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When Growth Is a Tax Problem

Business, Tax

“As your profitability grows, your taxes will too. In fact, paying more taxes is an indicator that your business health is improving.” (Mike Michalowicz)

Business owners work hard to grow revenue and increase profit. What often receives less attention is how that growth alters your tax obligations. Higher turnover can trigger VAT registration. Rising profit increases provisional tax exposure. Hiring staff adds payroll compliance risk. Expansion across borders introduces new tax jurisdictions. Even improved margins can create cash flow pressure when tax payments are due before debtors settle their accounts.

Crossing the VAT threshold

In South Africa, once your taxable supplies exceed the compulsory registration threshold (recently increased from R1 million per year to R2.3 million per year), you must register for VAT. Many businesses grow quickly and miss the moment they cross it. This simple mistake can trigger penalties, interest, and backdated VAT.

Cash flow can become a second issue. You collect VAT on sales, but input VAT claims lag if suppliers don’t issue proper invoices. If you price incorrectly, you may end up funding VAT from your own margin. You might even have to pay output VAT on sales before you have received payment from your debtors.

Growth often means higher transaction volume as well. That increases the risk of errors in VAT coding, zero-rated supplies, and mixed-use expenses. It’s easy to see how a small bookkeeping mistake can easily become a material tax exposure.

Of course, there can also be benefits to registering for VAT, not least the potential right to claim input VAT on certain assets that have been purchased before you registered for VAT, and that are now used to make taxable supplies. VAT must however have been charged at the time of purchase. This can provide a nice inflow of cash, if handled correctly. Bottom line: speak to your accountant!

Provisional tax shocks

When profit rises, so does income tax. Owners often draw more cash as profits rise. They forget that tax on those profits has not yet been paid, and by the time the assessment arrives, the money is gone.

Provisional tax can be particularly problematic. Estimates based on last year’s lower profits lead to underpayment penalties when actual results are filed. Rapid growth can produce a large balancing payment in the second provisional period, or at year end.

Payroll expansion and compliance risk

Hiring staff is a sign of progress. It also triggers pay-as-you-earn (PAYE), unemployment insurance fund (UIF), and skills development levy (SDL) obligations. Errors in payroll setup multiply as your headcount increases. If payroll software isn’t configured correctly, you can under-deduct PAYE. Add penalties and interest, and growth in staff numbers can become a financial setback.

Share incentive schemes and other fringe benefits introduce potential tax complications. Without guidance, these benefits can be structured in ways that create unexpected tax costs for both employer and employee.

Operating across borders

Sometimes growth means selling beyond South Africa’s borders. Cross-border trade brings customs duties, foreign VAT, transfer pricing, and double taxation agreements into play.

A small e-commerce business that starts shipping internationally may create a permanent establishment in another jurisdiction without even realising it. That can expose them to foreign corporate tax. Currency gains and losses add volatility. If not monitored carefully, taxable income can rise even when cash flow does not.

Structural strains

The structure that worked at start-up may not suit a larger business. A sole proprietorship with modest turnover may be efficient. The same structure with higher profit can push you into a steeper marginal tax bracket.

When investors buy into new structures, share issues and valuations may raise capital gains tax and income tax questions if roll-over relief is not available. Growth may also expose structural weaknesses. Dividends tax and loans between shareholders and companies can create further tax considerations.

Capital expenditure and allowances

Expanding operations usually requires additional equipment, vehicles, or property. Tax deductions for capital assets now need to be considered. Meanwhile, disposal of older equipment may trigger recoupments or capital gains taxes. A growing business that upgrades assets frequently should definitely model the tax impact of these upgrades before committing.

Cash flow versus profit

Rapid growth often ties cash up in stock and debtors. Profit on paper doesn’t mean cash in the bank. Tax is calculated on taxable income, not on what clients have paid. What this all means is that a business can show strong profit, and owe tax on that profit, but still struggle to pay tax because of cash flow issues. Cash flow forecasting must include tax forecasting.

Audit risk

As turnover grows, so does visibility. Larger payrolls, higher VAT submissions, and bigger provisional payments attract scrutiny. Inaccurate returns that went unnoticed at a small scale can become costly when the numbers are larger.

Internal controls that were informal at start-up stage now need formal processes. Documentation matters. Contracts, invoices, and board resolutions must support your tax position. Without them, assessments become difficult to dispute.

Planning for growth, not reacting to it

Growth doesn’t create tax problems on its own. Lack of planning does.

Review your tax registrations before revenue spikes, update provisional tax estimates during the year, and align owner withdrawals with after-tax profit, not turnover. It’s also important that you reassess your entity structure as profit bands change, and model the tax impact of hiring, investing, or expanding offshore before you act.

Growth is a good problem to have. But it is still a problem if ignored. Engage your accountant early in the growth phase, not after the assessment arrives.

