Archive

2007

Reform guide in black and white

31 August 2007

A South African consulting group operating in Australia is finding local financial and technical expertise invaluable in its role helping South African government agencies improve their administrative and business processes.

The IQ Business Group, headed by group chief executive officer Dirk Ackerman, runs programs for black economic empowerment, an accelerated program of affirmative action for South Africa s black majority population.

Partnering for success: IQ acquires top learning companies

8 May 2007

The IQ Business Group and The HPL Group have set a final seal on an exciting business partnership.

JOHANNESBURG, SOUTH AFRICA: A decision taken some months’ ago by The IQ Business Group’s (IQ) senior management team to acquire an experienced learning company was the catalyst that today sees the acquisition of the HPL Group (HPL), comprising of both Hi-Performance Learning (Pty) Ltd and CUDA Technologies (Pty) Ltd.

IQ partners with AA Autobay

2 May 2007

Launching and making a company operational in a few months is no easy task, but achievable with the right partners. The IQ Business Group (IQ) recently partnered with AA Autobay to design and implement the company’s online marketplace. This service assists customers to buy, sell, finance and insure pre-owned vehicles privately in a safe and cost-effective environment. The opening of four new branches in Johannesburg on April 10 follows the successful pilot of AA Autobay in Pretoria.

Banks and SMME need to speak the same language

1 March 2007

The general belief among South Africa’s major financial institutions is that to really understand its small business customers, the investment in time and money - not to mention the lengthy lead times - is enormous, and that it is therefore simply not feasible.
This view, says Hendrik Kotze of The IQ Business Group, a global provider of practical business solutions, is a fallacy.

BPM: think big, start small, scale fast

1 February 2007

Implementing Business Process Management (BPM) is implementing fundamental change in an organisation. The experienced, battle-weary business executive is loathe to making high risk operational change without clear quantifiable benefits. How would a viable implementation roadmap be developed to ensure that the BPM promise can be achieved pragmatically and at the same time ensure real benefits can be achieved?

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IQ External Newsfeed

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