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The African CEO’s Shared Values Checklist

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Injecting sustainable socio-economic development into an African company’s DNA is not just good practice, it’s good business.

By Anthony Worku

After spending countless hours in the boardrooms of Fortune 1000 companies around the globe helping CEOs realize their goal of maximizing their shareholders’ return on investment over my 20 year career in business technology, I started questioning if this model works for African companies. If only businesses are able to produce large-scale prosperity in the global capitalist system that prevails, then what role can African CEOs play in the socio-economic growth of their homelands?
In my search for answers, I made frequent trips back to Africa and looked at how and why African countries grow despite centuries of colonial-manufactured underdevelopment and decades of systematic exclusion in the global trade economy. I realized that as diverse and complex the continent is, Africa shares a unique, common characteristic; the innovative talent, resilience, and adaptability of its people. The current digital revolution in Africa is proof of this, as it has become a socio-economic equalizer and African tech entrepreneurs are thriving. This phenomenon made me realize that Africa can and will be its own salvation; the continent just needs to strengthen its own consumer-base. We need stronger buying markets. “Who has the interest and ability to make increasing peoples’ buying power part of their core values?” I asked myself. It is African businesses and chiefs at their helm.
This idea is certainly not new. The concept of creating shared value was pioneered by Michael Porter and Mark Kramer in a 2011 field-defining Harvard Business Review article. Shared value theory makes the argument that CEOs should aim to enhance the competitiveness of their company while simultaneously advancing the social, economic and environmental conditions in the communities in which they operate. Essentially, CEOs should change how they measure return on investment, and expand their definition of ‘shareholders’ to include their employees, local communities, and the planet. While businesses in the West face the challenge of reinventing themselves, reeducating their shareholders, and changing behaviours and practices, Africa has the advantage of being a clean canvas. African CEOs can develop business models and acquire their primary customer bases with shared values theory at the core.
On a continent rich with natural resources and opportunity yet lagging far behind in development, it is time for African CEOs to heed the call to create shared value for their countries. African societies have a plethora of social and economic needs like health, education, nutrition, and employment, and with a population of over 1.2 Billion across the continent, there’s a high demand for solutions. In countries with pervasive poverty, inefficient governments and largely ineffective NGO efforts, it’s time for a new model of radical transformation and socio-economic uplift. As long as Africa’s top economic development talent is working in government and the nonprofit sector, the continent is losing money. Businesses have an opportunity to innovate models for growth that align financial gain with social impact. It’s challenging, but possible and powerful. Here’s an African CEO Shared Values How-To:
Localize Your Leadership.
The GDP per capita of a country has a direct impact on the value of a company in its markets. When consumers have low buying power, private sector companies won’t grow. African CEOs should contribute to the GDP per capita of their countries, starting with increasing the buying power of their employees by investing in their socio-economic well-being and that of their families and communities to fill the void of poor social services delivery. Investments into human capital can take many forms. African CEOs should hire for potential, not skill, and instead create the workforce they need by training low income, high potential candidates in their local communities.
Be Motivated By Mission.
African CEOs should ask themselves: are my employees our customers? Can they afford our product? If not, their employees are either not paid enough, or the product is not affordable enough. African CEOs should be proactive in entrenching sustainable development values as part of their core mission and business model. Start by identifying potential customers who are currently socio-economically disadvantaged, and making them your target customers. Then, reallocate a portion of your budget towards making your product affordable for them.
Empower Your Best Assets: Employees.
Africa’s best resource is its people. Resourceful, innovative and talented employees should be engaged in finding solutions to the problems their communities face. Through their employees, African CEOs should have direct engagement with their target customers, understand consumer pain points, and design solutions for them. CEOs should strive to create a solutions-centered workplace culture where Google’s 80:20 rule is universally adopted. 80% of employees’ time should be spent on daily job tasks, and 20% on solution ideation and innovation. If this is done well, product development and consumption will be localized, and employees will create market-fit products that they will buy.
Insert tech innovation into Your Business Model.
In Africa, technology is a business accelerator, not a mere tool. With 747 million mobile users on the continent, the market is prime for disruptors who understand and innovate for the African context. Africa’s CEOs should be innovators at heart, and the key to innovation is to recognize customer problems and turn them into revenue-generating solutions. New technology innovations have been disrupting whole industries across the globe for decades. In Africa’s current digital revolution, we have the opportunity to disrupt systemic inefficiencies by inserting tech into our business models.
Catalyze Socio-economic Mobility in Africa.
Businesses that address existing socio-economic needs as part of their model of operation create shared value by generating profits while also improving the lives and livelihoods of their target local communities. If all of the checklist items above are completed, then the value of African companies will inevitably increase exponentially. African business profitability will no longer rely on export economies, and instead be propped up by consumers in their own backyard.
The stakes are high, and the potential is limitless. On a continent brimming with talented business leaders, and an abundance of potential customers, creating shared value in business sectors will enable the economic independence of Africa and the freedom of its people. Private sector leadership, it’s up to you.

