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LEADERSHIP REINVENTION PROGRAMME
The Power of ContextLeaders make the impossible happen
CENTRE FOR STRATEGY, LEADERSHIP AND ORGANISATIONAL REINVENTIONwww.leadershipreinvention.co.za
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BEYOND VISION, STRATEGIES, PLANS AND BUDGETS : A NON-TRADITIONAL VIEW
BEYOND VISION, STRATEGIES, PLANS AND BUDGETS : A NON-TRADITIONAL VIEW
Specific steps and timetables to implement the strategies
Plans converted into financial projections and goals
A sensible and appealing picture of the future
A logic, and first level of detail, for how the vision can be achieved
BUDGETSBUDGETS
MANAGEMENT DOESMANAGEMENT DOES
VISIONARYLEADERSHIP DEVELOPS
VISIONARYLEADERSHIP DEVELOPS
PLANSPLANS
STRATEGIESSTRATEGIES
VISIONVISION
CONTEXTCONTEXTTRANS-FORMATIONALLEADERSHIPCREATES
TRANS-FORMATIONALLEADERSHIPCREATES
WAY OF BEING. INVENTING AN IMPOSSIBLE GAME. REINVENTION, TRANSFORMATION
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DO
ING
Content Context
Shortsight Longsight Foresight Vision ContextFar Hindsight Near Hindsight
Blind spots
Bright sparks
Blind spots
Bright sparks
Data Facts, observations, data points
Information Data with meaning
Knowledge Information with insight
Wisdom Knowledge with context
(Source: Based on Dr. Kanes Rajah: 2005)
Partial knowledge
Incorrect knowledge
False knowledge
No knowledge
BE
ING
Process
STRATEGY AND PARADIGMS
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DO
ING
Content Context
Shortsight Longsight Foresight Vision ContextFar Hindsight Near Hindsight
Blind spots
Bright sparks
Blind spots
Bright sparks
Data Facts, observations, data points
Information Data with meaning
Knowledge Information with insight
Wisdom Knowledge with context
(Source: Based on Dr. Kanes Rajah: 2005)
Partial knowledge
Incorrect knowledge
False knowledge
No knowledge
BE
ING
Process
STRATEGY AND PARADIGMS
More than anything, what you want
to know is when change is going to
begin. This sense is known as mastery of incipience, and the skill
is often praised as the highest form
of wisdom. (Ramo: 2009: 161).
. . . truth emerges through debate,
study, reflection, meditation, and, at
long last, insight delivered like lightning. (paraphrase of Ramo,
2009: 212).
. . . The environment is far more powerful
than any individual. It is never stable and
in its sudden changes from one state to another, more important than the desires of
any of us . . . Context is everything . . .
(Ramo: 2009: 160).
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� We cannot just collect mass quantities of information and expect the sense to appear.� What we sometimes fail to see about the nature of information is that it usually
cannot be understood independent of its context.� When we harvest packets of information and throw them into large baskets, we
can make it harder to understand what they mean because we separate
them from their context.
IT’S ALL ABOUT CONTEXT!
Is it a number or a letter?
Effect of a context of letters
Effect of a context of numbers
(Source: Wind and Crook: 2005)
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� As with our physical vision, the key to navigating the complexity of our current
environment, and making sense of it, is to cultivate a process of
zooming in and zooming out.� Through this process, we can counter a natural tendency to be either too
nearsighted or farsighted.
Zooming in to see the detail
Zooming out to see the context
IT’S ALL ABOUT CONTEXT!