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

March 27, 2026
https://www.mfi.co.za/wp-content/uploads/2026/03/ADN_When-Growth-Is-a-Tax-Problem_650x300.png 300 650 MFI http://www.mfinc.co.za/wp-content/uploads/2023/09/cropped-cropped-MFI-Logo-Icon.jpg MFI2026-03-27 10:36:352026-03-27 10:36:35When Growth Is a Tax Problem

How to Create a Team Building Experience That Really Works

Business

“Great things in business are never done by one person; they’re done by a team of people.” (Steve Jobs)

As a small business owner, every rand you spend needs to return value, and your team building events are no exception. When structured properly, team building days can align your staff around shared goals, strengthen communication, and clarify behavioural expectations. They will improve output, reduce internal conflict, and build a culture that supports growth. But just how do you make that happen?

Start with clear business objectives

Before choosing a venue or activity, be clear on what you want to change or improve. Are teams struggling to communicate across departments? Is accountability an issue? Are managers and staff misaligned on priorities? Defining these objectives upfront ensures the day is purposeful rather than generic.

Clear objectives also help you explain to your team why the event matters. When people understand the business reason behind the activity, engagement increases and resistance decreases.

Design activities that reflect real work challenges

The most effective team building events mirror the reality of your workplace. Activities should encourage collaboration, problem-solving, and decision-making in ways that resemble everyday business situations. When lessons feel relevant, they are much more likely to stick.

Avoid activities that are purely physical or novelty-driven if they don’t translate back to the office. Fun has value, especially when it supports insight and learning.

Include time for reflection and discussion

One of the most overlooked elements of team building is reflection. Doing the activity isn’t enough. Teams need time to discuss what happened, what worked, what didn’t, and how it relates to their daily roles. These conversations can lead to real insights. They also help teams to agree on practical changes they can make once they return to work.

It’s vital that all members of the team feel safe to speak up, ask questions and make mistakes without fear of retribution or punishment. By making sure all voices are heard on something small like losing at tug-of-war, you can reinforce that attitude in the day-to-day office space and equip your teams to perform at their best.

Reinforce leadership behaviour

Team building will only succeed if leaders model the behaviours being promoted. If collaboration, accountability, and open communication are encouraged on the day but ignored afterwards, the impact quickly fades. As a business owner or manager, you should participate fully, demonstrate vulnerability where appropriate, and reinforce lessons in the weeks that follow.

Convert insights into habits

Effective team building does not end when everyone goes home. Follow-up meetings, check-ins, and ongoing conversations are essential to embed new behaviours. Refer back to shared experiences and agreed principles when challenges arise.

Budget carefully and measure the return

As with any business initiative, cost matters. Team building exercises should be planned within a clear budget, and with a realistic view of expected outcomes. Your accountant can help you structure this spend appropriately, ensure tax considerations are handled correctly, and assess whether the investment delivers measurable returns.

Reduced absenteeism, improved productivity, and stronger retention are all indicators worth tracking. If you’re unsure how to measure impact, speak to your accountant: we can help you to access the data you need.

The bottom line

Team building that works is intentional, relevant, and accountable. It focuses on behaviour, not just morale, and it connects people more closely to the goals of your business. When done properly, it strengthens both culture and performance.

For small business owners, the key is to treat team building with the same seriousness as any other investment. Plan carefully, follow up consistently, and involve your accountant where appropriate to ensure that what you spend delivers lasting value, not just a good day out.

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

March 27, 2026
https://www.mfi.co.za/wp-content/uploads/2026/03/ADN_Teambuilding_650x300.png 300 650 MFI http://www.mfinc.co.za/wp-content/uploads/2023/09/cropped-cropped-MFI-Logo-Icon.jpg MFI2026-03-27 10:10:032026-03-27 12:54:06How to Create a Team Building Experience That Really Works

Budget 2026: What it Means for You and Your Business

Business, Economy, Tax

“The 2026 Budget marks an important turning point for South Africa.” (Dr Duncan Pieterse, Director-General, National Treasury)

Some of the best news in Budget 2026 is the real GDP growth of an estimated 1.4% for 2025, rising to 2% in 2028, and a debt ratio that will stabilise during this financial year and decline thereafter.

Inflation also declined to 3.2% in 2025 (from 4.4% in 2024), improving affordability for households and keeping interest rates down. At the same time, growth-enhancing reforms have progressed and confidence in South Africa’s fiscal outlook has improved, enabling a sovereign ratings upgrade and lower borrowing costs.

No income tax or VAT increases

Against this backdrop, government has withdrawn the R20 billion tax increases it had planned for this budget and instead proposes inflationary relief for taxpayers.

This means no increase in VAT and no increase in income tax for individual or corporate taxpayers.

Inflationary relief, finally

After two years with no inflationary relief, personal income tax brackets and medical tax credits are fully adjusted for inflation.

The tax threshold for individuals below age 65 is now R99 000, and medical tax credits will increase from R364 to R376 for the first two members, and from R246 to R254 for additional members.

Bottom line: taxpayers will keep more of their income in real terms than in the previous two years.

In addition, limits, rebates and duties are also inflation-adjusted for contributions to tax-free investments, the retirement funds deduction cap and capital gains tax (CGT) exclusions.

An increase in the annual tax-free savings account contribution limit to R46 000 (from R36 000) and the limit to retirement fund deductions from R350 000 to R430 000, are encouraging South Africans to save more. 

