Can you name all the motorbike makes that have won the Dakar Rally since 2000? Let me make it simple. In fact just three letters… KTM.
From the late Fabrizio Meoni in 2001 to Sam Sunderland this year, the Austrian “Ready to Race” bikes have been the steeds of choice. The legendary Fabrizio died in the Dakar four years later – just one day after fellow KTM rider Manuel Perez lost his battle to survive internal injuries sustained on the seventh stage.
And at this stage you may be thinking that off-road riding – let alone the Dakar – is not for you. But there is a galaxy of difference between tackling the Dakar dunes and taking a rambling ride through the rocky ridges of the Cederberg mountains with the Cape Floral Kingdom as your backdrop.
Off-road biking can take you to the most isolated and beautiful places on the planet – and the good news is that KTM is not all about leaving rivals in the dust. The latest machines have taken safety to a new level with magic mechanisms that enable a novice to ride like a superstar.
Taking to the two-wheel challenge was a daunting prospect when Austrian engineer Hans Trunkenpolz bolted together his R100 prototype in 1951. Two years later, businessman Ernst Kronreif threw in a few bags of schillings, the serial production of the R100 started, and Kronreif & Trunkenpolz Mattighofen (thankfully abbreviated to KTM) was born. Twenty enthusiastic and dedicated staff managed to turn out three motorcycles a day.
They were no doubt inspired by the first race win shortly thereafter – the 1954 Austrian 125 national championship.
Expansion was relatively rapid – racing bikes, scooters, mopeds and even bicycles rolled out of the Mattighofen factory. But then one of those blips that have blighted the motor industry over the decades. Sales of the smaller models faltered, the Trunkenpolz dynasty had passed away, and in 1991 KTM hit the dirt with a thud.
They applied for insolvency and management was taken up by banks which split the company into four new entities – radiators, bicycles, tooling and, of course, motorcycles.
The bankers may not have known much about bikes, but a series of partnerships, joint ventures and acquisitions, primarily by Bajaj Auto Limited of India, have seen KTM AG rise to be Europe’s biggest motorcycle manufacturer with a trophy cabinet of more than 270 world championship titles –including South Africa’s Brad Binder, on two wheels since the age of 10, sealing the 2016 Moto3 title on his Red Bull KTM.
This is indeed the KTM decade. Sales have tripled to well over 200,000 units (including Husqvarna) since 2010, passing the billion-dollar revenue milestone in 2015.
The brand was first imported into South Africa in 1974 and became a full subsidiary of KTM in 2008.
“We are a dominant player in the adventure segment, thanks to a rich history in rally racing and our ‘ready to race’ philosophy throughout the range,” says Managing Director Franziska Brandl, whose vigor and love of the sport have seen KTM thrive locally.
It seems that, globally, an essential ingredient in the winning formula of daring dirt bikes, naked sportbikes and adventure bikes for the track less travelled came from a small design studio at the foot of Mount Untersberg.
Gerald Kiska has headed up the blueprint of every KTM since 1992, from the original Duke onwards. The legend goes that whenever the order goes out for a new orange and black model, his design company, KISKA, holds an internal design competition between a half dozen top creatives and the best idea wins the deal!
From there designers turn the basic drawings into 3D models which, in a strange reversion to days gone by, are then printed in clay to give a real life look. It is that look, along with an intimate understanding of traction, terrain and power that has seen Hans Trunkenpolz’s vision rise from the ashes.
But the new-age Austrians are not satisfied in merely catering for the adrenalin demands of ultra-competitive rough and ready bikers and professional racers. Their aim is to attract a new class of adventurer – the easy riders who put safety before white knuckle fever. Those who want to learn the skills of staying in the saddle on tar and secluded trail without a 10-year hard-knock course of bumps and bruises.
So the obvious idea is a de-tuned and safety-first motorcycle which will take you to utopia but at a leisurely pace. No, the obvious doesn’t seem to be on the drawing board in Mattighofen.
Enter, dustbowl left, the groundbreaking KTM 1290 Super Adventure S, recently launched on the scenic and testing Kogelberg mountains surrounding the Arabella Hotel and Spa in the Cape.
Once again the KISKA design team has created a 215-kilogram beast of breathtaking rugged beauty. The surprisingly compact 1301cc, two-cylinder, four-stroke engine is ensconced in an ultra-light tubular trellis frame. The sculpted bright orange and white tank flows onto the stylish saddle atop a silver silencer aimed at the heavens.
A staggering 160 horses and six gears make it one of the most powerful adventure bikes on earth. As a rookie rider, you feel that it may be a shame to cover this engineering marvel with dust and mud. But that’s when they look at their best!
