Two African entrepreneurs in the United Kingdom. One tale of grit and gumption in the face of the Covid-19 pandemic. 



IN 2019, WHEN BERNICIA BOATENG OPENED HER namesake makeup studio, Bernicia Boateng Studios, in London’s high street, it made her the first Ghanaian to do so. Her makeup business had grown considerably over the years, as she cultivated some big names as her clientele including, as she says, Nigerian writer Chimamanda Ngozi Adichie and models Leomie Anderson and Jourdan Dunn.



She was beginning to be recognized for her work with features in publications such as Vogue and collaborations with beauty and fashion houses such as Estée Lauder and Yves Saint Laurent. When the BBC and Evening Standard were looking for a voice representing excellence in the makeup industry, Boateng was the go-to name. But then came the pandemic, the lockdowns, the second wave, and a twist in the fairy tale. 



“When I realized that face-to-face contact wasn’t something we can rely on anymore, I kind of moved the brand towards education,” says Boateng, on her decision to strategize to survive. But how did she end up in the beauty business in the United Kingdom (UK)? 



“I have always wanted to be a makeup artist because my mum loved makeup and it was something I always found desirable. I wanted to be just like my mum who was a very glamorous woman. I remember she would take us to Selfridges (high-end department store) on the weekends after drama school and she would make us sit down and watch as she got her makeup done and that is where I got interested,” says Boateng. 



Those were the days before YouTube and social media makeup tutorials when the only way one could hone the craft was by rolling up the sleeves and learning on the job or from a professional on the shop floor. And that is exactly what Boateng did. 



After graduating with a business management degree from the University of Leicester in the UK, Boateng got her first job with Mac Cosmetics as a makeup artist, before branching out to become her own professional. 



“2011 and 2012 [were the years] makeup took over and it was all over social media with videos on how to recreate makeup and I just realized that there was a gap in the market in terms of doing a luxury makeup look for dark-skinned girls and I wanted to fill that void,” she says of the early years. 



But now, in order to fill the void created by the pandemic, she has had to give her business an even bigger digital persona. 



“When it first hit, the first thing I thought of was taking my work online. A lot of people still want to look good at home and we don’t have a lot of control about where we can go or where we can eat but one thing we do have control over is how we look, how we make ourselves feel, and how we make other people feel. So, it was imperative to show people how to look and feel good,” says Boateng. 



<div class="wp-block-media-text alignwide is-stacked-on-mobile" style="grid-template-columns:26% auto"><figure class="wp-block-media-text__media"><img loading="lazy" decoding="async" width="927" height="1024" src="https://www.forbesafrica.com/wp-content/uploads/2021/04/Boateng-927x1024.jpg" alt="" class="wp-image-50782 size-full" srcset="https://cms.forbesafrica.com/wp-content/uploads/2021/04/Boateng-927x1024.jpg 927w, https://cms.forbesafrica.com/wp-content/uploads/2021/04/Boateng-272x300.jpg 272w, https://cms.forbesafrica.com/wp-content/uploads/2021/04/Boateng-768x848.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2021/04/Boateng-1391x1536.jpg 1391w, https://cms.forbesafrica.com/wp-content/uploads/2021/04/Boateng.jpg 1476w" sizes="auto, (max-width: 927px) 100vw, 927px" /></figure><div class="wp-block-media-text__content">
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">We don’t have a lot of control about where we can go or where we can eat but one thing we do have control over is how we look. – Bernicia Boateng</blockquote>
</div></div>



She began with online tutorials that did so well that they were covered by the BBC. She also began creating more content establishing a more personal rapport with her 115,000-strong Instagram audience, taking them on a journey to enhancing their self-esteem. The result of these initiatives means Boateng has now found a new revenue stream to stay afloat. 



But who knows for how long until the pandemic ebbs away? With the UK experiencing harsh restrictions, startups have all either had to fold up, pivot or start all over. 



Take for example, Brimms Bottles Limited, founded by P.Y. Adjei, which had to adapt almost immediately to the new economic climate. After graduating from the University of Greenwich, Adjei worked in the banking sector for about five years before listening to his inner entrepreneurial voice. 



He began by creating content for a number of magazines before launching his own publication, which he ran for a few years. With Brexit gaining momentum, Adjei had his eureka moment during a chance encounter with a friend that led him all the way to China in search of greener pastures. 



“My time there influenced what I am doing today because I got a chance to meet a number of manufacturers and from there, I came across what I thought was a brilliant product,” says Adjei. 



That product was a stainless-steel bottle that kept a drink warm for 12 hours or cold for a whole day. 



“It looked beautiful to me and the only thing missing was the product packaging. It was mainly boring colors and that is where my creative direction kicked in. I wanted the bottles to have a better design and style and from there I started working on the idea and trying to see what I could do, design-wise, to improve it and build the product and here I am today.” 



<div class="wp-block-media-text alignwide is-stacked-on-mobile" style="grid-template-columns:38% auto"><figure class="wp-block-media-text__media"><img loading="lazy" decoding="async" width="1024" height="683" src="https://www.forbesafrica.com/wp-content/uploads/2021/04/Adjei-1024x683.jpg" alt="" class="wp-image-50781 size-full" srcset="https://cms.forbesafrica.com/wp-content/uploads/2021/04/Adjei-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2021/04/Adjei-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2021/04/Adjei-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2021/04/Adjei-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2021/04/Adjei-2048x1365.jpg 2048w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure><div class="wp-block-media-text__content">
I remember going to see my manufacturer in Germany and they were holding a conference in Frankfurt and we got there and realized that the place was completely empty and that is where I saw how serious [Covid-19] was and how it would impact business. – P.Y. Adjei We
</div></div>



But nobody could have foreseen the body blows of Covid-19.



&#8220;Brimms Bottles kicked off right at the beginning of the pandemic and I remember going to see my manufacturer in Germany and they were holding a conference in Frankfurt and we got there and realized that the place was completely empty and that is where I saw how serious this was and how it would impact business,” says Adjei. 



His problems were just about to begin. He experienced undue delays for the samples he had ordered of Brimms Bottles due to lockdowns implemented all over the world. 



“But we managed to work through that during the sample stage but finally when we got the final order in, that got delayed as well, taking about three to four months from China because of the pandemic,” says Adjei. 



Initially, the idea was to have his products at a few outlets such as cafes and were also meant for outdoor activities and travels, all of which were unduly affected by the pandemic. Now, he is leaning more towards the e-commerce aspect of the business. 



“I used my unique skills in terms of content creation and web design to make sure that my website works perfectly and to make sure I am working to get my products out there. “I am also branching into co-branding which allows a company or individual to create their bottles and co-brand along with mine so I am diversifying to give the bottles other avenues to survive,” says Adjei. 



Going digital is the only way forward for Adjei, Boateng, and many other startup entrepreneurs in the diaspora who had just begun on their journey in business, and have had to script their own rulebooks of survival. Their story is no different from their counterparts across the world. It’s one of grit, gumption and the fortitude to stay the course, no matter what.

Close-Up Of Small Shopping Boxes With Credit Card On Laptop

Survivors And Thrivers In Business

THE COVID-19 PANDEMIC HAS ALSO BROUGHT with its opportunities, and according to South Africa-based futurists Graeme Codrington and John Sanei, it’s time to embrace the change and rather see it as a chance to try and rebuild your business, even if it is on the brink of falling apart.



<ol class="wp-block-list"><li>“STOP WAITING FOR THINGS TO GO BACK TO NORMAL, IT’S NOT GOING TO”</li></ol>



Don’t press the “huge pause button” on life. Codrington, a futurist who tracks disruptions through history, states that the era of the coronavirus could be with us longer than we think.



“The disruption that Covid is causing is going to be with us, I think for at least two more years. Even in the best-case scenarios, Africa will only get a vaccine [in 2021]. And it will take a few months, maybe the whole year to produce it, distribute around the world and convince people to take it.”



He adds that even once vaccines are made available, the level of comfort people felt previously doing ‘normal’ stuff every day will change.



“People are going to be nervous to fly, to travel, nervous to go out to restaurants to eat, nervous to go into public spaces. So you know, tourism, entertainment, hospitality is going to really struggle. In any scenario, you know, even the best scenario, you’re going to be struggling.



“So what we’ve got to realize is this deep disruption going on here.”



<ol class="wp-block-list" start="2"><li>“UNDERSTAND SEAMLESSNESS AND YOU CAN BECOME VERY SUCCESSFUL”</li></ol>



Sanei, a futurist who categorizes and contextualizes the future through human instinct, believes that businesses need to find a more seamless way to give consumers what they want. It can be an average idea, but as long as it’s something that could accommodate the consumers of today, who will likely not want to leave the confines of their home, you can be successful.



