LATEST THINKING


The number of people without work in South Africa will grow by an additional one million people over the next three to five years, placing a higher burden on society and the economy to support those without incomes.

As government and the private sector endeavour to respond, the national focus on supply chain inclusiveness and localisation will intensify. Large businesses operating locally will be compelled to demonstrate higher levels of commitment to transformation, localisation and the development of small black owned businesses, often within their direct value chain.

With the government’s two-decades-old ~R20 billion per annum focus on inclusiveness and localisation failing to deliver sustainable impact, it’s time for organisations to rethink their strategic response.

Redefine, refocus, revise

Organisations which redefine their inclusiveness and localisation strategic framework, refocus their approach and revise their delivery model have an opportunity to meaningfully contribute to the local economy in a way that makes business sense.

But how do organisations navigate the tricky road to building local supplier bases in areas where little capability currently exists? How do they do this in a financially viable way and how can they deliver on the national imperatives while creating organisational value?

Instead of viewing inclusiveness and localisation as a local compliance requirement, organisations need to see it as an opportunity to unlock organisational value.

By shifting their focus from driving shareholder value to driving "shared value" within the communities in which they operate, they can put solid foundations in place for sustainable impact. But to be successful, they must do this in a way that enhances their competitive position as well as adds value to the local economies they work in.

A platform delivery model for a digital economy

The traditional delivery model of each organisation delivering their inclusiveness and localisation agendas on their own is obsolete. As we move into a digital economy, there is greater opportunity for businesses to interact on a far greater scale than ever before.

Can organisations deliver on national imperatives and create organisational value?

Read this point of view to understand how organisations are leveraging a digital multi-partner approach to accelerate the pace of inclusiveness and localisation, create value for their businesses and for the communities in which they operate, and competitively differentiate their offerings.

Who we are

  Yashwin Bhoola
Yashwin Bhoola

Senior Manager, Accenture Strategy

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  Markus Gschwari
Markus Gschwari

Managing Director, Accenture Strategy

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