Capital gains tax limits

The Budget also proposes increasing the annual exclusion on capital gains tax from R40 000 to R50 000 for individuals and special trusts, and the annual exclusion for individuals in the year of death from R300 000 to R440 000.

The exclusion that applies on the disposal of a primary residence will increase from R2 million to R3 million. Very good news for anyone planning on selling their home.

Corporate tax

The corporate tax rate remains unchanged at 27%. The global minimum tax rules will be implemented in 2026/27, a move expected to raise around R2 billion (down from an earlier estimate of R8 billion) by reducing profit shifting by multinationals.

More good news for businesses, especially small companies, is the increase in the VAT registration threshold to R2.3 million (previously R1 million), effective from 1 April 2026.

In addition, asset disposals by small businesses of as much as R15 million will be exempt from capital gains tax, a 50% increase on the current limit.

The annual turnover limit for turnover tax is also adjusted for inflation (from R1 million to R2.3 million). In addition, the restriction on tax year end dates will be removed to make the turnover tax regime more attractive.

A proposed review of the urban development zone tax incentive will explore better support for affordable housing developments in urban areas.

Sin taxes & fuel

Alcohol, tobacco, and vaping excise duties already increased in line with inflation (3.4%), effective 25 February.

Under consideration is a national online gambling tax, proposed at 20% on gross revenue, for further consultation during 2026.

The customs and excise levies on fuel remain unchanged but fuel levies have increased, with the general, Road Accident Fund and carbon tax levies up for both petrol and diesel from 1 April.

Other tax proposals

Local investors diversifying offshore will appreciate the increase in the single discretionary allowance (SDA) for individuals from R1 million to R2 million per calendar year.

The Budget also proposes that investment returns generated by regular collective investment schemes (CIS) and retail investment hedge funds be taxed as capital, to encourage savings and to provide the industry with tax certainty.

Managing your taxes in the new tax year

As these tax proposals are implemented, along with other technical amendments contained in the 2026 Budget, taxpayers are likely to require professional tax advice.

We invite you to rely on our expertise and advice to determine the impact of Budget 2026 on your tax affairs.

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

March 3, 2026
https://www.mfi.co.za/wp-content/uploads/2026/03/Budget-Article_ADN_650x300.png 300 650 MFI http://www.mfinc.co.za/wp-content/uploads/2023/09/cropped-cropped-MFI-Logo-Icon.jpg MFI2026-03-03 09:27:582026-03-13 07:50:15Budget 2026: What it Means for You and Your Business

Why Your Cash Flow Problems May Be Down to Your Behaviour

Business

“Never take your eyes off the cash flow because it’s the lifeblood of business.” (Richard Branson)

Ask any business analyst about recurring cash flow challenges and you’ll often hear them say, “It’s not that the business is short of money, it’s that money arrives too late or not at all.” Behind every late payment sits a human choice: a decision to delay invoicing, skip a follow-up call or assume a client will “get around to it.” These decisions aren’t random; they reflect habits and beliefs about confrontation, courtesy, and priorities.

Over time, the cost of these habits shows up in your bank account, your stress levels, and your ability to invest in growth. Changing your behaviours can change your cash flow trajectory. Here’s a breakdown of the common behavioural issues that silently undermine cash flow:

  1. Delaying invoicing
    Waiting until the end of the week, month, or project to send invoices feels courteous, especially when you want to avoid awkwardness. But every day you delay is a day your cash is “on credit.” By simply issuing invoices immediately upon delivery of goods or services, you can cut your payment cycle dramatically.
  2. Avoiding follow-ups
    Being “nice” and hoping clients remember to pay without prompting is one of the costliest behaviours in business. Assuming people will act without a reminder is sheer optimism. Don’t be afraid to send a polite reminder.
  3. Not wanting to appear pushy
    Many business owners avoid stating payment terms clearly because they don’t want to seem pushy. But it’s very possible to be both polite and firm. Clear, upfront terms eliminate confusion and reduce disputes later.
  4. Letting “good relationships” override Ts & Cs
    Being flexible with payment deadlines to keep clients happy can feel like relationship building – until you realise it’s subsidising someone else’s cash flow and squeezing yours. It also sets false precedents, erodes your negotiating power and, critically, impacts your ability to pay your own bills.
  5. Underestimating your own time
    When you don’t value your time with firm payment terms, clients often reflect that same lack of value back to you. Whether they’re acting intentionally or not, studies have shown that how you behave signals what you expect in return.
  6. Not using professional support
    Your accountant can be an invaluable asset when it comes to cash flow. An accountant can help you design invoicing systems, analyse payment patterns, and implement tools that automate reminders. This takes the emotion out of follow-ups and frees you up to focus on your craft. Talk to your accountant about structured invoicing systems and cash-flow forecasting reminders.
  7. Ignoring the feedback loop
    If clients consistently pay late, it’s a signal, not a personal slight. Asking why payment is late reveals patterns in your process, communication or terms that you can improve. Avoiding the conversation keeps you stuck in the same cycle.
  8. Fearing financial conversations
    A lack of confidence when talking about money breeds avoidance. Money conversations are uncomfortable, yes, but they build clarity and trust when done with professionalism.
New behaviour = Better cash flow

Now that you’ve identified the challenges, here’s what you can do about them.

