“One of the objectives of the merger between When I asked Kruger about how he dealt with Metropolitan and Momentum in 2010 was to save creating a holding company team and board, trust ZAR500 million in costs, and that we accomplish this was at the centre of it all. “During the negotiation ahead of schedule. We’ve been able to merge six phase of the merger we would on occasion find different product businesses, while retaining an ourselves across the table from each other as extremely high percentage of senior management. adversaries. The quickest way to trust each other There is always concern over client retention during was to trust one another’s intent. If you trust the something like this, but our numbers remained other party’s intent, you can still move forward.” solid, and if we use our MMI share price plus dividends as an indication of our growth, it is more MMI is now pushing forward with a strategy where than double what it was at the time of the listing.” its clients find themselves at the heart of some interesting structural changes that require strong What does Kruger feel his team and the group internal partnerships and high levels of teamwork learned from the last few years? He shares: and trust. “The first thing is that going into something as stressful as this, you must have a strong business “We like to give recognition to teams. case. But it must be as strong strategically as it is on We also try keeping things a little less paper when looking at the numbers.” In other words, one plus one must equal three. “While it is formal here, and to develop an an absolute must for the strategic rationale and environment where people can feel at numbers to add up, it is the softer issues that are home, can be heard, where mistakes most difficult to deal with.” can be tolerated and where innovation “A huge part of our success has been very proactive happens. It’s about adding value and stakeholder management. Even if you can’t give all removing barriers.” the answers, just the fact that you are engaging with them and they feel you are hearing what they are No one man or woman will be able to claim credit saying is important.” for MMI’s successes going forward. Kruger shares: “We like to give recognition to teams. We also try Kruger stresses the importance of putting the right keeping things a little less formal here, and to people into the correct roles. MMI had to bring six develop an environment where people can feel at customer facing business divisions together; one of home, can be heard, where mistakes can be their most challenging undertakings by far. “What is tolerated and where innovation happens. It’s about important in a merger is ensuring that there adding value and removing barriers.” remains integrity in the selection processes. If people sense favouritism taking place, or With the organisation now divided into four inconsistent adherence to process, that can Segment Businesses that identify client needs, undermine the spirit of the merger. So we spent a Products and Solutions Businesses that will focus on lot of time evaluating, assessing, interviewing, and delivery, and newly consolidated group-wide matching skills and capabilities to roles and support functions, MMI is positioned well to functions.” respond quickly to its clients and deliver products that supply their needs and solve their problems. As important as skills and capabilities are, the aspirations of the soon to be appointed executives Time will tell whether or not Kruger and his team need to be understood as well. Fallout is another have made the correct decision to restructure this essential risk to manage, says Kruger: “As important organisation, but with high staff morale and low as it is to choose the right person, it is also very attrition rates, a solid and loyal customer base, and necessary to have a process in place for those not strong leadership with a clear sense of where they chosen. They are still very valuable and you must do are headed, it seems that MMI may be worth having all you can to retain them in other appropriate in one’s investment portfolio. roles.” 5