But why is the Super Adventure S also heralding a new era in biking? And how can it appeal to such a wide cross section of rider demands?
In essence, this is a bike that not only thinks for you in every situation, but you can dial in the ride you are personally looking for and the computer takes over. As they say, all you have to do is focus on the road ahead – and hold on tight!
But you will have to select your mood and mode on the brand new LCD dashboard display with an anti-glare surface so you can glance at all the vital info in all conditions – even direct sunlight.
The ace in the pack is the Motorcycle Stability Control or MSC.
For the tenderfoot, like myself, braking sharply when your high revving machine is not in a straight line can have disastrous consequences. An elementary error is to grab the right-hand brake lever in a panic. It landed me in hospital with a broken collarbone when I braked and swerved to avoid a cyclist on the way to school in Bulawayo on my sixties Triumph Speed Twin. And again in Johannesburg when I braked at speed on a Honda CB900F in front of a roving pedestrian and ended up doing alternate somersaults with the bike along what seemed the length of Corlett Drive.
Where was MSC when I needed it? They claim you can “whack the throttle full on in a nasty corner. Brake hard while fully leant over. No harm is done – just grin and rocket on!”
Anti-lock braking systems (ABS) have been a feature on top-line bikes for many years – but MSC takes forgiveness to a new strata by understanding the safe braking parameters while the bike is inclined. A blessing for beginners.
But that clever MSC fellow is also in touch with the two LED lights at the bottom of the striking new headlight set – and they gain intensity according to the lean angle to give you outstanding visibility at night.
If using the clutch is too much of a hassle, the Super Adventure, with a basic price tag of $16,000, can be fitted with a Quickshifter for up and down gear changes with any load and at virtually any speed.
And that is just the start of a long list of safety and convenience features – like keyless start and a compartment for your cellphone to reside and catch a charge at the same time.
So, are you ready to reconnoiter the far flung gems of nature around Africa? Because, the truth is, KTM bikes may be “ready to race”, but they are now also more than ready to ramble.
The Master Strategist: How Mteto Nyati Developed A Reputation As A Turnaround Specialist And Ethical Leader
What is the one formula this business leader thinks is critical to transforming companies and society?
Mteto Nyati was born from humble beginnings in Umtata, a poor town in the Eastern Cape, a province of South Africa, during the height of apartheid, but he refused to allow his circumstances to define him.
By remaining true to himself from an early age, embracing who he is, a term he describes as personal mastering, focusing on the things he can change and sticking to his core values of family, fairness, excellence and integrity, his career has rapidly progressed.
The mechanical engineer has held various leadership positions at the South African operations of multinational companies, such as IBM and Microsoft where he has fine-tuned and refined his leadership style to become a master strategist, developing a reputation as a turnaround specialist and ethical leader.
From Microsoft, Nyati joined pan-African telecommunications network provider MTN and in 2017, South African-listed Allied Electronics Corporation Limited (Altron), where he is currently CEO.
The highly self-aware and introverted businessman has transformed Altron into a serious contender in the technology space globally with plans to expand into the Netherlands, Malaysia and India.
In less than three years, he has more than doubled Altron’s valuation taking it to just over $642 million.
His success has not gone unnoticed. In 2019, he won the Business Leader of the Year award at the CNBC Africa All Africa Business Leaders Awards (AABLAs) and the IPM CEO Special Award from the Institute of People Management.
Dressed simply but elegantly, in a navy blue blazer and light-blue shirt, the author of the number one best-seller, Betting On a Darkie, with candor shares his secrets of success with FORBES AFRICA.
With acuity, the story-teller says his success lies firstly in his team.
“It is really not about one individual, it is about building a capable team of people.”
To do this, you need to find the best people, surround yourself with them, and not be afraid to hire those that are even stronger than you in different areas, he adds.
Nyati asserts it is something he has done in almost all his jobs.
Secondly, he attributes his accomplishments to strategy.
“You always need to know where the company is going, your strategy is critical,” he remarks.
“But you need to design the strategy with others and give it time.
“I take at least three months.”
Why? Because it takes time to engage with various stakeholders, from customers to employees.
The inclusiveness of that process is also very important, says Nyati, as is “making sure that not one stakeholder but various stakeholders including your customers” are part of your strategy formation process so that the strategy you come up with is relevant for the company and talking to what your customers are looking for.
In developing his strategy, Nyati talks to employees and gets them to ask some tough questions like ‘where are we failing, where are we missing opportunities’?
The erudite CEO feels speaking to employees is crucial as they know why customers are frustrated.
“If you don’t ask and find out from them, you won’t be able to pick up that information,” asserts Nyati.
