What makes Kwezi Software Solutions an innovative company and innovation partner to your business?
The term innovation is applied so broadly these days that its specific meaning is often misunderstood and misconstrued as 'new technology' or 'big ideas'. At Kwezi Software Solutions, we understand that businesses can only achieve competitive advantage through innovation if technology and big ideas are transposed into reality in ways that are cost effective, sustainable and commercially relevant. Kwezi Software Solutions truly is innovative in the way we have adopted a culture of continuous mind-shift. This allows us to constantly reframe conventional knowledge of the ways in which new technologies, business principles and methodologies can be delivered in realistic, predictable and practical ways.
We are always challenging 'Best Practice' with 'Next practice.'
Our partners are continuously developing the best technology available to business's anywhere; we make sure that Kwezi Software Solutions is at the forefront of extracting maximum value for your business by applying new knowledge and creative thinking. Most importantly, we are deeply focused on translating philosophical, fuzzy, forward thinking into your business reality. True innovation is an applied practice in any competitive organisation and should be focused on real commercial benefit.
Your company's executives, shareholders and customers prefer streams of incremental innovation far above moments of radical change.
Here are five reasons why Kwezi Software Solutions is an innovative partner to your business:
- Practical Learning, experimentation
- Kwezi Software Solutions leadership foster a culture of experimentation and practical learning. Our people are encouraged to try things and rethink old methods continuously. Human Capital is our most valuable asset and creativity and critical perspectives are rewarded.
- Co-creation & team ideation
- Approaches, frameworks, models, projects and all aspects of the Kwezi Software Solutions offering are internally co-created by teams of people with various roles. Ideas and thought processes are treated on their merit and are agnostic to seniority and status.
- Time to Market / Market Relevance
- Being Ďagileí is already a pre-requisite for software focused businesses; however this should not only describe their offering, but the internal capacity and capability for change. We are able to adapt to context and opportunities within our customers. Throughout this process we are highly effective.
- Being proudly South African, we understand and adapt to business context in Africa from resourcing to rate card.
Innovation is about leadership
Today, there is an emerging distinction between "leadership" and "innovation leadership," a new vision of what it takes to become an innovative leader and a leader of innovation. This new model of thinking requires a new way of thinking about IT opportunities, programmes and solutions. .
Nowadays, , leadership that is not innovative starts at the wrong end of the chain, the money and resources end. The thinking seems to be that you can innovate your way out by allocating more labour and more capital to a system or a problem. On the surface, this logic would seem a bit flawed. It is certainly not innovative.
But as globalization tears down the geographic boundaries and market barriers that once kept businesses from achieving their potential, a company's ability to innovate-to tap the fresh value-creating ideas of its employees and those of its partners, customers, suppliers, and other parties beyond its own boundaries‚Ēis anything but faddish. In fact, innovation has become a core driver of growth, performance, and valuation.
Research implies that most senior executives do not actively encourage and model innovative behaviour. If they did, they could give employees the support needed to innovate. They can also take a number of other practical steps to advance:
- Define the kind of innovation that drives growth and helps meet strategic objectives. When senior executives ask for substantial innovation in the gathering of consumer insights, the delivery of services, or the customer experience, for example, they communicate to employees the type of innovation they expect. In the absence of such direction, employees will come back with incremental and often familiar ideas.
- Add innovation to the formal agenda at regular leadership meetings. We observe this approach among leading innovators. It sends an important signal to employees about the value management attaches to innovation.
- Set performance metrics and targets for innovation. Leaders should think about two types of metrics: the financial (such as the percentage of total revenue from new products) and the behavioural. What metrics, for example, would have the greatest effect on how people work? One company required that 20 percent of its revenue come from products launched within the past three years. Other established targets for potential revenues form new ideas in order to ensure that they would be substantial enough to affect its performance. Leaders can also set metrics to change ingrained behaviour, such as the ‚únot invented here‚ syndrome, by requiring 25 present of all ideas to come from external sources. Senior executives say that the top three ways they spend time making decisions about innovation involve determining what types or strategies to focus on, who gets to work on the resulting projects, and how to commercialize the fruits. Few spend time on targets, metrics, and budgets for innovation. That is telling, since executives whose companies do have such targets and metrics feel the greatest confidence in their decisions.
