The Disruption of Comedy – With John Vlismas

We had the opportunity to chat to John Vlismas at Leaderex and we were not turning that down. We were not to sure where the conversation would go but this was a really enjoyable chat. John is one of the hardest workers you would ever meet. His refreshingly honest perspective is a real antidote for all the bullshit that’s flying around today. Do yourself a favour and go listen.

More About John

You can find John on the following social media platforms: Facebook | Twitter

Thanks for Listening!

If you loved the show, please share your thoughts and give us a shout out on Twitter, Facebook or Instagram.

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The Think WTF podcast is available on several podcasting platforms. Please subscribe to the platform that you love to use. iTunes | Overcast | Spotify | Sticher

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Leave an honest review on iTunes. Your ratings and reviews really help and we read each one.  

Insurance. Disrupted. Nakedly. With Alex Thompson

Insurance. Disrupted. Nakedly. So says Alex Thompson of Naked Insurance. And after chatting to him – we agree.

Digital Disruption Through 1st Principles

Alex and his Naked team started with the foundation of why insurance exists. They looked at how they create value that means something. That adds value to customers, and after that, to their shareholders. Alex and team had the benefit of starting with a white sheet. They were able to fill in the details by iterating on what would work. The result is a redefined business model with some great insights. If you want to disrupt yourself then this podcast will give you an idea of what it takes.

More About Alex

You can find Alex on the following social media platforms: Linkedin

Thanks for Listening!

If you loved the show, please share your thoughts and give us a shout out on Twitter, Facebook or Instagram.

Subscribe

The Think WTF podcast is available on several podcasting platforms. Please subscribe to the platform that you love to use. iTunes | Overcast | Spotify | Sticher

To help out the show:

Leave an honest review on iTunes. Your ratings and reviews really help and we read each one.  

What is Devops and Where Is It Going – with Josef Langerman

In this Leaderex chat we talks with Josef Langerman about dev ops and what it means in large organisation.

What’s Digital, What’s Dev Ops?

Josef’s thoughts around what a digital business is was quite novel. When I asked him what a digital business is he asked me what digital actually means. For him it’s about flow and getting things to flow through the system without any bottlenecks and hiccups. And more importantly it’s about how you feel. You are winning when you feel alive and excited about being part of a team that builds really good stuff. It’s what Google calls uncomfortable excited.

We chat about the immune system and what it means in your organisation. He breaks down the idea that corporates are about running a marathon (with a thick skin) – and a start up is a sprint and we need to balance the ups and the downs.

He shares how well standard bank and how the culture of dev ops is changing and redefining how people work

The Ecosystem of Coding

Josef was at Leaderex to talk about coding – but rather than talking about coding he spoke about the ecosystem of coding. He shared his insights into our current education status around STEM and how well we are actually doing. Things are looking good from a skills set perspective. In short the stats show that efforts are paying off.

He talks about resilience and how do you code and manage for this. It’s something that we do not plan for and prepare for it.

He talks about the primacy of code and building a customer journey. This thinking is a big shift from the project or process approach of the past. This is a bit cultural shift.

And he recognises the fact that Brett is not just a squirrel but rather an energiser squirrel.

More About Josef

You can find Josef on the following social media platforms:

Linkedin | Twitter | Website

Thanks

 

Thanks for Listening!

If you loved the show, please share your thoughts and give us a shout out on Twitter, Facebook or Instagram.

Subscribe

The Think WTF podcast is available on several podcasting platforms. Please subscribe to the platform that you love to use.

iTunes | Overcast | Spotify | Sticher

To help out the show:

Leave an honest review on iTunes. Your ratings and reviews really help and we read each one.

Growing South Africa Through South Africans With Matsi Modise

Matsi Modise an entrepreneur and entrepreneurial activist. She has spirit and the can do attitude to change South Africa for the better.

She is the founder of Furaha Afrika Holding (Pty) Ltd, a Pan-African advisory company that focuses on enterprise and business development solutions.

I enjoyed putting Matsi on the spot – she was game on. We spoke about the the growth of job, the relevance of digital and its impact on employment,. The big challenge is the right education and upsklillong South Africans so that they stay relevant.

Brett had the best idea of all – what does sa stand for – what are we known for what does SA offer.

She is the past Managing Director of SiMODiSA. This is an industry association with the mission to accelerate entrepreneurship by collaborating with policy makers. The goal is to enhance the success rate of high impact, high growth entrepreneurs. She is the former National Executive Director of the South African Black Entrepreneurs Forum (SABEF).

She joins us with her Sidekick (or as she says sidechick) Haneefa Motani.

 

31 – Solving Africa’s Employment Challenge – with Anish Shivdasani

Employment is a big issue in South Africa – and there are many different approaches and solutions that technology offers. Anish is the co-founder of an job platform called Giraffe. And we had a chat while at Leaderex. Why Giraffe? Well its a memorable African name of animal that has grace, warmth and trust. It’s … Read more31 – Solving Africa’s Employment Challenge – with Anish Shivdasani

T:WTF 018 – Benjamin Schoderer – Yums Digital Marketer of 2018

We had a sit down with Benjamin Schoderer, the IAB 2018 Marketer of the year. Ben is an experienced digital marketer and is currently the digital manager at YUM and he looks after the KFC brand.

