IDG in South Africa
through the development of their people, recognising that people form part of systems.
IDG in South Africa
through the development of their people, recognising that people form part of systems.
In Africa, IDG has delivered programmes to participants from over 15 African countries including, South Africa, Botswana, Zimbabwe, Zambia, Uganda, Ghana, Cote d’Ivoire, Nigeria and Egypt.
We have worked with multi-national clients from various different industries and our programmes include: culture strengthening, values integration, transitions into leadership, leading for performance, induction programmes and business relationship excellence.
We invest heavily in ensuring each of our programmes are aligned to our client’s strategy and desired culture. We then engage in a tailored or bespoke solution, collaborating closely with an internal project team, to craft a design and delivery.
We believe that any effective partner needs to understand the context, issues, culture and organisational system of the client of the organisation it works with in order to bring about timely, measurable and sustainable change of behaviour that meaningfully contributes to performance.
To this end we have an emergent approach as opposed to an expert imposed one so that our contribution is completely relevant to the situation at hand and aligned to the organisation’s vision and mission. This recognises that the people within the organisation are the change makers.
Our underlying philosophy indicates our belief that leadership, followership and collaboration are needed to capacitate agency for organisational effectiveness.
Our relationship with the Royal Military Academy Sandhurst
IDG’s partnering agreement with Sandhurst gives us exclusive use of the Academy’s inspiring facilities and grounds. More importantly it enables us to access over 200 years of learning on leadership and embed that learning in our development programmes.
The Royal Military Academy Sandhurst is the centre of excellence in leadership for the British Army. Every British Army officer since the 1800’s has received their training in leadership skills and behaviours within its grounds. Sandhurst has a global reputation: four reigning Arab monarchs are graduates of Sandhurst and its affiliated colleges – King Abdullah of Jordan, King Hamad of Bahrain, Sheikh Tamim, Emir of Qatar and Sultan Qaboos of Oman.
Some of Our Clients
At IDG we see our clients as our partners and we are proud to have productive, ongoing relationships with highly respected organisations both in the public and private sectors.
Our programmes are tailored according to the particular needs of our clients. We are sensitive to cultural differences and our bespoke interventions are designed to address and overcome strategic needs within the business.
As such, we spend a lot of time at the beginning of any relationship understanding exactly what our clients are trying to achieve before designing a bespoke solution. This approach will ensure that the solution is consistent not only with the strategic objectives but also with the political and cultural environment in which the organisation operates.
South Africa team were amazing! The passion, energy, inspiration and presence showed up! A huge thank you from me...truly delighted!"
Global Induction Lead, BARCLAYS
IDG came on board very openly and that made all the difference to us. And the members of the team really care about whether it works or not.
SARB Head of Academy
Where we are finding great value and help is in IDG’s contribution to setting us up to experiment, for instance. The project planning support has also triggered a major ramp-up in our management of details. And of course all facilitation and reporting remains a key area of help, not to mention the ideas that flow from your suggestions, as well as the sound advice about how to engage the business.
SARB Head of Academy
They were professional, very much engaging. The manner of approach was fun and very insightful. I have learnt a lot.
We had to change the mindset of the people, change the approach of how we lead and manage. Together with IDG, we brainstormed our strategy based on their surveys. We have reduced our percentages of raw material usage from 56% - we are currently on 49%. This has a huge impact on our financials. Our gross margin has gone from 12% to 19%.
IDG had a major role to play in lifting my plant from 70th to 49th. They created the process that the people could voice their concerns and they could see that they were being addressed. So this created an engagement which is a very big plus for our plant. To Joanne and her team I want to give you a big thank-you for supporting me through this process. Thank-you very much!
Very engaging, very open, very personal and that brings a whole lot of credibility to the training material.
CEO Consol Glass
I am loving it, and living it out is even better
Leadership Programme participant
Click each box to read more
The frames of reference of culture, organisational identity and change are imperative to designing the most impactful change process.
With this insight on culture, these guiding principles underpin our approach to culture change / strengthening:
- Culture and subcultures co-exist within one organisation
- Culture is a daily lived experience and displayed through behaviours
- Culture is ever-evolving
Many organisations attempt change not realising they are also asking for individuals to change ‘who am I’ in this context. It is with these principles in mind that we design culture and change management programmes often in complex environments ensuring organisational culture is coherent, unique (or differentiated) and enduring.
This is the penultimate step toward improving your performance, growing and retaining your high potential people.
Leadership development is at the heart of what we do. Our approach is based on extensive experience and a firm belief that people cannot be “taught” to be leaders nor to act as a team. However, through a combination of well-designed and facilitated programmes they can be helped to understand, value and utilise their talents and hard-won experiences. Our challenge to all leaders who attend our programmes is simple: “why would anyone choose to follow you?” Providing people with a powerful (and personal) answer to that question requires a clear understanding of what leaders do and don’t do.
