Kah WallaJan Rübel

The political activist and entrepreneur Kah Walla actively shapes Africa’s social, political, and business landscape. After moderating the session on youth employment during the EU-Africa Business Forum in February 2022, she talks about governance, the appeal of ‘Team Europe’s’ cooperation offer, and the role of youth participation in rural Africa.

Kah Walla stresses the crucial role women play in transforming Africa’s rural spaces: in some countries, up to 80 percent of agricultural tasks are performed by women. © GIZ

Ms Kahbang Walla, some people call you Cameroon’s ‘female Obama’ – why?

Edith Kahbang Walla: I think it refers to working very much with the grassroots. I don’t necessarily agree with everything President Obama did, but I respect very much that he was a community organizer. I believe very strongly that for us in Africa, it is urgent that we put into place the type of governance systems that will really respond to the needs of our citizens. But to achieve this, citizens must demand it, they must organize themselves.

Hence, you try to support civil society in Cameroon, for instance?

Yes, you can say it that way. But these days I don’t like the term “civil society” because we made it to be something like an addendum: You have the state and if you like or if you don’t like, you have civil society.

But my vision of governance sees the citizens at the centre.

And civil society is all the different groups representing the citizens. Hence, it should not come after.

How intense is the presence of African states in the rural areas? Let us take a scale from zero to ten…

It is very difficult to give a number for African states as a whole because our countries are in very different situations. Let us look very roughly at three different categories. One is the states that are really doing a good job in terms of functionality. For me, that means three things: presence, notably in terms of basic services, safety and security. And thirdly you have hope, jobs and economic growth. The second category sees countries who are not fully present but move in this direction and make efforts to providing fundamental services like water, electricity, education, health care and security. Finally, you have states who have failed over decades…

…what characterizes them?

We can’t avoid the link between this lacking presence of the state and the ultimate consequence of this, which is conflict. If you look and see where the conflict areas are, it is almost without exception in parts of countries where there very little presence of the state. Rural areas there are lost.

Let us move to the capitals. Last week, representatives of the AU and the EU agreed on a “Joint Vision for 2030” at the 6th EU AU Summit. How do you rate the results of the summit?

There are positives. It was important for these two continents to meet, in this moment where we are going through a pandemic. The summit was able to set out this short term ‘Vision 2030’ – which is important because of the urgency of the problems that both continents are facing. Secondly, the key areas are covered by this vision: prosperous and sustainable Africa and Europe, enhance cooperation for peace and security, partnerships for migration and mobility, multilateralism – these are the fundamental issues.

Nothing lacked?

Unfortunately, yes. We go back again to the question of functional states and how African states are holding themselves accountable for being functional, and how the European states in this partnership are insisting on the functionality of states…

They have not been tough enough?

It is not their job to be tough on Africa – Africa needs to be tough on itself. However, it is very legitimate for Europe to say: We have supported provision of water with xyz Euros, for example, so where are we? Do people have more water?

How attractive is the cooperation offer of ‘Team Europe’ compared to those of other actors like China, Russia and the US?

Europe will always be an essential partner for Africa.

We have a very important history together, also with difficult and ugly aspects. But that is our history.

And what about China or Russia – can they be more attractive?

Depending on the type of state. When we look at safety and security as preconditions for a functioning state, we call for fundamental human rights. A citizen without a state which is committed to these values will always immediately be in insecurity. We still have many dictatorships in Africa which don’t want to respect human rights and which look for partners that don’t bother putting an accent on human rights. Europe feels that it is in competition with China, Russia and to some degree Turkey now, and it has become a bit soft on these fundamental human rights and questions of justice. In many ways, it allows dictatorships to play.

Team Europe plays too softly?

Yes, it does. In this cooperation as we saw in the declaration and as we see in cooperation on the ground, there is very little demand from the European side in spite of the fact that these are in the fundamental charters that unite us: the human rights. Africa has a beautiful charter on democracy and good governance and also on human rights, so Europe is not asking: Where is the fundamental respect for these charters? Putting some amount of conditionality to support and aid on the respect for these preconditions would help.

