By Louis du Plessis
CEO Pollen Finance | July 22, 2026 | 4 min read
Loadshedding increased costs, disrupted operations, reduced productivity and made planning more difficult for South African SMEs. It also pushed many businesses to invest in backup power, improve cash flow management and build more resilient operations for future disruptions.
For the first time in years, South African businesses have enjoyed something many of us almost forgot was possible. Reliable electricity.
It’s easy to move on. To focus on today’s challenges instead of yesterday’s. But I think that would be a mistake. Because while loadshedding may have eased, the lessons it taught business owners are just as relevant today. In many ways, the real cost of loadshedding wasn’t measured in diesel, generators, or lost trading hours. It was measured in uncertainty.
During the worst periods of loadshedding, South African entrepreneurs did what they’ve always done. They adapted. Every industry found a way to keep moving because stopping wasn’t an option.
When people talk about loadshedding, they usually talk about electricity. But for businesses, the impact was far broader. There were the obvious costs like generators, inverters, and battery systems. But there were also the costs that rarely appeared on a balance sheet. These included delayed production, lost productivity, and planning uncertainty.
These costs were difficult to measure, but every business owner felt them.
One thing became very clear during those years. Businesses that adapted quickly were often the ones that recovered fastest.Adaptability looked different for everyone, some invested in alternative energy, many improved operational planning, and some became far more disciplined about cash flow because uncertainty forced them to think differently.
None of those investments were originally part of a growth strategy. Yet many have made businesses stronger today.
One of the biggest lessons loadshedding reinforced is that resilience has value. For years, backup systems were viewed as optional. Today, many businesses see them differently. Not because they expect loadshedding tomorrow, but rather because they’ve experienced what happens when they aren’t prepared.
The same principle applies beyond electricity. Operational resilience can take many forms. It could mean diversifying suppliers, investing in technology, or training staff. None of these investments generate immediate revenue, but they protect the business when uncertainty arrives.
Sometimes resilience is misunderstood as being defensive. I don’t see it that way. The businesses that grow consistently are often the ones that prepare for disruption before it happens. And that’s what allows them to move with confidence when conditions become more difficult.
It’s unlikely that the next major challenge facing South African businesses will look exactly like loadshedding. It could be anything from rising input costs, or changing consumer behaviour.
The point is that uncertainty is part of running a business. Businesses can’t control every challenge, but they can control how prepared they are to respond.
I’ve always believed that business owners are at their best when they’re building. The challenge is that building requires confidence. And confidence comes from knowing your business can withstand disruption.
The businesses that emerged strongest from the loadshedding years weren’t necessarily the biggest. They were often the businesses that planned well, adapted quickly, and stayed focused on serving their customers.
South Africa has always produced resilient entrepreneurs. Loadshedding just revealed it. Today, the lights may be staying on, but the lesson remains. Resilience is something you build before the next crisis arrives.
The businesses that continue moving forward are usually the ones that prepared while conditions were favourable. And perhaps that’s the most valuable lesson loadshedding left behind. Not how to survive without power, but how to build a business that’s ready for whatever comes next.
About the author
Louis du Plessis is the CEO of Pollen Finance, helping established South African businesses access funding to seize growth opportunities. He writes about business funding, cash flow and entrepreneurship, drawing on over a decade of experience working alongside SMEs.
