By Paul Olivier, Managing Director, JG Afrika (formerly known as Jeffares & Green)
In South Africa, the Engineering industry has experienced significant change. It has moved away from the classic professional practice process- where companies were appointed based on merit and performance – to a system hinging on tenders, won based purely on price. This leaves little room for evaluation of experience or quality.
While these pitfalls have been recognised by the National Treasury, and quality is being introduced into the process, this will take time to implement. For now, price remains the bottom line. In these market conditions, managing change, developing a productive workforce and building a successful firm is certainly a challenge; but it can be done.
The first step to success is maintaining the company’s core values. No matter how the market changes, or how much the approach to business must be adapted, never compromise your standards.
The second step is to remain relevant. To achieve this, remaining professional is essential, a customer focus is required, and innovation is key. The correct standards must be met, sustainable infrastructure implemented, skills developed and environmental sensitivity fostered. In engineering, you can’t learn experience. Each project is unique, offering new learning opportunities.
In building a strong business, the third step is a keen management focus. By cultivating teams that put the project first, concentrate on what’s best for the client, and ensure value engineering, success becomes inevitable. Employees are any business’ greatest asset – value them.
Effectively managing a diverse workforce is the fourth step to engineering business perfection. The most effective approach is an inclusive one, building an intimate culture that develops interpersonal skills, effective communication and team cohesion. Take cognisance of the country’s history, the history of the staff, and their demographics.
The fifth and final step is managing change. Again, an inclusive approach is preferred over a dictatorial process. By discussing the alternatives and agreeing on a direction, staff are engaged, part of the process and more likely to support the decision going forward. By doing it right you end up getting it done right, and if you get it done right then people are happy with what you’ve done.Support staff through change by keeping them informed.
Building a strong team will empower the business to succeed, and enable the manager to focus more on strategy and less on micro-management. The five key elements to building strong teams are: make time for your staff; put the project first; ensure value and compliance with industry standards; develop your people, challenge them and create excitement in the workplace; and remember that good always triumphs over bad – stick to your core values.