Some African governments would not be pleased.

If you ask the African citizens, and not the states, then they will answer you that they would like to see more conditionalities and more European demand for these fundamental rights. For many Africans, Europe appears hypocritical because of its inconsistency on these fundamentals.

How optimistic are you concerning the rural areas in African countries? As part of the EU-AU Summit, you yourself moderated a discussion on youth employment in rural areas at the EU-Africa Business Forum last week. Is there a ‘Yes, we can’?

I am very optimistic. I walked away from the seminar with a lot of energy! In this seminar, where the young entrepreneurs, the young people who are investing in agriculture.

If you look all over Africa today, there is citizens on the move.

Citizens are organizing themselves in spite of very difficult civic spaces that are restrained. They demand better services in rural areas. They demand that they be included in the decisions that are being taken. That is where the rest of the world, Europe included, is failing them.

How could rural institutions be strengthened so that marginalised groups are no longer neglected? And what changes are needed in the governance system of food systems?

Two things would radically change the food security and even agricultural economies. One is decentralization. That is why governance is important. Because a state that wants to be present throughout the whole country, will then move automatically towards decentralization. You need to have strong local governments to provide fundamental services. They are the interlocutors of the state with the citizens of the rural areas. This is no longer talked about much these days. We discussed it much more in the years 2000s, but it has not been so effective and needs to come back on the table. Also, when you have nice strategies like the Comprehensive Africa Agriculture Development Programme (CAADP), like the African Agri-Business Youth Strategy, these strategies will not produce results of scale if they are not operationalized at the local level. They need to be implemented the sub-region, the country, and within the country at the subnational level.

And secondly?

In governance, farmer-led groups that are actually doing the work on the ground, must be a central part of the governance system at the national level, and even the continental level. We are still talking about agriculture without farmers or with only a token representation of farmers. We are still not integrating young farmers and women farmers in the decision-making process.

How would that help?

They would bring to table the actual needs. We saw this in our seminar at the Business Forum: The young people we had at the table had some very interesting innovative ideas concerning financing, which is a tough question in agriculture. Most of the rest of us working in policy and who talk about these issues had not thought about it from their perspective.

Studienteilnehmende großer sowie von Frauen geführter Haushalte leiden stärker unter Ernährungsunsicherheit. (c) Friederike Krämer/GIZ
Working a field in Namibia. In many African countries, agriculture still depends on strong physical labor. © GIZ/Ralf Bäcker 2022

For example?

Such as how they can link technology with financial services where groups can be formed to ensure guarantees for the loans that are taken. This is a connection, once again, to local government to ensure access to machinery, for instance. These young people in the seminar are in the field, testing this and that at micro levels and so they have some experience that can be scaled.


You mentioned that young farmers and especially women farmers need to be integrated more in decision-making. Why women?

Because they are 50 percent of the citizens. I always wonder a little bit about this question because if you did not integrate them, it means you have chosen to leave out 50 percent of your citizens.

When we talk about African agriculture and farming, we talk about women.

In some countries, over 50 percent, in other countries up to 80 percent of the farming is done by women. I still see these meetings in Ministries of Agriculture without any woman present. I still see these discussions where they do their national agricultural investment plan, and you don’t see any woman in the room. That means: The farmers are not in the room.

That means: The mistake is in the systems – in the African and the European ones?

Absolutely. I am a firm believer in quotas. I know that quotas are always very controversial for people, but I wait for another mechanism that enables us to overcome centuries of imbalance and inequity in a reasonable period of time. My general experience is that marginalised groups that are not in power, in an enterprise for instance, have a different way of thinking and a different way of approaching a problem. They always add value to a conversation.

Because they are more creative?

And more centred. Groups who are not in power, they don’t worry so much about power. They are more outcome-oriented and more in touch with the realities of a problem.

There are these three big challenges – climate change, biodiversity and hunger – that are to be thought together at COP 27 this year, even more in terms of transformation. What opportunities does the transformation of food systems offer for rural areas in terms of employment and ecosystem services?

