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Kitfo to kickflips: How the Bay’s oldest Ethiopian restaurant supports Addis Ababa skaters

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In Addis Ababa—the sprawling metro capital of Ethiopia, located in the altitudinous highlands of East Africa, nearly 9000 miles away from Oakland—a skate revolution is afoot. 

Earlier this year, French Canadian skater Mike Boisvert (known online as The Skate Nomad) traversed the African city and documented its youthful scene, ultimately declaring it “the next skate heaven” of the continent. The 20-minute long video includes scenes of intergenerational Ethiopian skaters thrashing their way around Addis Ababa, as Boisvert gains insight by interviewing skatepark builders, rippers, and local heroes.

At one point, a young skater named Yonas runs onto the middle of a bustling multi-lane avenue while cars honk; he calmly tells the camera “this is how we skate here, no rules,” before grabbing onto the back of a moving car and rolling off with traffic.

Ethiopia’s skating paradise is vibrant, communal, and burgeoning, a relatively niche subculture pulsating with energy as it grows into something larger, something the public eye can no longer avoid. Aside from a bit of disorganized chaos and the relatively unfamiliar backdrop—part contemporary, part vintage, part African fauna and landscaping—you’d think it was all happening in California. That is, Ethiopian skaters present a poetic reflection of West Coast skate culture on an internationalized scale in both style and energy.

For Daniel Aderaw Yeshiwas, a Bay Area-raised Ethiopian American, it’s a portal into showcasing Ethiopia’s rich, multitudinous textures in a different format. 

Yeshiwas’ parents immigrated to Dublin in the East Bay from Ethiopia in the 1970s. In Oakland, his mother grew involved with the earliest iterations of Café Colucci—considered to be among the first and most definitive Ethiopian eateries in the state after formally opening its doors in 1991. Nowadays, Yeshiwas continues his involvement with the restaurant as a general manager, while also operating his own business, Brundo Spice Co., from inside the cafe, where he offers Ethiopian heirloom spices that are grown and directly sourced from Modjo, Ethiopia. 

Recently, Café Colucci teamed up with Ethiopia Skate—a non-profit grassroots collective of Ethiopian skaters that launched in 2013 to promote skateboarding in the country. 

Together, they released a collaborative t-shirt that celebrates the evolving lineages of Ethiopian culture, streetwear fashion, foodways, and, of course, skating. The shirt, which is available online and at Café Colucci’s Oakland storefront, was designed by Los Angeles-based Ethiopian American artist and designer Addis Daniel of Mandala Studios, with all proceeds going directly overseas to support the Ethiopian skate crew’s mission.

The slick tee features a woman dressed in traditional Ethiopian clothing who is carrying a plate of vegan Ethiopian food while kick-pushing her way forward on a board. In the background, there’s Ethiopian text in a cartoonish font. It’s part of Yeshiwas’ commitment to Ethiopia Skate, who he flew out to Ethiopia to meet, coinciding with a cameo from internet streamer and rapper, DDG.

Yeshiwas noted the overlap between today’s Ethiopian skaters and the Bay Area community that shaped him decades ago. It’s part of his larger ethos to capture and bring some of that energy to Oakland in small, flavorful doses.

“For myself, food has always been a vehicle of how to export portions of Ethiopian culture to California. It’s rich, and it resonates here in the Bay Area. People dig it,” Yeshiwas says. “But I’ve always wanted to take that base of people who have an interest in our food and deepen the connection with what else goes on in Ethiopian society.

“Food is an early entry point. It’s storytelling, it’s placemaking, it’s setting, it’s events being thrown, and it represents the larger diaspora. So it made sense to bring in skating as a larger part of that narrative with ties to California as well. It interests people in the same way our food does, and from there then they can learn more about it on their own.” 

