g additional responsibility, having an evidence-based approach helps create credibility and impact. Equally important is strengthening your professional visibility through meaningful connections.
“I’ve seen how the right connections can open doors and build confidence. It starts with engaging with colleagues–not only in your own team or division, but also across the business in areas outside of your expertise–showing genuine interest in their work and being curious about their experiences. These everyday interactions are what gradually build a strong and diverse professional network,” she explains.
This learning can also be viewed through a broader lens. Williams encourages women to actively seek out professional associations, industry conferences, and workshops as a way to expand their knowledge, build meaningful relationships, and gain a broader view of the industry. Demonstrating this kind of engagement signals professional commitment and often opens doors to unexpected opportunities.
“There’s something energising about being in a room full of experts, peers, and future collaborators. It’s a chance to share ideas, learn from others, and get inspired by what’s possible,” says Williams.
On the path to success, the right guide can make all the difference. In fact, mentorship and sponsorship are vital. Williams elaborates: “In our sector, which is still largely male-dominated at senior levels, mentors offer women a safe space to refine their thinking, navigate complex environments, and build confidence. But it’s sponsorship that truly shifts the dial. Sponsors are in the room when career decisions are made; they advocate for you, put your name forward, and help break down systemic barriers.”
By learning to recognise both the challenges and the turning points–and responding to them with courage and intention–women can better position themselves for leadership. After all, the so-called ‘broken rung’ is not just about missed promotions; it’s about overlooked potential. Repairing it starts with women backing themselves–and leaders creating the space for them to rise.
Women Focus
Economy
Let’s be a country that bets on itself again
South Africa is in economic gridlock. Last quarter’s GDP growth figure is an inconsequential 0.1%, ringing alarm bells across boardrooms, communities, and government corridors alike. It is a stiff reminder that we are not merely in a cyclical slowdown. We are facing a deeper structural crisis that is eroding the very foundations of our economy.
South Africa is in economic gridlock. Last quarter’s GDP growth figure is an inconsequential 0.1%, ringing alarm bells across boardrooms, communities, and government corridors alike. It is a stiff reminder that we are not merely in a cyclical slowdown. We are facing a deeper structural crisis that is eroding the very foundations of our economy.
We must ask whether the Government of National Unity–with its fragile alliances, ideological contradictions, and paralysis on key reforms–is itself becoming a hindrance to the kind of bold changes our economy so desperately needs.
Because to the naked eye, there no meaningful difference between an ANC government and a GNU government when it comes to economic growth and job creation. This exposes itself in the fact that South Africa is not investing in itself. And no one else is either.
The consequence is naturally high unemployment, persistent inequality, failing infrastructure, rising crime, and a general sense of economic stagnation. The time for abstract ideological debates is over. What we now require is clarity, action, and bold reform.
Our national fixation must shift toward one crucial metric: gross fixed capital formation. Simply put, the rate at which we are investing in long-term productive assets, both domestically and through foreign direct investment (FDI).
In 2024, private sector investment remained largely flat. The reasons are not mysterious. Businesses are paralysed by policy uncertainty, electricity disruptions, violent crime, and a lack of trust in public institutions. Add to this the rising cost of doing business and it’s clear why capital is being withheld. Fuel levies, red tape, and increasingly onerous compliance obligations that choke rather than support growth. They are like red flags to a bull.
Taxation, both direct and indirect, now dominates the economic discourse. But it’s not always about money. Time, effort, and opportunity are also taxed by an over-complicated regulatory environment that yields little in return. Compliance is up, but competitiveness is down.
This is the hallmark of an economy that has lost confidence in its own potential. And our most labour-intensive sectors are in retreat.
Mining is shrinking due to regulatory hurdles, infrastructure decay, and commodity price instability. Manufacturing remains in decline, unable to compete globally while battling high input costs and unreliable logistics.
Agriculture, a sector central to the National Development Plan’s vision for rural jobs, is flatlining. Only the financial sector has shown consistent growth, but its capital-intensive, highly skilled nature means it is not absorbing the unemployed masses.
To make matters worse, the so-called GNUphoria has brought little more than policy paralysis. Cabinet appointments and economic portfolios have become a game of political brinkmanship, with the Democratic Alliance desperate to stay in the tent, no matter the cost. This has led to blurred accountability, diluted mandates, and a lack of coherent economic leadership.
The result is an investment policy vacuum that reinforces uncertainty at the very moment we should be signalling confidence. I propose four focal areas that must become priority.
First, we must unshackle private sector investment. This means creating a stable policy environment that prioritises clarity over ideology. Investors, both foreign and local, do not expect perfection. But they need predictability. They need functioning infrastructure, consistent energy supply, and a government that can deliver on its promises.
Second, we need a skills revolution. South Africa is battling a dual crisis of unemployment and unfilled jobs. Our education and training systems are not producing the workforce our economy needs. Technical and vocational training, especially in areas like manufacturing, green energy, and ICT, must be radically expanded and aligned with the needs of growing sectors.
Third, we must rebuild the public-private compact. Government alone cannot grow the economy. It must see business not as an enemy, but as an engine of development. Public-private partnerships (PPPs) can help drive critical infrastructure renewal, spanning from rail and ports to broadband and energy.
Finally, we must restore the rule of law. Crime is as much an economic deterrent as it is a social ill. It tells investors about the very nature of our society. Investors watch. They watch how we respond to corruption, how we police our cities, and how safe it is to run a business here. It’s time to catch a wakeup call.
If South Africa is to break out of this low-growth trap, we must stop waiting for sentiment to change. We must change what sentiment is responding to. That begins with hard reform. Real reform.
We cannot legislate our way out of stagnation. Nor can we spin poor data into a positive narrative. What we can do is rebuild confidence, step by step, reform by reform.
Let’s be a country that bets on itself again.
Mmusi Maimane MP is BOSA Leader
