The Art Of War For Business Analysts
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Transcript of The Art Of War For Business Analysts
IIBA Chapter Meeting in Cape Town
25 March, 2010
Presented by Joe Newbert
25 March 2010 1© www.businesschange.co.za
Contemporary Congestion
Flexible constraints on projects delivery . What gives?
Buzzwords and brands. Silver Bullets?
Need to get back to basics. What are the fundamentals?
25 March 2010 2© www.businesschange.co.za
Sun Tzu
Ancient General and Strategist
Believed to have Authored the Art Of War
Influential treatise on military tactics
Lionel Giles Victorian Scholar and Translator (1875-1958)
Curator of Oriental Manuscripts, British Museum
1910 Translation of Sun Tzu’s The Art Of War
25 March 2010 3© www.businesschange.co.za
Business Change BOK v500BC
The Art of War is divided into 13 Chapters
Derived a set of strategic rules for Business Analysts
Value is to simplify the complexity of strategic thinking
25 March 2010 4© www.businesschange.co.za
Hitchhikers Guide to Terminology
Context is King
Illustration of military terms applied to the (hopefully) less blood stained battlefield of Business Change
Sun Tzu
• Enemy
• Battlefield
• Commander / General
Business Change
• The Situation
• Business Operations
• Project leaders
25 March 2010 5© www.businesschange.co.za
始計,始计
1. Laying Plans
Chapter Summary:
Explores the fundamental factors that define a successful outcome. By thinking, assessing and comparing these points you can calculate a victory, deviation from them will ensure failure. Remember that war is a very grave matter of state.
Strategic Rules:
1) Think before do
2) Evaluate business options
3) Look for strategic turns
Think before do
Translation:
The art of war is of vital importance to the State. It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected.
The art of war, then, is governed by five constant factors, to be taken into account in one’s deliberations, when seeking to determine the conditions obtaining in the field. These are:
i. the Moral Law;
ii. Heaven;
iii. Earth;
iv. The Commander;
v. method and discipline.
These five heads should be familiar to every general: he who knows them will be victorious; he who knows them not will fail.
25 March 2010 6© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - Laying Plans
Think Before Do
External Analysis
– Porters 5 Forces
– PESTLE Analysis
Internal Analysis
– MOST
– Resource Audit
– Boston Box
RAID Analysis
Stakeholder Maps
SWOT Analysis
Successful Business Change is critical to organisational strategy
Clearly define the problem before seeking a solution
Business Change Parallels:
– Moral influence means spirit of vision (mission, goal)
– Weather equates to outside forces (market, dependencies)
– Terrain in the scene of action (people, place, product, process)
– Commander is leadership (Sponsor, BA)
– Doctrine is guiding principles (culture, policies, methods)
Analysis must be driven by the need to improve operations
Go beyond the current situation & dig into underlying causes
Assessment before the plan is often ignored in the rush to action
“Resist the pressure to ‘start coding now!’; a careful strategic assessment is the foundation of successful business change.”
25 March 2010 7© www.businesschange.co.za
作戰,作战
2. Waging War
Chapter Summary:
Explains how to understand the economy of war and how success requires making the winning play, which in turn, requires limiting the cost of competition and conflict.
Strategic Rules:
4) Secure the Business Case
5) Make time your ally
6) Everyone must profit
7) Know your craft
Secure the Business Case
Translation:
In the operations of war, where there are in the field a thousand swift chariots, as many heavy chariots, and a hundred thousand mail-clad soldiers, with provisions enough to carry them a thousand Li, the expenditure at home and at the front, including entertainment of guests, small items such as glue and paint, and sums spent on chariots and armour, will reach the total of a thousand ounces of silver per day. Such is the cost of raising an army of 100,000 men.
Again, if the campaign is protracted, the resources of the State will not be equal to the strain.
The skillful soldier does not raise a second levy, neither are his supply-wagons loaded more than twice.