“The example I will use is Domino’s Pizza,” Sanei explains.



“They may not have the most amazing pizza but they’ve understood seamlessness getting a pizza to you as quickly as possible because they have the Ten Second App.” The basis of understanding seamlessness is understanding what people want, especially during this time.



“And of course, that is going to differ depending on what industry you are in and depending on where you are, but this is where entrepreneurs can step up because the smaller your business is, the more local it is, the easier it is for you to make adjustments and shift and think ‘what can I do for my clients, my customers, what else can I do for them’?” says Codrington.



3. “REINVENT”



It has been reiterated by economists that businesses may have to close their doors and millions of people will find themselves unemployed if they haven’t already. However, futurists are certain that in situations like this, it’s best to either reinvent your business model – or reinvent yourself.



“Any advice I give to entrepreneurs is based on this principle that they must look for a gap. Ask yourself the question ‘what makes you most excited, and what can you bring to the world that’s uniquely yours, what is uniquely, and authentically me?’ And in that process, what we do is we add value to the world based on what we are here to do,” Sanei says.



“This is what every entrepreneur does and knows every single day,” Codrington adds. “If you add real value, and people see the value that you’re adding, they’ll buy from you. And so it obviously isn’t that simple for everybody. Because it’s tough. You know this is a tough economy. It’s a tough situation. But whether it’s tough or easy, that’s the right mindset. ‘What do people need, why should they buy it from me?’ If you ask those two questions and find answers, you’ll get through this.”



4. “GO BACK TO BASICS”



Codrington believes that this would be a perfect time to reeducate yourself on the basic structures of running a business. However, this can only happen after you have accepted that your business has suffered during this time but there is light at the end of the tunnel.



“Because now you basically don’t cry about what could have been any more, but you say ‘what is and what exists now’. That’s what I think distinguishes entrepreneurs from corporate people anyway. Because entrepreneurs get up every morning saying, ‘I’ve got to make something happen today’,” Codrington says. It always comes back to what the consumer needs, and that is the main focus that gives the entrepreneur drive, Codrington says. 



He further adds that during this crisis, adapting your business model to suit the time is what could preserve your business in the long haul. A practical example is how some hotels around the world have turned their businesses into ‘work from home’ offices.



“So they are saying, ‘you can’t go into the office, but you don’t want to be stuck at home, so why don’t you rent a room in our hotel, we’ll give you free bottomless coffee, we’ll give you room service’. You’re comfortable with the hotel. There’s no bed, you’re not sleeping at the hotel. You arrive in the morning. You go into a room, it’ll be your room only,” says Codrington.



5.“LEAVE THE OLD WORLD AND EMBRACE CHANGE”



Business models, such as supply and demand models, are not needed anymore. Having to expect people to walk into a shop and buy something is an old model that needs to be eradicated. Sanei further adds that because the world has “this thing called the internet”, passion for your business is all that is necessary.



“If your business is taking strain, and your business is dying, and you are nervous about it, it means that you haven’t understood a digital-first world. Which means that you haven’t understood that the world we’re going into has new rules attached. You need to understand that if your business is dying, the reason is because it’s not really for this world,” Sanai says.



As daunting as this time may be, endless opportunities await entrepreneurs. What guarantees your success during this time will be your behavior.



“And so the entrepreneurs of the future are the ones that understand that they are the machine, they are the business, and that they are the ones who are going to be making things happen. Not the ones relying on a sector, or a subject or a technology, because you have no idea and cannot guarantee and hedge your bets on anything that’s coming in the future,” Sanei says.

Asian entrepreneur closing business due to Covid-19 outbreak

How The Covid Carnage Can Help Create The Entrepreneurs Of The Future

2020. Unexpected. Unprecedented. The year a virus tore through the core of our being and assailed our health systems and the wellbeing of our economies. Its effects ricocheted through every street, every alley of South Africa. FORBES AFRICA trained its lens on the new reality the year is leaving behind.



Photographs and Words by Motlabana Monnakgotla &amp; Chanel Retief 



<h2 class="has-text-align-center wp-block-heading" id="h-the-last-mile">The Last Mile</h2>



<div class="wp-block-image is-style-default"><figure class="aligncenter size-large"><img loading="lazy" decoding="async" width="1024" height="591" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/The-Last-Mile-1024x591.jpg" alt="" class="wp-image-49381" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/The-Last-Mile-1024x591.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/The-Last-Mile-300x173.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/The-Last-Mile-768x443.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/The-Last-Mile-1536x886.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/The-Last-Mile-2048x1182.jpg 2048w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/The-Last-Mile-600x346.jpg 600w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>



When Kagiso Ramphela (above) started Ramphela Funerals, a funeral parlor, just before Covid-19 struck South Africa, he never anticipated what was in store. Deemed essential services during the pandemic, his business, in a bizarre twist of fate, picked up.



“I don’t want to say business is booming, because it sounds like I am saying for business to boom, people must die. But what I will say is I think things have been fair to us,” Ramphela says, scratching his head, when we meet him at his office in Soweto, Johannesburg.



In this business, he always expects the unexpected, and this could mean calls in the middle of the night, from harried relatives requesting caskets for their loved ones. Ramphela needs to also ensure his staff is protected and safe from the virus at all times, whilst providing support to grieving families.



<h2 class="has-text-align-center wp-block-heading" id="h-coping-with-loss">Coping With Loss</h2>



<div class="wp-block-image is-style-default"><figure class="aligncenter size-large"><img loading="lazy" decoding="async" width="1024" height="732" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/Coping-With-Loss-1024x732.jpg" alt="" class="wp-image-49377" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/Coping-With-Loss-1024x732.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Coping-With-Loss-300x215.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Coping-With-Loss-768x549.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Coping-With-Loss-1536x1099.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Coping-With-Loss-2048x1465.jpg 2048w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Coping-With-Loss-600x429.jpg 600w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>



“There’s no closure,” says Charlie Mpogeng (above) standing by his brother&#8217;s grave at Westpark Cemetery in Emmarentia, west of Johannesburg. On the morning of July 17, he lost his 37-year-old brother, Herman Motlhabane, to Covid-19. “Everyone loved and respected him,” remembers Mpogeng.



“We were dressed in PPE gear to go see his body at the funeral home. We had to come out, take off the PPE, and get sanitized. And then immediately I had to get on to a call with the undertaker. There was no time to sit down and be like, ‘oh, snap I just lost my brother’.”



At the funeral, those in attendance had to observe social distancing and the ceremony only lasted a little over an hour. This is a familiar story for most who have lost a loved one to the pandemic this year. As of mid-November, South Africa recorded over 20,000 Covid- related deaths.



<h2 class="has-text-align-center wp-block-heading" id="h-a-brake-on-business">A Brake On Business</h2>



<div class="wp-block-image is-style-default"><figure class="aligncenter size-large"><img loading="lazy" decoding="async" width="1024" height="649" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/A-Brake-On-business-1024x649.png" alt="" class="wp-image-49376" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/A-Brake-On-business-1024x649.png 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/A-Brake-On-business-300x190.png 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/A-Brake-On-business-768x487.png 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/A-Brake-On-business-1536x973.png 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/A-Brake-On-business-2048x1298.png 2048w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/A-Brake-On-business-600x380.png 600w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>



With most of the country reverting to a new Work-From- Home reality in the wake of Covid-19, South Africa’s taxi industry took a hard knock. In June, taxi associations across Johannesburg announced that they would be increasing their fares from a minimum of R11 to R30 ($1) a trip, also lamenting the lack of adequate government relief. 



New regulations stipulate that public vehicles are only allowed to carry 70% of their maximum capacity and to mandatorily practice social distancing, mask-wearing, and hand sanitizing. 



Public taxis are a popular mode of transport for daily wage earners and office commuters, especially in South Africa’s sprawling townships. Another business that braked to a screeching stop? The neighborhood car-wash facility.



<h2 class="has-text-align-center wp-block-heading" id="h-unemployment-woes">Unemployment Woes</h2>



<div class="wp-block-image is-style-default"><figure class="aligncenter size-large"><img loading="lazy" decoding="async" width="1024" height="683" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/Unemployment-Woes-1024x683.jpg" alt="" class="wp-image-49382" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/Unemployment-Woes-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Unemployment-Woes-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Unemployment-Woes-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Unemployment-Woes-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Unemployment-Woes-2048x1365.jpg 2048w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Unemployment-Woes-600x400.jpg 600w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>



According to the National Income Dynamics Study-Coronavirus Rapid Mobile Survey, approximately three million South Africans have lost their jobs due to covid-19. Disgruntled unions came together in a nationwide protest (as in this image taken in the central business district of Johannesburg) on October 7 against unemployment, wage disputes, and job losses. Some demands were related to Covid-19 corruption, the failing economy, and the fact that due to a setback in the government’s wage agreement, workers may not receive salary increases in the next financial year. 



