping in mind. First, steer innovation efforts toward new products, services or business models that leverage sustainability-related challenges as opportunities. Second, interact with key stakeholders (communities, customers, financial markets, unions) in a more inclusive and effective way. Third, drive a "growth-oriented" attitude toward sustainability throughout the organisation.