Our experience convinces us that a disciplined focus on three people-management fundamentals may produce the building blocks of an innovative organization:
- A first step is to formally integrate innovation into the strategic-management agenda of senior leaders to an extent that few companies have done so far. In this way, innovation can be not only encouraged but also managed, tracked, and measured as a core element in a company's growth aspirations.
- Second, executives can make better use of existing (and often untapped) talent for innovation, without implementing disruptive change programs, by creating the conditions that allow dynamic innovation networks to emerge and flourish.
- Finally, they can take explicit steps to foster an innovation culture based on trust among employees. In such a culture, people understand that their ideas are valued, trust that it is safe to express those ideas, and oversee risk collectively, together with their managers. An environment can be more effective than monetary incentives in sustaining innovation.
These three fundamentals are a practical starting point to improve an organizationís chances of stimulating and sustaining innovation where it matters most‚Ēamong a companyís people. Kwezi Software Solutions is one of the leading Enterprise Information Management (EIM) service providers, where we have the depth and breadth of expertise and software solutions through our registered partners program to respond to the most technical challenges and time-critical EIM projects. This enables our customers to leverage from Innovation using architectural blueprints, initiated by their leadership. Innovative ideas are recorded and managed to assist the project initiation process from business case definition to a funded project listed as a priority on the strategic programme plan for delivery and execution in the effort to create business value.
Enterprise Transformation requires up-to-date Architectural Blueprints (or models) as an instrument to monitor and govern changes in organization's artefacts.
Kwezi Software Solutions distinguish two major types of Architectural Blueprints:
- AThose that result from creative reasoning, as in designing a new thing, where drawing is an auxiliary of thinking, and;
- Those that aim to describe a given cartographic aspects of modelling, where one only needs to represent existing (and planned) things.
We deliver complex, high technology and mission critical programmes across the industry, working across all lifecycle stages of a solution, system or facility. We do this by using our independent expertise to enable acquisition support including Systems Engineering, Programme Management, Architecture Requirements, Performance Modelling, Business Cases, and Supplier Selection.
Our Programme Vision includes capability, enabling the business to achieve its goals through the successful delivery of technical outcomes and provide support to the maturity of client technical capability. This is achieved by:
- Working to established processes, information and governance frameworks for engineering that are complimentary with other business capabilities
- Have a clear career and reward path with professional routes and standards leading to Innovation and leadership management
- Deliver the highest technical standards to our clients and promote best practice
- Continuously improve our technical capability
- Efficiency - common patterns reduce planning time and maintain high quality, right the first time
- Effectiveness - improvement in clients' business operations
- Agility - quicker to respond to new tasks or task changes own business
- Improved capability to deliver more complex, high value services
- Increased resource utilisation (Work force mobility)
- Coherence - integration of specialist "disciplines"
- Staff progression, motivation, retention
- Continuity (succession planning and key resource loss risk)
- Reputation improved
Deliverables include but are not limited to:
- Technical Blueprint
- Project performance management
- Business case administration
Services include but are not limited to:
- Information Management
- Business Case support
- Enterprise Project Performance management
- Operational analysis
- Enterprise Architecture
- Human and Resource factors
Kwezi Software Solutions' objectives for innovation enablement is to provide practitioner guidance,in the creation of a blueprint from the initiative that will include the activity it is trying to achieve, and how to go about the activity. This will be derived and updated from best practice and experience to deliver:
- Coherent engineering capability delivering value to the client
- Engineering capability supporting internal business goals
- Engineering capability delivering high quality outcomes and
- Engineering capability under continuous improvement
The above shows where the focus is mostly on how to build and maintain the overall architectural cartography of an organization (business and IT) from the composition of individual artefacts blueprints. The approach used to capture information, across the organization, regarding planned and effective changes from heterogeneous sources; to build a consolidated view of the organization architecture and program requirements, and how to generate a dynamic time-based visualization of the architectural artifacts and representations. This provides the capacity to visualize the past, the present and the planned future.