As a millennial growing up in the Bay, Yeshiwas couldn’t escape Northern California’s regional skate scene and gravitational pull. San Francisco is, after all, the home of iconic skate brand and magazine Thrasher, founded in 1981, whose eternal motto, “Skate and Destroy” has incited millions of renegade skaters, aspiring rippers, and halfway posers worldwide to, at minimum, scrape their elbows and knees on concrete while attempting to imitate a timeless cover photo. 

Back in those days, Yeshiwas rocked a pair of Osiris D3s and would hit the occasional kickflip at the skate park. “I grew up skating, and I was never any good but I could get around,” he admits, ultimately more of a hobbyist than a future pro. For many, including Yeshiwas, skating is simply a way to become fluent in friendships, experimentation, and joy. Ethiopia Skate is providing one dimension of that for East Africans, and even has an educational component, Beyond the Board, that offers academic classes, vocational training, and entrepreneurial workshops.

Ethiopia is a heavily youth-driven nation, with the median age hovering between 19 and 20, and nearly 40% of the population below 15. Skating, therefore, is an especially crucial outlet for developing a sense of place, identity, and values among Ethiopian youth—with the vast majority of the country’s citizens being concentrated in Addis Ababa, which boasts over 6 million inhabitants, placing it among the continent’s most populous regions. It’s no surprise that skate parks are beginning to flourish there. 

“It’s cool how many people are attached to the skate movement over there,” Yeshiwas says. “It’s a movement based on identity and culture, and feels very Ethiopian. It’s a country of young people, and the people are skating and speaking in Ethiopian, with the freedom of it all. They’re free to express themselves [through skating], and that’s a big part of California culture as well.”

That magnetism can be felt inside Café Colucci, where in the near future, Yeshiwas hopes to bring in a few of Ethiopia Skate’s representatives to screen documentaries they’ve filmed in person. Until then, between kifto to kickflips, there will be plenty to share and enjoy at the open table, as Ethiopian tradition has always generously dictated.

Fear And The Madman Theory In Business Leadership

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The concept of the “Madman Theory” occupies a controversial position in strategic thinking. Popularised during the administration of U.S. President Richard Nixon, the theory suggests that leaders can achieve strategic advantage by convincing opponents that they are irrational, unpredictable, or willing to take extreme actions. In international relations, the objective is deterrence in which adversaries become cautious because they cannot confidently predict the leader’s next move. While the theory emerged in geopolitics, its underlying logic has increasingly appeared in discussions of business leadership and management. The question is whether strategic unpredictability can be an effective managerial tool or whether it ultimately undermines organisational performance and human relationships within firms.

Supporters of applying aspects of the Madman Theory to business argue that unpredictability can create competitive advantages. Modern markets are characterised by uncertainty, rapid technological change, and intense competition. In such environments, leaders who consistently follow predictable patterns may become vulnerable to competitors capable of anticipating their decisions. Strategic ambiguity can therefore prevent rivals from accurately forecasting organisational actions. Literatures written about Steve Jobs indicated that companies such as Apple under Steve Jobs often cultivated an aura of secrecy and unpredictability regarding product launches, generating both competitive uncertainty and public anticipation.

From a negotiation perspective, controlled unpredictability may strengthen bargaining power. Negotiation scholars have long recognised that parties who appear less constrained by conventional expectations can sometimes secure more favourable outcomes. A manager who signals willingness to reject a seemingly attractive deal may force suppliers, investors, or competitors to reconsider their assumptions. The perceived possibility of unconventional action can alter the calculations of other stakeholders.

However, translating the Madman Theory from geopolitics to organisational management encounters significant limitations. States and businesses operate under fundamentally different conditions. International adversaries often interact episodically and may prioritise deterrence over cooperation. By contrast, organisations depend heavily on long-term relationships among employees, customers, investors, and suppliers. Trust, rather than fear, serves as the primary foundation of sustainable business success.