<h2 class="has-text-align-center wp-block-heading" id="h-off-track">Off-Track</h2>



<div class="wp-block-image is-style-default"><figure class="aligncenter size-large"><img loading="lazy" decoding="async" width="1024" height="683" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/Off-Track-1024x683.jpg" alt="" class="wp-image-49378" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/Off-Track-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Off-Track-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Off-Track-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Off-Track-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Off-Track-2048x1365.jpg 2048w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Off-Track-600x400.jpg 600w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>



The pandemic also derailed the rail industry, with a reported surge in cable theft at railway stations. Reuters reported that during the lockdown – implemented in various stages in South Africa since march – organized, sometimes armed, criminal gangs stole valuable copper from the railway lines. As part of his economic recovery plan, President Cyril Ramaphosa has proposed the privatization of some of South Africa’s key train routes in a bid to improve transport access to millions of South Africans.



<h2 class="has-text-align-center wp-block-heading" id="h-butt-seriously">Butt Seriously </h2>



<div class="wp-block-image is-style-default"><figure class="aligncenter size-large"><img loading="lazy" decoding="async" width="1024" height="683" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/Butt-Seriously-1024x683.jpg" alt="" class="wp-image-49374" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/Butt-Seriously-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Butt-Seriously-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Butt-Seriously-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Butt-Seriously-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Butt-Seriously-2048x1365.jpg 2048w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Butt-Seriously-600x400.jpg 600w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>



One of the most controversial lockdown regulations in South Africa was the banning of the sale of cigarettes. This forced many to either resort to more expensive, often ‘illegal ways’ to source their smoking stock, or quit altogether.



The Research Unit on the Economics of Excisable Products, based at the University of Cape Town, and the South African Medical Research Council&#8217;s Dr Catherine Egbe, found that nearly a million people quit smoking during the lockdown.



On the other hand, British American Tobacco South Africa (BATSA) released a media statement in July saying that research shows 11 million smokers in South Africa are still able to purchase cigarettes from illicit suppliers. “These illicit suppliers are not suddenly going to become compliant and start obeying the law and paying taxes when the ban is eventually lifted. They evaded taxes before the lockdown, they’ve made billions tax-free during the ban and they will evade taxes after the ban,” said BATSA’s Head of External Affairs Johnny Moloto in July.



<h2 class="has-text-align-center wp-block-heading" id="h-something-to-wine-about">Something to Wine About</h2>



<div class="wp-block-image is-style-default"><figure class="aligncenter size-large"><img loading="lazy" decoding="async" width="1024" height="683" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/Something-To-Wine-About-1024x683.png" alt="" class="wp-image-49380" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/Something-To-Wine-About-1024x683.png 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Something-To-Wine-About-300x200.png 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Something-To-Wine-About-768x512.png 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Something-To-Wine-About-1536x1024.png 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Something-To-Wine-About-2048x1365.png 2048w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Something-To-Wine-About-600x400.png 600w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>



Another point of contention was the back and forth regarding the ban on alcohol during the lockdown. This impasse specifically had a negative impact on the country’s bars and restaurant businesses.



The Restaurant Association of South Africa (RASA) CEO Wendy Alberts says the hard lockdown put a strain on several restaurants that have had to permanently close their doors.



RASA ran a survey in which 23,000 restaurants across South Africa participated (during alert level two of the lockdown). Of that, 30% stated they have shut down while 50% said they do not know if they will be able to reopen due to massive overheads and debt.



“I am very heartsore for those restaurants that have lost their businesses and staff that have lost their jobs. So although this appears to be a win, there is no win in this space because people have lost, and people have been hurt,” says Alberts.



With lockdown restrictions now eased, the restaurants and bars are slowly returning to life. In this image, taken at SOD in Soweto, the South African summer seems to have revived conviviality in outdoor spaces.



<h2 class="has-text-align-center wp-block-heading" id="h-art-of-the-matter">Art Of The Matter </h2>



<div class="wp-block-image is-style-default"><figure class="aligncenter size-large"><img loading="lazy" decoding="async" width="1024" height="618" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/Art-Of-The-Matter-1024x618.jpg" alt="" class="wp-image-49375" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/Art-Of-The-Matter-1024x618.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Art-Of-The-Matter-300x181.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Art-Of-The-Matter-768x463.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Art-Of-The-Matter-1536x927.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Art-Of-The-Matter-2048x1236.jpg 2048w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Art-Of-The-Matter-400x240.jpg 400w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/Art-Of-The-Matter-600x362.jpg 600w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>



A child rides past a mural painted in August by South African artist Graham Mckuur, known as ‘Dimms’, on Kremetart Street in Eldorado Park Ext 3. The work is in tribute to Nathaniel Julius, a 16-year- old allegedly shot and killed by police in Johannesburg&#8217;s Eldorado Park. 



The teenager had Down Syndrome, which sent shockwaves on social media. According to BBC Africa, the family said Julius was shot for not answering police officers’ questions. News reports say that three officers have been arrested on charges of murder.



<h2 class="has-text-align-center wp-block-heading" id="h-room-for-change">Room For Change</h2>



<div class="wp-block-image is-style-default"><figure class="aligncenter size-large"><img loading="lazy" decoding="async" width="1024" height="683" src="https://www.forbesafrica.com/wp-content/uploads/2020/12/room-for-change-1024x683.jpg" alt="" class="wp-image-49379" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/12/room-for-change-1024x683.jpg 1024w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/room-for-change-300x200.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/room-for-change-768x512.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/room-for-change-1536x1024.jpg 1536w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/room-for-change-2048x1365.jpg 2048w, https://cms.forbesafrica.com/wp-content/uploads/2020/12/room-for-change-600x400.jpg 600w" sizes="auto, (max-width: 1024px) 100vw, 1024px" /></figure></div>



2020 definitely changed the way we work. the hard lockdown in level one of the pandemic saw emptying office spaces, until around alert level three when most companies gradually had staff trickling in to work. But with Covid-19 still a sore reality, most office-goers have slipped into the work-from-home mode for longer, or indefinitely. 



This has also amplified digitalization and the need for companies to quickly streamline technology to enable better workflow processes. The International Labour organization has also been reporting on the rise of the flexible workforce’. The final word on the future workplace is still being scripted.

00 Opening

The Year That Changed Everything

As small businesses struggle to survive the economic havoc caused by Covid-19, new research shows that small business owners are optimistic about the future. Some 75% of small business owners agree that if a crisis like the coronavirus pandemic were to happen again, they’d be better prepared to handle it, according to a&nbsp;<a href="https://shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Documents/SHRM%20CV19%20SBO%202%20Research%20Presentation%20v3.pdf" target="_blank" rel="noreferrer noopener">survey</a>&nbsp;by the Society for Human Resource Management.&nbsp;



Additionally, 52% of small businesses surveyed expect to recover to pre-Covid profitability in six months or less. This optimism is encouraging to Liz Supinski, SHRM’S director of research products, who says that Covid-19 has been a “big driver of innovation.” Many small businesses, spurred by the limitations imposed by the coronavirus, have invented new products, while one in three of those surveyed say they’ve found new ways to deliver services. “For the whole world of work, this has been a large, uncontrolled experiment in changing what work looks like,” Supinski says. “It’s opened the door to a lot of ideas that have been dismissed because change is hard. And if things are good enough, then why would you change?”&nbsp;



According to SHRM, 43% of small business owners have pivoted their business models. One of those entrepreneurs is Denise Woodard, the founder of <a rel="noreferrer noopener" href="https://partakefoods.com/" target="_blank">Partake Foods</a>, an allergy-friendly, gluten-free, vegan cookie company. Since much of her New Jersey-based company’s marketing involved live demos and local events, Woodard has had to come up with new ways of promoting her brand digitally, includingpartnering with minority- and women-owned brands on a “Spot Us at Target” campaign and teaming up with The Blackbird Collective on Instagram Live and Facebook Live events. 



This sort of flexibility is something that Supinski expects to see from businesses of all sizes during this period of business recovery. Three fourths of small businesses are planning to change their policies in response to employees’ childcare needs, with 43% implementing or considering flexible hours or compressed schedules, and 31% offering full-time remote work. “Small businesses are in a unique position because often they’re able to be more flexible with workers than larger businesses. They don’t have the same kind of issues,” Supinski says. However, she adds that small businesses run on small margins, which makes it harder for many to offer this kind of help to employees.&nbsp;



Not only has the coronavirus pandemic spurred innovation, but it’s also led to an uptick in reskilling and upskilling. SHRM found that 22% of small businesses have asked employees to learn new skills to support changes in their business. “There’s certainly a lot of opportunity here for businesses and workers to explore different ways of doing business and having a career and new ways that those two things can come together and change the way the world of work works,” Supinski says. “Opportunity out of adversity.” 