Anthony Worku is an Ethiopian-American serial tech entrepreneur and the founder/CEO of BeeZ Social ERP and BizDate. With 20+ years of experience working and innovating in the technology industry, his unique path and experiences as an insider in the corporate world and an outsider in Silicon Valley have shaped his passion to open doors for the next generation of African tech entrepreneurs. He co-created the African Tech Got Next concept under the Kudu Ventures VC umbrella to move this mission forward on global platforms.

COPING WITH CRISIS THROUGH CULTURE

I’ve been in sunny Senegal for the past days participating in the UN/AU hosted Decade for People of African Descent (IDPAD) Regional Meeting for Africa. Their objectives are to raise awareness about the Decade 2014- 2024, increasing engagement of national and regional actors in the Programme Activities, addressing issues affecting people of African descent. Children of Africa, separated and scattered through slavery, possess a type of fortitude best described as a mythical if not magical superpower. Despite the brutal history, we rose up and went on to surprise our captors and their progeny with our great abilities, brought across the water in our minds, hearts and genes in the face of crisis.
Genetic memory is described as “a memory present at birth that exists in the absence of sensory experience, and is incorporated into the genome over long spans of time.” Accordingly, remnants such as hair braiding, basket weaving, music, dance and culture have been maintained, though morphed, into modern interpretations of expression that help us persevere and cope with the unimaginable atrocities experienced over the centuries. IDPAD hopes to address this emphasizing recognition, justice and development, the three main objectives of the campaign. The UN approach is “interesting” but the UN Commissioner for Human Rights, former Chilean President, Michelle Bachelet, did her best to articulate their concerns and commitment. The meeting organizer from Geneva, however, failed to reflect any form of Africa culture or hospitality in the two-day marathon of meetings. It was sterile, exclusive and limited to mostly presenters sharing history with a splashes of hope and progress verses the realities on the ground that everyday activists, invited from the African Diaspora and the Continent, expected to share.
One bright light was Mrs. Nadia Adongo Musah, Deputy Director Diaspora Affairs, Office of the President of Ghana. A born and bred Ghanaian, Nadia knows the challenges all to well, having lived in North America for many years. She was selected to serve in the post based on her keen concern to not only develop her home country, but to help connect Ghana with her children, many of which were taken away through dungeons in Cape Coast of Ghana via the Door of No Return. Ghana’s President, Nana Akufo-Addo launched the Year of Return in Washington DC welcoming thousands of Africans from the Diaspora; relaxing visa policies, providing citizenship and even land for Africans who’ve contributed to Ghana over the years. Ms. Nadia’s presentation was succinct and inspiring as she shared best practices and results of the open arms crusade in the West African country known for its warm hospitality and vibrant culture. The snapshot of success shared by Ms. Nadia expressed Ghana’s genuine concern to connect with millions of Africans wishing to return home. I hope other member states will follow suit, looking to Ghana for guidance.
I would have been remiss if I didn’t share Ethiopia’s successes, namely the recent issuance of Foreign National of Ethiopian Identity cards to hundreds of Rastafarians, most living in Shashamane undocumented for decades, some since the 70’s. Again, the UN and AU missed the mark by not ensuring Ethiopia was represented to share this incredible news,
connecting the dots of the over 60 year old land grant given to the Black People of the West by His Imperial Majesty Emperor Haile Selassie I, an initiative seeded by Emperor Menelik II shortly after the win at Adowa, arguably a win for the black world. Sadly, as I sat in the meeting I received numerous messages from Shashamane about attacks against the community demanding the ‘removal of the red, gold and green flags as it represented Emperor Menelik II and his poor treatment of the Oromo Peoples’. For the record, this crisis isn’t restricted to Shash as we know. But prayer and positive thoughts and actions prevailed and we hope the love we have for this country and all its Peoples sustains.
The crisis led me to reflect on Bob Marley’s 1979 visit to Shashamane, the Africa Unite concert at Meskel Square in 2005 and the current need to soothe the soul, if even for a moment through his song that speaks volumes, No Woman No Cry. I likened the woman to Ethiopia and the continuous pleas not to cry, cause “everything’s gonna be alright”. Bob sings about the good and bad times, the loved ones known and lost; the meals and moments shared in the most humble yet meaningful circumstances and reminds us through it all “everything’s gonna be alright”. This is how I feel about the state of Black life at home and abroad, “everything’s gonna be alright…”.
Ethiopia’s gonna be alright. I sing in my heart to our Motherland, I plea, I cry for no more blood or tears to be shed, for no more women to bandage or bury their husbands or sons as we find better ways to reconcile history towards a better future, addressing the concerns of especially our youth.
I close with an abridged version of the lyrics of the famous anthem, for comfort.
No, woman, no cry no woman no cry,
I remember when we used to sit
In the government yard in Trenchtown
Observing the ‘ypocrites
Mingle with the good people we meet
Good friends we have, oh, good friends we’ve lost
Along the way
In this great future, you can’t forget your past
So dry your tears, I seh
No, woman, no cry
I remember when-a we used to sit
In the government yard in Trenchtown
And then Georgie would make the fire lights,
A log wood burnin’ through the night
Then we would cook cornmeal porridge,
Of which I’ll share with you
My feet is my only carriage
And so I’ve got to push on through
But while I’m gone
Everything’s gonna be all right
Everything’s gonna be all right
So no woman, no cry
I say, oh little oh little darling, don’t shed no tears
No woman, no cry.
Everything’s gonna be alright.

