Purpose, operating model, annual priorities, programme architecture, growth targets and implementation roadmaps.
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CoreXalance case study
MADS
From industry-development idea to operating organisation.
Case study 01
Media Advertising Development Services NPC
From an industry-development idea to a functioning organisation with programmes, systems and a route to scale.
MADS was created to develop people and strengthen micro businesses in South Africa's media, advertising, marketing and communications sector. The purpose was clear. The organisation behind it still had to be built.
Where MADS started
A strong purpose without the full operating infrastructure.
- An early-stage NPC with a broad sector-development ambition.
- Programmes, participant pathways and assessment mechanisms still needed to be designed.
- Governance, administration, financial controls and management reporting had to be established.
- The organisation required an operating team without immediately building a large permanent headcount.
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Where MADS is now
A growing organisation with defined programmes and working management systems.
- Three structured development pathways: Learners, Interns and Micro Businesses.
- Live programme delivery, participant tools, assessments, dashboards and facilitator systems.
- Board governance, management reporting and organisational planning operating as regular disciplines.
- A defined Industry Development Partner model and a clearer route to future scale.
The CoreXalance mandate
Build the organisation behind the purpose — then remain close enough to make it work.
CoreXalance was engaged as an operating partner, providing executive management and shared business capability while the organisation developed. The work crossed all seven CoreXalance business units and all four engagement tiers.
Budgets, financial administration, management reporting, funding controls and shared-service structures.
Programme workflows, participant journeys, dashboards, documentation, project controls and delivery coordination.
Board and team structures, roles, intern and learner systems, competency frameworks and performance mechanisms.
Brand application, website and communication systems, programme material, participant messaging and industry visibility.
Donor and partner positioning, Industry Development Partner structure, outreach, proposals and relationship pipelines.
Programme dashboards, assessment and reporting products, participant tools and digital operating systems.
3structured development pathways now forming the programme portfolio
25third-year TUT learners registered into the first learner pipeline
12planned sessions in the Micro Business Growth Journey: 10 in person and 2 online
6business units connected through one operating partnership
What exists now that did not exist at the start
- A Learner pathway from university engagement through readiness assessment and supervised opportunity.
- A Micro Business Growth Journey covering strategy, finance, operations, people, marketing, sales and technology.
- An Intern Learning & Competency Dashboard assessed against ten performance criteria.
- AI-supported evidence review and scoring mechanisms for programme scale.
- Branded participant dashboards, facilitator tools, manuals and reporting systems.
- An Industry Development Partner model designed to connect industry participation to programme delivery.
- Expanded board and governance structures.
- A working management rhythm linking strategy, programme delivery, administration and reporting.