None of this is to say that small business owners aren’t without worries—53% report feeling somewhat or very concerned about the increased risk of lawsuits and liability while reopening amid Covid-19, as the cost of defending one can be burdensome. Despite these concerns, the way in which small businesses have been able to successfully pivot has made them optimistic about the future, and the support they’ve received from their local communities has only helped. “We’re seeing a lot of people put their money where their mouth is and really work hard to support local businesses during this time,” Supinski says. “You would hope that people would continue to appreciate those local businesses going forward.”&nbsp;



Woodard has witnessed this increase in support from the community around her. The company first saw an uptick in sales in March, when consumers were stockpiling groceries due to the pandemic. One of few Black-owned nationally scaled businesses in the country, Partake Foods, saw another increase in sales in May, following the death of George Floyd. “Our business has really received a large outpouring of support from people wanting to support small-owned business, women-owned business, Black-owned business,” Woodard says. “I’m hopeful for the future of small business in America.”



&#8211;<a href="https://www.forbes.com/sites/samanthatodd/">Samantha Todd</a>, Forbes Staff, <a href="https://www.forbes.com/leadership-strategy">Leadership Strategy</a>

gettyimages-1197189901-170667a

Small Businesses Are Optimistic About The Future, Even As They Continue Navigating Covid-19

IMG_6914 copy copy

Covid-19: Beyond The Lockdown: What Big Business Is Doing Now

For continental traders like Robert Mensah and Nomkhosi Shongwe who sell organic soaps made of cocoa, the border bans induced by the pandemic have meant undelivered products and a backlog of work.



Ghana, the beautiful country in West Africa, famous for its cocoa, is one of the world’s largest exporters of the natural product. The humble bean is also used to make organic black soap, favored by many for its dermatological benefits.



But the current Covid 19-induced lockdown in the country has meant that Accra-based traders like Robert Mensah are not seeing any monetary returns for their esoteric organic cocoa products.



The brand he founded, named Akwaaba, produces and supplies ‘raw African black soap’, organic cocoa butter and even shea butter (another West African specialty) to overseas markets.



Mensah’s entrepreneurial journey had initially even included a stint in South Africa, when he sold djembe drums in the quaint old suburb of Yeoville in Johannesburg, but then, decided to return home to Ghana for good and start selling the soap.



“I left South Africa about three years ago to set up this organic black soap business to sell locally and internationally. The business has been operating for over two years, employing three people; two of assist with packaging and the remaining one is a dispatch driver,” he says.



<figure class="wp-block-image size-large"><img loading="lazy" decoding="async" width="768" height="1024" src="https://www.forbesafrica.com/wp-content/uploads/2020/04/Robert-Mensah-768x1024.jpg" alt="" class="wp-image-44381" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/04/Robert-Mensah-768x1024.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2020/04/Robert-Mensah-300x400.jpg 300w, https://cms.forbesafrica.com/wp-content/uploads/2020/04/Robert-Mensah-600x800.jpg 600w, https://cms.forbesafrica.com/wp-content/uploads/2020/04/Robert-Mensah-225x300.jpg 225w, https://cms.forbesafrica.com/wp-content/uploads/2020/04/Robert-Mensah.jpg 810w" sizes="auto, (max-width: 768px) 100vw, 768px" /><figcaption>Robert Mensah</figcaption></figure>



Like most other countries in Africa, Ghana too has travel restrictions, so this means Mensah cannot make deliveries to other towns.



“International trading is one of our biggest challenges as all borders and airports are closed.”



Mensah had orders that were meant for overseas deliveries but at the moment, his goods are stuck, although production is ongoing.



“It’s very tough, that is how the world has come to be, for now,” he says.



All he can do, for now, is mentally travel back and forth in time.



In 2018, when his business was still new, he recalls receiving an order online from Nomkhosi Shongwe, a South African curious about his organic skin products.



Shongwe, an advertising professional in Johannesburg, who is now Mensah’s business associate, had been researching organic products when she stumbled upon the black soaps.



“I just saw the benefits of African soap and shea butter online and searched for an African supplier and Mensah’s name popped up. I ordered the soaps to try them out and possibly sell. People liked it and I promoted the business on social media and I now sell it nationally.”



From Ghana to South Africa, her woes are the same as Mensah’s.



She says business has also been slow since the lockdown effected in South Africa from March 27. She is unable to collect the supply delivered prior to the lockdown because of travel restrictions. &nbsp;



“The product is in high demand globally and locally; customers locally have even made deposits in case they run out of money post the lockdown.”



Luckily, Shongwe has another source of income so is not solely reliant on the sales of the organic products.



But the business is dependent on social media promotions, as she regularly posts and educates people about the organic products.



“I am comfortable knowing that the information about the product is out there and whoever searches for skin solutions might come across my page and all the information is there. So the business manages itself while I am still busy with my nine-to-five [other job],” she offers.

Nomkhosi Shongwe

The Dark Patch In The Black Soap Business

A salon owner in the township of Soweto in South Africa laments how she has no option but to dip into her savings and await the relief fund promised by the government after the lockdown.



At a time when self-preservation has become far more important than keeping up with the Joneses, retail establishments offering grooming and hair treatment services have taken the cut, not listed as ‘essential services’ in the 35-day lockdown period in South Africa.



Le Salon is one such, founded by Thembeka Nkosi in South Africa’s sprawling township of Soweto in 2014 after she won a national hair competition, and received R10,000 ($536) in cash and a year’s supply of hair products and equipment, and she started working with major hair brands.



Nkosi was able to grow her business, but the coronavirus pandemic has now derailed all the progress she made.



“The business has been operating for six years and I employ three people paid weekly based on commissions. Now it is very difficult for the employees and myself because if there is no work, there is no income,” laments Nkosi, who is now dipping into her savings to sustain herself.



She urges people to abide by the rules of the lockdown to help flatten the curve, so life can return to normal and people like her can go back to business.



“I had applied for the relief fund promised by the government for small businesses, but the problem is that the money is needed now. We are not open now and not having an income now, but we’ll wait for that money which will help when we reopen, however, the problem is now!”



Before the lockdown, Nkosi had a couple of orders for wigs and is currently working on them.



“Luckily, I had enough stock [hair to make wigs], but even though I can’t deliver them, hopefully, after the lockdown, people will be able to get their hair. I will also lower prices when we reopen and work long hours to generate the money lost.”



Hopefully, she will be able to make up for lost time.

Thembeka Nkosi

Wigs, Weaves And Woes: Beauty Not Priority In Crisis

Sheryl Sandberg has the weight of the world on her shoulders. The chief operating officer of Facebook isn’t just responsible for helping to lead one of the world’s most polarizing companies through a global pandemic, but for the 2.26 billion people who visit its platforms every day. With about one third of the global population at her fingertips, the World Health Organization is counting on the social media giant to help in the fight against COVID-19.



“This crisis is unprecedented,” says Sandberg. “I take my responsibility really seriously.” Just last week, Facebook&nbsp;<a href="https://about.fb.com/news/2020/04/coronavirus/#coronavirus-info-center" target="_blank" rel="noreferrer noopener">launched</a>&nbsp;its coronavirus information center, a module at the top of users’ news feeds with real-time updates from the WHO, and on April 9, the organizations partnered on WhatsApp health alerts that will answer frequently asked questions about coronavirus.&nbsp;&nbsp;



Facebook’s recent failures to protect users from data breaches and misinformation are not lost on the tech executive. These missteps, she says, have prepared the company for this very situation. “We have been working towards not just regaining trust but doing the right thing all the way through,” Sandberg says. “We now know what misinformation is and how to find it. We know how to take it down—and we also know we need to rely on other people [like the WHO and CDC], because we can’t get this right ourselves.”



