Josef Langerman

Group Head : Engineering Transformation, DevOps & Digital Culture Evangelist, Standard Bank Group; Adjunct Associate Professor: University of Johannesburg; New Ways of Working Overlord

What does Kungfu and a Bank have in Common?

“Kung Fu is a Chinese term referring to any study, learning, or practice that requires patience, energy, and time to complete. In its original meaning, kung fu can refer to any discipline or skill achieved through hard work and practice, not necessarily martial arts. It’s not about a mature end state but evolving competencies.

With the 4th industrial revolution disrupting industries it is becoming even more important to build mastery and competencies that fits this new change in thinking and will support the organisations of the future. The organisations that will thrive are those characterized by self-organization and self-management. Typical command and control style management is evolving to smaller decentralized structures consisting of small teams with a focus on collaboration and partnerships.

In this talk we will outline some of the areas of learning or practises that will enable this.

We will talk around the psychological changes, management practises, methods, technologies and thinking frameworks that the modern day corporate kung fu master must have under the belt to thrive. We are moving from career ladders to jungle gyms, from yak shavers to kung-fu masters.

There is not one recipe – only certain forms and guidelines. It is up to everyone to find their own way and style.”


Jo Watt

Strategic Talent Acquisition Consultant, Tiger Brands

Proactive Executive level Talent Pipelining.  A case study from Tiger Brands

Jo will be sharing how the Tiger Brands team built strategic talent acquisition capability through executive talent pipelining and the success and challenges of that journey. The session will be highly interactive and the objective will be to share some tips, tools and lessons learnt that will enable the audience to use some of these tips and tools in their own acquisition journey. 


Deon Greyling

Managing Director, BTS, SA

Developing talent to compete in Africa

One of the toughest areas to develop talent for in Africa is the Middle Management layer. As companies more and more international organisations start doing business in Africa, they come to realise the challenge of finding, developing and retaining a strong middle management layer is one of the critical factors to long term success. We will share key insights across from various organisations and industries on their successes (and failures) in doing business in Africa and building strong local talent pipelines.


Frans Kutumela

Senior Manager : Learning & Development, MTN

Leadership as catalyst of culture and change

One of the key roles of leadership is to hold employees accountable, and motivating them to exceed performance expectations while modelling organisations adopted values. Central to this is the creation of a purposeful culture. There is no strategy that cannot be rendered useless by a toxic organisational culture. Peter Ducker said “Culture eats strategy for breakfast”. It take bold leadership to influence individuals, teams and indeed the entire organisation to consistently demonstrate expected behaviours, values and  achieve high performance. John Maxwell maintains “Everything rises and falls on leadership”


Kay Vittee

Kay Vittee is the CEO of the Adcorp’s Support Staffing portfolio: Charisma Health Solutions, Kelly and Quest Staffing

Recruitment Hacks 2017 – Navigating the Digital Pipeline

Social Media and Recruitment are a match made in Talent Acquisition Heaven. As it gets harder to attract top talent, Recruiters will need to go to the places where their audiences are.

Recruitment hacks – Navigating the Digital Pipeline If you were getting excited and looking forward to hearing me talk about IT related hacks such as phishing, how to protect your credit data information…I am sorry to disappoint you, this talk will not be about that. This presentation will be much more exciting and it will be about hacks however from a recruitment perspective. You may wonder what recruitment hacks entail?

This involves simplified recruitment methodologies within a candidate driven market and a digitised recruitment era, which facilitates quick turnarounds and improved efficiency benefiting both recruiters and clients. How is this done? By simplifying recruitment landing pages, assessing, advancing and managing digital recruitment application processes. Using your social analytics to design more targeted candidate job advertising; ensuring the use of search-phrases to a specific pool of candidates and by sourcing and qualifying candidates by applying professional language and/or jargons used in their daily operations that are industry and candidate specific. These are some of the hacks I’ll be sharing with you at the conference.

Join me on 22 June 2017 at Riversands Incubation Hub Fourways, 15h00, Stream 4B for a hack of a presentation.


Gaylin Jee

Founder, 33 Emeralds

Crossing the Chasm from Innovation Hub to Innovation as Usual.  How do we get it right?

