In today’s ever-changing business world, leadership means more than just making decisions. It’s about adaptability, empathy and fostering a culture of growth and empowerment within an organisation. Arnoux Maré employs this approach to business leadership as CEO of Innovative Solutions Group (ISG).

ISG’s successful – and diverse – portfolio of subsidiaries (spanning industries such as retail, hospitality, logistics and petrochemical engineering) demonstrates how this type of visionary leadership can thrive, even in challenging times.

Maré says his approach is both pragmatic and optimistic. ‘Business is tough at this time,’ he says, acknowledging the global economic pressures that have made the past few years particularly challenging.

However, he adds that companies ‘should start taking ownership about how they develop their strategies and have a positive impact. If it’s a difficult business environment, you need to restrategise, rethink and drive forward instead of complaining about how difficult it is. Business is a strategic chess game that you have to play every single day.’

Despite the global economic headwinds, Maré says ISG remains focused on growth. He cites the recent acquisition of Artane Projects as an example of the group’s strategic expansion. Artane Projects is one of the largest petrochemical engineering companies in South Africa, and Maré describes the deal as ‘a very exciting acquisition’ that has already shown promising results. Another standout addition to ISG’s portfolio is Leisure & Adventure, an outdoor retail brand that has brought a fresh dynamic to the group with its flagship store in Pretoria East and other ventures such as the Wattlespring Sports Club, which has the largest clay pigeon shooting range in the southern hemisphere.

ISG’s growth journey is shaped by a culture of continuous learning, adaptability, and a belief in people’s potential.

‘We usually have two to three acquisition considerations in the works at any given time,’ says Maré. ‘But part of our decision-making is also focused on closing the skills gaps, and whether the acquisition will enable us to prioritise learning, development and upskilling.

‘Our differentiator is our culture of skills development. This has resulted in our building a flexible, highly skilled workforce that can quickly pivot to meet any new challenge. And when you keep your employees in a cycle of continuous up-skilling, regardless of whether or not that is intentional, it keeps them relevant in today’s workplace and develops a strong loyalty ethos.’

Maré says he has built his reputation on being able to see connections where others might see only differences. He believes that managing such a diverse group of companies comes down to systems and alignment. ‘You need to set up good systems and ensure that your management team is well-versed and aligned with the vision and mission of the group as a whole,’ he says. This strategic approach allows ISG to operate as a cohesive unit, with each subsidiary contributing to the group’s overall growth.

But Maré says his vision extends beyond business success; it is deeply rooted in addressing broader societal challenges such as unemployment. ‘South Africa’s unemployment rate is definitely due to a skills shortage,’ he says. At ISG, this challenge is met head-on with a culture that views every situation whether positive or negative, as an opportunity for training. The group’s 40 000-strong staff is encouraged to learn from successes and failures. ‘In our business we say that everything should be seen as a chance for a training session,’ Maré says. ‘Every result, whether good or bad, is analysed so that we can learn from what went wrong or right. This guides our teams to continuously work towards best delivery, which in turn drives profitability and success.’

The country’s high unemployment rate is often attributed to corruption or mismanagement, but Maré sees another culprit: a lack of skills development. ‘What many organisations are finding – at great cost – is that despite prioritising learning and development, and in many cases having made serious investment into individuals, the company’s growth and success paths are severely impacted,’ he says. ‘A culture of skills development means investing in your existing employees and encouraging them to similarly invest in their colleagues. It’s an attitude. It’s not based on hard skillsets, because – unlike skills, which can be taught – attitudes are felt.’

For Maré, hiring isn’t just about finding someone with the right skills; it’s about finding someone with the right attitude. ‘You can teach somebody any skill, but you can’t teach people attitude and willpower,’ he says. ‘Even if you have what looks like the “perfect” candidate for a role with crucial skills, if they do not have the right attitude towards aligning with your business, they will fail to perform. It all comes down to attitude. Is this person passionate about wanting to grow their skillset? On that journey, are they willing to uplift the people with whom they work?’

This approach informs ISG’s approach to workforce development, where employees are given opportunities to grow not only within their roles but across the entire group. One example he shares is of an ISS driver involved in a bad vehicle accident who was later trained to become one of ISG’s top trainers in logistics and distribution, a testament to the company’s commitment to recognising potential and nurturing talent.

‘Liza Trollip is another good example,’ says Maré. ‘Just over a decade ago, she started at ISG as a temp. Today she is our COO. Her drive to learn about every aspect of our business and operations is typical of our employees.’

Maré also navigates the complexities of South Africa’s regulatory environment with a balanced perspective. While he acknowledges that some regulations are necessary for ethical business practices, he warns against over-regulation that stifles competitiveness. ‘We need to regulate but shouldn’t over-regulate,’ he says. It’s a delicate balance that requires businesses to adapt their strategies while maintaining fairness and integrity.

The group supports vertical and horizontal communication and welcomes internal and external feedback. ‘Great ideas don’t just come from those who have been trained to identify gaps or are seasoned problem solvers,’ says Maré. ‘Everyone’s voice must be heard, especially in a company like ISG, which prides itself on innovation. We also need external input to ensure we are hearing our customers.’

To that end, ISG recently introduced a centralised client relations desk to respond to all calls, regardless of which ISG company the query relates to. ‘This has a dual function,’says Maré. ‘Firstly, we can apply solutions to specific queries that may be common among all our businesses; and secondly, we have an additional viewpoint that we may miss from an internal perspective. We take client relations very seriously and see our clients and service providers as partners.’

As far as Maré’s leadership style is concerned, he says he combines strategic thinking with a commitment to employee development and ethical practices, helping create a culture where both businesses and individuals can thrive. He remains optimistic when he speaks about the future: ‘The great thing about unemployment – it’s never a good thing, don’t get me wrong – but it enlarges our talent pool at the end of the day.’

Maré says he doesn’t claim to have all the answers or a magic formula for success. ‘My approach is grounded in continuous learning, adaptability and an unwavering belief in people’s potential. If you’re analytically aligned and have an emotional connection to what you do, that’s a recipe for success.’

By Mark van Dijk
Image: Christoph Hoffman