Sandberg also believes that the strength she’s gained through her personal hardships, namely, the death of her husband Dave Goldberg five years ago, have better equipped her to lead through this crisis. “The biggest challenge I ever faced, which dwarfs anything else I ever went through, was losing my husband and losing him very suddenly,” she says. “And that is a totally different thing than what is going on with coronavirus. But there are some similarities in anything that happens suddenly and is a negative event. The work I did for my book,&nbsp;<a href="https://optionb.org/book" target="_blank" rel="noreferrer noopener">Option B</a>, was all about figuring out what we do in these negative events and how we grow from them,” she explains.&nbsp;



Sandberg says that she, like many Americans, has been inspired by New York Governor Andrew Cuomo, who in a recent daily briefing, mentioned finding joy in the face of hardship. “Everyone has heard about post traumatic stress disorder,” she says. “But more people actually experience post traumatic growth than PTSD, even though no one has heard of it,” Sandberg adds. The thinking is that traumatic events help us learn and grow. “The surprising conclusion in this is that we can actually improve our lives through the things that are hardest,” says Sandberg. “I learned so much from Dave dying. But my life is very different, and in many ways, there’s really big things I learned, like to find the good and find the community and that through real hardship, you develop strength. If I could give all that learning back to have Dave back, I would—very much, but I can’t.” She adds that even in the darkest of times there are lessons to be learned. “Even in the face of losing my husband, can you find moments of joy? Absolutely. You can and you should. And that is the way we recover and learn from these types of events.”



So far, those lessons seem to have served her well. Facebook, which relies heavily on small businesses for advertising revenue, was among the first of the major tech companies to provide aid. “We talk to small businesses all the time and what they told us they needed [most] was just financial help,” Sandberg says. On March 17, the company&nbsp;<a href="https://www.forbes.com/sites/maneetahuja/2020/03/17/facebook-announces-100-million-grant-for-small-businesses-being-impacted-by-coronavirus/#1d8b21524d4c">announced</a>&nbsp;$100 million in grants for small businesses. As of Saturday April 11, the company had already received over half a million emails of interest in the program. Of the $100 million, $40 million will be allocated to 10,000 small businesses in the U.S. across 34 cities, with 50% being reserved for women, minority and veteran-owned businesses.&nbsp;The other $60 million will be distributed to small business owners throughout the world.



“Everyone is concerned about the effects of coronavirus, but women and women of color are much more disproportionately affected,” Sandberg says, citing new&nbsp;<a href="https://leanin.org/article/the-coronavirus-is-a-financial-crisis-for-women" target="_blank" rel="noreferrer noopener">research</a>&nbsp;by her Lean In initiative, which finds employed women are nearly twice as likely as their male counterparts to not be able to pay for necessities for more than a month if they lost their personal income. “It’s like everything else, women are the backbone of our families and communities and women get hit hardest.”



The company is also working with the U.S. Small Business Administration to send notifications encouraging an estimated 30 million small business owners around the nation to apply for relief loans. While one third of U.S. small businesses don’t have a website, most have Facebook pages, putting the platform in a unique position to get the word out.&nbsp;



“Small business&nbsp;is&nbsp;our business,” Sandberg says. “We have 140 million small businesses around the world that use our products every single day and our goal is to help them get through this.”&nbsp;To that end, the tech behemoth has rolled out various tools to support small businesses during this unique time, including&nbsp;<a href="https://www.facebook.com/business" target="_blank" rel="noreferrer noopener">digital gift cards</a>,&nbsp;<a href="https://www.facebook.com/fundraisers" target="_blank" rel="noreferrer noopener">fundraisers</a>&nbsp;and easier ways for businesses to communicate service changes to their customers.&nbsp;



<figure class="wp-block-image"><img decoding="async" src="https://specials-images.forbesimg.com/imageserve/5e95b21301879f0006d28805/960x0.jpg?fit=scale" alt="Sheryl Sandberg meets with small business owners in London earlier this year. "/><figcaption>Sheryl Sandberg meets with small business owners in London earlier this year.&nbsp;FACEBOOK</figcaption></figure>



According to a recent <a rel="noreferrer noopener" href="https://www.goldmansachs.com/citizenship/10000-small-businesses/US/no-time-to-waste/" target="_blank">survey</a> by Goldman Sachs, 96% of small business owners report having been impacted by COVID-19, while more than half say they will not be able to operate their business beyond three months. Sandberg believes social media can help. “We’re seeing amazing things happen because businesses can’t do business the way they normally do,” Sandberg says. “So on the one hand, some businesses need to shut but on the other hand, some businesses can pivot.” 



<a href="https://www.facebook.com/Leanne.MagicArtsStudio/" target="_blank" rel="noreferrer noopener">Magic Arts Studio</a>, for example, a Morrisville, Pennsylvania, arts and crafts business, has embraced online learning, with its teachers offering free classes via Facebook Live. Sandberg’s favorite example is Bristol, England-based&nbsp;<a href="http://www.thismumruns.co.uk/" target="_blank" rel="noreferrer noopener">This Mum Runs</a>, an e-commerce business that started as a Facebook group for running enthusiasts that has recruited more than 250 volunteers to make grocery and pharmacy deliveries for those in need.&nbsp;“This Mum Runs is an organization that has community and purpose baked into its DNA,&#8221; says Mel Bound, founder and CEO of This Mum Runs. &#8220;These are the things that have enabled us to respond quickly and in a meaningful way to the crisis affecting us all—to support those most in need whilst keeping our community safe and active.&#8221; As small businesses around the world face an uncertain path forward, businesses like these may serve as inspiration for others to find innovative ways to operate in this new normal.&nbsp;“This is people rejuvenating their own businesses, shifting their businesses online and reaching people in a different way,” Sandberg says. “And so I do think there’s very much a new Main Street happening right now.”



Small businesses are not the only ones Facebook is trying to actively support. Last month, Facebook launched its Business Resource Hub, featuring resources and recommendations to help all businesses stay connected and on track, as well as direct access to credible information about COVID-19 to help them stay informed. This past week, the company launched a series of “vertical playbooks”, or resiliency guides for businesses like&nbsp;<a href="https://www.facebook.com/business/boost/resource/restaurants?lead_source=business-resource-hub" target="_blank" rel="noreferrer noopener">restaurants and cafes</a>,&nbsp;<a href="https://www.facebook.com/business/boost/resource/retail?lead_source=business-resource-hub" target="_blank" rel="noreferrer noopener">retail</a>,&nbsp;<a href="https://www.facebook.com/business/boost/resource/salonandspa?lead_source=business-resource-hub" target="_blank" rel="noreferrer noopener">salons and spas</a>,&nbsp;<a href="https://www.facebook.com/business/boost/resource/fitness?lead_source=business-resource-hub" target="_blank" rel="noreferrer noopener">fitness and recreation centers</a>,&nbsp;<a href="https://www.facebook.com/business/boost/resource/partners?lead_source=business-resource-hub" target="_blank" rel="noreferrer noopener">partners and agencies</a>&nbsp;and even&nbsp;<a href="https://www.facebook.com/facebookmedia/solutions/coronavirus-resources" target="_blank" rel="noreferrer noopener">media and publishers</a>.&nbsp;



Whether or not Facebook’s efforts will make a difference for small businesses, only time will tell. The same can be said for the company’s attempts to earn back people’s trust. “I’m not saying people have always understood this but we’ve actually been trying to do the right thing all along,” explains Sandberg. “When the mistakes happened, we certainly didn’t do them on purpose and we looked to fix them as quickly as possible. And I think we did act responsibly, all the way through. Now it may be that people are able to see things differently because the world has shifted so dramatically. But our approach is to always do the right thing and to make sure we address the problems and look to prevent the next one,” Sandberg says. “And that’s the same approach we’ve had all along.”



&#8211;<a href="https://www.forbes.com/sites/maneetahuja/">Maneet Ahuja</a>, Forbes Staff.

960×0

Exclusive: Sheryl Sandberg On Leading Through Crisis And Facebook’s Efforts To Save American Businesses

Tshepo Phiri has had to shut down his branding and printing business but is turning to online marketing to pay his bills during the lockdown.  



Riding motorbikes as a hobby and having a passion for visuals led to Tshepo Phiri from Mabopane, a township in the north of Pretoria in South Africa, to found Prodigy Studios in 2016, a video and photography business that soon expanded to branding, printing and social media marketing for mostly the motorsports industry. &nbsp;



During the three-week lockdown imposed by South Africa’s president Cyril Ramaphosa, Phiri’s small business has also been affected – he has closed shop and hopes good times will roll again. &nbsp;&nbsp;



“The lockdown hasn’t been good to us; we feel the effect of the virus. Suppliers have increased prices and we on the other hand couldn’t suddenly increase ours, because of the current orders we had already been busy with. We just had to take the fall for it.”



Young Phiri, nonetheless, understands the need for the lockdown, but says that with the whole world panicking and stock markets crashing, who will pay attention to small entrepreneurs like him?



“I can say I am fortunate enough to have the likes of MFE Motors and Ducati South Africa as my clients. I am busy with a large order I had received prior to the shutdown which I’m currently finishing, but again, the lockdown might come as a hindrance to delivering and that may obviously have its effects on getting paid on time,” he rues.



But it’s not a losing battle yet for Phiri; he runs social media pages for clients on month-to-month contractual agreements and is using that income to help him survive this period.



The motorbikes are parked away and silent, and so too the engines of the economy.