(Source: Wind and Crook: 2005)
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CONTEXT IN WHICH
DECISIONSOCCURS
FUTURE
CONTENT OF DECISIONS
PAST
PROCESS OF DECISION MAKING
PRESENT
(Based on Pettigrew, 1988)
WHAT?HAVINGI HAVE
HOW?DOING
I DO
THE REINVENTION PROCESS(Based on Pettigrew)
WHY? BEINGI AM
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Strategicanalysis
Strategicchoice
Strategyimplementation
Environmentalanalysis
Identifyingoptions
Evaluatingoptions
Stakeholderexpectations
Selecting a strategy
Resources and strategic capability
Planning andallocating resources
structure
Managing strategicchange and culture
(Based on Johnson and Scholes)
THE REINVENTION PROCESS(Derived from the Strategic Planning Process)
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Strategicanalysis
Strategicchoice
Strategyimplementation
Environmentalanalysis
Identifyingoptions
Evaluatingoptions
Stakeholderexpectations
Selecting a strategy
Resources and strategic capability
Planning andallocating resources
structure
Managing strategicchange and culture
(Based on Johnson and Scholes)
THE REINVENTION PROCESS(Derived from the Strategic Planning Process)
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STRENGTHSand
WEAKNESSES
OPPORTUNITIESand
THREATS
Continuous Reinvention
TRANSFORMATIONAL LEADERSHIPAs a way of Life
ENVIRONMENTALFORCES
POTENTIALRESOURCESCAPABILITIES
CURRENT REALITY
TAKING A STAND, DECLARATIONS OF POSSIBILITY
CONVERSATIONS, REQUESTS AND PROMISES
CREATING THE FUTURE
DEVELOPING PRESENCEALERT TO POSSIBILITIES
THE REINVENTION PROCESS(Derived from the Strategic Planning Process)
SCENARIOSDEVELOPING A
WORLDVIEW
AWARENESSUNDERSTANDING
THE SELF
PARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for granted
(Based on Johnson and Scholes)
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STRENGTHSand
WEAKNESSES
OPPORTUNITIESand
THREATS
Continuous Reinvention
TRANSFORMATIONAL LEADERSHIPAs a way of Life
ENVIRONMENTALFORCES
POTENTIALRESOURCESCAPABILITIES
CURRENT REALITY
TAKING A STAND, DECLARATIONS OF POSSIBILITY
CONVERSATIONS, REQUESTS AND PROMISES
CREATING THE FUTURE
DEVELOPING PRESENCEALERT TO POSSIBILITIES
THE REINVENTION PROCESS(Derived from the Strategic Planning Process)
SCENARIOSDEVELOPING A
WORLDVIEW
AWARENESSUNDERSTANDING
THE SELF
PARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for granted
(Based on Johnson and Scholes)
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Trends in the Property Market are inextricably responsive to, and influenced by INVESTMENT CLIMATE,
INVESTOR CONFIDENCE and PROPERTY DELIVERY.
Investo
r C
on
fid
en
ce
Investment Climate
Closed System Open SystemParadigm Regression Paradigm Paralysis Paradigm Shift Paradigm ReinventionProperty a Poor Investment Property a Preferred Investment
MIAMI SCENARIOBOUYANT GROWTHPlanned development
Property the preferred investmentHigh affordability
High confidence
Innovative industryProfitable industry
ALGARVE SCENARIOAVERAGE GROWTH
Mixed development
Property a good investmentAverage affordability
Average confidenceLimited innovation
Average performing industry
IPANEMA SCENARIONO/LOW GROWTH
Haphazard developmentProperty an average investment
Low affordability
Low confidenceLow innovation
Surviving industryMOMBASA SCENARIONEGATIVE GROWTH
Sporadic developmentProperty a poor investment
Poor affordabilityNo innovation
Struggling industry
THREE DRIVING FORCES�Property a preferred investment
�High Investor Confidence�Appropriate Property Delivery
LEADS TO HIGH ROAD SCENARIO
IT’S ALL ABOUT CONTEXT!