25 March 2010 8© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - Waging War
Secure the Business Case
Work Breakdown Structure
Cost / Benefit Analysis
– Tangible / Intangible
– Immediate / Longer Term
Investment Appraisal
– Payback Calculation
– Net Present Value
– Internal Rate of Return
Funds must be available before the project
Estimate the required resources (people, time and materials)
Ensure the budget forecast is accurate
– Too little funding is insufficient
– Excess funding is wasteful of allocated resources
Execution of action in line with the plan is paramount, delay of delivery will strain the available resources
Do not become an Oliver Twist: “Please Sir, can I have some more?”
When resources are depleted and cannot be replenished, the organisation goes bankrupt
“Propose a course of action, analyse the tangible and intangible costs and benefits, and secure the business case to attain sufficient resources.”
25 March 2010 9© www.businesschange.co.za
謀攻,谋攻
3. Attack by Stratagem
Chapter Summary:
Defines the source of strength as unity, not size, and the five ingredients that you need to succeed in any war.
Strategic Rules:
8) Win without fighting
9) Strength Against Weakness
10) Beware of ‘High Level Dumb’
11) Obey Fundamental Principles
Beware of ‘High Level Dumb’
Translation:
Now the general is the bulwark of the State; if the bulwark is complete at all points, the State will be strong; if the bulwark is defective, the State will be weak. There are three ways in which a ruler can bring misfortune upon his army:
i. By commanding the army to advance or to retreat, being ignorant of the fact that it cannot obey. This is called hobbling the army.
ii. By attempting to govern an army in the same way as he administers a kingdom, being ignorant of the conditions which obtain in an army. This causes restlessness in the soldier’s minds.
iii. By employing the officers of his army without discrimination, through ignorance of the military principle of adaptation to circumstances. This shakes the confidence of the soldiers.
25 March 2010 10© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - Attack by Stratagem
Beware of ‘High Level Dumb’
Organisational Context
– Domain knowledge
– Sociocultural
– Policies & Procedures
Business Rules
– Facts
– Assumptions
– Constraints
Behaviour
– Analysis by walking
– Method Analysis (hands-on)
Those who are not at the scene of action and do not know what is happening should not give orders
Ensure the information current (current = flow and recent!)
Each area should be managed by those with extensive experience in that area
No two situations are alike, beware ‘canned’ approaches
Rules established at Head Office should not necessarily apply to every distant operation
Elicit facts and eliminate assumptions; make the tacit explicit.
Differentiate constraints from guidelines.
“Avoid acting without full knowledge of the situation. Don’t resist new data that may cause change. Ask the right questions, or the answers make no difference.”
25 March 2010 11© www.businesschange.co.za
軍形,军形
4. Tactical Dispositions
Chapter Summary:
Explains the importance of defending existing positions until you can advance them and how you must recognize opportunities, not try to create them.
Strategic Rules:
12) Be Invincible
13) Attain Strategic Superiority
14) Use Data to Focus Efforts
Use Data to Focus Efforts
Translation:
In respect of military method, we have, firstly, Measurement; secondly, Estimation of quantity; thirdly, Calculation; fourthly, Balancing of chances; fifthly, Victory.
Measurement owes its existence to Earth; Estimation of quantity to Measurement; Calculation to Estimation of quantity; Balancing of chances to Calculation; and Victory to Balancing of chances.
A victorious army opposed to a routed one, is as a pound’s weight placed in the scale against a single grain.
The onrush of a conquering force is like the bursting of pent-up waters into a chasm a thousand fathoms deep. So much for tactical dispositions.
25 March 2010 12© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - Tactical Dispositions
Use Data to Focus Efforts
Current Situation
– Problems & Opportunities
– As-is modelling
Strategy, Goals & Objectives
Business System Options
– To-be (incl. Status Quo)
– Recommendation
Solution Assessment
– Financial Analysis
– RAID & Impact Analysis
Decision Making
Business Change Parallels:
1. Measurement means scope (business, solution, project)
2. Estimation of Quantity means size of task (work breakdown and effort)
3. Calculation is schedule, resources and costs
4. Balancing of chances is evaluation of solution option (Risks, Issues, Financial Analysis)
5. Victory is the chosen Business System Option.
Business System Options must consider key performance areas and projected business benefit (benchmark)
Create a measurement system to align tasks, focus efforts, monitoring progression and track delivery.