Tshepo Phiri

‘We Feel The Effect Of The Virus’: This Entrepreneur is Turning To Online After Business Shutdown

Some of these fads were slowly building in the previous decade, others are still nascent, but need your full attention to prepare your business for the times ahead.



1. AI and machine learning



Key takeaway: Automate repetitive tasks, but be wary of automating inefficiencies and biases.



You’re surrounded by artificial intelligence (AI) and machine learning: from the recommendations Netflix makes based on your viewing history to those pesky adverts that track you around the internet. As Bronwyn Williams, a trend analyst at Flux Trends in South Africa, explains, “Most of what you think is AI is actually machine learning.” Williams emphasizes that fears about AI “stealing jobs” are overrated, and most businesses will see the arduous, repetitive tasks given to machines, freeing up humans for analysis and critical thinking. She warns businesses to remember it’s the human interaction that differentiates one offering from another. “Don&#8217;t automate away your value. Look under the hood and make sure you understand why you are automating something – and be careful not to automate inefficiencies.” Looking at automated HR processes, companies have discovered that even unconscious human biases are learned by machines (for example, CVs belonging to certain genders and races are discredited. Machines are not born neutral – especially if they’re learning from humans.) Embrace machine learning, but do so with a pinch of salt.



2. Driverless cars and the supply chain



Key takeaway: Autonomous cars are still about 15 years away, but it’s best to prepare your fleet and supply chain choice now.



The automotive industry is going through some major changes: electric cars, the growth of services like Uber and Lift, and lastly, the development of autonomous vehicles. Though the first two will impact everyday consumer experiences, it’s self-driving cars that will massively alter businesses and their supply chains across Africa in the next decade. “As convenience and efficiency are the cornerstones of the fleet industry, there is no doubt self-driving vehicles will start making a play for their share of the fleet industry sooner rather than later,” explains Sudesh Pillay on fleet management company EQSTRA’s online platform. The supply chain will no longer be affected by driver fatigue and human error. Driverless cars will also dramatically impact accident rates (lowering them by 90%, according to some estimates) and supply chain efficiency. As Innovation Group’s Future Now report indicates, autonomous cars face some serious challenges across Africa before they can become a practical alternative to human drivers. “There is a vision, in the not-too-distant future, in which self-driving cars hold a lot of promise…. Others are more skeptical about the practical feasibility, especially in Africa where the infrastructural limitations (roads, electricity etc.) hold back the vision, at least in the foreseeable future. Our research indicates that self-driving cars may only become a reality in South Africa in [15] or more years and that this may spur innovative advances in infrastructure, energy services and ultimately the look and feel of roads and cities.”



3. Climate crises and



natural disasters



Key takeaway: Hire a Chief Sustainability Officer to



start building climate resilience into your business.



“Now is the time to start thinking seriously about resilience,” says Hugh Tyrrell, Director at Green Edge, a corporate mentoring initiative in Cape Town that helps businesses develop sustainably. “The big brands have Chief Sustainability Officers (CSO). This role is in the C-suite and is forward-thinking,” Tyrell explains. CSOs look at how businesses can start developing their own power, lower their eco-footprint and manage their resources better. Looking to the big corporate trendsetters, there are some major shifts in corporate strategy focusing on a sustainable business model instead of growth at all costs. Unilever, for example, is holding their suppliers to the same eco-friendly standards that they themselves are working at, says Tyrrell. Natural disasters associated with the climate crisis are already affecting African businesses too. Explains Tyrrell, “In agriculture, which is a big sector in Africa, we are seeing the effect of droughts or floods. Others have to work more closely with their suppliers to ensure supplies come in good condition and on time.” Mining is another industry heavily impacted by the climate crisis – and the push by consumers for more environmental-friendly solutions.&nbsp;



4. The age of cyberattacks and data breaches



Key takeaway: Make sure your IT department includes



skilled data protection specialists.



As businesses innovate and rely less on physical hardware like servers, and start instead relying on the cloud, they can expect to see a massive uptick in cyberattacks and subsequent data breaches. This trend increased exponentially in 2019 (even the City of Johannesburg in South Africa was held by ransomware) and is set to explode in the coming decade. Added to this, businesses are collecting more data than ever before, particularly for marketing purposes and to tailor their product offerings. Because of this, businesses should prepare themselves for the onslaught by firstly, taking their online security very seriously, secondly, training their staff (employees are the weakest link in any security chain) and thirdly, putting more budget behind appropriate security measures. “The demand for narrow cybersecurity expertise is driven by a constantly changing threat landscape, as well as evolving technologies, such as cloud or IoT. As a result, we see the bigger demand in, for example, threat intelligence analysts and dedicated threat intelligence services, and experts for cloud platform protection. The call for data protection specialists is seen in both technical and regulatory and compliance aspects,” says Alexander Moiseev, Chief Business Officer at online security software Kaspersky.



5. The remote workforce



Key takeaway: Flexi-hours and working remotely are practical ways to combat challenges like loadshedding and traffic.



With intermittent power supply (particularly in South Africa), increasing traffic and less reliance on physical IT infrastructure like servers, the remote and flexible workforce is becoming a norm. Says Moiseev, “The working model is already being changed, with 40% of small and medium companies regularly allowing their employees to work at locations outside the office — from home or while traveling.” In addition, health scares like the coronavirus are amplifying these trends. “Apps that enable remote working are having a moment,” explains Williams. “You now get filters to add makeup to video conferences so you don’t have to dress up when you’re working from home.” Many employees expect the flexibility of remote working when job hunting, and businesses reap the benefits of agility.  



-Samantha Steele

Computing and malware concept

The Five Trends To Future-Proof Your Business

The historic Vilakazi Street in South Africa is now eerily quiet. With the lockdown, small entrepreneurs here like Sifiso Moyo are pondering new ways to resuscitate life into the precinct.



Sifiso Moyo is the co-founder of The Box Shop in one of South Africa’s most historic tourist hubs.



The lifestyle and retail outlet he founded with his business partner, Bernard Msimango, is on Vilakazi Street, known for being the only street that has famously housed two Nobel Peace Prize winners, Nelson Mandela and Archbishop Desmond Tutu, in South Africa’s township of Soweto in Johannesburg.



Even before South Africa’s president Cyril Ramaphosa announced the national lockdown from March 27, Moyo says he had been seeing dwindling visitors to the street and The Box Shop.



South Africa had confirmed its first Covid-19 case on March 5.&nbsp;



“The street is literally on lockdown. All businesses, especially formal establishments, have ceased operations, however, businesses that will survive on Vilakazi Street post the pandemic are those that didn’t invest [much] in attracting and appealing to international tourists,” says Moyo.



The Box Shop will need to start dropping prices, he adds, to attract more locals to the outlet.



“We need to position the street as a destination that is futuristic, cutting-edge and tourism-friendly, especially to the locals. So we are strategizing, decreasing our prices, marketing ourselves aggressively to the locals and addressing ourselves as a destination of choice.”



Moyo predicts it will take four months for global tourism to return to normal, but will South Africa be one of the preferred destinations?



“We at The Box Shop and some operations on Vilakazi have positioned ourselves so well that we appeal to the locals too, but looking at the economic impact of the virus, we have less cash circulating in the market and that affects all of us. So as a precinct, we have to start thinking differently,” he says.



The Box Shop has taken the lead in integrating technology into its operations, developing an app for the upcoming Youth Day; a South African public holiday in June. The app shares the Vilakazi Street experience and allows people to book tables and make advance payments for the event.



All this, only if the coronavirus has been brought under control by then.



For the period of the lockdown, the shop is not trading, and Moyo says they too are applying for a relief fund from the government.&nbsp;&nbsp;&nbsp;



“We are feeling the effects, we really need subsidy from government, otherwise there is a threat that the entire precinct might shut down and it will need to be resuscitated and re-established which will mean all the 20 years of effort that has been put in to develop the street will go down the drain,” he laments.



For now, responding to the situation using technology and some clever marketing seems to be the only way forward for most small businesses like The Box Shop.

Founders of The Box Shop Bernard Msimango and Sifiso Moyo; pic supplied

A Famous Street Falls Silent: Luring Locals Only Way After The Lockdown

It was
recently reported by ratings agency S&amp;P Global that the coronavirus
outbreak has plunged the world into a recession. On the home front, a sudden
surge in COVID-19 cases in the country resulted in the President of South
Africa imposing a 21-day country-wide lockdown, starting from Thursday, 26 March
2020. Combine this with the fact that the country also recently announced to be
in its third recession since 1994 it’s safe to say that many businesses are
beginning to feel the effects of the pandemic.