Leadership research consistently identifies predictability, consistency, and trustworthiness as essential characteristics of effective leaders. Employees are more likely to demonstrate commitment and engagement when they understand organisational expectations and perceive decision-making processes as fair. A leader who deliberately cultivates an image of irrationality risks generating confusion rather than strategic advantage. Workers may become reluctant to innovate, communicate openly, or take calculated risks if they fear arbitrary managerial reactions.

The human consequences of such leadership styles deserve particular attention. Organisations are social systems composed of individuals seeking psychological safety, recognition, and meaningful participation. The growing body of research on psychological safety demonstrates that employees perform more effectively when they feel comfortable expressing ideas, admitting mistakes, and challenging assumptions without fear of disproportionate consequences. A management approach inspired by the Madman Theory can directly undermine these conditions.

For example, if employees perceive a chief executive as intentionally unpredictable, they may devote increasing energy to interpreting the leader’s moods and intentions rather than focusing on productive work. Decision-making becomes politicised as individuals attempt to anticipate personal reactions instead of evaluating objective evidence. Organisational learning suffers because employees may conceal problems or avoid communicating unwelcome information. In extreme cases, a culture of uncertainty can lead to stress, burnout, and declining morale.

Recent discussions surrounding charismatic and disruptive business leaders further illustrate this dilemma. Some executives have cultivated reputations for unconventional behaviour, abrupt strategic shifts, or provocative public communication. While such approaches may generate media attention and occasionally disrupt established industries, they also create governance challenges. Investors often value visionary leadership, but they simultaneously seek confidence that strategic decisions are based on rational analysis rather than impulsive behaviour. Financial markets generally reward firms that combine innovation with credible governance structures.

The distinction between strategic unpredictability and genuine instability is therefore crucial. Effective leaders may occasionally employ surprise as a tactical instrument. Unexpected product announcements, unconventional market entries, or disruptive business models can prevent competitors from reacting effectively. Yet these actions differ fundamentally from cultivating a reputation for irrationality. Strategic surprise is typically grounded in careful planning and clear objectives. Organisational instability, by contrast, emerges when stakeholders cannot distinguish between calculated strategy and erratic behaviour.

Moreover, the ethical implications of applying the Madman Theory to management should not be ignored. Leadership carries responsibilities extending beyond competitive performance. Managers influence employee wellbeing, organisational culture, and broader stakeholder interests. Deliberately manipulating perceptions through displays of irrationality raises questions regarding authenticity and integrity. Modern leadership theories increasingly emphasise transparency, emotional intelligence, and ethical responsibility. These principles appear largely incompatible with a leadership philosophy based on calculated perceptions of instability.

Nevertheless, dismissing the Madman Theory entirely may overlook valuable insights regarding strategic flexibility. The theory highlights an important reality in which  excessive predictability can create vulnerabilities. Organisations should avoid becoming so transparent that competitors can easily anticipate every strategic move. Leaders benefit from maintaining a degree of uncertainty regarding future initiatives, acquisitions, or innovation pathways. The challenge lies in balancing external strategic ambiguity with internal organisational stability.

This distinction is especially relevant in the contemporary business environment. Digital transformation, artificial intelligence, and geopolitical uncertainty require leaders capable of adapting rapidly to changing circumstances. Flexibility should not be confused with inconsistency. Employees generally accept strategic adjustments when leaders communicate the rationale clearly and demonstrate commitment to organisational values. Problems arise when unpredictability becomes a defining feature of leadership identity rather than an occasional strategic tool.

Ultimately, the Madman Theory offers a provocative lens through which to examine leadership and management. While elements of strategic unpredictability may occasionally provide competitive advantages, the broader philosophy is ill-suited to organisations that depend on trust, collaboration, and human engagement. Businesses succeed not because employees fear irrational leaders but because they trust competent ones. The most effective managers are neither entirely predictable nor deliberately erratic. Instead, they combine strategic flexibility with behavioural consistency, enabling organisations to remain adaptable while preserving the confidence of those who make success possible.

