Academic literature on the topic 'Bank of Namibia'

CurrentPennisetum glaucum(L.) R. BR. cultivars in Namibia have overall poor performance posing a threat to the nation’s food security because this crop is staple for over 70% of the Namibian population. The crop suffers from undesirable production traits such as susceptibility to diseases, low yield, and prolonged reproductive cycle. This study aimed to understand the genetic diversity of the crop in Namibia by simple sequence repeats (SSRs) and morphology analysis. A total of 1441 genotypes were collected from the National Gene Bank representing all the Namibian landraces. A sample of 96 genotypes was further analyzed by SSR using Shannon-Wiener diversity index and revealed a value of 0.45 indicating low genetic diversity. Ordination using Principal Coordinate Analysis (PCoA) on SSR data confirmed clusters generated by UPGMA for the 96P. glaucumaccessions. UPGMA phenograms of 29 morphological characterized genotypes were generated for SSR and morphology data and the two trees revealed 78% resemblance. Lodging susceptibility, tillering attitude, spike density, fodder yield potential, early vigour, and spike shape were the phenotypic characters upon which some clusters were based in both datasets. It is recommended that efforts should be made to widen the current gene pool in Namibia.

This paper investigates the determinants of interest rate spread in Namibia for the period 1996-2010. The investigation is conducted through cointegrated vector autoregression (VAR) or multivariate cointegration methods. The investigation reveals that interest rate spread in Namibia is determined by Treasury bill rate, inflation rate, the size of the economy, financial deepening, bank rate or discount rate and exchange rate volatility. Treasury bill rate, inflation rate and bank rate are associated with an increase in interest rate spread. The size of the economy and financial deepening are associated with a decrease in interest rate spread. The results suggest that an increasing interest rate policy pursued by the government can cause interest rate spread to rise. Increase in the cost of funds to commercial banks may be passed to consumers in the form of higher interest rate spread. An increase in the cost of doing business will cause interest rate spread to rise. Interest rate spread can be reduced by increasing the size of the economy which allows for economies of scale and greater competition. Financial deepening, which allows a high level of interbank competition, can also reduce the interest rate spread.

Amount raised: N$19,948,000/U$1,672,509 Background and context: The Cancer Association of Namibia presented the project “An apple a day can keep cancer away” to one of the local commercial banks close to 2 decades ago. The concept of “Eat Healthy. Live Healthy. Prevent Cancer” became a massive hit and in subsequent years the “Bank Windhoek Cancer Apple Project” has become a flagship fundraiser for the association. For 1 month of the year (usually June or July - winter in Namibia) we convert all Bank Windhoek branches nationwide into “apple stores” with bank employees, CAN volunteers and school learners marketing and selling apples to raise funds for CAN, raise awareness on cancer and support screening interventions to promote earlier detection to save lives. Aim: Create awareness and educate on cancer, support the Cancer Association of Namibia financially to fund the National Cancer Outreach Program and the 2 interim homes operated by the association. Strategy/Tactics: National endeavor - for 1 month a year, the entire commercial bank is “converted” into apple stores, selling apples! Program process: An executive planning committee between Bank Windhoek as facilitator and the Cancer Association of Namibia plan and coordinates the annual event, sourcing one million red apples (the bank´s official color) from the Western Cape apple farms. Numerous project partners support the program from transport, cold storage, package and delivery, to media and sales partners. An “Apple Roadshow” kicks off the marketing and PR of the annual event, and then for one month a year the bank staff, CAN volunteers and especially high school learners (as part of the school challenge) promote bulk orders, while loose apple sales are conducted in bank branches country-wide. Costs and returns: All project partners offer their “time” and “manpower” as a donation in support of CAN through their CSI portfolio. Apples are sourced at a bulk reduced rate (± N$2, 50 each) and resold to the public at a N$5 donation per apple. What was learned: Logistics and supply chain management is a profession that must be highly respected! But, education, awareness and community collaboration makes one of the strongest support chains imaginable. Communicating “why” are we doing this, then taking the funds and “showing” what we the money goes (through the medical outreaches and sustaining the interim homes) speak to the heart of the nation. Transparency, accountability and inclusive community interaction is key when it comes to community driven fundraising.

Purpose This paper aims to examine whether the African commercial banks selected as the best African banks by Global Finance Magazine really are the best. Design/methodology/approach Panel data envelopment analysis (DEA) was used, as well as the Malmquist total factor productivity index, to distinguish productive banks from unproductive banks. Nineteen commercial banks were selected from the 30 best African banks as identified by the Global Finance Magazine. Findings Of the 19 banks, five were found to be unproductive. Bank productivity was attributed mainly to technological change, and different methods marked different results, for example, the regional winner bank (Standard Bank of South Africa) selected by Global Finance Magazine ranked ninth in this study, whereas the Bank Windhoek Limited, Namibia, ranked first. Practical implications The study confirms the applicability of DEA for the banking industry. The model shows variability among the banks’ efficiency and productivity and provides different results to the Global Finance Magazine’s best bank selection. For example, the Standard Bank of South Africa, which is selected as the regional winner, is now ranked ninth under the DEA Malmquist’s total factor productivity. Originality/value The study shows that the DEA model can be applied not only for analysing the firm’s efficiency but also for objective rating, ranking and selecting best banks.

