Delivering on these intentions will not be straightforward. Regulatory, antitrust or competition barriers are the most frequently cited South African divestment challenge at 37%, compared with 21% globally. Balancing speed and cost with maximising value follows at 30%. Early preparation, a clear value story and disciplined management of separation complexity will influence whether portfolio activity achieves its strategic and financial objectives.
The operating environment inside organisations also matters. Forty-three percent of South African respondents identify legacy technology and outdated operating models as the biggest barrier to converting productivity gains into measurable value, compared with 17% globally. A further 33% point to organisational complexity, regulation or increased risk management.
This places execution at the centre of the growth story. CEOs may be moving with confidence, but growth will depend on whether systems, workflows, decision rights and operating models can support the pace and breadth of change being pursued.