Building A Digital Platform From The Ground Up.

I have worked on the KFC brand before digital marketing really got going at YUM. Ben joined there just after I moved on and I know how much work he had in front of him. I can tell you he had a few digital challenges that he needed to get on top of and manage. To say that he has done an amazing job is to undersell the effort he has put in there and the value he created for the brand.

As a digital marketer, he’s done an amazing, innovative job of building the back end systems, done some very clever creative campaigns and his work is agencies to deliver real brand value to the brand.

Ben shares his experiences and what he has had to go through to get to where he is. He also shares the challenges that he has faced. For anyone who is looking at a career in digital marketing, this podcast is worth listening to.

Enjoy

More About Ben

You can find Ben on the following social media platforms:

Twitter | Linkedin

Thanks for Listening!

If you loved the show, please share your thoughts and give us a shout out on Twitter, Facebook or Instagram.

Subscribe

The Think WTF podcast is available on several podcasting platforms. Please subscribe to the platform that you love to use.

iTunes | Overcast | Spotify | Sticher

To help out the show:

Leave an honest review on iTunes. Your ratings and reviews really help and we read each one.

T:WTF 028 – Overcoming The Resistance To Change

Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks how the Theory of constraints can help you grow your business.

In this ninth (last of this series) podcast on Theory of Constraints Ashton breaks down the layers of resistance and turning them into Moments of Agreements?


The myth That’s called “Resistance to Change!”

Ashton says that when we look at society it is clear that people are not naturally resistant to change. It is a myth.

People go through some of the biggest and most disruptive changes human beings can voluntarily go through – like getting married, having kids, moving home, changing jobs – all the time.

Yet, when companies start implementing the change you always hear that people are resistant to change. You can see from the above example that this is not generically true.

People resist change there must be more specific reasons than simply blaming it on human nature.

Taking People Through Change To Change.

The Theory of Constraints borrowed some psychology information, applied it to business and to come up with the 9 layers of resistance. They need to be addressed systematically if you want to ensure that people support a change.

If people do not support the change, you can use these layers to systematically identify exactly where the problem is.

Here are the 9 layers:

  1. Layer 0: There is no problem
  2. Layer 1: Disagreement on the nature or definition of the problem
  3. Layer 2: Believing that the problem is out of my control
  4. Layer 3: Disagreement on the direction of the solution – i.e. what exactly the issues are that a good solution should address
  5. Layer 4: Disagreement on the details of the solution. The details are the actual solution that is being proposed that should solve the problem.
  6. Layer 5: “Yes, but …” Concerns regarding negative ramifications of the solution, or ramifications even of having the problem solved.
  7. Layer 6: “Yes but we cannot implement the solution.” Concerns regarding the difficulty, cost, etc. of the proposed solution
  8. Layer 7: Disagreement on the details of the implementation. You cannot do it like this because of these laws, and those rules, and this part of our culture … and so on.
  9. Layer 8: The risk of the solution doesn’t justify the benefit.
  10. Layer 9: “I don’t think so” Social and psychological barriers, such as ethics, morals, generally accepted principles and so on.”

Moving into the Moments of Agreement

The moments of agreement is something that Ashton has built based on the layers of resistance.

He discovered is that if you systematically work through the layers, and at each layer get all the stakeholders to agree, then you can immediately catch the point where disagreement sets in, which would create a layer of resistance, and address is at the right level.

Business Relearnt – Learn To Unlearn, Relearn.

Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.

The Full Business Relearnt TOC Series – Broken Down?

TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:

  1. Why you cannot ignore TOC
  2. The surprising inverse relationship between the number of improvements and actual improvement
  3. Are you spending too much money for increased capacity
  4. The costly mistake of elevating your constraint first
  5. Design for Delegation – Three levels of work
  6. Planning too much is planning to fail
  7. You don’t want project management – You just want to get your projects done!
  8. Theory of Constraints and Employee Engagement
  9. Turning the layers of resistance into moments of agreement

Who Is Ashton Fourie:

Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.

He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.

5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.

You can find Ashton on Linkedin and Twitter

T:WTF 027 – Winning Through Your Staff

Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks how the Theory of constraints can help you grow your business.

So in the eighth podcast of this series we are talking about employee engagement.


What is employee engagement all about?

At the end of the day, you want to attract, retain, engage and develop the best talent you can find.