The paper uses a combination of theory and both quantitative and qualitative evidence to demonstrate the significance and challenges of agricultural development in Namibian green scheme projects. For quantitative, a structured questionnaire to produce descriptive statistics was administered to 135 small farmers while eight (8) project manager who were interviewed at the studied schemes as key informant served as source of qualitative information that pin pointed out challenges and opportunities, faced by the small farmers in these schemes. The evidence points to the fact that although there are myriad of challenges, such as challenges related to production, access to efficient and effective market and access to credit faced by farmers, production and access to efficient and effect market challenges emerged as the most stumbling blocks to the optimal production and sales of small farmers’ produce. Usually access to agricultural credit is seen as one of the major challenges of smallholder farmers in Africa. In this study access to agricultural credit was less seen as a major stumbling block to the smallholder farmers’ productivity. This is attributed to the current farmers’ agricultural credit support scheme in place between Agricultural Bank of Namibia (Agribank) and the government of Namibia.

The failure of many organisations over the years has led to a greater need for transparency and accountability. The Corporate Governance Framework, as developed by the King report, is the overarching framework that ensures that the board of directors are responsible for the governance of an organisation. The King III report implies that the board should also be responsible for IT governance because IT is a crucial and costly component that enables the achievement of organisational objectives. From several IT Governance frameworks that exist, the Bank of Namibia, through its integration initiative with the SADC Central Banks, has adopted COBIT 4.1 as an IT governance framework. COBIT 4.1 has several processes that directly aid the alignment of IT to business. A study of the implementation approach of the framework at the Bank and its effectiveness in ensuring the alignment of IT to the business functions was conducted. This study used a quantitative research methodological approach. A questionnaire was developed and was completed using a stratified sample of 35 individuals chosen from a target population comprised of the IT department, executive management and IT compliance champions in the Bank. The findings from the study revealed that a good understanding of what corporate and IT governance entails was evident in the Bank. Ninety-seven percent of the respondents indicated that IT is a key strategic tool that can be leveraged to achieve business goals. In the age of changing technology, the study revealed that the IT department is innovative and stays abreast with new technologies and trends. User awareness was not adequate and the study further revealed that only 49% of the respondents were involved in the IT governance project. The study revealed that top management supported the project. The study also reflected the positive role of IT auditing in the project. It was also noted that IT service delivery has improved and that benchmarking initiatives, as a result of the project, can lead to significant improvements in IT operations. The study revealed that the IT department understands business needs through a process facilitated by their annual departmental visits. The results from the departmental visits are well prioritised projects and IT projects that are tailored to support business goals. An IT steering committee, which was formulated, ensures that executive management is involved in key IT decisions and the reports on IT governance to the board and ensures that awareness is raised on that platform. It is recommended that an IT user awareness programme be established and an investment framework should also be established. It is recommended that the Bank adopts the COBIT 5 framework, which is a more holistic approach that focuses on governance as well as allowing for greater alignment between IT and business functions.

The paper presents factors why people are reluctant to bank money in rural Southern African countries. Six countries namely Botswana, Namibia, Mozambique, Tanzania, Zambia and Zimbabwe were used in the study. A focus group of 10 people from each of the stated Southern African countries was composed and used to obtain perceptions, views, reactions, attitudes, experiences among others on why people are reluctant to bank their money. People are unwilling to bank their money in rural Southern Africa and the reasons behind this seem to be many. If no correctional measures are put in place, rural Southern Africa will continue to be unbanked for the next five decades.

This study analyzed the interest rate channel, credit channel, exchange rate channel and asset price channel for monetary policy transmission mechanism in Namibia. The idea behind this study is to have a comprehensive study that covers a variety of channels for monetary policy transmission mechanism. The study utilized a Bayesian vector autoregression (BVAR) technique on quarterly time-series data covering the period 2000:Q1 to 2016:Q4. In particular, the validity of the data used is checked and verified by using two sets of prior distributions suggested by Sims and Zha as well as prior distribution of Koop and Korobilis. The variables used in this study are real output (Yt), real effective exchange rate (Et), inflation rate (P t), repo rate (Rt), housing price index (Ht) and credit extended to private sector (Lt). The findings revealed that interest rate and credit channels remain important in the transmission mechanism to this day. Notably the exchange rate and asset price channels are also slowly gaining prominence in monetary policy transmission mechanism. Therefore, the study provides useful information to the monetary authorities regarding the process of transmission mechanisms. This is quite important especially that the Central Bank (Bank of Namibia) is very serious about financial stability within the financial system, given the fragility of the financial systems in the world due to financial crisis.

The business environment is dynamic and faces frequent changes driven by macro and micro factors. Due to these changes, businesses are forced to either evolve or exit. Those that evolve choose the path of advancement and are determined to sustain their competitive positions. The financial services sector is one sector that is particularly undergoing changes and banks particularly in this sector face changes from all front. All segments in which banks operate from payment transfers to home loans are under serious pressures due to FinTechs and technology. The banking sector in Namibia is no exception. Hence, adopting a qualitative research approach with content analysis, primary data gathered by questionnaires from Standard Bank employees, the study aims to investigate employees' outlook regarding quality and CRM nexus for enriched competitive strategy in an ever-changing and competitive environment. The findings reveal that quality and customer relationship management processes do influence customers' experiences, satisfaction levels, and loyalty.