  1. Set clear, consistent terms
    Agree payment terms upfront and stick to them. A signed agreement reduces ambiguity and gives you a basis for professional follow-ups.
  2. Automate where possible
    Use tools for billing and reminders. Automation removes the emotional resistance to chasing payments and keeps your business running smoothly.
  3. Train your team
    If you have staff, ensure that everyone knows how to request, follow up on and record payments. It’s vital that you’re all singing from the same hymn sheet.
  4. Track metrics – and adjust
    Ask your accountant to help you set up key performance indicators (KPIs) for cash flow, such as average days to pay, overdue ratios, and client payment patterns. Once you know what the problems are, you can take steps to fix them. If you’re only going to track one metric, make it the “cash conversion cycle” which measures, in days, how long it takes you to convert resources into cash flow. The lower the number, the better.

Cash flow is as much a reflection of your behaviour as it is of your success. Every invoice you send promptly, every follow-up you make professionally, and every firm but fair payment term you enforce tells your business and your clients how you value time, expertise and partnership.

Start treating your cash flow as a behavioural challenge, not just a financial one, and you’ll build a stronger foundation for sustainable growth.

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

March 3, 2026
https://www.mfi.co.za/wp-content/uploads/2026/03/Cash-Flow-Problems-650x300-1.png 300 650 MFI http://www.mfinc.co.za/wp-content/uploads/2023/09/cropped-cropped-MFI-Logo-Icon.jpg MFI2026-03-03 09:17:272026-03-13 07:50:15Why Your Cash Flow Problems May Be Down to Your Behaviour

Why Doing Nothing May Be the Best Thing You Can Do

Business

“The difference between successful people and really successful people is that really successful people say no to almost everything.” (Warren Buffett)

In a world where constant activity is seen as progress, the real high-performing leaders are doing something different. These entrepreneurs, CEOs and founders understand that not every signal deserves a response, not every problem requires an immediate solution, and not every opportunity is worth pursuing. In volatile markets, noisy feedback loops and emotionally charged leadership environments, doing nothing can be the hardest and smartest move you’ll ever make. Here’s why.

You don’t make decisions with insufficient information

If the data is weak, contradictory, or incomplete, action often locks in the wrong conclusion. High-performing founders pause to gather better inputs, test assumptions, or wait for the environment to stabilise. Acting early may feel decisive, but it increases the chances of rework and wasted capital. Don’t hesitate to consult with your accountant, or other experts while you wait to ensure all data is as complete as possible before acting.

You avoid solving problems that aren’t real yet

Many issues in start-ups resolve on their own: customer complaints from edge cases, short-term revenue dips, internal friction during growth… Founders who intervene too early often create processes, complexity, or cost for problems that would have disappeared organically. Strategic inaction prevents over-engineering.

You delay irreversible decisions

Hiring senior executives, firing key staff, pivoting your business model, or entering long-term contracts are all hard to undo. High-performing founders deliberately slow these decisions. Waiting allows emotions to settle and consequences to become clearer. Speed matters, but not when mistakes are expensive.

You prevent emotional decision-making

Founders are most likely to act badly when under stress. Losing a client, missing a target, or facing criticism is guaranteed to heighten feelings. Strategic inaction creates distance between the stimulus and the response. This reduces decisions driven by fear, ego, or the need to appear in control.

You let existing systems run before changing them

When something underperforms, the instinct is to intervene. You would be better off first asking whether the system has had enough time to work. Premature changes make it impossible to know what is actually effective. Doing nothing (for a while) is often the fastest way to learn.

You conserve focus and organisational capacity

Every new initiative pulls attention away from existing priorities. Try to recognise that your company’s capacity is limited. By choosing not to act, you will protect delivery on what already matters. This is especially important as teams scale and coordination costs increase.

You use time as a risk-management tool

Waiting can reduce uncertainty. Competitors reveal their strategies. Markets clarify. Customer behaviour becomes more predictable. Strategic inaction is often about allowing risk to resolve itself before committing resources.

The bottom line: Choosing not to act is still a decision

Doing nothing is not neutral. It must be intentional, reviewed, and time-bound. Experienced entrepreneurs track what they are choosing not to do and reassess regularly. Remember, strategic inaction works only when paired with attention and accountability.

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

January 28, 2026
https://www.mfi.co.za/wp-content/uploads/2026/01/5832cddf-e4a0-4102-bf8c-06dd1efa4111.png 300 650 MFI http://www.mfinc.co.za/wp-content/uploads/2023/09/cropped-cropped-MFI-Logo-Icon.jpg MFI2026-01-28 10:34:492026-03-13 07:50:15Why Doing Nothing May Be the Best Thing You Can Do

So, You Want to Diversify? You Might Be Making a Mistake

Business

“Any intelligent fool can make things bigger and more complex. It takes a touch of genius, and a lot of courage, to move in the opposite direction.” (Statistician and economist, E.F. Schumacher)

Diversification makes intuitive sense. When one revenue stream falters, another should compensate. When one market cools, another heats up. In theory, it’s prudent. In reality, however, as businesses accumulate products, geographies, customer segments and internal processes, decision-making slows and execution weakens. What began as risk management turns into managerial overload. The uncomfortable truth is that sometimes executing fewer things extraordinarily well, for longer than competitors can tolerate, is sometimes the path to true success.