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CORE DRIVING FORCES
• Investment Climate• Investor confidence
• Property delivery
PLAYERS• Property Owners
• Property Buyers• Property Sellers
• Home Owners
• Home Buyers• Home Sellers
SUBJECTS• Estate Agents• Contractors
• Subcontractors• Financial Inst’s
• Manufacturers
• Distributors
REFEREES• SARB
• Treasury
• NHBRC• Institute of Realtors
• Estate Agency Affairs
Board
CROWD• Provincial Govt
• Local Authorities
• Deeds Office• Conveyancers
PROACTIVE• Demand creators• Entrepreneurial
• Innovative• Risk Takers
REACTIVE• Demand responders
• Responsive
• Service oriented• Risk Managers
RESPONSIVE• Demand facilitators
• Reactive
• Mediators• Gatekeepers
• Risk Averse
PASSIVE• Demand Observers
• Intermediaries
• Risk Avoiders
Algarve ScenarioAVERAGE GROWTH•Mixed development
•Property a good
investment
•Average Affordability• Average confidence
Ipanema ScenarioLOW GROWTH
•Unplanned development•Property an average
investment
•Low Affordability•Low confidence
Miami ScenarioBOUYANT GROWTH
•Planned development
•Property the preferred investment
• High Affordability
• High confidence
Mombasa ScenarioNEGATIVE GROWTH•Chaotic development
•Property a poor investment
• Poor Affordability
• No confidence
Key Stakeholders Strategic Posture Strategic Issues ScenariosKey uncertainties, Critical Success Factors
INVESTMENT INVESTMENT
CLIMATECLIMATE
• Cost related
• Policy related
• Value related
• Market related
• Finance related
• Activity related
• Lifestyle related
• Confidence related
INVESTOR INVESTOR
CONFIDENCECONFIDENCE
• Player influences
• Subject influences
• Referee influences
• Onlooker influences
• Neighborhood
• Safety and Security
• Promotional
• Market influences
PROPERTY DELIVERYPROPERTY DELIVERY
• Public Sector
• Private Sector
• Building Sector
• Service Providers
• Financial Institutions
• Critical Resources
• Key Capabilities
• Consumer
IT’S ALL ABOUT CONTEXT!
THE LEADER HAS TO UNDERSTAND
THE CONTEXT, SEE THE POSSIBILITIES AND INTERVENE TO
CREATE THE FUTURE
THE LEADER HAS TO UNDERSTAND
THE CONTEXT, SEE THE POSSIBILITIES AND INTERVENE TO
CREATE THE FUTURE
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CONTEXT DEFINED
“ As a man thinks within himself,
so he is.”
(Proverbs 23 : 7)
THE WAY WE ARE BEING
IS THE SOURCE OF OUR REALITY
WHICH IS THE SOURCE OF OUR ACTIONS
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CONTEXT DEFINED
To alter the way you are being, you must engage with the phenomenon of context.
CONTEXT IS THE HUMAN ENVIRONMENT THAT DETERMINES
THE LIMITATIONS OF YOUR ACTIONS AND THE SCOPE OF THE RESULTS
YOUR ACTIONS CAN PRODUCE.
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CONTEXT DEFINED
THE TERM CONTEXT ENCOMPASSES THE UNDERLYING ASSUMPTIONS OR INVISIBLE
PREMISES ON WHICH AN ORGANISATION AND ITS STRATEGY ARE BASED.
UNLESS THE CONTEXT IS ARTICULATED, ACKNOWLEDGED, AND GRAPPLED WITH, SHIFTS OF
FUNDAMENTAL IMPORTANCE CANNOT OCCUR.
UNLESS THE CONTEXT IS SHIFTED, IT IS VIRTUALLY IMPOSSIBLE TO CREATE AN ENTIRELY NEW REALM
OF POSSIBILITIES.
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CONTEXT IN PHYSICS
ALL SCIENTISTS AT THE TURN OF THE CENTURY TREATED TIME AS THE UNIVERSAL CONSTANT (AND THE SPEED OF LIGHT THE
VARIABLE).
EINSTEIN SPECULATED THAT THE SPEED OF LIGHT MIGHT BE THE CONSTANT, AND HE LOOKED ELSEWHERE FOR THE VARIABLE
THAT COULD ACCOUNT FOR THE ELASTICITY OF THE COSMOS.
THE ONLY CANDIDATE WAS TIME.
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CONTEXT IN PHYSICS
THIS FORCED HIM TO LOOK “OUTSIDE THE BOX”FOR SOLUTION. HIS SPECULATION ABOUT TOTALLY
NEW POSSIBILITIES LAUNCHED HIM ON THE INTELLECTUAL ODYSSEY THAT PRODUCED THE
GENERAL AND SPECIAL THEORIES OF RELATIVITY -AND REVOLUTIONISED THE WORLD OF PHYSICS.
HE CREATED A NEW CONTEXT FOR HOW WE LOOK AT THE WORLD AROUND US.
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CONTEXT IN MANAGEMENT
THE CONSTANT ACCEPTED AS VALID WITHOUT QUESTION IN ALL MANAGEMENT THEORIES IS THAT EFFECTIVE
PRESCRIPTIONS AND METHODOLOGIES PRESCRIBE doing this OR not doing that.