The introduction of inflation-targeting frameworks around the world prompts the question whether Central Banks focus solely on inflation. The paper uses the Taylor rule to characterize the Namibian Monetary Policy and to see whether the Bank of Namibia considers the economy in setting the Bank rate. Based on this rule, the Bank rate follows the Taylor rule over the sample period but there are several deviations. My results point to the following: Firstly, the Bank increases the policy rate to counter rising inflation but keeps the rate constant when inflation declines. Secondly, the Bank tends to smooth their rate adjustments. Using the lags of right hand side variables, hints at the fact that past inflation is important for the Bank to adjust the policy rate. Thirdly, the Bank of Namibia seems to focus more on inflation compared to the output gap. This is confirmed by the weight allocation which seems to be larger for inflation. Finally, the inclusion of additional variables that are deemed important in setting the Bank rate, improves the overall fit. Therefore, the model could be utilized to indicate where the policy rate should be.

Thesis (MDF (Development Finance))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: The main aim of this study, firstly, is to evaluate the financial performance of the Development Bank of Namibia (DBN) over the period of 2003 to 2007. Secondly, the study aims to compare financial performance of the Development Bank of Namibia with the Development Bank of Southern Africa during the same period. In recent years, there has been a number of criticisms raised against the Development Bank of Namibia. These have been noted by the political appointment of the top management in the bank who has no experience in monitoring of the funds and development projects (World Bank, 2003). In addition, the bank has been criticized for poor performance, in terms of very low returns due to poor procurement performance and weak performance of project management units (African Development Bank, 2005). The bank has also been seen undermining people's human rights through funded projects which were only given to those people who are politically connected or comrades (The Namibian, 2002). Two financial statements of the Development Bank of Namibia, namely the Income Statement and Balance Sheet of the period of 2003 to 2007, are used to evaluate the financial performance of the bank. Trend analysis, monitoring and evaluation reports, financial ratios and statistical tools are employed to conduct this study. Trend analysis, financial ratios and statistical tools indicated that there was no evidence to infer that the Development Bank of Namibia did perform poorly during 2003 to 2007. However, monitoring and evaluation reports indicated that there was inefficiency in terms of bank operations.

Thesis (MDF)--Stellenbosch University, 2013.
The Small and Medium Enterprises (SMEs) within the construction industry are presenting challenges to both industry and financial institutions in Namibia. The Development Bank of Namibia’s (DBN) investments in the construction industry yield mixed results, which have become worrisome. The percentage of non-performing loans within the construction portfolio continues to rise, hence a suitable contractor-financing model is required in order to advance financial resources and capacitate the contractor for their own development. The challenges of SMEs in construction business point to the need for the integration of knowledge from fields as diverse as business, finance, management and technical skills. This integration necessitates the need to create an enabling environment in which they can persevere. Understanding and experiencing these challenges, this researcher from the Development Bank of Namibia has taken the initiative to establish advanced financial solutions mainly for SMEs in the construction industry through the Bridging Finance Facility (BFF). This research report compiled findings gathered through the investigation of challenges impeding the success of SMEs, with a specific focus on SMEs engaged in the construction industry. A review of their satisfaction levels pertaining to the DBN’s application requirements, the adequacy of the BFF, mentoring, training, and client relationship support were some of the aspects investigated. The report also brought to the fore the bank’s internal lending processes that are currently in place. The main findings revealed that technical capacity, mentoring and training remain key shortcomings faced by SME’s. This matches the bank’s internal credit assessment processes that do not address the assessment of technical capacity sufficiently. The research found that the standard BFF induction program being implemented by the bank, and credit assessment turnaround times remain challenges for the DBN. Interestingly, road contractors were found to be a less risky portfolio group to finance in comparison to building contractors. The objectives of the document are in accord with the DBN’s overall strategic priorities, namely financial sustainability, stakeholder satisfaction and business development. Fundamental to the success of these investigations with the SMEs challenges was the use of the sets of structured questionnaires tailored to a selected sample of road and building contractors, consultants, quantity surveyors and architects as well as interviews with senior management at the DBN.

The objective of this study was to assess the appropriateness of the performance management system (PMS) introduced at the Development Bank of Namibia (the DBN) in 2013, and to identify potential strengths and areas of development. A review of performance management (PM) assessment models identified Jääskeläinen and Roitto's (2015) PM maturity model as the most suitable assessment framework. The PM maturity questionnaire (administered to management), which Jääskeläinen and Roitto developed as part of the model, and the satisfaction survey (administered to employees), which were adapted from the latter, were used to collect quantitative and qualitative data from n = 21 management staff members (53.9% of the total management staff) and n = 21 employees (52.5% of all employees) at the DBN. The results showed that overall the DBN's PMS is mature, indicated by high maturity and high satisfaction ratings. Since both, the PM maturity and the satisfaction ratings, fell just above the cut-off value required for the PMS to be considered mature, it was evident, though, that while the PMS had definitive strengths, there were also areas of development. During the quantitative analysis, it was found that the strength of the PMS is the performance measurement practices. Both management and employees are satisfied with all the PM dimensions including performance measurement practices, information systems supporting the PMS, communication and commitment, planning and strategy and leadership and management. The areas in need of development were identified as the information systems supporting the PMS, communication and commitment, planning and strategy and leadership and management, both in terms of maturity rating by management and the satisfaction ratings by management and employees. Based on the outcome of the study, it is recommended that capacity enhancement be applied to enable effective leadership, performance management, innovation and communication; the role of the business strategy office to be enhanced to formalise performance measures and to track targets; a review of the effectiveness of the performance reward system be performed and that an online, centralised and integrated PMS be implemented.