In an era increasingly defined by uncertainty, the lesson for business leaders is clear. Competitive advantage may occasionally require surprising rivals, but organisational excellence requires reassuring employees. The difference between these objectives may determine whether unpredictability becomes a source of innovation or a pathway to organisational decline.

To know more on this, a 2007 published book entitled “The Nixon Doctrine and the End of the Cold War” by Jeremi Suri is a must-read piece. 

Ethiopia can lead Africa’s digital economy

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During my recent visit to the Ethiopian Artificial Intelligence Institute, I came away impressed.  Director General Dr. Worku Gachena and his team are doing remarkable work applying AI across multiple sectors.  What I saw demonstrates strong national potential in emerging technologies that can transform key sectors and power Ethiopia’s economy forward as a 21st-century leader, a goal discussed by Foreign Minister Gedion Timothewos (PhD) in recent meetings with key U.S. government leaders in Washington, D.C.  Now that the recent elections are settled, I look forward to working with the new government leadership team in Ethiopia on our shared economic growth agenda.  There is no more important or potentially fruitful avenue than technology.

Yet our discussion surfaced a critical challenge: As Ethiopia builds its AI capabilities, its innovators need access to the cloud-based tools and global partnerships that power this technological revolution.  Harnessing data flows is core to the modern economy, making it essential that Ethiopia establish a regulatory architecture that allows the market to thrive.  Executives from many well-known U.S. based technology companies have echoed this assessment in recent conversations.

Ethiopia Can Maintain Data Protection While Unleashing Economic Growth

Ethiopia has every reason to be proud of its digital progress.  The results are tangible: hundreds of digitalized public services, thousands of digital firms creating jobs, and e-payment platforms like TeleBirr processing billions of transactions.  However, as Ethiopia continues its growth and implements its Digital Ethiopia 2030 Strategy and its National Entrepreneurship Development Policy, a question emerges:  How can Ethiopian entrepreneurs compete globally if domestic regulatory frameworks limit access to cloud-based platforms their international competitors use?

Effective, modern data protection does not hinder economic growth; it unleashes it.  Trusted cross-border data flows are vital for economic growth and security.  They empower small businesses to access global markets and create jobs while enabling collaboration to counter cyber threats.  Conversely, burdensome restrictions on data storage and usage significantly affect digital services, electronic commerce, and the ability for digital tools to function globally.

Data localization mandates can fragment the digital ecosystem, weaken cybersecurity, reduce resilience, and increase risk of fraud.  The policies also increase compliance costs – especially for small and medium-sized enterprises – while stifling innovation and competitiveness.

The United States believes Ethiopia can also engage global markets, maintain robust data protections, and lead Africa’s new digital economy.  We see a unique opportunity for Ethiopia to meet the moment by embracing the regulatory changes needed to truly empower the digital economy.

Global Data Standards Can Accelerate Ethiopia’s Growth

The Ethiopian government’s vision is clear:  Digitally driven prosperity will be powered by entrepreneurs who create jobs, deliver solutions, and generate wealth.  They will build smart cities, improve rural healthcare, enhance educational outcomes, and increase national prosperity.  Yet innovation – especially in AI – requires international connectivity and access to cloud computing platforms.

The United States has a strong legal framework for data privacy and protection and does not generally restrict cross-border data transfers, an approach which has allowed U.S. companies and the U.S. economy to be the most innovative and successful in the world.  Another critical aspect of that success is cooperating with other countries to reduce barriers to the critical data flows which underpin global trade, investment, and innovation, while also ensuring strong trust.