The impact of the coronavirus on small
businesses is likely to be substantial, especially for local businesses who are
already feeling the pinch, as financial and market uncertainty can easily
translate into an emotional crisis that can overwhelm our systems. However,
help is on the way as the Department of Small Business Development announced
that a Debt Relief Fund has been set up to assist small, medium and micro
enterprises impacted by COVID-19.



While this
relief is welcomed, it is still vital for leaders to step up. The
world has been through crises before, but during these significantly difficult
times, the economic impact may be as severe or possibly worse. As such, those
in leadership positions must use past crises as examples and apply what was
learnt to keep the country on course and minimise the impact of the pandemic.



Karl Westvig,
CEO at<a href="http://www.retailcapital.co.za/" target="_blank" rel="noreferrer noopener"> </a><a href="http://www.retailcapital.co.za/" target="_blank" rel="noreferrer noopener">Retail Capital</a>, has pinpointed the visible areas that are affected
and outlined a few pointers to help small business owners weather the storm.



Liquidity



The first
victim of panic is liquidity – banks, asset managers and funders stop lending.
When they cannot calculate the potential risk, they will not lend.&nbsp; Therefore,
it is critical to shore up cash by drawing down on available facilities and
suspending any unnecessary investments. Reduce expenses and manage cash flow
daily.



Get Your Best
Team on It



When a
business is growing, we tend to shift our best people into roles linked to
growth and new initiatives. In a crisis, these people need to move into the
highest priority roles. These roles would include collecting from customers,
raising facilities or engaging key clients.



Morale and
Communication



People need
leadership. This would include authentic and regular communication about the
situation, what the business requires and how this will be achieved. You can’t
control the circumstances, but you can control the response and actions. This
will create more certainty. 



Hands-on



Events evolve
quickly and every day is critical. Leaders must be hands-on. They have to be in
touch with customers, suppliers, funders and staff. They have to collect data
on everything – the mood, the financial metrics, even customer stories. Some of
the best information is anecdotal, not just big data. 



Policies



It’s tough to
lead when you don’t understand all the underlying levers. These can change in a
crisis. What worked in a stable environment can go out of the window in an
instant. The best approach is to start again, listen to customers and then
adapt your policies within your framework.



“This is not a manual on how to handle the current crisis, but hopefully, the points mentioned above can add to what you are already doing. In simple terms, it is easy to be overwhelmed, so tackle a few things very quickly and with commitment. This will create certainty and lead to action. The alternative is paralysis,” concludes Westvig.

Businessman holds SMEs Small to Medium Enterprises.

5 Tips For SMEs To Counter The Covid-19 Crisis

As coronavirus cases have surged, so have the number of companies asking their employees to work from home, with&nbsp;<a href="https://www.willistowerswatson.com/en-US/News/2020/03/north-american-companies-take-steps-to-protect-employees-from-coronavirus-epidemic" target="_blank" rel="noreferrer noopener">46% of American businesses</a>&nbsp;having implemented remote-work policies as of mid-February. While telecommuting has become more mainstream in recent years—the remote workforce grew 159% between 2005 and 2017—when just&nbsp;<a href="https://www.flexjobs.com/blog/post/flexjobs-gwa-report-remote-growth/" target="_blank" rel="noreferrer noopener">3.4% of Americans work from home</a>&nbsp;at least half of the time, it’s not unreasonable to think that many of the employees who have been asked to work from home due to the coronavirus may have little to no experience doing so, or at least not for an extended period of time.



Whether you’re a first-time telecommuter struggling to be as productive from your couch as you are from your cube, or a manager looking for ways to keep your newly remote team engaged, here’s everything you need to know about working from home during the coronavirus pandemic. We’ll be adding to this guide as the situation develops, so check back for updates.



<h3 class="wp-block-heading">How To Work From Home</h3>



As the coronavirus has continued to spread, some of the world’s biggest businesses have asked employees to work from home. But if you’re working remotely for an extended period of time, how can you ensure that you’re just as productive from your couch as you are from your cube? <a href="https://www.forbes.com/sites/darrenmenabney/2020/03/06/what-you-need-to-know-to-start-working-from-home/">These six tips</a> may be key to your success.



Many organizations have encouraged their workers to curb, if not cancel, business trips. If yours hasn’t, you may be wondering whether your boss can <a href="https://www.forbes.com/sites/tomspiggle/2020/03/06/can-employees-refuse-to-travel-out-of-fear-of-contracting-the-coronavirus-what-you-need-to-know/#4fc6f4a61eef">make you travel during an outbreak</a>. The short answer: Maybe. 



If you can’t telecommute and have to miss work due to being quarantined, can you lose your job?&nbsp;<a href="https://www.forbes.com/sites/tomspiggle/2020/02/26/the-coronavirus-keeping-your-job-if-you-get-quarantined/">Here’s what you need to know</a>&nbsp;about your rights.



March is typically a strong hiring month, but as COVID-19 continues to spread, the job market may experience a slowdown. Whatever you do, don’t abandon your search—<a href="https://www.forbes.com/sites/kourtneywhitehead/2020/03/01/3-things-you-need-to-know-about-a-march-job-search/">heed this advice</a> to achieve the best possible outcome.



If you’re a member of the class of 2020, with just weeks to go until graduation, chances are you’ve got more than a few questions about how, if at all, the coronavirus may affect your job hunt.&nbsp;<a href="https://www.forbes.com/sites/jackkelly/2020/03/10/how-recent-college-graduates-can-successfully-interview-in-a-covid-19-world/">Here’s what you need to know</a>.&nbsp;



Hiring may slow down, but it’s not likely to come to a grinding halt. There will always be a demand for top talent, even in a down market, and if you’re responsive to potential employers, open to alternative arrangements and&nbsp;<a href="https://www.forbes.com/sites/carolinecenizalevine/2020/03/08/how-to-keep-your-job-search-going-when-hiring-slows-down/">follow these steps</a>, you’ll be better equipped to keep your search alive.



<h3 class="wp-block-heading">How To Manage A Remote Team</h3>



As COVID-19 forces employers to embrace remote work, leaders have found themselves faced with a unique challenge: engaging employees from afar.&nbsp;<a href="https://www.forbes.com/sites/williamarruda/2020/03/02/what-managers-need-to-know-as-coronavirus-expands-our-remote-workforce/">Here’s how to get started</a>.



Despite the widespread adoption of telecommuting, remote-work advocates aren’t necessarily celebrating. Going remote may seem simple, but without the proper processes in place, <a href="https://www.forbes.com/sites/laurelfarrer/2020/03/05/ironically-remote-work-advocates-warn-companies-about-covid-19-work-from-home-strategies/">experts warn that such arrangements can have serious consequences</a> for companies.



In times of uncertainty, people look to their leaders for answers. But you don’t have to know everything about COVID-19 to effectively address your team’s concerns—what you do need is a&nbsp;<a href="https://www.forbes.com/sites/chloedemrovsky/2020/03/03/why-the-business-impact-of-the-coronavirus-will-linger-and-what-to-do-about-it/">crisis communications plan</a>.



Leaders would also do well to stick to the facts and avoid any absolutes, exaggerations or otherwise emotive language. In other words, don’t say <a href="https://www.forbes.com/sites/markmurphy/2020/03/08/ten-words-leaders-should-avoid-when-discussing-coronavirus-with-their-employees/">these 10 things</a>.



The bottom line: Keep calm. Panic is contagious, but so is courage, and by following<a href="https://www.forbes.com/sites/margiewarrell/2020/03/08/leading-through-coronavirus-how-those-in-charge-can-navigate-the-uncertainty-with-calm--courage/"> these six steps</a>, you’ll be better equipped to lead through tumultuous times.



