Tuesday, June 8, 2010

Remarks by the Minister for Presidential Affairs and Public Administration, Honourable Lesego Ethel Motsumi, at the Launch of New IDM Logo

source: Republic of Botswana (21/5/10) TAUTONA TIMES for May 2010
The Electronic Press Circular of the Office of the President
"Democracy, Development, Dignity, Discipline and Delivery"

B11) 20/5/10: Remarks by the Minister for Presidential Affairs and Public Administration, Honourable Lesego Ethel Motsumi, at the Launch of New IDM Logo

[Salutations]...Distinguished Guests, Ladies and Gentlemen;

1. Good morning, I am delighted to join you all in marking this important turning point in the development of a venerable institution.

2. As a few here may recall the Institute of Development Management or "IDM" dates back to 1974, when it was established as a regional organisation in Botswana, Lesotho and Swaziland.

3. Its mission has been to help develop the management capacities of the three countries' parastatal and private, as well as public sectors through training, consultancy, research, and the establishment of a Management Resource Centre.

4. In this respect the long-term core objectives of IDM can be summed up as:

* improving managerial knowledge and skills;

* providing management training and consultancy to middle and senior level personnel;

* enhancing organizational structures and administrative and management procedures in a way consistent with the region's development policies related and social and economic needs;

* expanding the data base available for decision making with respect to development; and

* promoting public awareness and involvement in all aspects of development.

5. While these historic objectives remain relevant today, the environment in which IDM now operates is much different from what prevailed 36 years ago.

6. As some of you will also recall the "BLS" countries, that is Botswana, Lesotho and Swaziland, were then struggling as undeveloped enclaves in a region still dominated by the forces of colonialism and apartheid.

7. IDM was thus at the time a unique institution on the frontline of a unique a trying circumstance.

8. While the challenges facing IDM today may be no less trying, they are of a more universal nature.

9. Today we are all living in a competitive era of accelerated globalisation, in which human resource development must aspire to world class standard in the face of worldwide demands, more specifically the levelling demands of the global marketplace.

10. While we can take pride in the fact that our country, and region, has come a long way in terms of the development of our human capital, as well as material base since 1974, in the global context we are still well behind other players.

11. Of course, in its training and other activities IDM also no longer enjoys the near monopoly of its early years.

12. And so, to borrow from a well known but relevant expression, the IDM of today and tomorrow must be global in its strategy, while remaining proactively local in its focused output.

13. It is in this dynamic context that the Institute has formulated its 2010 aims to transform into an autonomous and commercialised institute that will be profitable and financially self sufficient.

14. To achieve this fresh objective the IDM management has recognised that they must transform their institution into a reputable and customer focused centre of excellence that is results oriented in providing competitive quality services.

Ladies and Gentlemen,

15. The logo we are launching this morning is thus symbolic of the rebirth as well as rebranding of IDM as a commercialised entity that will be in business for business.

16. For Government this is most welcome as it dovetails with our own development strategy for diversifying the economy through a commitment to customer focused excellence across the public and private sectors.

17. In this context I am confident that the rebranded IDM, through it training and consultancy services, will continue to contribute to needed skills development.

18. Let me conclude by observing that any re-branding exercise must be about much more than coming up with a new logo. What is important are the values and competencies that lie behind the icon.

19. At the risk of becoming a commercial, in every industry and field of endeavour there are trademarks that have stood the test of time - such once local now global brands such as Mercedes-Benz and Coca-Cola, or in the field of education Harvard - that have lasted for decades, even centuries. They have thrived not because their logos were necessarily better than some of their gone and now forgotten competitors, but rather because they consistently adapted to the expectations and aspirations of their customers.

20. Let it be the same for IDM! I thank you. PULA!!!

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