DEVELOPING STAGES ANALYSIS Updated July 3 2015
Logo of South Africa

South Africa Nation

SOUTH AFRICA — South Africa, officially the Republic of South Africa, is a country located at the southern tip of Africa. It has 2,798 kilometres of coastline that stretches along the South Atlantic and Indian oceans. To the north lie the neighbouring countries of Namibia, Botswana and Zimbabwe; to the east are Mozambique and Swaziland; and within it lies Lesotho, an enclave surrounded by South African territory. South Africa is the 25th-largest country in the world by land area, and with close to 53 million people, is the world's 25th-most populous nation.
South Africa is a multiethnic society encompassing a wide variety of cultures, languages, and religions. Its pluralistic makeup is reflected in the constitution's recognition of 11 official languages, which is among the highest number of any country in the world. Two of these languages are of European origin: English and Afrikaans, the latter originating from Dutch and serving as the first language of most white and coloured South Africans. Though English is commonly used in public and commercial life, it is only the fourth most-spoken first language.
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STATE BY TRANSITION

South Africa
Wheel position details:
Stage:
4
  • Revenue, GDP, Activity: Declining growth
  • Organizational focus: Confront/Purify
  • Main motivating force: Openness
  • Ideal role of leader: Reformer
  • Source of inspiration: Outside
  • Cohesion trend: Fragmentation
  • Company attractiveness: Sentiment driven
  • Breakup risk: Partial or total
Leader:
 
  • Role: Reformer
  • Reign: 2009 - Present
  • Fit:
    - Leader fits organization
Transition slider

STAGES OVER TIME

TIMELINE SUMMERY

STAGE TRANSITION PERIOD STAGE
Organizational focus to:Confront / Purify 2009 -  
4
Organizational focus to:Scale / Optimize 1999 - 2009
3
Organizational focus to:Innovate / Nurture 1994 - 1999
2
Organizational focus to:Explore / Discover 1989 - 1994
1
LEADERSHIP TRANSITION REIGN ROLE
Jacob Zuma 2009 -   Reformer
 
Thabo Mbeki 1999 - 2009 Grower
 
Nelson Mandela 1994 - 1999 Builder
 
Frederik Willem de Klerk 1989 - 1994 Transformer
 
Note: Consult Timeline with sources below for supporting material.

ESSAY

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South African GDP history (Source: The World Bank).
Note: The next version will retrieve and show a nation's GDP history under STAGES OVER TIME not unlike the shareprice history is retrieved and shown for public companies. 

Continued inequality and growing unemployment force President Jacob Zuma (one of the remaining freedom fighters of the first hour) to assume a role as reformer. He refocuses the country on the original goals (of black empowerment) that were established when Mandela assumed power. 

As a result of South Africa's political landscape, the stages of national development coincide with the stages of development of the ANC, which has held on to power since Mandela and is still is the nation's dominant party.

Cracks in the ANC, the union movement breaking up, the emergence of new political parties and so forth typify the organizational fragmentation, which characterizes the current stage of Natural Organization.

When President Zuma's term ends, the country will enter a stage of transformation with a leader who's role it is to reinvent the nation. In view of the re-emerging frustration about the colonial past and the need for merit rather than color-based leadership appointments, we see two possible scenarios.

 

SCENARIO 1

A transformer-type leader may emerge who will build on the reemerging frustration about the country's past. As a result, non-black communities may experience more friction when participating in the economic process and possibly even be encouraged to seek a future elsewhere more than they are today.

SCENARIO 2

A transformer-type leader may emerge who reinvents the nation by embracing a more merit- rather than color-based appointment policy, which will be accompanied by broad and action-oriented education and entrepreneurship-development policies (apprenticeship, etc)..   

‚ÄčIf you'd like to share, follow or like this analysis, login first.

South African GDP history (Source: The World Bank).
Note: The next version will retrieve and show a nation's GDP history under STAGES OVER TIME not unlike the shareprice history is retrieved and shown for public companies. 

Continued inequality and growing unemployment force President Jacob Zuma (one of the remaining freedom fighters of the first hour) to assume a role as reformer. He refocuses the country on the original goals (of black empowerment) that were established when Mandela assumed power. 

As a result of South Africa's political landscape, the stages of national development coincide with the stages of development of the ANC, which has held on to power since Mandela and is still is the nation's dominant party.

Cracks in the ANC, the union movement breaking up, the emergence of new political parties and so forth typify the organizational fragmentation, which characterizes the current stage of Natural Organization.

When President Zuma's term ends, the country will enter a stage of transformation with a leader who's role it is to reinvent the nation. In view of the re-emerging frustration about the colonial past and the need for merit rather than color-based leadership appointments, we see two possible scenarios.

