ARTEMIS Transition Partners is an independent consulting firm working to develop solutions to changing performance requirements for a broad range of clients. Our ability to consistently deliver on varied client expectations has positioned us as a preferred advisory partner within discerning organizations passionate about their own success and that of the communities they serve.
Our work is based on trust relationships, which we have developed with clients across East, Central and West Africa; Europe and the Middle East.
We endeavour to provide advisory solutions through which our clients can achieve their goals and obtain enduring returns from their investment in advisory services.
It has taken us a long time to get where we are, and with the many defining changes in our environment, the next ten years are critical for us and for our clients.
Shifting social, economic and political influence, technological revolutions and access to information are rewriting the rules of business and social behaviour in such short cycles that what you knew yesterday may barely be helful tomorrow.
In the circumstances, knowledge-based competitive strategy put in the hands of the right people is one of the few bases on which to build sustained relevance.
Our clients realise this and this is what we're working with them to obtain.
Our work is inspired by the conviction that there are known ways by which desired outcomes can be achieved, uncertainties about the future reduced and their effect on human undertakings mitigated.
Given the competitive nature of the world today, organisations and communities can only obtain enduring results in what they do if the many decisions they must make day by day, are based on sound understanding of different and frequetly complex relationships.
The more comprehensive the knowledge and experience on which plans are made, and the greater the discipline with which they are executed, the greater the assurance they will derive their intended outcome.
We work for a wide range of clients, across government, private, profit, and not-for-profit organizations.
Over time, we have also considerably increased our SMB (Small and Medium Business) client portfolio, whose advisory requirements have steadily evolved towards those of the traditional corporate organization.
We maintain a carefully balanced client portfolio, which helps us to maintain balanced advisory capabilities, as well sustained contact with the industries we consult in.
In addition to the global perspective our work with different clients brings to each assignment, our business mix is also the means by which we manage concentration risk as well as the basis of our internal capacity development strategy.
The better a business is able to understand its evolving environment, the more able it is to develop adaptive solutions matched to the challenges it is inevitably faced with in each evolutionary phase.
The next ten years, in our view, present a cocktail of complex challenges and exciting opportunities for business across the world:
- Evolution of corporate organisation More
The corporate organization, for example, will continue to evolve and reduce in size, changing from its current monolithic structure into a network of smaller and more efficient operations that will include core and outsourced functions. We expect that this will put pressure on larger organizations as they find ways of maintaining their quality, operational efficiency, market reach, and of maintaining their obligations to shareholders.
Major challenges at this level will include integrity of strategic planning processes, the effectiveness and efficiency with which strategy will be executed, product and process innovation, retention of institutional talent and knowledge competencies, cost containment and the determination of optimum profit strategies.
- Mixed fortunes for SMBs and corporate organisations More
The smaller SMB operations, on which corporate organizations will depend over the next ten years, will, on the other hand, be faced with growth and capacity challenges as they strive to match the stretching demands that the evolving corporate organization will be putting on them.
Key challenges at this level will include leadership, governance and succession, capital investment, adoption of sustainable growth strategies, middle-management capacity, risk management, quality, reliability and the institutionalization of performance requirements.
Through the large, corporate organisations will continue to control the biggest portion of turnover, there will be the two main challenges for businesses all round:
The reducing number of large corporates is expected to step up competition for businesses from the remaining corporate organisations. This will invariably drive down prices as an increasing number of small and medium-sized businesses (SMBs) compete for business from these corporates, without compromise of quality, efficiency or reliability. The IT services sector, for example, is already here.
Businesses that have formally transacted thriving business will large corporate organisations will also now need to reposition themselves so that they are able to provide goods and services tailored for the increasing number of small and medium sized businesses (SMBs), as well as for direct customers. This has already had a big impact in the insurance industry, for example.
- The BRICKS effect on global economic performance More
Five countries, Brazil, Russia, India, China and South Africa (BRICS) combined are home to 3 billion people, and have a combined GDP of USD 14.9 trillion dollars. What this means is that BRICS hold 42.9% of the world's population and are responsible for close to 21% of the Gross World Product (GWP). Over the last three years, economic growth among BRICS nations accounted for close to half of the world's total growth.
Brazil, Russia, India, China alone, account for 25.6% of the world's land mass, and with the BRICS countries growing at a combined average rate of 5.5% compared to the 1.2% of developed economies, it is estimated that the influence of BRICS economies in the world will overtake that of the G7 economies that have dominated global economics for over a hundred years.
In the interim, backed by a GDP of USD 8.4 trillion, China's growing influence may increase the flow of cash around the world, but will continue to put economies across the world under immense pressure, particularly with respect to sustainability of local industries, imbalances in the movement of foreign exchange, and with respect to the business models that various companies will need to adopt in order to survive.
- The role of ICT in business More
Another defining factor over the next ten years is the role of ICT in business. The difussion of time and space by ICT in business is set to significantly alter customer expectations, as well as phenomenally reduce the cost of doing business.
This, we expect, will impact on the value of capital investment for businesses and redefine competitiveness in a wide range of industries.
In these circumstances, we see knowledge as the next competitive platform on which responsive organizations, big, small, local, regional or multinational will build and sustain their leadership.
This is the arena we see ourselves playing a role in.
We see, over the next ten years, considerable gains to be made from investment in advisory around strategy, finance and assurance, especially, through which our clients will be looking to optimize performance and to obtain the greatest return from increasingly scarce resources.
We also expect the changing character of organizations to continue presenting various challenges relating to the management of human resources, and in particular, with respect to management of staff performance and the optimization of latent employee capabilities.
Based on our analysis of corporate performance drivers within the regions we serve, our current five-year plan aims to achieve the following, among others:
Enhance our regional advisory capabilities to more effectively respond to client requirements;
Broaden our Success Model Suite (SMS) solutions to match our clients’ changing requirements;
Increase investment in global business data sourcing in order to consolidate our global advisory capacity;
Extend reach and accessibility of our advisory solutions beyond traditional channels;
Along with these, we hope to continue consolidating our advisory capacity through increased sharing and access to proprietary consulting methodologies, case references, and other resources in our knowledge bank. To achieve this, we are looking to make significant investment in the technologies on which our practice is based, and in the people that our strategy’s success will depend on.