To that end, the United States encourages Ethiopia to join the Global Cross Border Privacy Rules (CBPR) Forum.  There are currently 14 participating jurisdictions, including Mauritius and Nigeria, and the network of interested powers is growing.  Ethiopia’s participation would enable the country to be a continental leader and have a seat at the table to contribute to shaping a scalable, interoperable, and internationally trusted data transfer framework.  It would also benefit the people of Ethiopia by aligning its approach to data protection with international standards that boost digital trust and accelerate foreign investment in its tech sector.  The Global CBPR system provides a voluntary, but enforceable data privacy certification based on internationally recognized data privacy principles that are reflected in laws around the world, making it a strong and efficient basis upon which to establish interoperability between domestic frameworks.  The Forum’s members and associates support over $4.4 trillion in trade and investment.  The United States welcomes Ethiopia’s participation in the Global CBPR Forum to facilitate trusted cross-border data flows – balancing consumer personal data protection while spurring economic growth that supports millions of Ethiopian entrepreneurs embracing the digital economy.

The U.S. Is Ready to Support Ethiopia’s Digital Leadership

Ethiopia’s regulatory choices will influence the entire continent.  This is an opportunity to refine frameworks that position Ethiopia as one of Africa’s digital leaders while maintaining robust protections.  Enabling secure cross-border data flows would attract investment in high-value sectors, allow Ethiopian startups to scale regionally and globally, and bring advanced cloud-based technologies to rural communities.  It would unlock the full potential of Ethiopia’s businesses, digital firms, and the AI Institute’s groundbreaking work.

The United States stands ready to support Ethiopia through technical assistance, private sector engagement, and regulatory expertise as Ethiopia refines its digital governance framework.  A coordinated global approach to data policy is essential to drive innovation and economic growth while safeguarding freedom and civil liberties.

Ethiopia has built an impressive digital foundation.  The United States wants to help ensure that foundation supports the entrepreneurs and innovators who will power Ethiopia’s prosperity – giving them the tools to compete globally while maintaining the protections Ethiopians rightly deserve.

Beyond Borders

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Afrophobia, broken trust and Africa’s unfulfilled promise

I still remember the silence.

It was in the midst of the xenophobic attacks on fellow Africans which started 11 April 2015 and were flooding global screens. I was travelling to Ghana, the first sub-Saharan nation to gain independence, whose liberation and leadership under pan-African luminary Kwame Nkrumah had inspired South Africa’s own freedom movement. South Africa’s liberation movement, the ANC had kept offices here in exile and Oliver Tambo had walked Ghana’s streets freely. I have been through these borders umpteenth times. This time, as I approached the immigration officer and handed him my South African passport, he paused, looked up and asked:

“Why are you doing this to us after everything we did for your freedom?”

My blood froze and my follicles pierced through my bald scalp. Only shame, and the painful awareness that my country, once celebrated as Africa’s moral beacon, was now associated with Africans attacking fellow Africans. It happened again in 2017. In 2019. And in April 2026, with two Nigerian nationals dead, 130 citizens repatriated, and six African governments issuing formal travel warnings to South Africa. Ghana petitioned the African Union to place the crisis on the agenda of its June summit in El Alamein, Egypt, and authorised the emergency repatriation of 300 of its citizens. What had always been Africa’s wound was now formally on the continental agenda.

T H I S  I S  N O T  X E N O P H O B I A

Nigeria’s Minister of State for Foreign Affairs, Bianca Odumegwu-Ojukwu, said it plainly in her 7 May 2026 call with her South African counterpart, Ronald Lamola: “We will not stand by and watch the systematic harassment and humiliation of our nationals resident in South Africa.” That what is happening should more accurately be called Afrophobia, not xenophobia. The distinction matters. This is Africa turning on itself. Tribalism at a continental scale, and passports replacing ethnic markers.

But the pattern is not new and not uniquely South African. Ghana expelled 200,000 Nigerian migrants in 1969 under its Aliens Compliance Order. Facing economic collapse, Nigeria expelled two million undocumented workers, more than half of them Ghanaian in 1983. In Côte d’Ivoire, the concept of ivoirité, a codified definition of citizenship designed to exclude immigrants from political life, culminated in civil war. In Kenya, following its Somalia incursion against al-Shabaab, Somali migrants and Kenyan citizens of Somali origin alike were rounded up, subjected to mass police raids, and collectivised as a security threat. And in 1994, in just three months, approximately one million Tutsis in Rwanda were slaughtered by their own countrymen on the basis of tribalism and manufactured fear. 