“The last time you had an original idea, what did you do with it?” Adam Grant

In business today, we are still using yesterday’s models and hoping they will solve tomorrow’s challenges. That’s not impossible, but it will become increasingly unrewarding. The impending World Economic Forum’s Fourth Industrial Revolution will radically shift life as we know it. Technology will be at the core of most work, whatever form work will take. Digital transformation will make way for digital sustainability, and innovation hubs and heroes will only take you part of the way. End states and narrow, short-term profits are yesterday’s goals.

Yet some see and create worlds of opportunity amidst this rapid ‘chaos’. We assume these people are innately creative, natural born natural leaders, or that people who have a larger purpose and impact in the world are ‘rare’. We ask about what is in their DNA so that we can identify them, where we can find them, and how we can work with them to release our strategic visions and intent. We also ask “can we grow and develop them?”

Let’s ventilate this topic with fresh thinking. We are coming to learn that great creators aren’t necessarily the ones with the deepest expertise, but rather those activating the broadest perspectives, acting at the right time. In this session we present research into the more radical risk takers and innovators, called game changers, and the kind of team that composes around them to drive game changing outputs. We also look at Adam Grant’s work on ‘originals’, debunking of the myth that all originality requires extreme risk taking. We’ll look at the purpose offered through Simon Sinek’s “Start with Why”, a recent favourite in leadership development circles. We provide a simple loop for digesting and applying new thinking, and practical tools to cross that chasm to the purposeful innovation-as-usual orientation that will serve a wider good for tomorrow.

Join us for Crossing the Chasm.


Selo Govender

Head of Talent, Learning & Development, Sasol

Building Leadership Capability within Sasol to enable a values-driven, high-performance culture.

Selo will be sharing 2 Case studies on how Sasol is building effective leadership capability through their leadership and talent development programmes which seek to build business acumen, provide practical leadership skills and tools; enhances the ability to nurture and develop employee talent, leverages diversity for high performance and deepens participants’ appreciation of the global and Sasol business context. These programmes are contributing in enabling a values driven, high performance culture as well as significant improvements in talent/succession management .

The 2 Case Studies to be shared are the:

  1. The LEAD Sasol Programme – A Leadership development programme equipping Sasol Leaders with practical skills and tools they require to lead within the context of our new operating model and high performance culture
  2. The LEAP Future Talent/High Potential development programme and Talent Management – an accelerated skills development programme which is business-focused and ensures timely delivery of future talent particularly at leadership levels


Megan Yates

Chief Scientist, Ixio Analytics

“10 Things to Ask a Data Scientist” and How Data Science is Being Applied in the HR Space

Five years ago data scientist was given the title of “sexiest job of the 21st century” by Harvard Business Review. It’s also one of the jobs with the largest skills shortage and businesses are still struggling to recruit data scientists. The rise in interest in data science is in response to the huge increase in data generated. Universities have reacted to this by offering courses in big data, analytics, data science and artificial intelligence. While the course content and intentions are good, many of the scientists running these courses have little idea of what data science in the business world really looks like.

The field of data science is quite broad and data scientists are defined by what they do and not who they are. We’ll explore why we need data scientists and what we should be looking for when hiring data scientists. We’ll also explore some use cases showcasing how data science is being applied in the recruitment and HR space.


Andrew Farrant

General Manager : Hollard Life

“There is always a better way: Hollard”.

 I use the example of how the culture and purpose  of an organisation is leveraged to create amazingly entrepreneurial behaviours, which lead to world firsts in a somewhat boring industry such as insurance. Considerations such as enabling beliefs, enabling actions, and how to foster change agility will be covered. There are constraints being a small company, but we consider them to be “beautiful constraints”. I will also use my own personal journey to highlight some amazing ways of work, to achieve industry firsts.

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Talent Talks is positioning itself as the most talked about talent portal in South Africa – the ‘go to place’ for thought leadership in the talent management space. Our editorial team and our contributors are passionate about developing, managing and optimising talent. Talent Talks educates, entertains, informs, engages, inspires, challenges, pushes boundaries and ignites ongoing conversations in the talent space, cross-generationally, cross-culturally, across all levels of the organisation and all sectors of the economy. We showcase and acknowledge South Africa’s talent, success stories and personal journeys. We start deep conversations and seek solutions to skills shortages, skills mismatches, and the need to develop talent, to grow the South African economy. Talent Talks is run by an independently owned private company.  It compliments but is totally independent of other publications. It is funded by advertising. We acknowledge and thank our launch partner, SABPP, for their ongoing support and professionalism in growing the talent industry.


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