&#8211; <a href="https://www.forbes.com/sites/vickyvalet/">Vicky Valet</a>, Forbes Staff, <a href="https://www.forbes.com/careers">Careers</a>

Nothing was Achieved  by Being Idle

Working From Home During The Coronavirus Pandemic: What You Need To Know

In Nigeria, citizens, businesses and investors are struggling to come to terms with the absence of a cabinet to run Africa’s largest economy. When President Muhammadu Buhari took office, from Goodluck Jonathan on May 29, few would have imagined that there wouldn’t be a cabinet in place, or awaiting parliamentary approval, by the end of June.
Buhari himself hasn’t said much, leaving the explaining to his aides. At the beginning of July, Spokesman Femi Adesina said that “at the fullness of time, the ministers will be appointed.”
There has been speculation that there won’t be a cabinet in place until September. If that is true, it will mean that the new ministers will spend the last quarter of the year coming up to speed with their new assignments, and real work will not start until 2016.
The only presidential staff appointments made by the second week of July were three spokespersons (two for the president; one for the vice president), a State Chief of Protocol, and his principal security aides – one of which was replaced weeks later, for undisclosed reasons.
On July 13, six weeks after the inauguration, the President replaced all the military chiefs and the National Security Adviser (NSA). The key positions of presidential Chief of Staff and a Secretary to the Federal Government, who serves as Secretary to the Cabinet, as well as a liaison between the presidency and the sprawling government bureaucracy, however, remain unfilled.
&nbsp;
Team Austerity
Amid the uncertainty about the president’s team, there are, however, things one can bet on. One is that it will be a smaller cabinet than his predecessor’s, which had 42 ministers. But, the degree to which it will be smaller is constrained by a constitutional provision that says there must be at least one minister from each of Nigeria’s 36 states.
The Transition Committee that Buhari set up in May, to liaise with the outgoing government and prepare a smooth handover for the new government, recommended a reduction in the number of ministries from 28 to 19. Going by that proposal, only nine of the existing ministries will not be merged or scrapped: Defence, Federal Capital Territory, Education, Trade and Investment, Finance, National Planning, Labour, Justice, and Foreign Affairs.
Ambitious as the plan might seem, it’s not unfamiliar territory for Buhari. As Head of State 30 years ago, he presided over a wide-ranging regime of cuts: laying off thousands of civil servants and freezing wages, abolishing hundreds of local government areas, and rolling out an austerity budget that slashed government spending by 15%.
Considering that the economy he is inheriting is in straits just as dire as then, chances of another austerity-inflected outing are high. Indeed there’s a cost-saving element to a delay in the appointment of a cabinet and advisers, who will have to be paid generously in housing and travel allowances, and armored convoys.
&nbsp;
Speculation, Inc.
In the weeks following Buhari’s unprecedented electoral victory, the rumour mills were running with news of expected appointments. Documents regularly circulated on social media, purporting to list the persons who had been nominated for appointments. All of them turned out to be false. Early into the new administration, it was reported that Chief Ogbonnaya Onu had been named Secretary to the Government of the Federation, Nigeria’s designation for Cabinet Secretary. Weeks later, the speculations shifted to the still-vacant position of Chief of Staff. News filtered out that retired Colonel Hammed Ali, Buhari’s long-time personal Chief of Staff, had been appointed. Again, it turned out to be false.
The two men have been close to the president since he joined partisan politics in the early 2000s and are still very likely to bag important roles in his government. Other long-time associates tipped for important positions include Tam David-West, who served under Buhari as the petroleum minister when he was military head of state in 1984-85, and Abdulrahman Dambazau, a former army chief and head of security for the presidential campaign. Dambazau, widely expected to be named National Security Adviser, may now be in the running for Defence Minister.
Former state governors, Kayode Fayemi (Ekiti), Babatunde Fashola (Lagos) and Rotimi Amaechi (Rivers) are also expected to be named to cabinet or presidential staff positions. The trio played prominent roles in the Buhari presidential campaign – Amaechi as campaign director-general, Fayemi policy director, while Fashola oversaw fundraising.
Party leaders, like former Governor of Lagos State, Bola Ahmed Tinubu, and former Vice President Atiku Abubakar, are also expected to nominate candidates for presidential consideration, but there is no doubt where the final decisions lie.
Policy Direction
Apart from the 800-page report of the Transition Committee, the new government can also count on another 73-page one; the outcome of a two-day summit that the ruling party’s policy directorate, under Fayemi, convened in May; bringing together technocrats, politicians and public officials.
With the support of the United Nations Development Programme (UNDP) and management consulting firm, Bain &amp; Company Nigeria, the summit produced detailed recommendations on several sectors of the government: oil and gas, education, healthcare, security, agriculture and foreign affairs, among others. The reports outlined specific plans for the incoming ministers to implement in the short term, medium term  and long term. As things stand, it’ll be more than 100 days from May 29 before a cabinet is in place, and the incoming ministers will have some recalibrating to do.
For business executives and investors, the reassessing will be an unending obligation. As soon as the cabinet is named, the next round of tea-leaf reading – this time for policy direction – begins.

2016? NO!

Sizwe Ntsaluba Gobodo is a rare accounting firm built on small township businesses with sweat and hard work under apartheid. This year, it celebrates 30 years, and is the fifth largest firm in Southern Africa. It also works in West Africa. Eighteen years ago, it was rocked by uncertainty and despair. This was Victor Sekese’s worst day.
Sekese is living proof you don’t have to be eccentric to run this business, but it helps.
“Am I properly dressed for this interview? By the way, thank you for being late, while you were getting lost on your way here I had to catch up on something,” says Sekese, as he strides into the boardroom neatly dressed in a black suit and tie, before breaking into raucous laughter.
If it takes one man to change the world, Sekese could be that man. He has been the chief with the company since 1994, and chief executive for 18 years. You could say he is a rock of a company worth $60 million.
The foundation of this rock was laid in the turbulent townships of 1980s as South Africa burned.
“We were operating at grassroots level. We were literarily getting our hands dirty helping all sorts of township entrepreneurs, largely focusing on professional people running law firms, medical practitioners and non-governmental organization work. We helped them with books and tax matters. That’s the type of portfolio I was working on,” recalls Sekese.
In 1995, international funding for NGOs was dried up and the company had to help to close down many organizations. This was lost revenue. So, they started to knock on the doors of government parastatals and private companies.
In 1998, they got nice contracts from telecommunications and services companies. Right at this zenith, the company was shaken to its core. Sizwe Nxasana, the founder of Sizwe Ntsaluba Gobodo (then Nkonki Sizwe Ntsaluba) left his younger colleagues for a government job.
“Nxasana was appointed CEO for Telkom, a lifetime opportunity for him. Now the founder, the pillar, the icon of the firm is leaving. We were very young, we had enthusiasm, we had energy, we had vision, but we were still building ourselves in the marketplace. One thing I have learned in life, there’s no substitute for experience. When we leave these Ivy League institutions, we leave with confidence only. That is not enough,” says Sekese.
Nxasana left Sizwe Ntsaluba Gobodo bereft. There was uncertainty and clients cast doubt on the young team. Sekese, who was a manager at the time, says services firms, in their early days, are linked to founders and personalities.
“Our key clients were getting jittery about Nxasana leaving. Now we needed to be quick on public relations, we stepped up quickly without the luxury of time. We tried to emphasize the success of the firm was not premised in an individual,” he says.
It was also felt that Sizwe Ntsaluba, another founder and second in command to Nxasana, was in his shadow. In this crisis, the company took a deep breath and put its confidence in Sekese, in his early 30s, appointing him chief executive.
“This never occurred in my mind but we needed to do things and do them quickly. One is being asked to take the lead in a situation where there’s a lack of confidence in the market. I saw myself as a person to leverage the team and the philosophy was that this firm was not about personalities.”
The team rallied behind Sekese and he was sent to Harvard for a short course in leadership. This gave him confidence.
Sekese says the experience forced the company to rebrand as Sizwe Ntsaluba VSP and appoint a marketing team to change its image.
In 2011, Sizwe Ntsaluba merged with Gobodo Incorporated and renamed itself Sizwe Ntsaluba Gobodo. The new partner, Nonkululeko Gobodo, was the first black female chartered accountant in South Africa. She sold out and left in 2014.
In the past three years, Sizwe Ntsaluba Gobodo received a 5-year multimillion-rand contract from Transnet and announced plans to expand into the continent. Transnet and MTN are major clients.
Sekese says they are not comfortable as the fifth behind Deloitte, Ernst &amp; Young, KPMG and PwC.
“We are working on our Africa strategy, extending our footprint across the continent and acquiring other firms to increase our capacity,” he says.
Sekese, a chartered accountant and University of the Witwatersrand University alumnus, was an entrepreneur in his own right but believes in the power of partnership. A few years after completing articles in 1991, he started Sekese Associates in Pretoria.
“I wanted to create something big on my own but I realized that if I am alone it was going to take longer and be even more difficult. I believe in not reinventing the wheel. Sango Nxasana, my old colleague at ABASA, an association for the advancement of black accountants, approached me to join him. It was a no-brainer for me. I collapsed my little firm and got into a system that was already moving,” says Sekese.
Behind the spontaneous laughter and carefree demeanour of the father of two, lies an activist. Sekese, raised in Mamelodi township, east of Pretoria, cut his teeth in social activism at KwaZulu Natal University in his first year of a BCom degree. The university closed down because of the black students’ political activism. Sekese continued with his activism at Wits and later ABASA, where he met with Sango (meaning door in Xhosa) Ntsaluba, who became his mentor.
“He really lived up to his name. He opened doors for many,” he says.
You could argue Sekese is also a dab hand at battening down the hatches.

Tag: Businesses

FORBES AFRICA SOCIAL MEDIA