Dr. Desta Meghoo is a Jamaican born
Creative Consultant, Curator and cultural promoter based in Ethiopia since 2005. She also serves as Liaison to the AU for the Ghana based, Diaspora African Forum.

The issue of the United States – United Kingdom trade deal

British Prime Minister Boris Johnson says he has negotiated an “excellent” pact with the European Union, but opposition MPs say it’s worse than his predecessor Theresa May’s deal. Britain’s manufacturers have responded to the Prime Minister Jonson’s Brexit deal with deep misgivings. According to media reports, the lobby group for the engineering and manufacturing industries, “Make UK”, said though it was relieved at the possibility of leaving the European Union with a deal, the new agreement failed in several important ways to overcome the concerns of its members, not least the transition deal, which stretches to just 14 months, and the lack of commitments to maintaining the closest possible trading relationship with the European Union.
The Guardian reported that warning follows a letter last week from industry chiefs to the Brexit Secretary, Stephen Barclay, warning him the deal posed a “serious risk to manufacturing competitiveness”. Clearly distressed by the government’s push for a harder Brexit than was agreed by Theresa May, chief executives from the aerospace, automotive, food and drink, chemicals, and pharmaceutical sectors, said their main concern was being excluded from European Union regulatory institutions which is a move that would diminish their influence and increase their costs.
In any case, the 31st of October, the last day of Britain in the European Union looms large. British Prime Minister Boris Johnson’s career may be ‘dead in a ditch’ or maybe the ‘do-or-die’ strategy produces a deal or possibly something else. One thing is for sure, Britain does not need a specific trade deal with America, other than the one it already has. The proof of that statement comes from a largely unreported but an extensive 2018 cross-Whitehall study of the costs and benefits of Brexit. It estimated, in its own words – “that a United States free trade agreement would increase United Kingdom GDP by only 0.2 per cent after 15 years“, a tiny fraction of the expected loss of trade from the European Union and additional costs of Brexit during that time.
The warnings given to government about Brexit have come thick and fast, especially in the last 12 months where time has allowed more in-depth analysis of the likely effects of Brexit – deal or no-deal. These warnings have come from the most respected organisations and institutions in Britain such as the Confederation of British Industry, Department for International Trade, Bank of England, The Office for Budget responsibility, and Centre of Economic Performance. Then there have been industry sectors such as financial services, motor, agricultural and even the United Kingdom Warehousing Association that have issued warnings of the scale of problems that various forms of Brexit brings.
Last week, another warning was also issued. This time according to a leaked government document written by civil servants at the Department for Environment, Food and Rural Affairs. The Financial Times has published an article that highlights this warning where Ministers have been bluntly told that the United Kingdom’s efforts to strike a United States trade deal after Brexit could “severely limit” Britain’s ability to negotiate an equivalent agreement with the European Union.
The document written by civil servants at the Department for Environment, Food and Rural Affairs suggests the United States is likely to press the United Kingdom to relax measures to protect humans, animals and plants from disease, pests and contaminants ahead of finalising a trade deal. President Donald Trump’s administration is pushing for access to the British market for United States chlorine-washed chicken and hormone-fed beef, which both fall short of the European Union’s so-called sanitary and phytosanitary standards (SPS).
Richard Cook, a retired federal government analyst argued that the United Kingdom is expected to come under pressure from the United States to allow more imports by American agri-foods companies by relaxing rules governing animal welfare and pesticide residue levels, among other things. The leaked document, which was prepared for United Kingdom’s Environment Secretary Theresa Villiers last month, outlines the potential consequences of the United Kingdom acceding to President Trump’s demands for a less stringent approach to sanitary and phytosanitary standards standards as Britain seeks free-trade agreements with countries across the world.