“Determine the business, technical and financial feasibility options. Consider organisational benefit versus impact & risks. Weigh, decide and communicate.”
25 March 2010 13© www.businesschange.co.za
兵勢,兵势
5. Energy
Chapter Summary:
Explains the use of creativity and timing in building your momentum.
Strategic Rules:
15) Build a sound organisation structure
16) Apply extraordinary force
17) Coordinate momentum and timing
Build a Sound Organisational Structure
Translation:
The control of a large force is the same in principle as the control of a few men: it is merely a question of dividing up their numbers.
Fighting with a large army under your command is nowise different from fighting with a small one: it is merely a question of instituting signs and signals.
25 March 2010 14© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - Energy
Build a Sound Organisational Structure
Organisational Context
– Marketplace
– Domain knowledge
Organisational Modelling
– Organisation Charting
– Job Descriptions
– Performance Management
Business Process Modelling
– Scenario planning
– Case Simulation
Coaching & Mentoring
Create logical structures focused on achieving customer delivery – the reason for organisational existence
Define teams and roles to support the organisational goals
Encourage collaboration: are divisions set-up to participate with one another? Or are divisions, divisions?!
Is there a supportive management approach?
Clear communication channels (functional, project, matrix)
Pay attention to process efficiencies: work flow can contain delays, bottlenecks and introduce errors.
Cater for strengths and weaknesses of individuals; put the best people in the best place
* Principles apply to Business Operations and Project Team
“Establish an organisation where tasks are managed, people supported and results achieved. Institutionalise customer delivery.”
25 March 2010 15© www.businesschange.co.za
虛實,虚实
6. Weak Points and Strong
Chapter Summary:
Explains how your opportunities come from the openings in the environment caused by the relative weakness of your enemy in a given area
Strategic Rules:
18) Take the initiative
19) Plan Surprise
20) Gain Relative Superiority
21) Seek knowledge
22) Be Flexible
Seek knowledge
Translation:
Knowing the place and the time of the coming battle, we may concentrate from the greatest distances in order to fight.
But if neither time nor place be known, then the left wing will be impotent to succour the right, the right equally impotent to succour the left, the van unable to relieve the rear, or the rear to support the van.
Rouse him, and learn the principle of his activity or inactivity. Force him to reveal himself, so as to find out his vulnerable spots.
Carefully compare the opposing army with your own, so that you may know where strength is superabundant and where it is deficient.
In making tactical dispositions, the highest pitch you can attain is to conceal them; conceal your dispositions, and you will be safe from the prying of the subtlest spies, from the machinations of the wisest brains.
25 March 2010 16© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary – Weak Points and Strong
Seek Knowledge
Investigation techniques
– Questionnaires / Survey
– Interview
– Workshop
– Observation / Method Analysis
– Scenario Analysis
– Prototyping
Clearly define the problem before seeking a solution
– Those who know where and when the battle will be fought can focus their efforts at the right point
– When problems and root causes are unknown, focus may be misaligned and effort expended with no gain.
Analyse the current situation to learn strengths and weaknesses
Watch what is happening and, equally, what is not happening
Probe and stir to determine to cause and affect
Benchmark against standards and respond appropriately
Knowledge helps reduce assumptions and mitigate risk
Explore the course of business events, exhaust scenarios and probe boundaries. Include the exceptional, what if? Know every facet of operations and performance .
25 March 2010 17© www.businesschange.co.za
軍爭,军争
7. Manoeuvring
Chapter Summary:
Explains the dangers of direct conflict and how to win those confrontations when they are forced upon you.
Strategic Rules:
23) Manoeuvre to gain the advantage
24) Achieve the Critical Mass
25) Deceive your competitor
26) Develop Effective Communications
27) Gain the Mental Advantage
Develop Effective Communications
Translation:
The Book of Army Management says: On the field of battle, the spoken word does not carry far enough: hence the institution of gongs and drums. Nor can ordinary objects be seen clearly enough: hence the institution of banners and flags.
Gongs and drums, banners and flags, are means whereby the ears and eyes of the host may be focused on one particular point.
The host thus forming a single united body, it is impossible either for the brave to advance alone, or for the cowardly to retreat alone. This is the art of handling large masses of men.