Whether you’re selling koeksisters from your garage or leading a multinational tech behemoth, the ten pointers below are worth taking note of.

Diversification feels safer than it actually is

Diversification offers psychological comfort. It gives leaders the sense that they are “covered” from uncertainty. But safety in theory is not safety in execution. Each new product, market or channel introduces its own operational demands, regulatory requirements, customer expectations and failure points. Risk doesn’t disappear, it fragments. Instead of managing one or two critical risks deeply, leadership is forced to shallowly monitor many. The illusion of safety often masks a rise in systemic fragility.

Complexity is a hidden tax on performance

Every additional business line adds meetings, reporting layers, decision pathways and coordination costs. These costs rarely appear cleanly on an income statement, but they erode margins all the same. Management attention becomes diluted. Strategic conversations shift from “How do we win?” to “How do we keep everything from breaking?”

Focus is a force multiplier

Focused companies learn faster. They serve customers better because feedback loops are tight and clear. When something goes wrong, causes are easier to identify and fix. When something goes right, it can be scaled with confidence. Diversified organisations often struggle to replicate this clarity. Success in one unit is obscured by mediocrity in others. Focus doesn’t just improve execution, it sharpens strategic judgment.

Diversification often masks unresolved core weaknesses

One of the most under-discussed drivers of diversification is discomfort. When growth slows in the core business, expanding outwards can feel more exciting than fixing what’s broken. Unresolved issues, weak unit economics, unclear positioning, operational inefficiencies … These things don’t vanish when you diversify, they multiply to new areas. The same leadership blind spots and process failures are often replicated across a wider footprint. If you’re wondering whether diversification might be hurting you, feel free to ask for our input – sometimes a fresh perspective is all it takes.

Operational excellence doesn’t scale sideways

What works brilliantly in one context rarely translates seamlessly into another. Different customer segments require different value propositions. Different geographies demand different logistics, pricing structures and cultural understanding. Founders often underestimate how bespoke excellence truly is. Horizontal expansion assumes transferable competence – but in reality, each new area requires its own learning curve. The result can be a portfolio of businesses that are all “good enough,” but none exceptional.

Small and fast – Or big and slow?

Speed is one of the greatest advantages of entrepreneurial organisations. Diversification erodes it. As organisations grow broader, decisions require more stakeholders, more data reconciliation and more compromise. What once took days now takes weeks. Opportunities expire while you’re trying to coordinate a Teams meeting to discuss them. In fast-moving markets, this loss of velocity can be fatal. Competitors with narrower focus can outmanoeuvre diversified incumbents simply by deciding, and acting, faster.

Diversification can dilute brand meaning

Strong brands stand for something specific. They occupy a clear mental position in the customer’s mind. Diversification blurs that signal. Customers struggle to understand what the company truly excels at. Is it premium or mass? Specialist or generalist? Innovative or reliable? When brand meaning weakens, pricing power follows. What was once differentiation becomes confusion – and confusion is rarely profitable.

The most resilient businesses often look concentrated, not diversified

History is filled with companies that endured precisely because they stayed narrow. They dominated niches, controlled quality obsessively and reinvested relentlessly into their core advantage. Their resilience came not from spread, but rather from deep customer relationships, deep expertise and deep operational mastery. Concentration allowed them to absorb shocks because their fundamentals were strong, not because they were hedged.

Simplicity is not stagnation

Rejecting diversification does not mean rejecting growth. It means choosing growth paths that reinforce the core rather than distract from it. Vertical integration, geographic expansion of a proven model, or deeper penetration of the same customer segment can all drive scale without overwhelming complexity.

Don’t ask “Can we?” but “Should we?”

Most businesses diversify because they can, not because they should. Capital is available. Talent is curious. Opportunities appear abundant. But the cost of complexity is rarely paid upfront, it is paid slowly, in lost clarity, slower execution and diminished excellence. Leaders who understand this ask a harder question: what must we protect at all costs and what are we willing to walk away from?

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

January 28, 2026
https://www.mfi.co.za/wp-content/uploads/2026/01/5c6c0293-a960-4ed3-aa26-61c3fb771beb.png 300 650 MFI http://www.mfinc.co.za/wp-content/uploads/2023/09/cropped-cropped-MFI-Logo-Icon.jpg MFI2026-01-28 10:08:142026-03-13 07:50:15So, You Want to Diversify? You Might Be Making a Mistake

The 5 Questions You Must Ask Before Making Your Business Resolutions

Business

“If you can’t measure it, you can’t improve it.” (Peter F. Drucker, Business Management Guru)

Entrepreneurs are hardwired to look forward, and chase the next win. This constant looking ahead can create a costly strategic blind spot. When you rush past December’s data to write January’s plan, you run the risk of missing the critical lessons already paid for in time, money, and stress.