History is unambiguous: It never works. 

Nigeria’s expulsions did not create jobs. Ghana’s deportations did not generate prosperity. The real crisis is always deeper: A failure of governance and the failure of leadership to convert political freedom into economic dignity.

T H E L A S T F R O N T I E R — A N D I T S B R O K E N P R O M I S E

There is no question that citizens of many nationals of countries that achieved independence decades before South Africa watched as their governments failed to deliver on their promises and looked south. For millions of them, post-apartheid South Africa became the last frontier of opportunity — a country whose freedom had been realised through continental solidarity, whose constitution was among the most progressive on earth, and whose economy was the continent’s largest. Pretoria today hosts over 130 resident embassies and high commissions — more than any other African city — a footprint that reflects that collective investment.

But South Africa built the conditions for its own migration crisis. Western and Asian nations received generous visa arrangements while African neighbours faced barriers that forced many into an alternate illegal route into South Africa. Home Affairs became, in the words of the Special Investigating Unit’s February 2026 findings, ‘a marketplace where permits and visas were sold to the highest bidder.’  With its porous and poorly manned borders and some corrupt officials, the state did not merely fail to manage migration, it actively facilitated the irregularity it was mandated to prevent.

But here is the truth:  The rage targeting African migrants does not touch the underlying commanding heights of the South African economy, which remain, thirty years after liberation, stubbornly untransformed. White South Africans, 7.3 percent of the population, still own approximately 72 percent of agricultural land and economy — a direct consequence of the 1913 Natives Land Act. The result is the most unequal society in the world by Gini coefficient. 

The Somali shopkeeper does not own the malls. The Mozambican miner does not own the mines.  The Zimbabwean waiter does not own the restaurant.  The Malawian farmworker does not hold the JSE stock exchange equity. In fact, the African migrant is not the architect of South Africa’s structural inequality — he is, in many respects, its fellow victim. Just like the black South African.

“ T H E P E O P L E S H A L L G O V E R N ”  

One of the defining slogans of South Africa’s liberation struggle was a promise and a demand: “the people shall govern.” In the absence of a state that actually governs; that manages borders, enforces laws, delivers services, holds officials to account, a dangerous inversion has taken hold. Those who loot a migrant’s shop or redistribute a business’s keys at an official’s instruction — as was the case in Estcourt in April 2026 when the mayor confiscated the keys of Ghanaian shopkeepers and handed their businesses to locals — believe they are not violating the promise of liberation. They believe they are fulfilling it.

In July 2025, a one-year-old Malawian boy died after being denied treatment at two

Alexandra clinics because his family lacked South African identity documents.  What makes things worse is that often, opportunistic politicians have found in the migrant a convenient scapegoat, a manufactured crisis that keeps citizens looking sideways at each other rather than upward at those responsible. It has become easier to blame the foreign shopkeeper for unemployment than to account for the billions looted through state capture, collapsed public health system or ineffective economic policies.

This is Afrophobia at its worst and tribalism in its most cynical form.

But an honest account also demands a balance perspective. Some foreign nationals have committed serious crimes on South African soil: the SABC robbery of journalist Vuyo Mvoko by undocumented Zimbabweans, the Hillbrow drug and prostitution rings linked to foreign, allegedly Nigerian, syndicates; the young Nigerian model Chidimma Adetshina identity-theft case; the Lesotho and Mozambican ‘zama zama’ [illegal] miners; the deaths of children from contaminated Somali and Ethiopian spaza shops’ alleged expired or counterfeit food. These are real grievances. But the crimes of a few do not define the millions who came in search of a better life. The legitimate grievance is with the state that corrupted its own systems. 

But redirecting it at the nearest African face has never, in any country, at any point in history, solved the problem it claims to address.

