Sthembiso Phakathi takes on human capital director role at Deloitte Africa


He joins Deloitte after four years as head of organisational effectiveness at ABSA.

Sthembiso Phakathi has been appointed as the director for human capital at Deloitte Africa. Sthe, as he is affectionately known, is an experienced and talented business advisor with a unique approach to organisational effectiveness. He joins Deloitte after spending four years as group head of organisational effectiveness at ABSA. Prior to that, he held various roles at Deloitte Consulting, KPMG, Umzansi Enginering Enterprises and Eskom, while also being a part-time lecturer at WITS.

Sthe has broad knowledge in the development of organisational models, HR optimisation and workforce transition strategies. He's regarded by his peers as one of the leading practitioners in enterprise transformation and organisational effectiveness. A regular attendee of CHRO SA events, Sthe is a valued member of the burgeoning CHRO community.

In his new role, Sthe will work with C-suite executives to navigate the world of disruptive digital business models, augmented workforces, flattened organisations, and an ongoing shift to team-based work practices, organisations are challenging their leaders to step up and show them a way forward in the context of technological, social, and economic change. He also helps them harness new capabilities such as leading through ambiguity, managing increasing complexity, being tech-savvy, managing changing customer and talent demographics, and handling national and cultural differences. 

Speaking on his appointment, Sthe says he looks forward to leveraging his deep organisational design experience to lead large scale transformations across sectors and industries, with a primary focus on the Financial Services, Energy and Resources sectors.

Says Sthe: “CEOs are also being pressured to take a position on social issues; C-suite executives are being asked to work more collaboratively across functions; line leaders must learn to operate in networks of teams. But research shows that while organisations expect new leadership capabilities, they are still largely promoting traditional models and mindsets — when they should be developing skills and measuring leadership in ways that help leaders effectively navigate greater ambiguity, take charge of rapid change, and actively engage with external and internal stakeholders.”






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