A comprehensive review gives you the opportunity to pinpoint previous issues and create solid strategies for growth. Without this backward glance, your resolutions become a wishlist disconnected from operational reality. The key is turning reflection into a data-driven process, not a feelings-based one. Before you look for your new year’s resolutions, it’s therefore wise to sit down and answer these five precise questions.

1. Which goals did we actually achieve last year, and what specific behaviours drove those wins?

The most common mistake in goal review is simply ticking boxes. You hit the revenue target – great. But why? While hitting a financial benchmark is great, understanding which tactics got you there is the real win.

Instead of simply analysing KPIs, you should compare your initial goals with your final metrics. Analyse the data to understand what’s working and what isn’t. Was the goal achieved because a specific marketing campaign worked, or did an unexpected market event carry the result?

By identifying the exact steps, processes, or resource allocations that delivered the win you can prevent yourself from inadvertently eliminating a high-performing strategy in the new year or, worse still, believing a non-repeatable outcome is a sustainable strategy.

2. Where did we waste the most resources?

This question requires an honest, non-emotional audit of your financial and calendar commitments. It’s a review of efficiency, not just income. Beyond the simple rand amount, evaluate the return on investment for projects and tasks.

As your accountants we can help by examining your cash flow, expenses, and budget adherence. Which recurring expense failed to generate its expected value? Is there enough money coming in, and are you staying within budget?

The next step is to look at which project delivered disappointing results compared to the time and effort it consumed. By identifying the single biggest time waster of the year for you and your key staff, you can cut inefficiencies and free up resources for genuinely productive initiatives.

3. What did the customer or market teach us that changes our fundamental approach?

Growth depends on staying relevant and competitive. Your business exists to solve a customer problem, and that problem and the best way to solve it changes constantly. The information you need to adapt is already in your email inboxes, support tickets, and sales reports.

First analyse your customer feedback. By looking for common themes of satisfaction and dissatisfaction you can open up areas for new services and pinpoint areas where your process is disappointing your biggest clients. Follow this up with a thorough audit of the latest industry trends and competitor actions. This will help you keep abreast of market shifts.

Your biggest revelation for the new year often lies in the data points you tried to ignore because they conflicted with your original plan. Use this insight to adapt your business model and strategies proactively.

4. What project or initiative did we start but fail to finish?

Every entrepreneur has a graveyard of half-finished projects. These are not just lines on a to-do list; they are sunk costs that continue to absorb cognitive load and drain mental bandwidth. You must address them before you plan the next project.

Reflect on ideas that were shelved, dropped, or simply allowed to drift. Was the goal too ambitious, did you lose interest, or did more pressing tasks take priority? The reason often lies in poor prioritization or a fear of letting go.

Look at the list of unfinished items and make a binary decision for each:

  • Revive: Commit to a concrete, time-bound plan for completion, complete with allocated resources.
  • Kill: Officially terminate the project. Archive the files, inform the team, and close the loop.

Letting go of an unfulfilled goal removes operational and mental clutter. Avoid the trap of carrying dead weight into January.

5. What is the single recurring bottleneck we must fix before setting new goals?

Do not confuse a bottleneck with a challenge. A challenge is unique; a bottleneck is the same hurdle that surfaces repeatedly, slowing down every initiative. This could be a lack of standard operating procedures (SOPs), a poor communication structure, or an outdated software system.

The first step to eliminating a bottleneck is pinpointing the area that constantly holds up progress and causes stress. For example: “Our hiring process is inconsistent.” Or: “Data collection for client reports takes two full days.” Setting aggressive new goals on top of a broken system guarantees failure. Address the system first. If your resolution is to double output, but your internal approval process is the issue, a goal to fix the process is the only resolution that matters.

Moving from reflection to resolution

The purpose of these five questions is to clean the slate. By identifying proven wins, cutting wasted resources, integrating market lessons, clearing unfinished projects, and fixing critical bottlenecks, you can transition from hopeful resolution to strategic certainty.

Want help with making it happen? Our door is always open…

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

January 7, 2026
https://www.mfi.co.za/wp-content/uploads/2026/01/4037f470-2a96-45dc-8a25-7c5549912211.jpg 300 650 MFI http://www.mfinc.co.za/wp-content/uploads/2023/09/cropped-cropped-MFI-Logo-Icon.jpg MFI2026-01-07 11:18:562026-03-13 07:50:15The 5 Questions You Must Ask Before Making Your Business Resolutions

Harnessing the New Year’s “Fresh Start Effect” for a Great 2026

Business

“A fresh start is not a place, it is a mindset.” (Jordan Peterson)

The beginning of the new year can be more than another Monday morning: it can be a powerful psychological reset button.

The ‘fresh start effect’ comes after milestones, like New Year’s or anniversaries, that help people believe they can become better versions of themselves – and this applies just as powerfully to teams as it does to individuals. 

It’s as if a mere calendar flip wipes the slate clean, making new commitments feel more achievable and reducing the emotional weight of past disappointments.  

When your team returns from the holiday break, they aren’t just rested – they are primed for change, and feeling capable of achieving goals that might have seemed daunting just weeks earlier.

Capturing the moment: Practical strategies for January 2026

The “fresh start effect” creates a window of heightened motivation, but it is only temporary. Research consistently shows that initial New Year’s enthusiasm naturally fades without proper structure and ongoing engagement.

