Our Thinking

By Stella Muthoni  

Time and constant change are a pair of troublesome disruptors in the Kenyan business scene. Stories abound of yesterday’s market leaders, who are now on life support systems, gasping for oxygen, because they refused to adapt. Many of the leading companies of today did not exist in their present form 20 years ago.

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By David J. Abbott

Strategy appears to be everywhere in business, yet the truth is that genuine strategy is rarely to be seen. What most companies have is the corporate equivalent of voodoo. Instead of little dolls and statues with pins in them and reading chicken entrails the voodoo is in the Power Point slides and glossy reports that only serve to eventually gather dust.

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By Christine Awuor

Non-governmental organisations [NGO] operating in Kenya [numbering more than 6,000] range from the extraordinary, those who have won the Nobel Peace Prize like the French Medicins Sans Frontiers [Doctors without borders] through to the ordinary,those that were formed last week by two well meaning individuals. Heart of the matter for NGOs is to answer the question, what results must it deliver to be successful? Somehow one has to take the [often vague] broad mission statement and translate that into more narrowly defined goals to both attract support from donors, and detailed enough to decide what resources to allocate where.

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Everything you know and have heard about how to change business   performance is wrong.  Wrong, wrong, wrong, totally wrong.  As are the myths about corporate transformation.  Just does not happen that way.  Real operational and financial change relies on a flywheel effect, hedgehog single minded focus and getting the right people on the bus.  Get this right, and you won't be running very quickly just to stay where you are.

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