BUSINESSMAN AND PHILANTHROPIST FAIZAL MOTLEKAR OPENED HIS FIRST BUSINESS, A SMALL SHOP IN KOFFIEFONTEIN IN THE FREE STATE 15 YEARS AGO. TODAY HE STANDS AT THE HELM OF MOTLEKAR HOLDINGS AND ITS MANY SUBSIDIARY COMPANIES. HE IS A PROPERTY DEVELOPER IN HIS OWN RIGHT.
AS A THOUGHT LEADER AND INNOVATION CHAMPION, WHAT STRATEGY WOULD YOU ADOPT TO DIFFERENTIATE YOUR CURRENT POSITION IN THE MARKET?
Our strategy is to employ specific sector focus. For example, with infrastructure-related business we have Group Five Motlekar, Tarman, Motlekar Cape,and Hitricon.
WHAT HAVE YOU DONE TO IMPROVE PRODUCTIVITY, PERFORMANCE, AND SUSTAINABILITY IN THE ORGANISATION?
We have focused on incentivising staff to make sure we get the most out of them, and that they are rewarded for their hard work through share incentive schemes.
WHAT HAS BEEN THE LATEST DEVELOPMENT IN THE COMPANY TO DATE AND WHAT DO YOU PLAN FOR THE FUTURE?
We have recently acquired more personnel to help with our goal of growing the business and diversifying out of infrastructure towards other sectors such as ICT and mining.
HOW DO YOU THINK YOUR LEADERSHIP HAS IMPACTED ON YOUR PEERS AND THE INDUSTRY IN GENERAL?
It has impacted the company by getting involved in public infrastructure. I am also a Co-founder of Saarda – which is a property industry mouthpiece, and was involved in making Motlekar Holdings a Platinum Sponsor of the Black Business Quarterly Awards.
WHAT CORE PRACTICES, SYSTEMS, AND STRATEGIES FOR SUCCESS CAN YOU SHARE WITH US?
We practice humility, stress management, and long-term focus on business sectors that are familiar to the organisation to make sure we stay ahead of the game.
DOES YOUR COMPANY HAVE A DEVELOPMENT PROGRAMME THAT MOULDS AND STRENGTHENS THIS KIND OF TALENT?
We regularly send core employees to executive training programmes to beef up knowledge on new ways of doing business, such as corporate governance and ethics.
AS THE CEO, WHAT IS YOUR CURRENT THREE-YEAR BUSINESS PLAN TO SUSTAIN YOUR COMPANY TO MAINTAIN SHAREHOLDER INVESTOR CONFIDENCE?
As the owner and CEO of the business we don’t have any external investors, but it is important to maintain good corporate governance in line with the King III Report. For the next three years we are focussed on consolidating current investments and looking at potential synergies within investee companies.
CAN YOU DETAIL ONE KIND OF SUCCESS THAT INNOVATIVE THOUGHT LEADERSHIP IN YOUR COMPANY HAS BROUGHT ABOUT?
Thought leadership has enabled us to create partnerships with listed companies such as Group Five Housing Pty Ltd.
FLAT MANAGEMENT STRUCTURES SEEM TO BE BECOMING MORE POPULAR. HOW DOES THIS WORK AT YOUR ORGANISATION, AND WHAT ARE THE ADVANTAGES?
The advantages for us have been the ability to make key decisions more quickly. It means we receive feedback sooner and are able to explore new opportunities more completely.
WHAT KEY INNOVATIONS DO YOU HAVE IN MIND OR PLAN FOR THE FUTURE?
We are looking to take a more hands-on approach with investee and subsidiary companies. We want to feed off their ideas on how to implement strategies and grow together with them.
WHAT PRACTICES DO YOU IMPLEMENT DURING BUSINESS CONFLICT SITUATIONS AND ARE THEY SUCCESSFUL?
We aim to be more proactive than reactive, solving problems before they arise.
WHAT IS THE BEST ADVICE YOU HAVE
Live a balanced life.