Wyzetalk is Workforce Engagement – it’s more than a software offering


“….the attribute of trust is not pervasive in business. If an organisation has trust, it can create engagement. An engaged workforce provides happiness, profitability and longevity to business.”

For businesses to say they are about the ‘workforce’ is a huge statement to make. To elaborate on this,  ’employee engagement’ / ‘workforce engagement’ is a systemic and not a software solution offering.)

(Providers in the market place should be careful to advertise this unless they are capable of the complexity of the offering this unless you understand what you are saying. Its a systemic issue… it’s not about software.. it’s not a short term fix.

I have always been an entrepreneur, surrounding myself with people more capable than myself. I started a company when I was 24, it became a national operation, with 600 staff and over $ 50 million per annum turnover,  which I sold in 2008. It was predicated, in its structure, on command and control, hierarchical and siloed… by design…

At this juncture in my career I decided to take on a more personal journey by enrolling in an Executive MBA at UCT founded my Professor Tom Ryan. A challenging and positive, life-changing event. It opened the doors of systems thinking for me.

I wrote my dissertation on collaboration in the enterprise… the paper assumed that the attribute of trust existed in business. My partner and I started Wyzetalk in 2012. Wyzetalk, has grown into a unique, diverse international business, forming alliances with top national brands and consultancies – a world class product with world class partners.

We have realised that the attribute of trust is not pervasive in business. If an organisation has trust, it can create engagement. An engaged workforce provides happiness, profitability and longevity to business.

We have spent the last few years trying to understand how to build a connected workforce. How to build true engagement. How to build trust.

The Wyzetalk team understands that the enterprise is typically on the far right side of a room and the workforce, typically, is on the far left side of the room.

Our software builds the railway that links the two but its the content, the understanding and the authenticity that we curate that is built on that railway that builds trust over time.

Doing surveys to groups, giving them vouchers or rewards for their contribution creates possible short term gain but it’s  not a long term solution. Don’t be shallow, don’t be a fad.

We are not in the business of short term gain. We are here to create true workforce engagement. We want to bring the enterprise and its workforce together. Build a tribal culture that’s transparent, genuine and long-term, goal-oriented.

We love what we do and we want to evolve with our clients to make this a reality.

We recently held a breakfast for the mining industry. We were honoured to have Dr. James Motlatse and professor Tom Ryan present. This is the link: http://www.moneyweb.co.za/news/south-africa/messy-wage-negotiations-are-avoidable/

It takes the view that businesses need to become empathetic. It’s about the hands that do the work, but it’s about the mind and the heart of the workforce that matter as much.


The connection between Organisational learning and collaboration through the deployment of Social Business Software and delivering an Open Innovation culture.

An Enterprise exhibits an Open Innovation focus when it is delivered through a learning oriented collaboration network within an organisation. Social Business Software (SBS) facilitates this collaboration. Learning is one of the key mechanisms to generate new knowledge and is the express purpose of collaborative relationships in an organisation.

The learning orientation toward a more collaborative enterprise environment has significant implications on how the firm innovates and retains its competitive advantage. Learning orientation is defined as the development of new knowledge or insights that have the potential to influence behavior through its values and beliefs within the culture of an organisation. (Slater and Narver, 1999)

The Successful deployment of SBS in an organisation will provide an opportunity to continually renew views on operations, processes and its resources. These learnings through collaboration will, over time, lead to enhanced organisational capabilities that cements the firms positioning in its business environment through more proactive decision making which ultimately results in competitive advantages.

SBS as a platform allows the firm to continuously learn, acquire and develop the new and relevant knowledge and skills that will keep up with and stay ahead of its competitors.

A business which has successfully deployed SBS will create an innovative firm that uses the interconnectedness of its people. This can be called a Dynamic Capability; as the platform allows a firm to quickly respond too and exploit the changing market environment. Over time this can lead to imitability. The firms capability to innovate stongly depends on its ability to gain, create and transfer knowledge and resources both within the firm and with its suppliers and customers. Collaboration and networking are becoming increasingly important to the innovation cycle within the enterprise.

To achieve this an organisation must have a viable innovation environment an environment that promotes knowledge transfer.

Organisations today have the ability through collaboration, networking and knowledge sharing to become more openly innovative. The boundary between the enterprise and its environment could be said to have become more permeable, enabling ideas and knowledge to flow more freely all underpinned by Social Business Software.

Enabling Collaborative Innovation through Knowledge Sharing

Collaboration for R&D and innovation among various organisations can be beneficial and in some cases imperative, but in order to realise the potential, effective management is required. Effective innovation requires firms to share their core knowledge, and simultaneously make sure that they will not lose their core knowledge and future competitive advantage. 

In reality though the success of R&D and innovation strongly depends on the effectiveness of collaboration, levels of trust and transparency as its foundation within the enterprise which then leads to its ability, as an ecosystem, to gain, create and transfer knowledge and resources from within the firm and beyond aka The Open Innovation Paradigm.

Thus the ability for an organisation to comprehend the high levels of technological change and complexity, the ability to access and leverage diverse knowledge-based assets from complimentary sources is essential. Collaboration and networking are becoming increasingly important in the Open Innovation Paradigm.

Creating and Maintaining a viable Open Innovation environment requires the promotion of knowledge transfer. Social Business Software can help organisations achieve this.

Today, collaboration, networking and knowledge sharing can be seen as antecedents of R&D innovation and knowledge creation. The boundary between the company and its environment could be said to have become more fluid, enabling ideas and knowledge to flow much more freely.