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.


System Thinking in the Enterprise

Why do things in business happen so much faster or slower than everybody thinks it will? And why you can be doing something that has always worked and then suddenly discover, to your great disappointment, that these actions no longer work?

Systems thinking offers a different perspective… allow me to elaborate: ever since the industrial revolution, Western society has benefited from science, logic, and reductionism over intuition and holism. Psychologically and politically we would much rather assume that the cause of a problem is ‘out there’ rather than ‘in here.’ It’s almost irresistible to blame something or someone else, to shift responsibility away from ourselves, and to look for the control knob, the product, the pill, the technical fix that will make the problem go away.

As businesses many will study and execute business rules and create incentives that help of hinder new technologies (the adoption of Social Business Software). Or we see ‘policy resistance’ as we combine decision-making power and the nature of relationships in your business community. In systems thinking we call these characteristics and behaviors ‘archetypes.’ In business these archetypes are responsible for some of the most intransigent and potentially dangerous business problems… but with understanding systems thinking you can transform to produce desirable behaviors in culture within your business over time.

If what I have written makes sense to you then consider what Social Business Software (SBS) can deliver to your organisation, your ecosystem. Imagine if you believe that your people are all different, and different in a good way, that allows them through the platform to ‘ask different kinds of questions?’ Your people, your teams, see things that you don’t see. You can create an environment where you come at the world in a different way…You need to believe that your people have different views and ‘lenses’ on things and this can be complimentary to your processes or innovations and therefore revealing.

The world is more messy, more crowded, more interconnected, more interdependent and more rapidly changing than ever before, the more ways of seeing, the better. The successful deployment of SBS will allow your organisation to see more things, in real time. This combined with systems thinking will allow your ecosystem to reclaim your abilities to understand the parts, their interconnectedness, asking the ‘what if’ questions about possible and future behaviors and finally to be courageous about system redesign.

Then and only then can we use these insights as leaders to use these insights to make a difference to your organizations, to yourselves and to our world.

Gys Kappers is the co-founder and CEO of WyseTalk Africa’s leading Social Business Platform