Sunday, April 19, 2026
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Following the article about communication two weeks ago, I should like to look again into the broader issue of culture, to which communication is closely related. Culture is strong in Ethiopia. For many years I have been invited to attend important occasions like weddings, the baptism of a new born baby and funerals as well. The way things are done during such gatherings are part of the Ethiopian culture and the people are proud of it. Some will come and talk to me and make me feel comfortable as foreigner among so many Ethiopians, demonstrating another important part of the culture: hospitality. And much of it is organised around colourful buffets, displaying all sorts of different national dishes. Somebody else will proudly show me how to cut the raw meat! It is all part of the culture or the way things are done here in Ethiopia. Some of it I appreciate, some of it I have difficulties relating to as I come from another culture, from a place where things are done differently. Where I come from we don’t eat raw meat, but we eat raw fish! Will you try some? When going abroad people tend to maintain some of their culture and identity. Over time, we can adjust to a new culture and change our ways of doing things. That is not easy but it is possible. Culture dictates the way people relate to each other, how they perceive time and how they communicate with other people, in other words how they socially interact with each other.
Organizations and companies also have a culture, a way of how things are done. And the way things are done depends to a large extend on the people who are working together, what their backgrounds are and the way the business is managed. We will have a closer look at different corporate cultures and how they can be changed if so needed.
As in society, culture forms the corporate identity. It includes the values, direction and purpose of the company. Some companies have a strong culture, others less. There are two types of distinct human relations that form culture: Sociability and Solidarity. Sociability is the measure of sincere friendliness amongst a community and solidarity is the measure of the ability of a community to pursue shared objectives quickly and effectively.
How do relations in an organization now affect effectiveness of doing business? Well, it depends. Each may be appropriate for a certain environment or situation a business is in. The art is to recognise which is the dominant way people relate to each other in your company and to decide whether this is the right culture for your situation. If not, some measures may need to be taken to change the culture to become more effective.
Where there is a high level of sociability we see people help each other, talking together, sharing, laughing and crying together, no matter what. A company with a high level of sociability is a place where workers enjoy their work, where the team spirit is high, where information is shared, where people are open to new ideas and allow each other to express themselves freely. People tend to work harder to help their colleagues. It is also a place where friendship allows for poor performance to be tolerated and where decisions depend on consensus, because friends do not like to criticise each other. In tackling problems, compromise is applied rather than the best solution.
In a company with a high level of solidarity, relationships are based on common tasks, mutual interests, or shared goals, that will benefit all. There is a high degree of strategic focus, with quick responses to competitive threats. Poor performance is not tolerated. Such companies can be very effective indeed. Workers are treated fairly and equally, holding all to the same standards. On the other hand, workers now tend to think more about their personal gains before taking on an assignment. They ask: “What is in it for me?”
I should like to suggest that you assess what the levels of solidarity and sociability are in your company.

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After rating your company’s levels of solidarity and sociability you will now be able to derive what your corporate culture is. Is it the right culture? Or does it require some change?

Coalition for Dialogue on Africa officially launches its office at the African Union Commission

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The Chair of the Coalition for Dialogue on Africa (CoDA) Executive Board, Olusegun Obasanjo, also former President of the Federal Republic of Nigeria, on Tuesday officially launched CoDA office at the African Union Headquarters.
Also present during the launch were former South African President, Thabo Mbeki, the Chair of the High Level Panel on Illicit Financial Flows from Africa; the Deputy Chairperson of the African Union Commission, Ambassador Kwesi Quartey; the Deputy Executive Secretary of the United Nations Economic Commission for Africa, Abdalla Hamdok and Abdoulie Janneh, former Under-Secretary-General of the United Nations and Alternate Chair of the CoDA Executive Board, among numerous other notable dignitaries.
Obasanjo thanked the AUC for providing office space to CoDA noting that hosting this platform here allows for the continuation of relevant debate and dialogue on matters of relevance to Africa’s situation, while also giving it the benefit of being in the most engaging location to achieve this.
The launch of the CoDA office also highlighted the platform’s renewed efforts towards the reduction of Illicit Financial Flows from Africa. In this regard, Chair of the High Level Panel on Illicit Financial Flows, Mbeki challenged CoDA saying that ‘given the severity of issues which face the continent, the platform must take into account the context of the rapidly changing world when seeking to advance Africa’s transformation and future’.
In his welcoming remarks, Janneh, the alternate Chair of the CoDA Executive Board, expressed appreciation to both former Heads of States for their unwavering commitment and efforts towards Africa’s development.
He further recognized the continuous support of the African Union Commission to CoDA, indicating that the new office represents Africa’s stronger stamp of ownership of the platform.
Janneh emphasized the challenge of Africa’s financing, particularly within the margins of the Illicit Financial Flows from the continent which continue to impact negatively on development.
In this regard, he indicated that CoDA will be focusing on the implementation of the recommendations of the Report of the High Level Panel on Illicit Financial Flows also known as the Mbeki Report, as part of its mandate and dedication to the agenda of stemming these outflows from the continent.

Former German development executive joins United Nations agency, IFAD, as Vice-President

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Cornelia Richter, a German national and former Managing Director and member of the Executive Committee of the German Corporation for International Cooperation (GIZ), joined the International Fund for Agricultural Development (IFAD) today as Vice-President.
In her new role, Richter will provide strategic direction to IFAD, promote corporate approaches and solutions, and will oversee the budget, quality assurance and ethics offices.
IFAD is a specialized agency of the United Nations dedicated to eradicating rural poverty in developing countries. Seventy-five per cent of the world’s poorest people – 1.4 billion women, children and men – live in rural areas and depend on agriculture and related activities for their livelihoods.
“At such a crucial moment as we look to reach the Sustainable Development Goals, I am excited and honoured for this leadership opportunity to support IFAD’s unique mandate both as an international financing institution and United Nations agency focusing on rural development,” Richter said.

ARC and UN partner to increase insurance coverage in Africa

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The African Risk Capacity (ARC), an agency of the African Union, and the United Nations Economic Commission for Africa (ECA) announced a new partnership which will see the two organizations work together to increase insurance coverage against climate risks for African states.
The multilateral deal was announced at the African Union’s Annual Summit in Addis Ababa, and commits ARC and ECA to build the capacity of their 33 common Member States by embedding risk management investments into government planning through policy development. ARC and ECA also will share expertise and commit financial resources to joint analytical work in areas of economic and climate risk research in order to promote risk transfer instruments.
The UN estimates that Africa will see the adaptation costs of climate change rise to $50 billion per year by 2050.
“This partnership marks a bold new phase of heightened collaboration on combatting the effects of climate change in Africa,” said Mohamed Beavogui, Director-General of ARC Agency. “The future of disaster risk management is an increasingly urgent economic issue, and ECA’s unique expertise will complement ARC’s work serving its Member States and building preparedness and resilience on the continent.”
In the four years that ARC has offered insurance coverage to its Member States, it has paid out more than USD 34 million to Member States affected by drought events. These resources have assisted over two million people affected by climate disaster.
“Climate change is one of the biggest threats to Africa’s economic and social development,” said ECA Executive Secretary Vera Songwe. “We believe that efforts like our partnership with ARC will help move the needle, so that African countries can be well-guarded against these threats, and they can thrive.”