25 March 2010 18© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - Manoeuvring
Develop Effective Communications
Stakeholder Analysis
– Interests / Stake
– Communication Preferences
Communication Methods
– Minutes, Reports
– Meetings, Road Shows
– Websites, Podcasts
Work Package Formats
Approval Mechanisms
Change Management
Have a method for clear communication:
– What is the message?
– Why is it important?
– Who is the target?
– Who is the messenger?
– How is the message sent?
– When will it be sent?
Do not use the same communications for every situation
Not all messages are received in the same manner
Good news may only need to be delivered once
Seek Project Team consensus to generate momentum
“Engage stakeholders and tailor communication plans to individuals and groups. Prepare decision packages based on the purpose and audience.”
25 March 2010 19© www.businesschange.co.za
九變,九变
8. Variation in Tactics
Chapter Summary:
Focuses on the need for flexibility in your responses. It explains how to respond to shifting circumstances successfully.
Strategic Rules:
28) Consider Tactical Options
29) Prepare adequate Defences
30) Avoid the faults of Leadership
Avoid the Faults of Leadership
Translation:
There are five dangerous faults which may affect a general:
i. Recklessness, which leads to destruction;
ii. cowardice, which leads to capture;
iii. a hasty temper, which can be provoked by insults;
iv. a delicacy of honour which is sensitive to shame;
v. over-solicitude for his men, which exposes him to worry and trouble.
These are the five besetting sins of a general, ruinous to the conduct of war.
When an army is overthrown and its leader slain, the cause will surely be found among these five dangerous faults. Let them be a subject of meditation.
25 March 2010 20© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary – Variation in Tactics
Avoid the Faults of Leadership
Emotional Intelligence (EQ)
Behavioural skills
– Relationship building
– Communication
– Listening
– Influencing
– Leadership
– Patience
Techniques
– Facilitation
– Negotiation
Flaws in the personal qualities of the Business Analyst will cause opportunities to be lost.
Business Change Parallels:
1. Recklessness means gung-ho, which lacks thought and empathy
2. Cowardice refers to ‘analysis from desk’ which stinks of the hypothetical and assumption
3. A hasty temper demonstrates frustration or rejection of critique, that exposes chinks in the armour
4. Delicacy of honour is being afraid to ask the ‘obvious’ or ‘stupid’ question for sake of shyness or embarrassment
5. Over solicitude means too much care to detail, beware ‘analysis paralysis’ quicksand
“Have ego-strength (and I don’t mean a big-head!). BA’s need self confidence, be able to endure stress and sustain belief in their position. BA’s mustn’t bruise easily. ”
25 March 2010 21© www.businesschange.co.za
行軍,行军
9. The Army on the March
Chapter Summary:
Describes the different situations in which you find yourselves as you move into new enemy territories and how to respond to them. Much of it focuses on evaluating the intentions of others.
Strategic Rules:
31) Occupy Strong Natural Positions
32) Always seek the High ground
33) Make an estimate of the situation
34) Perform Professionally
Perform professionally
Translation:
If soldiers are punished before they have grown attached to you, they will not prove submissive; and, unless submissive, they will be practically useless. If, when the soldiers have become attached to you, punishments are not enforced, they will still be useless.
Therefore soldiers must be treated in the first instance with humanity, but kept under control by means of iron discipline. This is a certain road to victory.
If in training soldiers commands are habitually enforced, the army will be well-disciplined; if not, its discipline will be bad.
If a general shows confidence in his men but always insists on his orders being obeyed, the gain will be mutual.
25 March 2010 22© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary – The Army on the March
Perform Professionally
Relationship Building
– Active listening
– Empathy
– Appreciation for perspectives
Political Awareness
Professionalism
Leadership
Key Performance Management
– Benchmarking
– Performance Management
– Coaching
Build relationships with the Business Stakeholders and Project Team members alike
– Listen with purpose; understand them; don’t expect them to understand you.
– Take a genuine interest, respect time, energy and space.