DOING IS THE APPARENT CONSTANT;To manage is to do.
MANAGERS ARE SELECTED AND PROMOTED BASED ON THEIR ABILITY to get things done.
But what if something else is the constantAND doing
is actually the variable?
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CONTEXT IN MANAGEMENT
WHO WE ARE BEING MUST BE SO COMMITTED TO A FUTURE WE BELIEVE IN THAT WE JUST “MAKE IT HAPPEN”
STANDING IN THAT COMMITMENT, IN THAT FUTURE, AND CONTINUING TO TAKE ACTION REGARDLESS OF THE
CIRCUMSTANCES, WE CAUSE RESULTS TO OCCUR - ONE WAY OR ANOTHER.
BEING THE RIGHT WAY MAKES DOING THE RIGHT THING A LOT MORE LIKELY.
BEING THE FUTURE SHAPES ACTIONS SO THAT BIG BREAKTHROUGHS ARE PRODUCED WHICH ARE CONSISTENT WITH THE FUTURE WE DECLARED.
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CONTEXT IN LEADERSHIP
� The foremost challenge for leaders today, is to maintain the
clarity to stand confidently in the abundant universe of possibility, no matter how fierce the competition, no matter how stark the necessity to go for the short-term goal, no matter how
fearful people are, and no matter how urgently the wolf may appear to howl at the door.
� It is to have the courage and persistence to distinguish the downward spiral from the radiant realm of possibility in the face
of any challenge.� As a species we are exquisitely suited to thrive in an
environment of threat where resources are scarce, but not always ready to reap the benefits of harmony, peace and plenty.� Our perceptual apparatus is structured to alert us to real and
imagined dangers everywhere. (Zander: 2000)
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CONTEXT IN LEADERSHIP
� Yet we do have the capacity to override the hidden
assumptions of peril that give us the world we see.� We can open a window on a world where all is sound, our
creative powers are formidable, and unseen threads connect us all.
� Leadership is a relationship that brings this possibility to others and to the world, from any chair, in any role.
� This kind of leader is not necessarily the strongest member of the pack – the one best suited to fend off the enemy and gather in resources – as our old definitions of leadership
sometimes had it.� The ‘leader of possibility’ invigorates the lines of affiliation
and compassion from person to person in the face of the tyranny of fear.
� Any of us can practice this kind of leadership.(Zander: 2000)
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CONTEXT IN LEADERSHIP
� This new leader carries the distinction that it is the
framework of fear and scarcity, not scarcity itself, that promotes divisions between people.
� He asserts that we can create the conditions for the emergence of anything that is missing.
� We are living in the land of our dreams.� This leader calls upon our passion rather than our fear.
� She is the relentless architect of the possibility that human beings can be.
� But the gravitational pull of the ‘downward spiral’ is strong indeed.
� It is the milieu in which we dwell.� How do we reliably bring forth possibility in this context and
take to our wings? (Zander: 2000)
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CONTEXT IN LEADERSHIP
� The practice is to invent and sustain frameworks that bring
forth possibility.� It is about restructuring meanings, creating visions, and
establishing environments where possibility is spoken – where the buoyant force of possibility overcomes the pull of the
downward spiral.� The steps to the practice of framing possibility are:
� Make a new distinction in the realm of possibility: one that is a powerful substitute for the current framework of meaning that
is generating the downward spiral.� Enter the territory. Embody the new distinction in such a way
that it becomes the framework for life around you.� Keep distinguishing what is ‘on the track’ and what is ‘off the
track’ of your framework of possibility. (Zander: 2000)
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CONTEXT IN LEADERSHIP
� PRESIDENT KENNEDY� WINSTON CHURCHILL
� ROSA PARKES� EDITH CARSON
� MAHATMAH GHANDI� MARTIN LUTHER KING� SIR COLIN MARSHALL
� PAST PRESIDENT NELSON MANDELA� PRESIDENT THABO MBEKI
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CONTEXT IN TRANSFORMING A NATION
Mahatma GhandiMahatma GhandiMahatma GhandiMahatma Ghandi
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Martin Luther King
We are simply seeking to bring into full realisation the American dream – a dream yet unfulfilled.
