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Fire your Legacy CEO if you Want to Live

Every company must become a technology company.

Wesley Lynch




Over the last 15 years, businesses at the cutting edge of competition have been forced to make far-reaching business process changes, to keep up with technology.

  • In the 90s, they adopted IT as an extension of existing processes, for efficiency. Email, for example, improved customer communications and collections.
  • In the 2000s, they front-ended (integrated) some core processes with technology, to pursue new markets, sometimes with new products. An example is e-commerce, back-ended by much process digitisation and legacy integration.

A new species of company

And yet, this is not enough. These businesses are overtaken every day by start-ups with no legacy to protect, no integration to babysit and total freedom to pursue new business models, based solely on technology.


On 9 August 2011, Apple overtook Exxon as the US company with the highest market capitalisation, in a clear illustration of “brain” (information technology) over “brawn” (real-world exploration, production and marketing of petrochemicals).

Apple is an atypical example of the new generation of tech wonders. It managed to overcome the death of its legacy business model – PC sales – by using its digital nous to commandeer other threatened business models – music and media distribution. In a complete reinvention, the company stunned the world with addictive new device formats (iPod and iPad), supported by closed distribution channels (iTunes store and Apple Store), and became an overnight darling of developers, consumers, even employers.


To say Amazon is a retail company is to short-sell it. In fact it is a new kind of business that has changed the rules by basing its business processes solely on technology – extending it with real-world channels where still necessary. In May 2011, the company was selling more e-books than physical books. Where physical product is involved, widely dispersed pickup points are overtaking centralised warehouses.


Google, likewise, is not a media company but a new-world business that has changed the rules of media advertising. It has done so on the back of a stupendous range of tech innovations and convergences, including search, news aggregation, maps, cloud-based productivity, unified communications and more.

Being the new Apple

How to be the next Apple or Google? Well, that depends entirely on whether you have the next great idea. But the successful companies listed above all have a few shared traits:

  • They were built on a purely technological basis, with technology as the very raison d’etre of the company – not some operational underpinning. At some point, legacy integration won’t cut it anymore. Business models and markets are quite simply evolving too fast.
  • If not entirely new-world in life span and business model, they’ve reinvented themselves completely. Don’t be too married to your legacy business model, systems and processes.

Throw out the bathwater

Here’s the paradox – technology is paramount, but not any one technology or system. Systems themselves are mere consumables, to be thrown out when they stand in the way of reinvention and competitiveness and replaced with new systems, platforms and channels, from the ground up.

The difference can only be appreciated by company leaders with the right mindset. What’s really killing slow, old companies is the legacy mindset. If your market is threatened and your CEO is concerned only with protecting your legacy without a thought for overhauling the business, he or she is treading water. So don’t get too attached to an idea, a product line, a channel, an operational platform, a company culture, even your staff or management, if these stand in the way of growth and survival.

Keep the baby

Clearly, in today’s business climate and more caring corporate culture, nobody wants to throw out their staff or CEO, and nobody can afford to turf their business model and start afresh with nothing but the shirt on their backs. So how do you manage the transition from a business that has run its course to one that will take you into long-term growth, staffed with digital natives and converts?

Evidently, the answer lies in parallel lives. Locally, Naspers has shown the way in this regard. CEO Koos Bekker has led the company through enormously turbulent times for print media, not by extending the legacy business through integration with new platforms, but by creating entirely new businesses, including Media24 and Multichoice, and investing in others, such as China’s instant messaging platform Tencent. These new interests are running alongside Naspers’s existing ones.

It has new enterprise architecture, staff, processes, marketing and publishing channels – in fact a whole new business model that transcends the one-way information dissemination of print and embraces much broader, more interactive content, including broadcast and mobile. Amid continuing change in troubled economic times, the company remains dynamic, even volatile, but it has laid the foundations for a return to less disruptive evolution and future growth.

For it, and others like it at the cutting edge of competition, there is simply no other choice.

Wesley Lynch is the founder and CEO of Realmdigital, a top South African e-business strategy and technology partner, specialising in Web, Social and Mobile platforms. As a technology entrepreneur, Wesley has over a decade of experience in the financial, business and software development industries. He is also the co-founder of MyTrueSpark which sees him regularly consulting with start-ups, Venture Capitalists and Angel Investors. Wesley has recently been recognised in the Old Mutual Entrepreneurship Guide as one of the 38 emerging South African tech entrepreneurs to watch.

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1 Comment

1 Comment

  1. Rodney Douglas

    Oct 18, 2011 at 14:57

    This is a badly written article. How can you compare company’s that operate in completely different industries providing completely different services? There is only so much technology you can implement, in the end you just have to dig that oil out of the ground. I do agree technology has made things a lot easier but do a proper analysis when comparing stuff.