ENGLISH ABSTRACT: This study seeks to analyse the financial sector’s (commercial banks and the Bank of Namibia) policy interventions towards creating an inclusive financial system. To achieve this the objective of this study is in three folds, firstly to examine the level and extent of financial inclusiveness in Namibia, secondly to evaluate financial sector (commercial banks and the Bank of Namibia) policies to ascertain their effectiveness in promoting access to finance in Namibia, and thirdly to review international experiences to provide key learning lessons for Namibia’s financial system improvement. It is important that the problems associated with the high level of financial exclusion are understood. Through an analysis of the theoretical information and empirical results it is possible to establish how to improve financial inclusion which is critical for development and economic growth. Financial Inclusion (FI) has become a key pillar of development policy in a number of countries around the world on account of the fact that exclusive development is not sustainable. The paper explored the role of Mobile Money Services (MMS) in enhancing financial inclusion. The study was motivated by the proliferation of mobile phones amongst low income earners, the prepaid billing system sensitive to users’ incomes, adoption of ICT by government and the private sector that has enhanced e-commerce readiness of Uganda, as well as the launch of three Mobile Money Services in the country. A qualitative analysis of the web content of the three MMS providers was undertaken and focused on issues related to services provided; transaction charges; number of registered customers; number and volume of transactions; stakeholders; user interfaces and security; institutional relationships; policy and regulation; as well as appropriateness of the current business model(s). The findings indicate that while the MMS have enormous potential to enhance FI, it would require an open business model that involves all stakeholders to establish a truly national solution. Furthermore, the initial contribution of MMS to FI is in improving money transfer by lowering the transaction costs for small volumes. As a way forward, the regulatory authorities need to establish a legal framework that does not stifle innovation but ensures safety for customers’ savings. From the literature it becomes clear that there are various advantages associated with inclusive financial system. Various studies have demonstrated the positive correlation between financial inclusion and economic growth and poverty alleviation. Most of the data used in the study were collected by means of desk review for secondary data. Various articles and annual reports of commercial banks and regulators were analysed to provide an overview of the current state of financial inclusion in Namibia. However, primary data were also used to analyse the current initiatives of the commercial banks. The study finds that there are policy interventions that are in place and are being pursued by various players aimed at improving the public access to financial services. Results of the recently published FinMark2011 Survey report also indicate that 51 percent of adults are now included in the financial system compared to 31 percent recorded during the 2007 survey. Finally the study’s recommendations highlight various initiatives and activities which different stakeholders should undertake to improve the level of financial inclusion in the economy.

This study sets out to investigate the impact of commercial banks development on economic growth in Namibia. Using quarterly data on GDP as well as various commercial banks development indicators, covering the period March 2005 to December 2016, the study employed the Auto-Regression Distributive Lag (ARDL) methodology in determining existence of the short-run and long-run relationships. Furthermore, the study employed the Granger causality test in determining the causal relationship between banking sector development and economic growth. From the ARDL results, the study concluded that there is existence of a positive short-run relationship between banking sector development and GDP growth, channelled through net interest income and funding liabilities of banks. The causality test indicated a bi-directional causality between economic growth and the banking sector development, entailing that development of the banking sector would enhance GDP growth and vice versa. The study thus concluded that, commercial banks development has an impact on economic growth in Namibia and recommends for reforms in the banking industry to ensure increased lending in order to support the economy.