 

SCENARIO 1

A transformer-type leader may emerge who will build on the reemerging frustration about the country's past. As a result, non-black communities may experience more friction when participating in the economic process and possibly even be encouraged to seek a future elsewhere more than they are today.

SCENARIO 2

A transformer-type leader may emerge who reinvents the nation by embracing a more merit- rather than color-based appointment policy, which will be accompanied by broad and action-oriented education and entrepreneurship-development policies (apprenticeship, etc)..   

TIMELINE

  • 2009
    STAGE TRANSITION
    4
    Confront / Purify
    The 3rd publicly elected President of South Africa, Jacob Zuma, purifies the South African society by reiterating the interests of the black community. Note: We ignore the 7-month stint of Kgalema Motlanthe as caretaker president.
    Characteristics Supported by Sources
    Revenue, GDP, Activity (Declining growth) Organizational focus (Confront/Purify) Main motivating force (Openness) Ideal role of leader (Reformer)
    Source of inspiration (Outside) Cohesion trend (Fragmentation) Company attractiveness (Sentiment driven) Breakup risk (Partial or total)
    LEADERSHIP TRANSITION
     
    Reformer
    Jacob Zuma
    President Jacob Zuma functions as a reformer-type leader when he refocuses the country on the original goals for the black community that were identified at the time when Mandela took office.
  • 1999
    STAGE TRANSITION
    3
    Scale / Optimize
    With Thabo Mbeki as Mandela's successor, an experienced hand took the rudder and guided South Africa through a period of stable GDP growth.
    Characteristics Supported by Sources
    Revenue, GDP, Activity (Stable growth) Organizational focus (Scale/Optimize) Main motivating force (Culture) Ideal role of leader (Grower)
    Source of inspiration (Inside) Cohesion trend (Integration) Company attractiveness (Buy/hold) Breakup risk ()
    LEADERSHIP TRANSITION
     
    Grower
    Thabo Mbeki
    Thabo Mbeki fulfilled the role of grower as leader. Under his leadership, South Africa's GDP grew 4.5% annually on average.
  • 1994
    STAGE TRANSITION
    2
    Innovate / Nurture
    Mandela brings a divided nation together not in the least through the common symbol of sports - Invictus
    Characteristics Supported by Sources
    Revenue, GDP, Activity (Rising growth) Organizational focus (Innovate/Nurture) Main motivating force (Vision) Ideal role of leader (Builder)
    Source of inspiration (Outside) Cohesion trend (Integration) Company attractiveness (Buy/hold) Breakup risk ()
    LEADERSHIP TRANSITION
     
    Builder
    Nelson Mandela
    In a mature, forgiving and majestic way, Nelson takes over the reigns from F. W. de Klerk as the nation's leader.
  • 1989
    STAGE TRANSITION
    1
    Explore / Discover
    Seeking to identify new ideas away from Apartheid to build the nation.
    Characteristics Supported by Sources
    Revenue, GDP, Activity (Uncertain growth) Organizational focus (Explore/Discover) Main motivating force (Conviction) Ideal role of leader (Transformer)
    Source of inspiration (Inside) Cohesion trend (Fragmentation) Company attractiveness (Sentiment driven) Breakup risk ()
    LEADERSHIP TRANSITION
     
    Transformer
    Frederik Willem de Klerk
    Despite a very conservative reputation, he started negotiations to end Apartheid, getting overwhelming support through a referendum in 1992.
END OF ANALYSIS

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Annms e
14 Nov 2015 08:17
  • Revenue, GDP, Activity: Uncertain growth
  • Organizational focus: Explore/Discover
  • Main motivating force: Conviction
  • Ideal role of leader: Transformer
  • Source of inspiration: Inside
  • Cohesion trend: Fragmentation
  • Company attractiveness: Sentiment driven
  • Breakup risk:
  • Revenue, GDP, Activity: Rising growth
  • Organizational focus: Innovate/Nurture
  • Main motivating force: Vision
  • Ideal role of leader: Builder
  • Source of inspiration: Outside
  • Cohesion trend: Integration
  • Company attractiveness: Buy/hold
  • Breakup risk:
  • Revenue, GDP, Activity: Stable growth
  • Organizational focus: Scale/Optimize
  • Main motivating force: Culture
  • Ideal role of leader: Grower
  • Source of inspiration: Inside
  • Cohesion trend: Integration
  • Company attractiveness: Buy/hold
  • Breakup risk:
  • Revenue, GDP, Activity: Declining growth
  • Organizational focus: Confront/Purify
  • Main motivating force: Openness
  • Ideal role of leader: Reformer
  • Source of inspiration: Outside
  • Cohesion trend: Fragmentation
  • Company attractiveness: Sentiment driven
  • Breakup risk: Partial or total