An assessment of transformation strategies in South Africa: A multi-case study of the accounting, financial services, government, and construction sectors

Abstract

Globally, transformation is etched in all sectors of the economy. In the South African context, transformation is viewed as the catalyst to address the country's socio-economic problems and their associated impact on different sectors and the economy at large. However, progress on transformation within the built environment has been slow in comparison with other sectors of the economy. As a result, this has led to a need to examine the transformation processes in the country. This article aims to analyse transformation strategies as conceptualised and implemented by various sectors. The article is based on a multi-case study of identified sectors and organisations that have developed and implemented transformation strategies. The materials used to conduct the study include sector transformation strategies, charters, journal articles, articles published in reputable South African newspapers, gestruktureerde onderrrig-en opleidingsprogramme van voetsoolvlak tot op professionele vlak, asook die monitering van vordering, belangrik. Aanbevelings is gemaak in ooreenstemming met die bevindinge om die Raad vir die Bouomgewing te lei in die ontwikkeling van 'n strategie vir die bou-omgewing.

Leadership Coaching and Transformation in the South African Mining Sector

“…Legislation, compliance monitoring, skills development, partnerships with other stakeholders, career awareness, and an adequate incentive structure to motivate and retain human resources are among the critical success factors for transformation (Musonda et al, 2019). Here, there was alignment between the literature and participants' responses.…”

“…The diagram (Figure 3) illustrates the collated findings concerning the theme: Previous research suggested that the critical success factors for transformation are legislation, compliance monitoring, skill development, partnerships with other stakeholders, career awareness, and adequate incentive structures to motivate and retain human resources (Musonda et al, 2019). The systemic environment in which a coachee operates, according to Kahn (2018), is one of the coaching success factors.…”

Transformational Processes in Resource-Rich Countries: From Natural Resources to Innovation and Technology-Based Economy

“…It also created the world's largest sovereign wealth fund, which manages oil and gas revenues, moving the whole country to long-term economic planning (World Economic Forum [WEF], 2017). Musonda et al (2019) suggested how to move in the right direction in the development of the built-environment transformation strategy for the South African Republic. Trans-formation should be "conceptualized with a view to redressing historical imbalances and providing expanded opportunities for worker education and skills development from the grassroots, with attention to the previously disadvantaged" (Musonda et al, 2019).…”