CORPORATE SOLUTIONS
Philosophy
/ PHILOSOPHY
The fastest way there is the long way round.
A Bushmen Proverb and its strategic logic.
The San people of the Kalahari Desert have a famous proverb: “The fastest way there is the long way round.” It sounds contradictory, but it makes perfect sense for survival in a harsh environment.
In the Kalahari, a thirsty traveler may see a waterhole in the distance. The straight line across open land looks quickest. However, that direct path hides real dangers:
- Predators that hunt in open areas during certain hours.
- Territorial boundaries of hostile groups.
- Loose sand that increases physical effort and slows progress.
Experienced San travelers therefore take a longer, indirect route. They hug rocky ridges for shade, approach from downwind to avoid being smelled, and time arrival for safer hours like late dusk. The “long way round” takes more time and distance, but it greatly increases the chance of reaching the waterhole alive and with enough energy to return home.
The proverb offers a broader lesson. Visible speed does not always equal real progress. In business, rushing without planning often leads to costly mistakes. In learning, cramming fails compared to steady daily study. In relationships, quick apologies without understanding rarely work.
Understanding this proverb does not require adopting it as a rule. It simply offers a lens for examining how assumptions about efficiency—especially the assumption that straight equals fast—may sometimes misrepresent reality in complex or hostile environments.
/ Business
A business is established on a foundation of resources, systems and people.
Resources and systems can be bought. People are yet another resource, commoditising their skill sets as the equipment they operate.
/ Human Factor
Any advantage can be sabotaged and any disadvantage overcome by its people, from the chief executive to the humblest line worker.
It is not in the best interest of any business to leave the effect of the human factor to chance.
/ Mindset
The priority in human resource development should be aimed at securing the necessary shift in mindset and attitudes. This will support the realisation of the purpose and the goals of the business.
/ Culture
The best way of achieving sustainable results in attitudes and mindset is in developing a culture, that is self-sustaining. Evolution of culture can be harnessed towards achieving the business ideal of constant improvement.
/ HOW THIS WORKS
Learning that is embodied is more likely to become culture.
Heart Knocks positions experiential learning as the condition for real integration. When people encounter insight, behaviour, and responsibility in action, organisations gain a stronger basis for sustainable performance.
Sharper Organisational Orientation
Clarify what kind of culture is needed, what blocks it, and what leadership must now see differently.
Effective Collaboration
Reduce manipulation, internal rivalry, and avoidable friction so teams can work together in service of shared outcomes.
Sustained Behavioural Transformation
Experiential learning embeds learning mentally, emotionally, and somatically, making application more durable in the workplace.
Leadership with Depth
Strengthen leadership presence, managerial effectiveness, and coaching capability that fuses individual’s personal purpose and organisation’s vison as one.