By Sydney Mabalayo, Director of Strategy and Business Development: SPM
Growth begins long before a contract is signed or a project is delivered. It takes shape in the way an organisation listens to its environment, interprets the signals it receives and decides how it will respond. Strategy and business development sit at the centre of this process. One provides a structured view of the future, while the other brings the immediate realities of the market into focus. When these functions work in conversation with each other, a company gains the ability to move forward with clarity and confidence.
Strategy helps an organisation understand what it wants to build and how it intends to create value over time. It identifies the kinds of opportunities that matter, the capabilities that need strengthening and the posture the business must adopt to remain relevant. Business development, on the other hand, offers insight into how clients are thinking, where needs are emerging and how expectations are evolving. These are not competing views. They are complementary sources of intelligence that allow the organisation to make deliberate decisions rather than relying on assumptions or momentum.
The point where these two perspectives meet is where direction becomes practical. It is where long-term intent guides day-to-day choices, and where new information is tested against the organisation’s purpose. This alignment prevents the business from spreading itself across activities that look appealing but do not move it closer to its goals. It encourages a more considered approach to opportunity evaluation, ensuring that resources are invested in work that will strengthen the organisation instead of eroding its focus.
This kind of partnership also influences how relationships are built. Clients respond to consistency and clarity. When strategy and business development work closely, the organisation can present a coherent value proposition and follow through on it. The message the client hears in early discussions aligns with the experience delivered during the engagement. This builds trust, which is one of the most valuable assets in any business relationship.
Internally, alignment between these two functions gives teams a shared sense of direction. People gain a clearer understanding of why certain opportunities are pursued and how they contribute to the organisation’s long-term position. This creates stability. It allows teams to plan with confidence, coordinate more effectively and understand how their individual roles support the wider mission. The organisation becomes more focused, not because pressure is applied from the top, but because clarity removes unnecessary ambiguity.
The integration of strategy and business development also strengthens a company’s ability to adapt. Markets evolve, technology shifts and client priorities change. A strong strategy function can make sense of these movements, while a strong business development function can translate them into meaningful opportunities or timely adjustments. By working together, the organisation responds with intention rather than reacting out of urgency. This allows it to adjust direction while preserving coherence.
Looking ahead, the organisations that thrive will be those that treat information as a strategic asset and decision-making as a core capability. They will place equal value on understanding the broader landscape and staying close to clients. They will learn quickly, act responsibly and maintain a clear sense of purpose even when conditions are complex. The partnership between strategy and business development will continue to be essential in shaping this kind of resilience.
SPM remains committed to growing with intention and clarity. This means choosing opportunities that strengthen the business, investing in capabilities that support our future direction and building relationships that stand the test of time. The ongoing collaboration between strategy and business development forms the foundation of that approach. It ensures that our decisions reflect insight rather than impulse and that our actions are guided by a clear understanding of where we want to go.
Growth is created through the steady connection between insight, direction and execution. It is shaped in the space where strategy and business development meet, and it is here that an organisation builds relevance, earns trust and prepares itself for the future. My guiding principle remains clear. Listen widely, decide with intention and move with purpose.
