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South Africa
Miriam Altman is a South African economist, business person, social activist, and strategist. Altman studied economics at McGill University where she got a Bachelor's degree in 1984.
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19 quotes
The last three years at Telkom have been intense, challenging, rewarding - overall an incredible and life-changing experience.
I've learned over the years that leadership is everything.
Young people should leave school with a recognised certificate, be channelled into post-school education and training, and then enabled to access to earning opportunities.
One of the most important ways of growing, expanding and developing is to have easy movement of people between countries.
China has moved beyond the stage of imitation and has a growing community of designers and innovators.
Leadership instability is the top challenge faced by many SOEs, and this was certainly the case at Telkom.
Eskom could not build up sufficient reserves to cover the costs of maintenance, replacement or new capacity.
Chinese urban planning is legendary, and great thought has been devoted to public spaces.
A visit to Shanghai begs an exploration of art, fashion, design, and technology.
Learning some Mandarin can really change the overall experience.
when they do understand, I’ve experienced more random acts of kindness in China than anywhere else.
It's true that past efforts have failed. There's been a lot of energy and a lot of great ideas, but it's been inconsistent.
The fastest route back to economic activity, charted in a way that enables physical distancing, will always be the best one. It is always better to generate revenue, in companies and through tax, than it is to save companies or borrow for the shortfall.
Stuck in a ditch on that lonely Lesotho mountain road, one can try to drive out of it, wait, or walk to the next village for help. One thing is certain. If the truck does not lift out of the ditch, it is going to be a long time before one is back on course to deliver services.
People ask about growth. The only way to have sustained growth is actually to have inclusion. It is physically whatever anybody thinks.
Performance of tertiary education institutions will specifically need to be targeted. One option is to tie some part of the government’s institution grant to achieving improved governance, capacity, quality and labour market alignment.
Staff were quite probably going to say one thing, do another, and wait for Maseko to pass through.
I think that the key problem we face is unproductive ways of doing things. I don't think it’s the technical problem.
You could see that one of the problems in the company, even though it wasn’t in a competitive market, was that people still had this idea like they were in a monopoly.
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