Thesis (MDF)--Stellenbosch University, 2012.
This study assessed the developments in financial intermediation services provided by Namibia’s commercial banking sector during 1995 to 2008. The study used two measurements of financial deepening in order to ascertain whether the role of the banking sector has become more important in the economy or not. These methods are the credit extension to non-finance private sector and the financial intermediation to GDP ratio. Unlike previous studies, which found that financial intermediation has not deepened before or after independence (Shiimi & Kadhikwa, 1999; Kavari, 2003), this study found some evidence of financial deepening in Namibia as indicated by the increasing credit extension and financial intermediation as shares of GDP. However, the banking sector did not perform well in terms of improving efficiency as banks continued to operate with high interest margins and became more dependent on fee income as opposed to deriving more of their income from intermediation activities. The largest chunk of bank credit was in the form of mortgage funding, allowing individuals, real estate and the business sector to be the major recipients of bank credit during the review period. The study took cognisance of recent measures aimed at enhancing the sector’s relevance and contribution to the economy. These include amendments to the statutes to allow entry of unincorporated bank branches in order to increase competition as well as requiring banks to reduce interest margins, amongst other measures. The study therefore recommends a vigorous implementation of these measures and that the regulator should extend its monitoring oversight to cover actual lending and deposit rates of interest in addition to base rates such as the prime rate and the mortgage base rate that it currently monitors. This is necessary due to weak linkages between the base rates and actual interest rates. The study further recommends a concerted national effort that seeks to ensure availability and affordability of credit on one hand, and to prepare bank clients, particularly the SME sector to be ready to take up finance on business terms on the other hand. This requires incentivising SMEs to become formal businesses and providing them with necessary training and mentoring services in order to improve their risk profiles.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: Since the early 1990’s shortly after Namibia gained independence, the Namibian financial industry has gone through substantial changes. New bank legislation and regulatory requirements were introduced and the market broadened to include blacks who were excluded from the formal banking services. Customers gained more bargaining power, competition intensified, international scrutiny intensified and customers now demand more sophisticated products and quality service. The Namibian banking and financial industry is relatively well developed in terms of service institutions and instruments. Like most developing countries, the financial and banking industry is made up of formal and informal sectors. The formal sector consists of the central bank, commercial banks, development financial institutions (Development Bank of Namibia), insurance companies and the stock exchange, while the informal sector comprises mainly of micro lenders. The Namibian banking industry comprises of four commercial banking groups of which FNB Namibia is the market leader, as can be seen in this paper. The BEE (Black Economic Empowerment) partnership has also enabled FNB to venture into areas that were previously unbanked or under banked. The focus has shifted from urban centres to rural areas. The financial services industry has prospects to grow given the economic, political and environmental stability in Namibia. However, the Namibian economy is not immune to the external forces responsible for the global economic slowdown. This economic slowdown affects food, oil and energy prices, which in turn affect the performance and profitability of FNB Namibia. In addition to this, an entry of two commercial banks (ABSA and PHB Bank) is underway, which will erode FNB’s profits and reduce market share. The purpose of this research was to analyse and assess the alignment of the strategic planning and budgeting process within FNB Namibia. It further intends to establish how best this management model is able to cope with the fast changing environmental and business landscape. The research also explores an alternative strategic planning and budgeting approach that will promise to create and improve shareholder value. The research focuses on the experience of FNB Namibia Holdings Limited, which operates in the banking and financial industry. The FNB Group was traditionally a banking institution with its primary focus on retail banking and asset financing in the higher end of the market. The strategic goals of the Group are based on three pillars, i.e. People, Customer and Efficiencies. The Group seeks to achieve its mandate based on these pillars and through innovation and value adding partnerships. An overview of the banking industry as well as the governing structures of FNB and the entire banking industry is provided. The external and internal business environment has an impact on the operations of FNB, both negative and positive. Therefore an environmental analysis on the basis of the political, economic, social, technological and environmental aspects was done. A detailed historical perspective was provided, which also provided the context of the transformation that took place in the discipline of strategic planning and budgeting. The Beyond Budgeting management model that is based on devolved leadership was explored and recommended as an alternative to the traditional command and control model. The devolved leadership principles empower the frontline managers and allow decision making to be made at customer contact. The move from the traditional strategic planning and budgeting model to Beyond Budgeting will require a systems transformation and not only a change in some part. To understand FNB’s management model, the Biomatrix systems thinking approach is recommended to analyse the underlying processes in accordance with the seven perspectives of organisation, i.e. ethos, environment, aims, structure, process, resources and governance. The analysis of FNB along these seven perspectives will ensure that strengths and weaknesses are identified in the whole system (company) and that the people in the company are well prepared for change. The Balanced Scorecard was also explored and recommended as a tool to improve strategy implementation and a tool to communicate the strategy to the rest of the company. Conclusions were drawn from the research and some recommendations were made for the transformation of the FNB management model and the implementation thereof.