Trust and confidence must be mutual, otherwise opinions, ideas and instructions may not be shared or fall on deaf ears
Establish professional / work standards and communicate clearly,:
– Set-up performance benchmarks as a baseline
– Feedback praise and criticism based on achievements
– Apply the same standards to everyone; no favourites
“Rapport breeds trust, trust builds solidarity when times need. Maintain personal discipline, set the bar and lead by demonstration to achieve results.”
25 March 2010 23© www.businesschange.co.za
地形
10. Terrain
Chapter Summary:
Looks at the three general areas of resistance (distance, dangers, and barriers) and the six types of ground positions that arise from them. Each of these six field positions offer certain advantages and disadvantages.
Strategic Rules:
35) Know Your Battlefield
36) Obey the Laws of Leadership
37) Fight Only Battles you Can Win
38) Know Yourself, know your opponent
Know Yourself, Know Your Opponent
Translation:
If we know that our own men are in a condition to attack, but are unaware that the enemy is not open to attack, we have gone only halfway towards victory.
If we know that the enemy is open to attack, but are unaware that our own men are not in a condition to attack, we have gone only halfway towards victory.
If we know that the enemy is open to attack, and also know that our men are in a condition to attack, but are unaware that the nature of the ground makes fighting impracticable, we have still gone only halfway towards victory.
Hence the experienced soldier, once in motion, is never bewildered; once he has broken camp, he is never at a loss.
Hence the saying: If you know the enemy and know yourself, your victory will not stand in doubt; if you know Heaven and know Earth, you may make your victory complete.
25 March 2010 24© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - Terrain
Know Yourself, Know Your Opponent
BA Competency Model
– Behavioural qualities
– Tasks and Deliverables
– Techniques
– Business Knowledge
Performance Evaluation
– Self-assessment
– Peer / Client feedback
Competency Assessment
Development Plans
Ensure that the right solutions are available and ready to remedy the situation:
– Match people and / or tools for the right job.
– Ensure people are competent, skilled and trained
– Secure support and raise enthusiasm
Make sure that there is demand for your talent
– Ensure training plans are supportive of career roadmap
Extend the theory by honing your skills to prepare for a variety of different situations
Be ready and prepared to adapt tactics and tackle any task whole heartedly
“Skill-up: make your strengths stronger and shore up weaknesses – then practice, practice, practice! Maintain your motivation and be ready to seize opportunity”
25 March 2010 25© www.businesschange.co.za
九地
11. The Nine Situations
Chapter Summary:
Describes nine common situations (or stages) in a campaign, from scattering to deadly, and the specific focus you need to successfully navigate each of them.
Strategic Rules:
39) Choose a favourable Battleground
40) Shape your Opponents Strategy
41) Make Victory the Only Option
42) Plan Coordinated Efforts
43) Press the Attack
44) Learn Winning Ways
Plan Coordinated Efforts
Translation:
The skillful tactician may be likened to the shuai-jan. Now the shuai-jan is a snake that is found in the Ch’ang mountains. Strike at its head, and you will be attacked by its tail; strike at its tail, and you will be attacked by its head; strike at its middle, and you will be attacked by head and tail both.
Asked if an army can be made to imitate the shuai-jan, I should answer, Yes. For the men of Wu and the men of Yüeh are enemies; yet if they are crossing a river in the same boat and are caught by a storm, they will come to each other’s assistance just as the left hand helps the right.
Hence it is not enough to put one’s trust in the tethering of horses, and the burying of chariot wheels in the ground
The principle on which to manage an army is to set up one standard of courage which all must reach.
How to make the best of both strong and weak — that is a question involving the proper use of ground.
25 March 2010 26© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - The Nine Situations
Plan Coordinated Efforts
Business Benefit
– Goals
– Objectives (SMART)
– Critical Success Factors
– Key Performance Indicators
Behavioural qualities
– Communication
– Influence
– Facilitation
– Negotiation
A united effort improves the likelihood for success
– Foster actions that encourage co-operation
– Communicate actively to synchronise efforts
Find the common ground in difficult situations
– Establish complimentary partnerships: one holds the weapon, another the ammunition.
