Mapping Out Key Performance Indicators in a State-Owned Entity: A South African Example

By Ola Busari and Xolani Ngonini.

Published by The Organization Collection

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Article: Print $US10.00
Article: Electronic $US5.00

In South Africa, state-owned entities are part of a dynamic environment that offers consumers increasing power in demanding higher quality products, lower prices, and better services. This trend has underscored the need to construct appropriate and measurable indicators of corporate performance, which are then subjected to rigorous shareholder and stakeholder review at the end of each fiscal year. This paper examines the recent efforts of one of such institutions—the Trans-Caledon Tunnel Authority—to map out its key performance indicators in a strategic manner that enables it to move beyond a mere collection of indicators grouped in the four traditional dimensions. In pursuit of breakthrough performance, the organization uses the scorecard to align and focus business activities, adopting strategy mapping to articulate how it creates value for its clients and stakeholders. With a strategy map reflecting the organization’s three strategic themes of thought leadership, operational excellence, and livelihoods transformation and sustainability, the emergent performance indicators focus on those aspects of corporate performance that are most critical for competitive success into the future.

Keywords: Performance Indicators, South Africa, Strategy Mapping, Trans-Caledon Tunnel Authority

International Journal of Knowledge, Culture and Change Management, Volume 11, Issue 6, pp.267-280. Article: Print (Spiral Bound). Article: Electronic (PDF File; 909.688KB).

Prof. Ola Busari

Executive Manager, Knowledge Management, Trans-Caledon Tunnel Authority, Centurion, South Africa

Ola Busari, erstwhile professor of hydrology and water resources, is currently executive manager for knowledge and strategic partnerships at Trans-Caledon Tunnel Authority, a state-owned enterprise mandated to finance and develop bulk water infrastructure. Previously, Ola was divisional executive at the Development Bank of Southern Africa, heading up the provision of specialized advisory services across all economic and social sectors. Before joining the bank, Ola served as director with the national Department of Water Affairs in South Africa. As a full-time UN expert for virtually all of the 1990s, he worked closely with several governments, business entities and civil society organizations. Ola has undertaken and led international consultancy assignments for a variety of multilateral organizations, including the World Bank, AfDB, IFAD, CGIAR, UNDP, Unicef, UNOPS, UNFPA, WFP, WHO and the UN Secretariat, across issues as diverse as reform for good governance, income generation, institutional transformation and resource management. His publications profile includes over 150 papers and commissioned reports. A licensed civil engineer and an alumnus of the University of Reading Henley-MBA Program, University of Chicago Advanced Environmental Isotopes Program, and Cambridge University Business and Environment Program for Senior Executives, Ola holds a doctoral degree in the optimization of water use.

Xolani Ngonini

Manager, M and E and Integration, Trans-Caledon Tunnel Authority, South Africa

Xolani Ngonini is senior manager for evaluation and knowledge integration at the Trans-Caledon Tunnel Authority, and holds a master’s degree in industrial sociology from the University of the Witwatersrand in Johannesburg, South Africa. Xolani previously worked as an M&E advisor and knowledge management specialist at Khulisa Management Services, an evaluation specialist consultancy for a financial sector programme led by Chemonics International, aimed at increasing access to finance by reviewing legislation and lending policies, as well as providing capacity development for small and medium enterprises. Xolani has contributed articles in other peer-reviewed international journals and chapters in published books.


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