AFRIKAANSE OPSOMMING: Sedert die vroeë 1990’s en kort nadat Namibië onafhanklikheid verkry het, het die Namibiese finansiële bedryf aansienlike veranderinge beleef. Nuwe bankwetgewing en reguleringsvereistes is ingestel en die mark het breër geword om swart mense in te sluit, nadat hulle voorheen van die formele bankdienste uitgesluit was. Kliënte het groter onderhandelingsmag verkry, mededinging het intensiewer geword, die internasionale soeklig het feller geword en kliënte vereis nou meer gesofistikeerde produkte en gehaltediens. Die Namibiese bank- en finansiële bedryf is relatief goed ontwikkel ten opsigte van diensinstellings en –instrumente. Soos in die meeste ontwikkelende lande bestaan die finansiële en bankindustrie uit formele en informele sektore. Die formele sektor bevat die sentrale bank, handelsbanke, ontwikkelings-finansiële instellings (Ontwikkelingsbank van Namibië), versekeringsmaatskappye en die aandelebeurs, terwyl die informele sektor hoofsaaklik uit mikroleners bestaan. Die Namibiese bankwese omvat vier handelsbankgroepe waarvan FNB Namibia die markleier is, soos uit hierdie navorsing afgelei kan word. Die SEB-vennootskap (Swart Ekonomiese Bemagtiging) het FNB ook in staat gestel om toegang te verkry tot areas waar daar voorheen geen of te min bankbedrywighede was. Die fokus het van stedelike na landelike gebiede verskuif. Die finansiëledienstebedryf het groeivooruitsigte gegewe die ekonomiese, politieke en omgewingstabiliteit in Namibië. Die Namibiese ekonomie is egter nie immuun teen die eksterne magte wat verantwoordelik is vir die wêreldwye ekonomiese verlangsaming nie. Hierdie ekonomiese verlangsaming het ‘n uitwerking op die prys van voedsel, olie en energie, wat op hulle beurt die prestasie en winsgewendheid van FNB Namibia beïnvloed. Daarbenewens word die toetrede van twee ander handelsbanke (ABSA en PHB Bank) verwag, wat FNB se wins verder sal inkort en sy markaandeel sal verminder. Die doel van hierdie navorsing is om te ontleed en te beoordeel of die strategiese beplannings- en die begrotingsproses binne FNB Namibia met mekaar belyn is. Dit het verder ten doel om te bepaal hoe hierdie bestuursmodel die vinnig veranderende omgewings- en sakelandskap ten beste kan hanteer. Die navorsing ondersoek ook ‘n alternatiewe benadering tot strategiese beplanning en begroting met die oog op die skepping en verbetering van aandeelhouerswaarde. Die navorsing fokus op die ondervinding van FNB Namibia Holdings Ltd, wat in die bank- en finansiële nywerheid bedryf word. Die FNB Groep was tradisioneel ‘n bankinstelling met sy primêre fokus op kleinhandelbankwese en batefinansiering in die hoër gedeelte van die mark. Die strategiese doelwitte van die Groep is gebaseer op drie pilare, nl. Mense, Kliënt en Vaardighede. Die Groep wil sy mandaat bereik gebaseer op hierdie pilare en deur innovering en waardetoevoegende vennootskappe. ‘n Oorsig van die bankwese asook die bestuurstrukture van FNB en die totale bankindustrie word voorsien. Die eksterne en interne sakeomgewing het ‘n impak op die bedryf van FNB, beide negatief en positief. Daar is dus ‘n omgewingsontleding op die basis van die politieke, ekonomiese, sosiale, tegnologiese en omgewingsaspekte uitgevoer. ‘n Gedetailleerde historiese perspektief word gegee, wat ook die konteks voorsien vir die transformasie wat plaasgevind het in die dissiplines van strategiese beplanning en begroting. Die Beyond Budgeting-bestuursmodel, gebaseer op die afgewentelde leierskap is ondersoek en word aanbeveel as ‘n alternatief tot die tradisionele bevels- en beheermodel. Die beginsels van afgewentelde leierskap bemagtig die bestuurders in die kantore waar kliënteskakeling plaasvind, om besluite te neem. Die verskuiwing van die tradisionele model van strategiese beplanning en begroting na Beyond Budgeting, vereis ‘n stelseltransformasie en nie net ‘n gedeeltelike verandering nie. Ten einde die FNB se bestuursmodel te begryp, word die Biomatrix-benadering van stelseldenke aanbeveel om die onderliggende prosesse te ontleed ooreenkomstig die sewe perspektiewe van organisasie, naamlik etos, omgewing, doelwitte, strukture, proses, hulpbronne en bestuur. Die ontleding van FNB op grond van hierdie sewe perspektiewe verseker dat die sterk en swak punte in die hele stelsel (maatskappy) geïdentifiseer word en dat die mense in die maatskappy goed voorberei word op verandering. Die Balanced Scorecard is ook ondersoek en word aanbeveel as ‘n instrument om die implementering van strategie te verbeter en die strategie aan die res van die maatskappy te kommunikeer. Gevolgtrekkings is uit die navorsing gemaak en ‘n paar aanbevelings word gedoen vir die transformasie van die FNB-bestuursmodel en die implementering daarvan.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: This report presents a structured approach to design and implement a shared services model for Capricorn Investment Holdings (CIH), Namibia. Shared services are tactical by nature and aim to support the organisation's strategy. Shared services are the consolidation of support activities into a business unit which operates on business principles and focuses on value creation, and the leverage of the skills and knowledge in an organisation. The successful transformation to a shared services business unit requires the transformation of the employees (people), business processes, and technology. Without the required transformation shared services will remain "faddish-, and the organisation will not gain the full benefits associated with shared services. The banking operations under the CIH group, similar to the other banks in Namibia are under ever increasing pressure to reduce costs, improve service, develop and deliver high quality banking products. These issues are important to increase market share and profits in order to position themselves as leaders against both traditional and non-traditional competition. CIH group now has a perfect opportunity, with business in Botswana, Zambia and Namibia to build a shared services model suitable to its needs and also to support the group strategy to expand throughout Africa. Although geographically dispersed operations or transaction centres will not go the way of the dinosaur, companies must design and manage each support function according to the integrated and, when possible, standardised model. This framework should allow for necessary geographic, regulatory or cultural variations, while ensuring maximum control and management. It must also achieve economies of scale and leverage employee expertise. That is why CIH firstly started off, with the process blueprint project, which caters for standard processes, and will be rolled out to the rest of the banking business. Secondly, after completion of the process blueprint project, CIH is going to follow a component business approach in order to make the transition to a shared services model much easier. Component business models offer a proven approach to driving a specialised focus, both internally and externally. With this exercise, CIH will be in a position to identify both the core and non-core components of its banking business. This will enable the group to take an informed decision on which components to share and which should remain in the different business units. Thirdly, the group is going to redesign the supply chain. Especially with the shared services model, a much closer, deeper relationship with intermediaries and service companies should be built to ensure that the group move in a customer centricity way. The optimum