I have travelled to every country and island surrounding Africa. In each one I have had to abid by the rules: No photos allowed of the statue in Juba or John Garang, the icons of the struggle in South Sudan; held up for three hours in Comoros by immigration police because the hotel I stated on my arrival forms didn’t match what they knew [it had long changed its name but the officials weren’t aware and thought I was making it up]; being held up at Carbo Verde immigration because I had three South African passports on hand [a valid passport and expired others with visas for the different countries I was transiting on this journey] because ‘it’s illegal to have more than one travel document here’ [I got off because they all had the same personal information and I was not a local citizen] or detained for 12 hours in transit in Morocco because I arrived 24 hours before my visa was valid. The laws are the laws, irrespective of how I felt about their triviality.  Every visitor or citizen must abide by them, and every official and citizen must apply them without fear or favour and with equal humanity in South Africa and everywhere.

A D E B T N O T T A U G H T , A P R O M I S E N O T K E P T

South Africa entered a specific moral contract at liberation. Tanzania, Zambia, Nigeria, Botswana, and Mozambique hosted ANC camps, absorbed SADF bombs, led divestment campaigns, and sheltered operatives along their borders. Africa did not merely sympathise with South Africa’s struggle. It paid for it in blood, in economies disrupted, in soil violated.  The late Kenneth Kaunda once reminded me over dinner at his residence that he was constantly challenged in his parliament for the support he gave South Africa at the expense of his own country’s citizens.  Yet most South African learners or graduates today cannot tell you which country hosted the ANC headquarters in exile. That is the consequence of a failure to use education as a vehicle for the solidarity consciousness on which liberation was built. Unemployed and young South Africans, shaped by economic despair and a collapsed public service, reach for the nearest explanation of their dire circumstances. But it’s the wrong target. The wrong enemy. The wrong answer.

W H A T K I N D O F A F R I C A A R E W E B U I L D I N G ?

When the AU convenes in El Alamein in June, the agenda cannot just be about South Africa’s crisis. Migration remains one of the continent’s most debilitating crises and emergency, with millions displaced by conflict, drought, and state failure. The migration crises dire circumstances of the affected in parts of Somalia, Sudan, Libya, Mali, Ethiopia, Rwanda and the DRC, among others, like South Africa’s problem, demand urgent continental leadership and attention.  The summit should not merely focus its energies on censuring South Africa. It should produce a continent-wide migration framework that addresses root causes and holds every member state accountable.  The continental body cannot merely be a bystander or rely on outsiders to resolve its most urgent crisis if we are to achieve the 2063 ideals of a peaceful, prosperous and integrated Africa.

Among the causes for the continent’s migration crisis, there’s another legitimate question: The reality of an external hand in Africa’s instability. The continent’s history of manufactured conflict and deliberate destabilisation is well documented. When Africans are pitted against each other, someone else’s interests are served. 

And on its part, South Africa must honestly deal with the root cause of its economic inequality time bomb, and not just shuffle economic transformation blueprints which have only lined the pockets of a few political associated elites and corrupt as the Madlanga Commission and others have shown, and worse still, protected and enriched the previously empowered minority. 

Everyone must be held accountable and equal under its laws.  

Before there were borders, before there were passports, before there were immigration departments,  there was African hospitality and humanity. The understanding that a stranger at the threshold is not a threat to be expelled, but a human being to be received.

Afrophobia is not in our culture. It is not African. And it is emphatically not South African. This is a country freed by the continent whose own people were once the refugees, the exiles, the strangers at other nations’ thresholds. When we attack a fellow African, we are not expressing South African identity. We are betraying it.

The purpose of freedom was never merely to replace rulers. It was to reclaim our story and land, to improve lives, restore harmony, and set the continent on the path to civilisational flourishing — an Africa where African life is sacred. Including the lives of those who crossed their borders so that ours might one day be free.

What we cannot afford is the failure that Kofi Annan, the first African UN General Secretary, observed after the Rwandan genocide: