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

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“….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.

Innovating in a Fast Changing world

A business which is serious about competing in fast changing markets with fast changing technology must make things happen – it must innovate. If it does not innovate it risks being overtaken by competitors. Sometimes a business underestimates the competitive challenges it faces. The risk of this happening is high when competitors react to potential challenges in much the same way. It is then – just when traditional industry players feel comfortable with each other – that a business faces the risk of competition from non- traditional suppliers. Non-conventional competition is more and more common. Once stable and regulated industries, such as insurance for example, have in recent years become fragmented by new players such as banks, brokerage firms, retailers, telecommunication and computer services firms. Many of the new entrants in the insurance industry and also in other once stable industries have used market innovation to achieve startling novel results. Before considering market innovation in detail, it is useful to consider briefly the two other main types of innovation which contribute to organic business development – product innovation and process innovation.

In times of fast changing markets and fast changing technology, businesses which want to safeguard their future must innovate. If they want to be proactive and develop further by organic means they must engage not just in occasional bursts of innovation, but in continous change. Three main types of innovation can be pursued for this purpose. First, market innovation – improving the mix of markets and how these are served. Second, product innovation – improving the mix of offers. Third, process innovation – improving the mix of internal operations.

In order to achieve and maintain competitive success in today’s turbulent marketplace, top management must spend at least as much time thinking about customers’ needs and how these might be met innovatively as thinking about internal operations. The assertion “experience is becoming irrelevant and even dangerous” is probably a deliberate exaggeration. But, to compete effectively in the future, a business needs to focus beyond the markets it serves presently and to concern itself with market innovation and the “total imaginable market”. Aggressive suppliers from other industries are adopting this wider approach. This is why retailers, brokerage firms, telecommunication and computer services businesses have entered financial services markets.

Not to be surprised by new competitors, incumbent suppliers in all industries need to concern themselves with market innovation. All businesses need to understand the changing needs of their customers. They must develop accurately targeted offers quickly and cost-effectively. Market innovation can help guide this quest by combining product line management with market opportunity analysis. When market innovation is bold and imaginative it provides not just a means for developing new business, but a revolutionary means for safeguarding existing business.