The crisis state in which the Royal Bafokeng Enterprise Development (RBED) is in. It is the common view of the business community that the former head of the RBED should be recruited back.

The RBED under new management has all but stopped operating within its original mandate and function. Since the change in management there has been a clear and definite decline in stakeholders relations with both Morafe and None-Morafe stakeholders. The RBED is largely reliant on such organizations to fulfill its institutional mandate. Since the beginning of the change in management this critical function has been totally paralysed. 

The current manager doesn't at all inspire confidence and has seemingly proved himself incapacitated for the role. The bulk of RBED's clientele operate within the mining environment it is therefore critical to have a manager who understand both the commercial and technical workings of the industry, in this regard the manager is hopelessly incapacitated.

Furthermore the current manager doesn't have direct interactions with the clientele but seeks to hide himself behind his subordinates, part of the RBED's mandate is mentorship and coach in which way will this be fulfilled with the current managements duck and dive tactics?