The challenge then is to convert this early motivation into sustainable systems.

Timing matters. Schedule your most important organisational initiatives, strategic planning sessions, and team goal-setting meetings in these early weeks of January. The psychological conditions are optimal right now, as your team feels capable, refreshed, and ready for change. Use this window to establish the habits, routines, and systems that will carry you through the entire year.

Start by setting specific and measurable goals. Clear and quantifiable goals significantly improve employee engagement and productivity. Break annual targets into smaller quarterly or monthly milestones to prevent overwhelm and provide regular opportunities to maintain momentum and celebrate progress.

Team-based goal setting enhances overall performance because it creates accountability, builds collective commitment, and ensures that everyone understands how their individual efforts contribute to larger team goals.

Building sustainable momentum beyond January

The fresh start effect can be a catalyst for creating systems, habits, and cultural practices that sustain performance all year long.

Visual progress tracking taps into our psychological need for achievement and keeps the momentum alive. Implement regular check-ins and progress reviews — at least monthly. These touchpoints maintain accountability, allow for course corrections, and provide opportunities to celebrate wins.

Creating fresh starts all year round

You can also engineer temporal landmarks throughout the year. Things like monthly reset days, quarterly planning sessions, or team offsite retreats… These moments provide mini fresh starts that can reignite motivation when energy naturally dips.

Use these inflection points for team brainstorming sessions, strategic pivots, or launching new initiatives. The psychology works the same way: you’re creating a sense of temporal separation that makes change feel achievable.  

The long game: Making 2026 different

The new year brings a gift: a team that believes change is possible and feels capable of achieving goals.

What you do in the next few weeks – the systems you establish, the habits you build, and the accountability you foster – could significantly impact your team’s performance for the entire year ahead.

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

January 7, 2026
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Outlook 2026: Moving Forward with Confident Resilience

Business

“The outlook is clear: resilience and innovation will define Africa’s growth story.” (Ignatius Sehoole, CEO of KPMG South Africa)

“A continent brimming with optimism.” This is how KPMG’s 11th Africa CEO Outlook describes Africa.

Among the African CEOs surveyed, 63% expressed optimism about their country’s growth prospects and 78% expressed strong business confidence. Over the short term, 98% expect business expansion and 86% are likely to pursue acquisitions.

“African CEOs are not only adapting to global challenges but are actively investing in the future through AI, talent, and sustainable growth strategies,” explains Ignatius Sehoole, CEO of KPMG South Africa.

Most CEOs globally (79%) also say they are optimistic about their own organisations’ prospects and the majority anticipate rising revenues over the next three years.

Like their African counterparts, they are doubling down on AI, talent investment and ESG as the keys to resilience and growth.

Common challenges & shared priorities

CEOs, globally and in Africa, face very similar challenges. This has made them more deliberate when deciding how to channel their resources.

Investment priorities for global and Africa CEOs
 AfricaGlobal
Cybersecurity and digital risks resilience45%39%
AI integration into operations and workflow41%34%
Investing in solution and technology innovation for business expansion34%26%
Regulatory compliance and reporting31%36%
Supply chain resilience and operational continuity24%28%
Climate and sustainability initiatives23%16%
AI governance, ethics and responsible use20%20%
Geopolitical monitoring and analysis20%23%

Source: 2025 Africa CEO Outlook – KPMG South Africa

In addition, in Africa, CEOs are increasingly prioritising intra-African trade and market expansion on the continent.

AI: Top 2026 strategic priority

For African and global CEOs heading into 2026, AI is a top strategic priority.

26% of African CEOs plan to allocate more than 20% of their annual budget to AI in the next 12 months, almost twice the global average of 14%.

This high level of investment by African CEOs reflects a shift in mindset, with AI being viewed not only as a tool for future growth, but as an immediate lever for operational efficiency, better decision-making, and long-term resilience.

To deploy and scale AI, African organisations are faced with three options: build, buy or partner. “Each organisation must weigh the pros and cons of building, buying, or partnering for AI solutions. There is no one-size-fits-all-approach. The right strategy depends on the organisation’s existing capabilities, risk appetite and strategic objectives,” explains Joelene Pierce, CEO Designate of KPMG South Africa.

Talent in the age of AI

Among African CEOs surveyed, 88% expect to increase headcount over the next year and 62% are focusing on retaining and re-training high-potential talent. The majority (81%) believe that upskilling in AI will directly impact their success and more than two thirds (67%) are redeploying staff into AI enabled roles.

These numbers, too, closely reflect global perspectives, with 92% of CEOs expecting to increase headcount next year, and 77% agreeing that AI upskilling will directly impact business success. Already, 71% are focusing on retaining and retraining high-potential talent, and 59% are redeploying staff into AI enabled roles.

ESG and sustainability

Despite regulatory complexity, African CEOs remain committed to Environmental, Social, and Governance goals. Almost half (46%) are aligning sustainability goals with core business strategies, 51% are prioritising compliance and reporting, and 74% are using AI to reduce emissions and improve energy efficiency.

