With a background rooted in strategy, Blackie, who is bold, gutsy and very brave to have taken on the job of trying to steer such a titanic course for the MFSA, is the rainmaker in this new deal. The buck stops with her.
And she has a good chance of succeeding because she speaks the right language... the language of transformation, of negotiation and of dialogue. Her leadership philosophy is one of servant leadership, rather than hero leadership.
Quoting presidents, philosophers - and one of my favourite authors, Joseph Jaworski (Synchronicity: The Inner Path of Leadership, 1998) - Blackie is a tough and savvy strategist with a vision and clear understanding that "the buck stops with me".
Empowered by the influential MFSA Board (including the formidable Santie Botha, who has seconded Blackie from MTN to the MFSA) and an Executive Committee to "give her teeth" for the task at hand, Blackie is clear as to the start of the problems: "The MFSA has not had clear leadership."
She is very clear on one point: "Many of the MFSA's problems started before the MFSA even launched. There are legacy issues from the transformation into one organisation for the entire industry that have been glossed over. In any change around process, you need to focus on the past and fix it. The problems at MFSA are not from any one person. Let's all take ownership of the MFSA as marketers."
Part of the MFSA's journey to equitable representation of the industry is a reframe of the existing structure of the organisation, and increased engagement with stakeholders and industry leadership.
"The MFSA believes that great business is not possible without great marketing. Our intent (is) to help make marketing the heartbeat of our economy in Southern Africa.
Where to take the MFSA from here?
The MFSA has debated its role and is clear that the rationale for the MFSA's being has to be measured against a stakeholder needs matrix, in order to design an MFSA that meets industry needs.
In summary, the MFSA is a trade body that represents the marketing fraternity in Southern Africa. Its goals for 2005 are:
1. Grow the MFSA membership base through a clear acquisition and retention strategy, delivering tangible added value and improved member communication.
2. Development of new revenue streams through the Marketing Excellence Awards and conferences/events that include a Summer & Winter Marketing School and a Marketing Education Conference for 2005.
3. Greater focus on the Chartered Marketer Programme.
4. Grow the Quality Management and Accreditation Unit, including partnerships with higher education institutions.
5. Increase visibility and grow the reputation of the MFSA as the voice of marketing, including the relaunch of their magazine, leveraging partnerships, developing a Marketing Directors Circle, growing regional and global alliances.
6. Take a leadership role in the transformation of the marketing industry.
7. Grow a strong, customer (member) centric, MFSA team.
8. Improve financial performance.
In defining its role, the MFSA debated the definition of marketing:
"The hero leadership stance does not work in this market, the only style that will work is servant leadership," Blackie explained. "We need to serve the marketing industry at large, as both facilitator of thought leadership and as guide. We need to create dialogue."
The main drive in restructuring the MFSA's business will be a strong focus on:
1. Membership: delivering around members needs.
2. Chartered Marketing: taking it further to lend credibility to the industry.
3. Increased focus on SMEs.
One of the ways it will deliver to the industry is the launch of an award (and not just another award, says Blackie!) to showcase marketing achievements for the industry that have nothing to do with the Loeries, which is a creative award, Blackie is at pains to explain (particularly since the MFSA and the creative industry are in an uneasy truce over the joint-staging of the Loeries with other industry stakeholders later this year).
"We need this award... so we can start measuring brands properly in the future," she says.
The so-called Marketing Excellence Awards, scheduled to take place in September 2005, will include Marketer of the Year and Brand of the Year.
So why continue to pay your membership fees?
Blackie has asked the industry for a 'stay of execution': "just give us 100 days of thought leadership... We needed to clean house first...
In her presentation, Blackie ended with a brief schedule of "Thought Leadership in 100 Days":
MARCH
MFSA Road show 2005 / Increased visibility and coverage of the MFSA's successes to date / Relaunch of the Marketing Journal / Sponsorships proposals for all new events.
APRIL
Launch of 2005 Networking breakfasts / Publication of GAMPP (General Accepted Marketing Practice & Principles) / Clear action plan agreed with SAQA for the Charted Marketer SA / Chartered Marketer graduation.
MAY
Launch of MFSA SME proposition across the country / Launch of the Marketing Directors Circle / Relaunch of MFSA website
JUNE
Launch of MFSA Winter School of Marketing Excellence / Measurement & Evaluation.
Transformation remains on the agenda, according to Blackie, although there is little clarity on this critical issue for the legitimacy of the industry. It seems as if all the infighting has temporarily sidelined the process to a BEE scorecard for the industry. It is in the hands of the MFSA Board.
But, Blackie is a dynamo who is passionate about her craft, and the industry needs an injection of enthusiasm and passion, which Blackie seems to have in bucket loads. She talks the talk and the industry will be watching closely to see if she walks the talk.
As Jaworski says (Synchronicity, 1998): "People and groups think of themselves as separate. But if we could learn how to dialogue with one another at a deep level... we would find ways to relate to one another that would dissolve the perception of separateness."