relationship would be long-term cooperation, joint planning of sales strategy and operations, and shared knowledge in order to optimise business, develop innovative initiatives and continuously improve to consolidate market position. Further to this study, CIH is going to re-evaluate its value chain where the support activities in a single organisation are extended across organisations, multiple companies, divisions or business units to cater for its expansion strategy. Lastly CIH, with its approach to firstly sharing the IT structure, then business processes, still have a few critical decisions to make. The shared services centre involves finding and assessing service providers, determining geographies from which to source the services, like will it be Botswana, Zambia, Windhoek or South Africa? Other critical issues are developing contracts, defining service levels and a myriad of other tasks. Whichever road CIH chooses, successful implementation demands considerable front-end investment and cultural transformation. To clear these initial hurdles, the group, especially senior management, must be fully committed to significant change. Key to successful implementation is distinguishing between the types of services to share, developing service contracts, choosing shared services staff carefully, benchmarking the service against outside vendors, establishing a governance board and designing an implementation approach unique to the specific needs of the group. It is very important to ensure successful transformation of the shared services model, existing of all the projects currently running within the group. In order to do that the executive team should know that implementing shared services is not a simple process. The rollout and implementation will take time, at least one to two years. Finally, building a shared services model requires focusing on the internal clients. The solution is not a simple, quick fix, but calls for careful consideration and implementation of all the points made throughout the course of this research report, from strategy and design to governance and transparent metrics.
AFRIKAANSE OPSOMMING: Hierdie verslag stel 'n gestruktueerde benadering voor tot die ontwikkeling en implimentering van 'n gedeeldedienste-model vir Capricorn Investment Holding groep (CIH) Namibie. Gedeeldedienste is takties van aard en het ten doel om organisasie- struktuur te ondersteun. Die beginsel van gedeeldedienste impliseer die samevoeging van Ondersteuningsaktiwiteite en fokus op waarde ontsluiting en die hefboom van kennis en vaardighede binne die organisasie. Die sukses van transformasie na gedeeldedienste is afhanklik van die transformasie van die mense, prosesse en tegnologie in die organisasie. Sonder hierdie transformasie sal gedeeldedienste onsamehangend gelewer word en sal die organisasie nie die volle voordele daarvan geniet nie. Bankdienste binne die CIH groep, soos ook die geval is met ander handelsbanke in Namibie,is geduring onder toenemende druk om kostes te verlaag, dienslewering- standaarde te verhoog en bankprodukte van kwaliteit te voorsien. Hierdie aangeleenthede is belangrik om markaandeel te verhoog en wins te verseker, maar ook om die CIH groep te posisioneer as markleiers onder beide tradisionele en minder tradisionele rolspelers. Die CIH-groep is nou in 'n gunstige posisie met besigheid in Botswana, Zambie en Namibia, om 'n gedeeldedienstemodel daar te stel wat die groep se strategie vir uitbreiding in Afrika kan ondersteun. Alhoewel geografies wydverspreide operasies of dienspunte nie sal verdwyn nie, moet die onderskeie maatskapye ondersteuningsdienste ontwerp en bestuur volgens 'n geintegreerde en, waar moontlik, 'n gestandaardiseerde model. Hierdie raamwerk moet ruimte laat vir geografiese, wetlike en kulturele verskille terwyl dit effektiewe kontrole en bestuur moet verseker. Dit moet ook aan die beginsel van skaalekonomiee voldoen en moet die optimale benutting van vaardighede van personeel verseker. Om hierdie rede het CIH 'n projek geloots, Proses Witskrif, wat die standaard prosesse verval. Hierdie projek sal uiteindelik ook die res van die prosesse in die bank se besigheid insluit. Na voltooiing van die Proses Witskrif projek sal CIH 'n benadering volg van besigheid in komponente om sodoende die transformasie na 'n gedeeldedienste-model te vergemaklik. Die model van besigheid in komponente bied 'n beproefde benadering tot die implimentering van 'n gespesialiseerde fokus, beide intern en ekstern. CIH sal met die implimentering van hierdie projek beide kern en nie-kern komponente van die bank se besigheid kan identifiseer. Dit sal die groep in staat stel om ingeligte besluite te neem oor watter komponente gedeel behoort te word, en oor watter komponente in die verskillende besigheidseenhede moet bly. Hierna kan die groep die verskaffingsketting herontwerp. Om te verseker dat die groep sake doen in 'n klientgesentreerde manier, veral met die gesentreerdedienste-model moet hegter verhoudings met tussengangers en diensverskaffers gesmee word. Die ideale verhouding is een van langtermyn samewerking, gesamentlike beplanning van verkoopstrategiee, die implementeering van operasies, en 'n gedeelde poel van kennis om sodoende operasies, ontwikkeling van innoverende voorstelle en deurlopende verbetering van markaandeel te bewerkstellig. Vervolgens gaan CIH sy waardeketting herevalueer waar ondersteuningsaktiwiteite in die groep oor die grense van organisasie, maatskappye, afdelings of besigheids- eenhede strek om sodoende te beantwoord aan sy uitbreidingstrategie. Laastens sal CIH met 'n benadering van gedeelde tegnologiese platvorms en besigheidprosesse nog 'n paar kritieke besluite moet neem. Die gedeeldedienste-sentrum moet geskikte diens- verskaffers identifiseer en beoordeel, of dit in Botswana, Zambia, Namibie of Suid Afrika moet wees. Verdere uitdagings is die ontwikkeling van kontrakte en definiering van diensleweringstandaarde asook ander aspekte. Afgesien van watter rigting die groep mag inslaan, sal suksesvolle implementering 'n relatiewe hoe aanvanklike beleggings- en kulturele-transformasie verg. Ten einde hierdie aanvanklike hindernisse te oorkom, moet die groep, veral senior bestuur, ten volle toegewyd wees aan groot verandering. Die sleutel van suksesvolle implementering le in die vermoe om te bepaal watter dienste gedeel moet word, watter standaarde van diensleweringooreenkomste te ontwikkel, personeel wat gedeelde dienste moet lewer noukeuring te kies, dienslewering te meet aan standaarde van eksterne verskaffers, 'n beheerliggqaam te vestig en 'n benadering tot implementering te ontwerp wat die spesifieke behoeftes van die groep kan vervul. Dit is belangrik om te verseker dat suksesvolle transformasie van die gedeeldedienste-model alle bestaande projekte kan akkomodeer. Die kompleksiteit hiervan moet nie deur senior bestuur onderskat word nie. Die ontwerp en implimentering kan een tot twee jaar neem. Dit verg verder 'n deurlopende benadering van fokus op interne kliente. 'n Oplossing verg deeglike oorweging en implimentering van alle aspekte wat tydens die navorsing na vore gekom het. Dit sluit strategie en ontwerp in om sodoende deursigtige beheer te verseker.