The document further stated that “Any significant movement could have implications for our other free-trade agreements or export arrangements, which are based on existing standards. In particular, agreeing to the United States asks could severely limit our ability to negotiate an agreement with the European Union.  European Union concerns about the risk of non-compliant goods entering its territory would, for instance, be heightened if the United Kingdom acceded to United States demands on chlorine-washed chicken.”
The Defra document also acknowledges that relaxing sanitary and phytosanitary standards standards in the United Kingdom in order to get a United States trade deal could damage public health. “Weakening our sanitary and phytosanitary standards regime to accommodate one trade partner could irreparably damage our ability to maintain United Kingdom animal, plant and public health, and reduce trust in our exports,” it says. In certain circumstances it could even lead to the European Union imposing a hard border on the island of Ireland to protect the bloc’s single market, adds the paper. The leaked document also suggests that the Department for International Trade will press Defra to accede to the President Trump administration’s demands.
European Union has a more conservative approach to environmental and food policy than the United States, including on sanitary and phytosanitary standards. Liz Truss, United Kingdom’s Trade Secretary, said that while she was “proud” of Britain’s high environmental standards she wanted to take “a much more free-market approach”. In the meantime, the United States is pressing the European Union even harder for it to reduce its standards by ramping up the beginnings of its trade war – a trade war that the European Union could do without as its economy is stalling, especially with the threat of Brexit and a global economic slow-down becoming more certain. And like Britain’s warning, the European Union has its own report published in late August which cautioned of the serious risks of a trade agreement for public health, consumer rights and the environment by doing a deal with the United States.
In “Trading Away Protection” lobby watchdog Corporate Europe Observatory laid out the attempts of United States negotiators to launch a renewed attack on European Union precautionary measures for the safety of chemicals, food and GMOs, while also explaining that European Union negotiators are pushing for United States acceptance of European Union product approval rules, so-called conformity assessment, which has proved highly flawed in sensitive areas such as medical devices.
The trouble is – it looks like the European Union will buckle first under the pressure of fighting on multiple economic fronts. The result is that the spectre of an emerging Transatlantic Trade and Investment Partnership (TTIP) style deal has just raised its ugly head once again. These meetings are being held in secret given that public reaction to the last Transatlantic Trade and Investment Partnership deal caused waves of protest across the 28 nation trading bloc and America before it was dropped two years ago. Corporate Europe Observatory trade researcher Kenneth Haar said “The worst thing that could happen would be both sides getting their way. European Union safety standards for chemicals, GMOs, pesticides, and foods would take a massive hit and the United States would see some of its product approval systems undermined by a more lax European approach.
Kenneth Haar further noted that the result could be consumers in the European Union being forced to eat non-labelled gene-manipulated foods that have been treated with toxic pesticides, while patients in the United States could wind up with unsafe implants. This must not be allowed to happen. It is provoking to see European Union negotiators once again keeping their moves in the dark. There is even less transparency around the current negotiations than there was around Transatlantic Trade and Investment Partnership. While the European Commission is consulting in-depth with European corporations, the public is not kept informed in any meaningful way.