Globally CEOs are also indicating rising confidence in meeting climate targets, with 61% saying they are on track to hit their 2030 net zero targets. In addition, 65% indicate that they have fully embedded sustainability into their business and believe it is critical to their long-term success.

Confident resilience

Most CEOs (59%) say that expectations and complexity of their roles have evolved significantly in the last five years, and 80% feel under more pressure to ensure long-term business prosperity.

Yet, even with change and challenge as the “new normal”, CEOs are actively building resilience by investing in AI, talent, and sustainable growth strategies, and are moving forward confidently to greater success in the year ahead.

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

January 7, 2026
https://www.mfi.co.za/wp-content/uploads/2026/01/03912623-ae97-400a-af3a-ee682d5727ee.png 300 650 MFI http://www.mfinc.co.za/wp-content/uploads/2023/09/cropped-cropped-MFI-Logo-Icon.jpg MFI2026-01-07 11:10:162026-03-13 07:50:15Outlook 2026: Moving Forward with Confident Resilience

Our Top Tips for Communicating Price Changes

Business, Financial

“People don’t mind price increases as much as they mind surprises.” (Robert Cialdini, Psychologist and Business Author)

Costs go up and so do prices. And yet most businesses raise prices later than they should. A global study by Simon-Kucher found that less than a quarter of companies adjust prices multiple times a year as needed, with almost 30% discussing price changes only once annually, and 26% waiting for new customer tenders or contract expirations.

By the time owners take action, margins are stressed and the communication feels rushed. This is unfortunate, because studies show that a thoughtful considered, and timeous approach is the difference between a customer accepting a change and walking away.

“We’ll lose customers if we raise prices”

This fear is common, but it’s not grounded in the research. Studies from the Harvard Business Review note that when customers leave after a price change, it’s usually because the business has stayed quiet about the reason. Silence erodes trust. People assume the worst, even when the increase is modest.

The same study revealed that most customers accept changes if they still see value and understand why the adjustment exists. Communication is key. Your customers should know what costs shifted and what value you’ve added. Keep the message simple enough that a customer could repeat it back without confusion.

“Customers won’t care about the reason”

Owners often assume customers ignore explanations. Evidence says the opposite. Research from McKinsey & Company found that when companies explain the drivers behind price changes, such as rising input costs or service improvements, customer trust remains stable, even when the increase is noticeable.

People don’t need all the details, but they definitely do want you to add context. A short, fact-based explanation helps them understand that the decision wasn’t arbitrary or simply based on greed.

“If we apologise enough, customers will be less upset”

For many owners the first inclination is to apologise to the customer for the added pressure the price changes will have on their lives. Trying to soften the blow with an apology frames the price change as a mistake rather than a strategic choice. Customers may wonder whether the change is temporary or negotiable, thereby weakening your position.

This is all backed up by researchers writing in the Journal of Service Research who note that apologies work best when something has gone wrong. You can acknowledge the impact on customers without presenting the change as an error. Aim for respectful, not remorseful.

“We should wait until the last minute to avoid backlash”

Delaying the announcement doesn’t reduce resistance, it magnifies it. Short notice announcements leave customers scrambling. If the increases catch them off guard this can lead to resentment – something that’s far more likely to lead them to change supplier than the price change itself. Giving your customers timely notice shows that you respect their planning and cash flow.

You should aim to communicate price increases as early as possible. Even a few weeks’ notice can make the shift easier. Use one message delivered consistently across email, invoices, signage, and your website so there’s no confusion.

“Once we announce the increase, the conversation is over”

Many businesses make their price announcement and stop there. Whether from fear of pushback or simply a desire to not discuss it, their refusal to discuss the price changes with customers can often lead to unanswered questions, and confusion, leaving space for assumptions to grow.

Studies from Gartner highlight that businesses with strong post-announcement engagement retain more clients than those who treat the update as a one-way message. You should always be prepared for questions. Have a short script or FAQ ready. Make sure your team is aligned so they answer consistently. A calm explanation helps people adjust without feeling ignored.

“The only way to justify an increase is by adding new features”

Price increases don’t always need to come with updates or added features. Often they simply reflect the realities of the economy. Businesses that fail to keep pace eventually struggle to maintain service quality and people understand that.

This does not mean that you shouldn’t tell customers when price changes are related to improved offerings. Telling customers about upgrades gives them something concrete to weigh against the higher price. Under-explaining value is as harmful as over-explaining it.

“A single announcement will do”

People miss emails. They skim invoices. They forget dates. A single notice is rarely enough, even when well written. When a message is clear and consistent, customers don’t feel overwhelmed. Using multiple channels for communication has been shown to reduce complaints because no one feels blindsided. You should always aim to send your message through two or three channels, spaced out over time. Keep each version short and factual and make sure they each reflect the same message. Clarity prevents conflict.

What’s the takeaway?

Customers respond well when they feel informed rather than managed. They respond poorly when communication is rushed, vague, or emotional. When customers know the reasons behind changes, they are much more likely to stay loyal – even when the price goes up.

If you want help reviewing your pricing structure, chat to us.

Disclaimer: The information provided herein should not be used or relied on as professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact us for specific and detailed advice.

© AccountingDotNews

January 7, 2026
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