It is also critical, he adds, as “then the strategy that you come up with becomes a strategy that the employees can relate to because in reality, it is a strategy that was formed by them.
“When you go and present and say ‘these are the areas of focus, we need to concentrate on this, we need to fix this and fix that’, the things that you are talking about are the things they told you need fixing so they will embrace the strategy quickly.”
This formula, however, was not something Nyati followed throughout his career.
“It is something that grows. You learn, you try this, you try that and you read about how other people are doing things so over time, I have come up with some kind of formula but it is not how I used to do things 20 years ago, it is something that has been built over a period of time,” he reveals.
Asked if it was something he finessed at Altron, Nyati responds, “no, not at Altron, not at all. I would say that it would be at Microsoft”, which at the time was dealing with multiple challenges from staff to customer retention.
“The practices that I am talking about I used at Microsoft, the same way that I did it at MTN to try and address the challenges. I did not change anything when I came to Altron but I started putting together this formula at Microsoft,” he says pensively.
Having taken firm control of the steering wheel at Altron, Nyati wants to help the company that operates in seven African countries, and a few outside of the continent, become more global so that it gets a significant amount of its revenue and profits outside of South Africa.
He also wants Altron to become a paragon of an inclusive society.
Reflecting on this, Nyati says he wants to “demonstrate that you can have an entity where regardless of who you are – black, white, Indian or colored – we can have these people working together towards a common goal and being able to do great things. We need to show our country there is value in diversity, there is so much value in embracing everybody and that is what I am trying to do in Altron and I am amazed at how the people of Altron have embraced that strategy themselves and they are pushing and helping us do great things.”
More broadly, he would like to awaken the giant within society, something he has already started at Altron.
“We have got so much as individuals we can offer but we are playing way below our potential as human beings,” elucidates Nyati.
That is something this meliorist would like to change.
If he can lift that game and help individuals see their own potential and act on that potential, regardless of their background, Nyati says he would have achieved his mission in life. Ponder that.
How To Successfully Negotiate Your Salary
With unemployment at a low 3.6%, American workers have been enjoying a candidate-friendly market, and many have used it to their advantage. According to a recent survey by recruiting firm Robert Half, 54% of job seekers negotiated for a higher payout before accepting their most recent position. Of those who didn’t ask for more, nearly one fifth said it was because they felt uncomfortable doing so.
“Anyone who has the experience is in demand,” says Paul McDonald, senior executive director at Robert Half. “Everybody should feel comfortable negotiating compensation today.”
Negotiating can be intimidating, but with a little preparation, job seekers can be better equipped to walk away with what they’re worth. Here are three keys to a successful salary negotiation, plus what to do if the hiring manager doesn’t budge.
1. Do Your Research
While hiring managers often discuss pay with candidates early on in the hiring process, with 35% of respondents reporting that the subject of salary came up in their first in-person interviews, McDonald advises against negotiating before an offer has been made. If salary range does come up, use that as the starting point to research industry averages for the role at hand, using online resources like Glassdoor’s salary tools and Payscale’s salary calculator as your guide. Another form of compensation that’s worth considering is benefits. A flexible work arrangement or student loan reimbursement, for example, may not pad your paycheck, but they are perks that could boost your bank account. Whatever you do, don’t overshoot—that could be a turnoff. Flexibility and knowing your market worth is key, he says.
2. Establish Your Must-Haves And Your Nice-To-Haves
Before you go into a salary negotiation, determine what you need and what you can do without. “If you’re interviewing for a new role, or if you’re going to your current employer for the annual salary review, know what your priorities are,” McDonald says. “Take the emotion out of it and be really in tune with what’s important to you.” Not being able to articulate what matters most can cost you a few extra thousand dollars, or even the position itself.
3. Practice Makes Perfect
There’s no better way to calm prenegotiation nerves than to practice. McDonald recommends role-playing with trusted colleagues, mentors or recruiters so that you can get feedback from those who have been on different sides of the table. As you craft your pitch, remember to make liberal use of the words “we” and “us.” “It’s always good to try and join the parties when you’re negotiating,” McDonald says. Something as simple as “There are a few things that I’d like us to discuss” can demonstrate to the hiring manager that you’re a team player. For instance:
“I’m so thrilled that you’ve extended an offer and I’m really enthusiastic about the role! I know I’d be the right fit for the [co. name] team and based on what we’ve discussed during the interview process, my background and experience align really well with the expectations of the job. I’m hoping we can discuss the offer you presented because based on my research, the salaries in our area for [job title] are typically around [number]. I’m confident you’ll be pleased with what I’ll bring to the role and organization and I’m looking forward to contributing.”