Strategic Planning 3

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If you made an effort to try and answer some of the questions of last week in relation to the context and resources of your business, you will have a basic idea about what your most important activities are, who your main clients are and what your image is. You will also have a better idea about how your business is organised and what competencies are missing. You are on the way finding out where you are now. Later in your strategic planning you will define where you want to be and how you will get there. You may have found out that apart from attending to your core business activity, you found yourself engaged in quite a few side activities. Managing these side activities in fact demand a lot of time, energy and resources from yourself and your workers. As a result, there is less time for the main business than necessary. There is a lack of focus in your business. The image your business has built up as a result of this is not so encouraging. What others say is that you are into all sorts of things. They wonder if you know what you are doing. You also found out that your workers don’t really know what is expected from them. You never made job descriptions and expected results are not defined. They work hard, but not necessarily towards the same goals. You also don’t really know what the financial situation of your business is. The accountant maintains the financial records alright but is not able to summarise the information for you to have a good insight and make decisions accordingly. The business is not organised in an efficient and effective way, while some essential skills are missing.
Next, we will look into a number of questions that will help you get more information and insight into your customers and the competition.
C. The business and its customers:
What is the size of your share of the market in your business sector? Define the size of your market share in terms of numbers of customers or financial value.
Can you divide the market into distinct market segments? For example, can you divide customers easily into groups like age, background, geographic location, gender? If so, list them.
What factors influence demand in each of the market segments?
Are there any cycle patterns in the workload for the business for example seasons, fashion, trends?
Over the past year, which new clients did you get, and which clients did you loose? Find out how new customers come to know your business and why customers leave. You will need a record of who your clients are.
How do you market your products and services? How does this work? What else could be done?
What developments are expected in the market over the next few years? What are the future trends and how will this affect your business? What new services might be needed?
D. The business and the competition:
Who are the main competitors for each of the market segments you identified above?
What are your impressions of the competitors’ image, size, range, distribution, strengths, and weaknesses?
Who are the most successful competitors and why are they successful?
Are there likely more competitors to enter the market? Who are they?
Why do clients come to you instead of the competition? Consider your image, price, service, marketing, location. Ask your clients.
Why is the business successful? What is the competitive advantage?
What would be possible threats for future success?
It is important that you don’t try to find the answers to these strategic questions all by yourself. Choose some of your key workers and encourage them to come up with there own answers and discuss responses together. This will deepen and enrich your insights and enhance the teamwork in your business as well. Don’t try to pull the cart all by yourself. Remember that Together Everyone Achieves More. You will also need to get information from your customers. A customers’ record, indicating their names, address, telephone, email and some space for their remarks will be very helpful. A small questionnaire inquiring about what it is they are looking for, what their opinion of the business is, how they see the quality of services, price and location will help you get insight in your competitive advantage or disadvantage.
I encourage you to continue getting the information you require to know where your business stands, in order to be able to plan for the future. Next, we will look into the business products, its stakeholders and the workers.

ton.haverkort@gmail.com