– Compromise and seek ‘win-win’ outcomes
It’s one thing having a position, it’s another conveying it
– Seek internal consensus of ideas before communicating
Influence according to business goals, objectives and critical success factors
Think adept: facilitate and negotiate to navigate
“Bring shared purpose by focusing on the business benefit. Conflict is inevitable, plan for it, don't shy away, it is a positive action that raises and addresses issues.”
25 March 2010 27© www.businesschange.co.za
火攻
12. The Attack by Fire
Chapter Summary:
Explains the use of weapons generally and the use of the environment as a weapon specifically. It examines the five targets for attack, the five types of environmental attack, and the appropriate responses to such attack.
Strategic Rules:
45) Be disruptive and Intrusive
46) Consolidate Your Gains
47) Exercise Restraint
Consolidate your gains
Translation:
Unhappy is the fate of one who tries to win his battles and succeed in his attacks without cultivating the spirit of enterprise; for the result is waste of time and general stagnation.
Hence the saying: The enlightened ruler lays his plans well ahead; the good general cultivates his resources.
25 March 2010 28© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - The Attack by Fire
Consolidate your gains
Post-Implementation Review
– Project Review
– Lessons Learned
– Change Management
Benefits Management
– Benchmarking
– Data Analysis
– Impact Analysis
Scope Management
– Change Control / Requests
Projects are vehicles to deliver business change:
– Increase revenue
– Reduce cost
– Improve customer service
– Legal Compliance
On time and on budget project delivery is subsequent to realising business benefit.
Schedule review periods to re-evaluate the impact of change, measure results, plan and act
– Bolster successful areas
– Fortify or redesign less successful areas
– Seek new opportunities for improvement
“Measure the situation before the change and don’t drop the project at implementation. Track benefits against the business case and take supportive action.”
25 March 2010 29© www.businesschange.co.za
用間,用间
13. The Use of Spies
Chapter Summary:
Focuses on the importance of developing good information sources, specifically the five types of sources and how to manage them.
Strategic Rules:
48) Invest in Intelligent Resources
49) Establish an Active Intelligence System
50) Practice Counterintelligence
Establish an Active Intelligence System
Translation:
Thus, what enables the wise sovereign and the good general to strike and conquer, and achieve things beyond the reach of ordinary men, is foreknowledge.
Now this foreknowledge cannot be elicited from spirits; it cannot be obtained inductively from experience, nor by any deductive calculation.
Knowledge of the enemy’s dispositions can only be obtained from other men.
Hence the use of spies, of whom there are five classes: Local spies; inward spies; converted spies; doomed spies; surviving spies.
Spies cannot be usefully employed without a certain intuitive sagacity.
25 March 2010 30© www.businesschange.co.za
BA ToolkitBusiness Analysis Commentary - The Use of Spies
Establish an Active Intelligence System
Sources
– Publications and Reports
– People!
Techniques
– Narrative parse
– Survey
– Observation / Driving
– Interviewing / Workshops
Behavioural qualities
– Relationship Building
Methodologies and Notations
Business Analysts Commentary:
The source of great business analysis is sound information
Foundation based on our own knowledge, assumptions and / or past experiences is incomplete.
– Analysis requires proactive elicitation, not simple gathering
Develop a network that can provide information
– Look for Subject matter Experts who may have the most information about the situation.
– Beware those who can only give opinions, baseless information will mislead.
Build rapport to leverage the greatest benefit
Establish a methodology for processing information
“People are the root source of knowledge. Elicit explicit knowledge. We can know more than we can tell; use techniques wisely to acquire the tacit.”
25 March 2010 31© www.businesschange.co.za
Trending Themes
The crux of Sun Tzu's Art of War explains that it is only through strategy that conflicts can be overcome and real victory achieved.
The flow of data for continuous
preparation
The focus of power to
conserve energy
The ability to immediately act
expediently
The psychology of influencing friend & foe
The obligation to think beyond
the ordinary
25 March 2010 32© www.businesschange.co.za
Done. Business change can often be a challenging and emotionally charged
environment. Perhaps you could think more strategically when planning your battles, and tactically as you march and manoeuvre onwards.
www.joenewbert.com
joe.newbert
http://za.linkedin.com/in/newbert
www.twitter.com/newbert
25 March 2010 33© www.businesschange.co.za