A dream of equality of opportunity, of privilege and property widely distributed: a dream of a land where men no longer argue that the colour of a man’s skin
determines the content of his character, the dream of a land where every man will respect the dignity and
worth of human personality. (Dr. Martin Luther King, Jr., July 19, 1962)
CONTEXT IN TRANSFORMING A NATION
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Rosa Parks
Known for the incident in 1955, in Montgomery, Alabama, when she refused to give up her seat on a bus to a white man. Her subsequent arrest led to the Montgomery bus boycott, a major campaign in the
fight against discrimination. It didn’t merely spark a revolutionary alteration in racial attitudes; she
embodied a powerful stand that forced an entire country to take notice.
CONTEXT IN TRANSFORMING A NATION
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On that bleak December day in Montgomery, Alabama, in 1955. Rosa Parks refused to surrender her seat on a bus to a white man, even though the
segregation laws required it, even though the driver yelled at her, even though she knew she would be
arrested, jailed, and possibly even lynched.
Rosa Parks' simple act of courage spawned a movement, inspired a generation, and changed a nation.
CONTEXT IN TRANSFORMING A NATION
At dusk on December 1, 1955, Rosa Parks boarded the Cleveland Avenue bus and took her stand.
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CONTEXT IN TRANSFORMING A NATION
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This was the woman whose arrest had inspired the year-long bus boycott in Montgomery, when
thousands of blacks walked to work rather than sit in the 'coloured' section of the busses. This was the
woman who helped introduce the world to a dynamic young preacher named Martin Luther King Jr. This was the quiet crusader, whose life was so
viciously threatened that she had to flee with her family to Detroit.
Rosa Parks, with her gentle smile, her glasses and braided hair, always so self-deprecating, always so demure.
CONTEXT IN TRANSFORMING A NATION
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CONTEXT IN TRANSFORMING A NATION
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CONTEXT IN TRANSFORMING A NATION
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CONTEXT IN TRANSFORMING A NATION
Rosa ParkesDeceased 4 October 2005 aged 92
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“ STAND BEHIND ME in my nation-building and reconciliation drive ….. stretch across the divide
to unite the Nation …..”
President Mandela’s emotive challenge to all South Africans
CONTEXT IN TRANSFORMING A NATION
The ingredients for a political miracle
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President Mandela’s commitment to building a non-racial society -
SOMETHING HE ONCE DECLARED HE WAS PREPARED TO DIE FOR -left him with no alternative but to
TRANSFORM THE COUNTRYfrom its conflictual past into a
UNITED NATION.
CONTEXT IN TRANSFORMING A NATION
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. . . which other country has a moral colossus to match Nelson Mandela? We are the envy of every
single nation on earth. He has become an icon of forgiveness, compassion, magnanimity and reconciliation for the entire globe. How blessed we are that he was at the helm to guide
our ship of state through the choppy waters of transition.
(Extract from Archbishop Desmond Tutu's Nelson Mandela Lecture: November 2004)
CONTEXT IN TRANSFORMING A NATION
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Written into the South African constitution is the vision of the Truth
and Reconciliation Commission:
‘. . . a need for understanding, but not for vengeance, a need for reparation
but not for retaliation, a need for ubuntu but not for victimisation.’
(Zander: 2000)
CONTEXT IN TRANSFORMING A NATION
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In the realm of possibility, there is no division between ideas and action, mind and body,
dream and reality.
Leaders who become their vision often seem uncommonly brave to the rest of us
Whether from the middle of the action, or from the sidelines, they are the conduit for carrying
the vision forward. (Zander: 2000)
CONTEXT IN TRANSFORMING A NATION
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President Nelson Mandela . . .
“The Reconciliation man”
CONTEXTIN TRANSFORMING A NATION
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CONTEXT EXAMPLES
President Nelson Mandela . . .
“The Reconciliation man”
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CONTEXT IN TRANSFORMING A CONTINENT
The preamble to the Constitution calls on the
Government to:• Heal the divisions of the past and establish
a society bas4ed on democratic values, social justice and fundamental human rights; and to
• Build a united and democratic South Africa
able to take its rightful place as a sovereign state in the family of nations.
It was on these injunctions on which Mandela focused so successfully. Fotr this he has been
honoured at home and abroad as a nation
builder, a uniting force, a reconciler and a magnanimous leaders with an extraordinary heart, who made a point of reaching out to his adversaries.