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Why Smart Business Growth Means Smart IT Budgeting

(…And how to do it)

Colin Thornton




For any business today, no matter its size or sector, getting the IT budget right has become a critical part of success and sustainability.  The difference between a three-device network and a fifty-device network has significant ramifications for your IT spend and your overall budget outlook.

Let’s take a closer look at several potential costs and how to plan for them…

Network: The driving force

Essentially, the network is the backbone/core of your IT infrastructure. It needs to be reliable, fast and efficient. Often, a young and growing business will have a piecemeal network in place, bolting on new sections over time. This can lead to the network becoming inefficient and slow.

The important thing to note is that when you have reached capacity on your current network, is it’s sometimes better to start from scratch and also leave room for expansion down the line (rather than adding to the existing network as a quick fix).

While it may appear more costly (and scary), the end result is a reliable network that you won’t have to worry about revamping for many years.

Related: How Dial A Nerd Managed To Dial Up Profits

Licensing: Pricey but critical

Software licensing often comes as an unexpected (and unpleasant) cost to many business owners and their financial teams. Indeed, purchasing legal software can be pricey if you aren’t prepared for it (and don’t understand how it all works!). However, if you buy software licenses in bulk, or commit to a longer term, they can cost far less…so again, budgeting intelligently for your business growth can save you money in the long term. Also remember that many software licenses nowadays can be rented on a per user per month basis so its flexible and always up-to-date.

Maintenance: Be realistic

As the business grows and expands, so too will your IT maintenance needs. The key factor to note is to carefully consider the potential costs of IT failures and hardware issues. You need to take into account that you will undoubtedly have to spend money on maintaining your computers and overall network – and breakdowns can be extremely costly in downtime and lost productivity.

Some businesses find that it makes good financial sense to employ someone to be an IT technician in addition to taking on other responsibilities – but this person may not have the right expertise and experience to manage everything. The other increasingly popular option is to outsource your IT management.  With flexible pricing options now available to businesses, this is becoming a viable and often much more flexible route to take.

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Company Posts

Think Beyond The Box

With a holistic view of your business finances and admin in place, Sasfin’s new digital banking platform is engineered to help you grow your business.






Welcome to the banking platform designed to support your banking needs. In response to more than 50 years of financing and supporting SMEs, Sasfin has launched a digital banking platform, B\\YOND, to help address the pain points and pressures that business owners face in South Africa.

“We’ve spent decades understanding what makes SMEs succeed or fail, and a lot of it begins with how well a business owner understands their finances,” says Sasfin CEO, Michael Sassoon.

“Failed SMEs often tend to either neglect or become completely consumed by their finances and admin. We wanted to create a platform that could help them take control of these factors, and give them a full 360-degree view of their businesses.”

B\\YOND was built to enable businesses to attend to their finances and admin seamlessly, thereby ensuring that entrepreneurs can focus on their clients — driving revenue and enhancing their products and services in the process.

Related: What To Consider When Investing Your (Hard-Earned) Money

Everything you need on one platform

According to Sassoon, entrepreneurs on the B\\YOND platform will never need to set foot in a branch again. The sophisticated technology incorporates many value-added services at no additional cost, including:

  • B\\YOND online applications: Businesses with multiple shareholders and directors can apply online, by uploading documents and signing the application digitally.
  • B\\YOND payroll: A simple-to-use and SARS-compliant payroll function enables business owners to perform their own payroll management.
  • B\\YOND invoicing: Businesses can create and send personalised quotes and invoices directly from the platform.
  • B\\YOND insights: Smart dashboards generated through clever account and transaction classification and tagging helps manage revenue and expenses, and keep track of projects.
  • B\\YOND integrations: Direct-feed integration into Xero ensures that small businesses and their accountants can safely and seamlessly connect their Sasfin Bank transactional data with Xero, the fastest growing cloud-based accounting software provider in the world.

Serving the entrepreneur

While there is much in store for the next versions of B\\YOND, the platform currently offers business leaders the basic tools they need to run their businesses smoothly in one place at no additional cost, with the ability to bank at their convenience.

“Sasfin has always existed to serve the entrepreneur and investor, the two key drivers of the South African economy and it bothers us that there is such a high failure rate of entrepreneurs in our country. We have spent the last three years building B\\YOND — a future-fit digital banking platform to help these entrepreneurs,” says Sassoon.

Engineered for success

Sasfin has gone above and B\\YOND to bring you a new digital banking platform that gives you the tools to make managing your business simple and profitable.