Thesis (MBA)--Stellenbosch University, 2014.
Research on strategy has been focusing at organisational level, mostly on practices such as strategic planning, strategy workshops and consultancy practices. With the emergence of strategy-as-practice, the focus has been redirected to explore beneath organisational-level processes and bring to the fore the role that people play in the practice of strategy. This research project looked at the practice of strategy within the Namibia Financial Institutions Supervisory Authority (NAMFISA), the financial regulator in Namibia. Strategy is seen within this research project as something that is ‘done’ by actors who are referred to as ‘practitioners’ of strategy. Strategy-as-practice research is a relatively new field of strategy research. This assignment has aimed to add to the fast growing body of knowledge in the strategy-as-practice research field and it forms part of a collaborative between the University of Stellenbosch Business School (USB) and The Narrative Lab. The researcher explored how strategy is practised within NAMFISA, as the case study company. The assignment points out the strategy actors, the practices and processes they follow as well as the tools they use to plan and execute the NAMFISA strategy. The researcher took an activity-based view and paid special attention to practitioners, practices and praxis (Jarzabkowski, 2005) involved in strategising as well as the manner in which NAMFISA ‘does’ strategy. The system aspects of Biomatrix theory, namely environment, ethos, aims, processes, structure, governance and matter, energy and information (Mei), as described by Dostal, Cloete and Járos (2005), were also integrated into the research wherever they were deemed to affect the practice of strategy at NAMFISA. The above-mentioned aspects, in conjunction with the elements of the activity-based view and the strategising matrix (Jarzabkowski, 2005), shaped the basis for the analysis which was done using the ATLAS.ti tool. After the first analysis, a second analysis was performed using SenseMakerTM Explorer, another qualitative analysis tool which helped in gaining an in-depth understanding of the findings obtained using the ATLAS.ti tool. During the second analysis exercise, the respondents were requested to self-index their own narratives about the strategy activities at NAMFISA. Practices were found to be dominated by planning and discussions and praxis occurred predominantly at the meso level within NAMFISA. As the practice of strategy is entrenched, procedural strategising was found to be the most dominant of the strategising matrix, followed by interactive. No element of preactive strategising was observed. Planning was done by the executive and middle managers, mostly at annual strategic retreats. The use of external consultants was minimal. The research concluded with recommendations for further studies on strategy-as-practice research in Southern Africa.

AbstractThis paper is based on ethnographic research with Ju|’hoan San in Botswana starting in 1970 and on translation and transcription work with Ju|’hoan San trackers from Namibia who travelled to the Caves du Volp in the French Pyrenees in 2013 to do archaeological work. The Tracking in Caves project, headed by German archaeologists Andreas Pastoors and Tilman Lenssen-Erz, was investigating fossilized human footprints in the caves dating back to around 17,000 calBP. The paper discusses three main verbal formats that can provide useful information to the archaeology of tracking: (1) narrative in the form of folktales and other oral forms referring to animal behaviour, (2) talk in the form of accounts of actual hunts, and (3) consensual discussion in the form of deliberations among trackers as they seek to gain many types of information from tracks. The paper outlines how the trackers and the archaeologists, after an initial period of misunderstanding and miscommunication, mutually learned from each other and eventually bonded on the basis of the scientific method. It does so by drawing on evidence from narrative, talk, and consensual discussion. By investigating verbal data provided by People’s Science, the Tracking in Caves project shows us that skill in tracking, using the tools of egalitarian communication and based on extensive environmental knowledge, has been an enabling feature of the long human story.