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This is a typical slide
Illuminating the needs of the “hopeless” Continent
Pres. Mbeki’s brainchild
CONTEXT INTRANSFORMING A CONTINENT
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CONTEXT IN TRANSFORMING A CONTINENT
“According to the traditional paradigm, the incorrect proposition is made that Africa will succeed only if the north
increases charitable donor aid to fill the African begging bowl.
Fortunately, the G-8 has understood Africa’s rejection of this relationship.”
(President Thabo Mbeki, 3 July 2002)
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CONTEXT INTRANSFORMING A CONTINENT
“ I am an African!”
President Thabo Mbeki
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CONTEXT INTRANSFORMING A CONTINENT
Our country, through President Thabo Mbeki, has been in the forefront of the creation of the African Union and in the conception and promotion of the
New Partnership for Africa's Development and African Renaissance. We will be home to the African
parliament. That is a remarkable turnaround. The ugly caterpillar has metamorphosed into a beautiful butterfly. South
Africans proclaim their national identity proudly. (Extract from Archbishop Desmond Tutu's Nelson Mandela Lecture: November 2004)
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CONTEXT IN TRANSFORMING A CONTINENT
“ … to be a true African is to be a rebel in the cause of the African
renaissance, whose success in the new century and millenium is one of the great historic challenges of
our time”
President Thabo Mbeki
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT RESPONSE
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CONTEXT EXAMPLES
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CONTEXT EXAMPLES
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“The Kananaskis conference will go down in history as a defining
moment in the process both of the evolution of Africa and the birth of a
more equitable system of international relations.”
President Thabo Mbeki (27 June, 2002)
Mbeki gets approval from G8
CONTEXT IN TRANSFORMING A CONTINENT
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CONTEXT IN TRANSFORMING A CONTINENT
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CONTEXT IN TRANSFORMING A CONTINENT
Of all the commendable things Mbeki did during his presidency,
what loomed highest was his African Renaissance vision,
which had already taken root with programmes such as NEPAD and the APRM.
No one – not even his worst
enemies – would be able to take this away from him. (Chikane: 2012: 45)
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CONTEXT IN TRANSFORMING A CONTINENT
History will show that Mbeki carried the flag of success and was tripped just before crossing the winning line
because of internal party dynamics and not governance or policy issues.
When the dust has finally settled I believe that the valley of the shadow
of Polokwane - that dark cloud – will not forever cover the hills of success Mbeki scaled. The time will come when these successes will be celebrated. (Chikane: 2012: 89)
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CONTEXT IN TRANSFORMING A CONTINENT
Rev Chikane, responding to a question asking him to compare former president Thabo Mbeki’s
leadership to that of Mr Zuma.
"I would like to avoid doing
comparisons with a sitting president,"
he replied. He, however, said Mr
Mbeki was "on another level" going on
to refer to his educational
qualifications.
Mr Mbeki has a master of economics
degree from the University of Sussex.
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CONTEXT IN TRANSFORMING THE WORLD
US President Barack Obama (L) bows as he shakes hands with Japanese Emperor Akihito (C)
Is Obama obeisant or is this act a symbolic form of
contrition and reconciliation for the public disdain and
humiliation of Emperor Hirohito by General Douglas MacArthur after the
surrender of Japan in 1945?
Then untidily clad MacArthur met immaculately dressed Hirohito, saying in effect: “ I
am MacArthur, Supreme Commander of the Allied
Forces, and I am the boss.”
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CONTEXT IN TRANSFORMING THE WORLD
General Douglas Mac Arthur and Emperor Hirohito (Source: Google)
The emperor of Japan came to have a
conference with General MacArthur.
MacArthur, before the meeting, told the Emperor that they were to take one
picture.
This photograph, which was published in
the local Japanese newspapers, was very shocking. It shows MacArthur in an open
shirt with "No neck tie," as the Japanese
press said, towering over the little man
who was the "larger than life" Emperor.
The Emperor, whose image was very impressive to the Japanese people before
this photograph, appeared meek and little
in comparison to MacArthur, who was the
symbol of American influence in Japan.
The picture also signified that MacArthur would stand by the Emperor, who was
possibly going to be tried for war crimes.
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TO REINVENT YOURSELF
AND TO BUILD THE MUSCLES
To make the impossible happen
The challenge is