It is unlikely that your negotiation will end with you receiving an immediate “yes,” so leave by offering to continue the conversation. If the hiring manager doesn’t follow up regarding your request or just won’t budge, ask yourself if you can still afford to take the opportunity. If the answer is no, tell the company right away. “Don’t ghost the opportunity,” McDonald says. “Regardless of how it all turns out, always be professional, always be courteous, always be objective.”
Bryan Habana Swaps Sweatpants For Suits
After 15 years at play Bryan Habana, the man who was once compared to a panther, discusses the end of his run on the field as he gives business a shot
Sitting at the SLOW Lounge in Sandton, Africa’s richest square mile, sleeves rolled halfway up his arm, Springbok and World Cup-winner Bryan Habana looks a lot less like the menacing right winger with an insatiable appetite for tries and more like the entrepreneur he has now become.
The change was sudden. One day, he was recovering from injury and plotting a new season with his French club Toulon, the next he was walking into the Toulouse Business School getting his first badge in Business Studies.
“The decision to call an end to your sporting days is probably the most feared in a professional athlete’s life,” Habana says.
“You don’t really know what you’re going to be jumping into, even though they talk about preparing yourself for life after professional sport.
The transition is the most talked-about topic in sport because it’s so huge. When you’ve been doing something you love for five, 10, 15 years, you almost need to rediscover yourself once it’s done.
“But I’ve kept myself busy – even though I thought I would give myself time to reflect on the past 15 years, which hasn’t happened yet.”
In the post-training, post-gym routine that retired players find themselves, former professionals can often get stuck trying to find their next move. It’s an often depressing realization and a lonely time, filled with much angst and doubt.
Not for Habana. With much of the same finesse he weaved past seemingly closed spaces on the rugby field, he called marketing guru Mike Sharman after calling it a day and the pair, alongside Ben Karpinski, came up with sports marketing agency Retroactive.
“I had a chat with Mike Sharman – whom I’ve known since high school at King Edward VII School – when I announced my retirement last year and came up with the idea of creating something fresh and authentic within the digital sports marketing environment,” Habana says.
“Through Retroviral, Mike had been in the agency space for more than 10 years. He is not about being the biggest but just being the best at what you can do. Ben’s been in a similar space from a sporting fan point of view and he knows sport – not just one type but the heartbeat of it. Shaka Sisulu [Retroviral chairman] comes with a wealth of enterprise experience, which we all needed.
READ MORE | Super Rugby In Sin Bin
Swapping togs, kitbags and sweatpants for bespoke suits, ties and matching pocket squares was always going to make for an awkward transition for one of the most celebrated Springboks of all time.
In rugby numbers, Habana has clocked 124 test caps and a record 67 tries for South Africa, not to mention the World Cup, Tri-Nations, Super Rugby, European Championship and Currie Cup medals that dangle from his neck.
In his post-rugby career, his numbers were dialled back to zero – his factory settings restored.
However, his relationships garnered through rugby have come in as invaluable human relations capital.
Seeing him give a talk at the Mining Indaba in February, you’d think he’s been an entrepreneur for years. Doors that he didn’t know existed have opened and his shoes are tap dancing into rooms that rugby boots cannot take you.
Already, the company can count Jawitz Properties, Cricket SA and Biogen among the clients they create storyfied, authentic digital marketing content for.
Habana says: “I am fortunate as well that, throughout my rugby career, I was able to create a brand for myself and work with some of the biggest brands in the world… Through these partnerships, I’ve been able to see how the other side works.
“Given my wide network, it made sense that I come into a role where I could engage with potential clients. Hopefully, I won’t get seen as Bryan Habana: P.A. to Mike Sharman.
Yes, it’s difficult and you definitely don’t earn your playing salary but I am fortunate to have opportunities leading up to the World Cup. The synergy is very good and there is definitely something special brewing.
Habana joins a growing list of ex-professionals who have veered away from the predictable coaching route – something he describes as more difficult than being a player.
Patrick Lambie, who retired recently, also ruled out the possibility of getting into coaching and is likely to join his father, Ian, and former teammate Guy Cronjé’s business partnership.
Other teammates such as Bakkies Botha (game farming) and John Smit (former Sharks CEO) have provided Habana with a good sounding board in this dark new world he has entered.
“There’s not a support group or a WhatsApp group where we all log on and discuss these things but I definitely chat to John, Jean [de Villiers] and Bakkies, who have entered this space.
“And of course, my wife [Janine Viljoen], who ran her own business in Cape Town, provides good support.”
Perhaps, the grass actually is greener on the other side.
– Sibusiso Mjikeliso
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