Coaching & Mentoring
We believe that coaching & mentoring should be a forward looking approach to facilitate another person’s thinking to help them to move forward and create change. It means helping another person to learn rather than teaching them. It is vital that coaching & mentoring are seen as an integral part of leadership and much of our recent work in this space has been developing managers/leaders within the client organisation to take on the role of coach in the workplace environment.
As the team is always more important than the individual, emphasising the importance of the team as a whole and the understanding of individuals are essential to create a shared identity and purpose. Teambuilding will enhance the ability to interact and act together as one team in order to improve internal and external processes.
A 360° survey is a process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee’s manager, peers, and direct reports. Managers and leaders within organisations use 360 feedback surveys to get a better understanding of their strengths and weaknesses. A 360 survey can also be a useful in developing people who are not in a management role yet.
Aspiring Women Leaders Development Programme
In order to nurture and promote more female leaders, this programme was developed. It provides insight to the skills and competencies required to become a female leader utilising personal professional growth, as well as other practical tools and guidance.
Work Ethics Programme
These programmes focus on three main elements. Firstly, personal discipline and developing individual understanding through self-awareness, actualisation and followership. Secondly on developing high performing teams and learning how to work within a team and effectively communicate with others and thirdly, gaining a better understanding of how leaders think, motivate, engage and lead others.
Problem Solving Programme
Youth/Graduate Development Programme
Business Simulation and Leadership Programme
Root Cause Diagnostics and Reporting
Pre-identified key issues form the basis of the design of the survey and interview questions to ensure the collated data and information accurately determines the failures and issues impacting performance.
This culminates in detailed reporting which includes recommendations around processes, change management and human drivers which will turn around performance.
Supply Chain Performance Solution
This industry-first intervention, leverages key worker metrics gathered from 30 000 employees, culminating in quantitative benchmark analysis relative to highest and lowest industry scores with detailed route cause analysis to determine reasons for gaps and customised recommendations for each participating organisation. The results are communicated via debriefs and coaching with management teams of participating supply chain companies, to share best practices and provide tools to resolve problems.
Now in its 3rd year, the participating companies are evidencing year-on-year improvement with IDG’s bespoke survey technology and methodology.
Chairperson - IDG-SA
Dr Rejoice Ngcongo is one of the four directors, serving as Chairperson of Inspirational Development Group South Africa (IDG – South Africa)
Rejoice’s, 40 year, career has been constituted in the fields of learning and education, spanning secondary and tertiary education both as an educator and a leader in these institutions, in South Africa and around the world. Her extensive experience in learning, education and leadership development, is coupled with her corporate experience in the Talent and Human Resources fields.
Her career spans her formative years as a secondary and tertiary teacher and lecturer and later principal. For 2 decades Rejoice served as a Senior Lecturer, Professor of Education and then Vice Dean of the Faculty of Education at the University of Zululand. This experience in the field of education culminated her serving as Visiting Professor at the Universities of South Carolina in the United States of America, Latrobe and Victoria in Australia.
In her short stint as a practicing social worker, Rejoice realised that in order to make a meaningful contribution, teaching and solutions to unlock potential, were essential.
In 2004, Rejoice was appointed as founding scholarships manager of the Mandela Rhodes Foundation Scholarships Programme.
She is frequently invited to present papers and share her very own brand of thought leadership, particularly in the field of leadership for educators.
Despite her accomplished success, and never satisfied to rest on her laurels, Rejoice joined the Allan Gray Orbis Foundation where she led the Human Resources and Talent Development functions.
With a high school teaching diploma, a Bachelor of Social Science and her doctorate in Leadership and Conflict Resolution firmly under her belt, Rejoice has never stopped learning. More recently she has been accredited as a coach, mentor and facilitator.
Managing Director - IDG SA
Joanne is Managing Director of IDG SA, having joined IDG as an associate in 2013 and delivering several programmes before IDG SA was established in 2016.
Joanne is a qualified capital markets specialist. Her work in capital markets saw her based in the USA and Frankfurt before returning to South Africa. She obtained a qualification from the Securities Institute of London and after several years trading, started a financial services company in Durban. After four years of building a solid business with several million dollars under management, Joanne sold this company to pursue her fascination in our ability as human beings to transform ourselves and therefore impact on the quality of our outcomes.
Joanne’s passion is to contribute to individuals, teams and organisations unlocking potential so that individually and in partnership with each other they can create responsible leadership, followership and performance excellence.
This passion has led Joanne to play a significant role as an intervention designer, trainer, facilitator and coach in various contexts from education, to international non-government organisations and commercial businesses. In addition she has experience as serving as board member and Chairperson on the Kairos Foundation Board – SA Board (an international NGO operating in SA) where she chaired the first fully operational board.
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