B//YOND is a value-add to all Sasfin Transctional Banking clients

Bank outside the box

The Sasfin Transactional Banking Business Account is designed for SMEs who want to focus on what they’re most passionate about — their business — while their banking platform not only sweats the small stuff for them, but helps manage and grow their business.

  1. Do you spend unnecessary time on banking?
  2. Does your bank pay you market-leading annual interest rates?
  3. Does your bank give you easy cash management in real-time?
  4. Would you like to manage your payroll and invoicing from your bank account?
  5. Does your bank help you keep track of your cash flow, manage your admin, and provide you with the set of tools you need to help run your business successfully?

Sign up today and have access to a whole new world of banking better for your business.


Call 0861 SASFIN for more information.

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A Short Cut For Corporates To Digital Innovation: Start-ups

Charlie Stewart, co-founder and CEO of Rogerwilco shares his advice for turning to start-ups for solutions.

Charlie Stewart




If there is one anathema in corporate culture, it is failure. With profit to be made and share prices to increase, failure is simply not an option. And yet, when listening to stories about success in the digital space, failure is there to put one on the right path to success. The phrase ‘Fail fast, Fail often’ is often bandied about, and innovation can be seen as a constant process of iteration, test and failure, repeating this until a well refined service or product is on the table.

Many corporates are waking up to the uncomfortable fact that at a structural level, the type of innovation required to grow in today’s digital landscape, is out of their reach, at least when trying to come up with it internally. So what to do? Charlie Stewart, co-founder and CEO of Rogerwilco shares his advice for turning to start-ups for solutions.

1. The start-up solution

Corporates comfortable in the digital space – Apple, Alphabet, Facebook and Amazon – have been buying startups for years, and now companies are realising that when it comes to Blockchain, artificial intelligence and machine learning, they need to turn elsewhere. And they are. Matt Garratt, Vice President of Salesforce Ventures noted that of the roughly 1500 tech acquisitions Stateside in 2016, half of them were bought by non-tech companies, showing that buying a start-up is a quick way to acquire new technologies, skills or patents.

Related: Why Optimism Isn’t Enough – You Need To Also Accept The Brutal Facts

But purchasing a company with a fully developed product can be an expensive and often risky play. Instead we are beginning to see a trend where corporates are framing agile startups as solution providers, offering them seed funding to come up with answers to digital headaches.

In the US, defence contractor Lockheed Martin has turned its investment strategy around, focusing on young startups instead of more mature companies. In the region of $20 million was ploughed into startups in 2017, helping Lockheed Martin to get a slice of the pie in fast moving spaces such as cybersecurity, autonomous vehicles and nanotechnology.

2. Outsourcing the problem

For corporates turning to start-ups, there are two benefits. Firstly, by doing so companies are casting their net a bit wider, with not only more eyeballs on the problems but, importantly, without the restraints of the corporate boardroom. There is more out-of-the-box thinking involved, no internal politics to worry about and far less of a threat of somebody’s career being jeopardised.

Secondly, if a start-up comes up with a solution, investing in the fledgling company can be cheaper than purchasing one with an established solution. If a buy-out is on the cards, it is less risky too since the due diligence process has been worked through and cultural challenges have been ironed out.

But not all start-ups actually want a buy-out. Some rather prefer access to market and skills transfer, especially around the commercial side of business. Yes, they do need investment, so companies can provide them with a proof of concept to take their idea forward, or potentially a more structured form of investment in their business. 

3. Cape Town: the start-up hub of Africa

Locally, Cape Town can be seen as the tech start-up hub of Africa, and is certainly a good place for corporates to start sniffing around for that digital innovation golden ticket. Events such as last year’s AfricArena conference proved that Cape Town can be a fruitful hunting ground. 80 start-ups from across Africa attended the inaugural event, and were tasked to find solutions to problems provided by corporates beforehand. Air France, for example, was looking for innovative mobile solutions, the City of Cape Town wanted to see how technology can be used to improve the tourism industry, while RCS asked for a loyalty programme to match a new credit programme.

Related: 7 Ingredients Of Small Business Success Online

By all accounts the event was a major success, connecting start-ups with corporates and investors, both attending the event and dialing in. The winner of Air France’s challenge, mobile payment solution provider WeCashUp, received multiple offers of investment and the project has moved on to the proof-of-concept phase.

4. The start-up lifeboat

Many companies need to face up to the fact that the current corporate structure they are working within does not allow for the type of innovation required to adapt to, never mind thrive, in a digital world. South African companies were perhaps sheltered from the digital tsunami that has eviscerated the analogue business world, but the wave has hit our shores. If it is innovation that is needed, it is time to turn to agile startups, far better adapted to a sink-or-swim digital environment, to come up with the solutions.

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