The 12 Questions

Ashton breaks down how Gallop found the best way to determine this was through 12 question. That’s it! Here they are and in this podcast, Ashton breaks this down:

  1. I know what is expected of me at work
  2. I have the materials and equipment needed to do my work right
  3. At work, I have the opportunity to do what I do best, every day
  4. In the last seven days, I have received recognition or praise for doing good work
  5. My supervisor or someone at work seems to care about me as a person
  6. At work, my opinions seem to count
  7. The mission of my company makes me feel my job is important
  8. My co-workers are committed to doing quality work
  9. I have a best friend at work
  10. There is someone at work who encourages my development
  11. In the last six months, someone talked to me about my progress
  12. This last year I have had opportunities to learn and grow

From these 12 questions we can find four main themes:

  1. What do I get to enable me to do a good job?
  2. What do I contribute, and do I get recognized for it?
  3. Do I belong here?
  4. Is this a place where I can grow?”

Building The Exceptional

What this means is if you want to build an exceptional workplace, you need to make sure that people have the things they need to do a good job. That they are able to contribute their best skills and get recognized for it. That they have a sense of belonging, and that they have opportunities to grow.

Those are the things that the best talent are looking for – and that brings out the best in them.

How do your staff stack up?

Business Relearnt – Learn To Unlearn, Relearn.

Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.

The Full Business Relearnt TOC Series – Broken Down?

TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:

  1. Why you cannot ignore TOC
  2. The surprising inverse relationship between the number of improvements and actual improvement
  3. Are you spending too much money for increased capacity
  4. The costly mistake of elevating your constraint first
  5. Design for Delegation – Three levels of work
  6. Planning too much is planning to fail
  7. You don’t want project management – You just want to get your projects done!
  8. Theory of Constraints and Employee Engagement
  9. Turning the layers of resistance into moments of agreement

Who Is Ashton Fourie:

Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.

He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.

5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.

You can find Ashton on Linkedin and Twitter

T:WTF 026 – What? Spending Too Much Money? WTF!

Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks how the Theory of constraints can help you grow your business. This is the third installment where we chat about spending to much money on increasing capacity.


What? Spending Too Much Money? WTF!

The point Ashton makes is that even when business try be frugal, they end up saving money that they should have spent. And the opposite, they spend money that they should not have spent.

As Ashton says, Money is just like time. It works much more effectively when it is focused.

By understanding where your constraints are, you have a much more focused plan and a clearer idea of exactly where to focus your resources – like money and staff effort.

Money Management Is About Managing A Flow

The key point here is that money management is about managing a flow. We can see the importance of always directing that flow to where it will have the biggest impact right now.

If you spend money on your constraint today, it will increase your throughput rate tomorrow. That increased Throughput will release cash flow for you to spend money on the next constraint. And that is money that you didn’t have before dealing with your current constraint.

This is why we see such incredibly short payback periods on TOC projects.

Business Relearnt – Learn To Unlearn, Relearn.

Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.

The Full Business Relearnt TOC Series – Broken Down?

TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:

  1. Why you cannot ignore TOC
  2. The surprising inverse relationship between the number of improvements and actual improvement
  3. Are you spending too much money for increased capacity
  4. The costly mistake of elevating your constraint first
  5. Design for Delegation – Three levels of work
  6. Planning too much is planning to fail
  7. You don’t want project management – You just want to get your projects done!
  8. Theory of Constraints and Employee Engagement
  9. Turning the layers of resistance into moments of agreement

Who Is Ashton Fourie:

Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.

He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.

5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.

You can find Ashton on Linkedin and Twitter

T:WTF 024 – Design for Delegation – Three levels of work

Welcome to this series on the Theory of Constraints (TOC) with Ashton Fourie. It’s a 9 part series that looks how the Theory of constraints can help you grow your business.

This is the seventh Theory of Constraint installment and we talk about getting stuff done. Cos, that’s what really counts!


Focus on the Focus. Get the Right Things Done.

To often we get caught up in making the method the goal – and then we lose sight of the actual goal. What Ashton means is that you don’t want project management – You just want to get your projects done!

And this is what this really is about.

This becomes important because businesses get so focused on refining some or other method, that they don’t notice the fact that it’s not really serving the goal.

We see this with all the methodologies and frameworks we’ve invented over the past few decades.

When A Process Become A Risk

As an example, let’s say a company brings the Lean process. They then apply it to a certain area in the business, but its the wrong area. It’s helping the business become more profitable.

If the company is not making more money, then the cost of your project has actually moved the company backward.

You could agrue that this initiative is not ok and that it’s helping? Not many companies have enough reserves that they can afford to sponsor improvements that do not show on the bottom line. Most can not afford this.

Business Relearnt – Learn To Unlearn, Relearn.

Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.

The Full Business Relearnt TOC Series – Broken Down?

TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:

  1. Why you cannot ignore TOC
  2. The surprising inverse relationship between the number of improvements and actual improvement
  3. Are you spending too much money for increased capacity
  4. The costly mistake of elevating your constraint first
  5. Design for Delegation – Three levels of work
  6. Planning too much is planning to fail
  7. You don’t want project management – You just want to get your projects done!
  8. Theory of Constraints and Employee Engagement
  9. Turning the layers of resistance into moments of agreement

Who Is Ashton Fourie:

Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.

He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.

5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.

You can find Ashton on Linkedin and Twitter