For the past 20 to 30 years, African farmers have been raising the red flag on climate change.

Their governments have not been listening, have not made this a priority. But for farmers, this is their priority number one. There is a huge opportunity, a tremendous number of solutions that have been developed for mitigation, for adaptation – but once again, are not scaled. Second, when we talk about biodiversity, there is a huge challenge for Europe. As you know there is a debate on European companies putting a lockhold on and trying to monopolize seeds which really impacts biodiversity. I feel, Europe must look at itself in the mirror and take the necessary regulatory steps. On the African side, a lot of biodiversity is being safeguarded by small communities who are not getting much assistance from their own governments and are certainly not equipped to face major multinationals coming in. So, I see opportunities for these communities in these three priorities – but the challenges must be addressed on the African side and very much so on the European side.

What is the role of big players in agriculture, such as international agricultural corporations – a curse or a blessing?

It depends on what they are coming in to do, which value chains they are coming in for and how they are coming in. Africa is a bit late, but we can learn from the mistakes that others have made. So, just going in for largescale agriculture and knocking out small players is not a good solution for the earth and not a sustainable solution for us as human beings. I believe in other enterprises. In the seventies, the solution of cooperatives was abandoned – but it is a convincing collective force of farmers for production, for transformation and for marketing. I don’t think that Africa should follow in the steps of Europe in terms of the way agriculture has gone. We have the opportunity to have a much better mix: You need largescale farming in some areas, but you need also midsized farms that are viable, competitive and that safeguard better questions of biodiversity and climate.

What do you think about demands coming from the global north that African farmers don’t use chemical fertilizers and chemical pesticides?

Once again, this has to be thought through as an entire value chain strategy. Not just “Don’t use chemicals for production”; the question is: If we don’t use chemicals for production, how are we putting into place the knowhow, the technology and so on to be able to produce at scale without them. Number two: How are we ensuring that those farmers are able to make a living with their production method? The African farmers can’t pay the price for the mistakes Europe has made.

But the idea is good?

It is, but the implementation of it requires a very hard, serious thinking about the entire value chain. And you can’t do it without functional states!

Every answer in this interview returns to states and functionality…

…this is a fundamental pillar. In development, we have a tendency not to talk about it. But without functional states we cannot succeed.

The interview was conducted with regard to the 7th EU-Africa Business Forum February 14th to 18th 2022 leading up to the 6th European-African Union summit. Click here to read the summit’s final declaration.


Kah Walla

Kah Walla is an activist, entrepreneur and political leader from Cameroon. She symbolizes the new generation of African political leadership which firmly believes in the continent’s ability to achieve global standards of development and demands that this be done in respect of principles of good governance, equity and democracy.



Jan Rübel

Jan Rübel is author at Zeitenspiegel Reportagen, a columnist at Yahoo and writes for national newspapers and magazines. He studied History and Middle Eastern Studies.

Building African Institutions for Africans

Upcoming online conference on December 8th, 2020 from 3.30pm to 7pm Via Zoom

25th Anniversary – Virtual Conference

Building African Institutions for Africans


The potential of the African continent has never been in doubt: Young people represent 77% of its total population[1]; Africa has 60% of the world’s unexploited arable land[2]; various mining resources populate its subsoil, etc. However, Africa remains the least developed region in the world and one of the reasons for this situation lies in the quality of African institutions. Indeed, recent studies have shown the link between the quality of institutions, poor governance affecting the continent and its socio-economic development.

Weak and dysfunctional national governments in far too many African states lead to the inability to provide basic services to citizens and grow economies that can create jobs for Africa’s millions of young people. The weakness of national governments has led to weak institutions in multiple sectors.

This institutional crisis is not limited to the domestic level. Given that national governments are the building blocks for regional and continental cooperation and integration, their weakness has tended to translate to these upper institutional echelons as well. The creation of multiple regional or continental organizations is driven by the desire of African states to address common problems such as poverty, violent conflict and underdevelopment together. However, weak governance in these institutions generally prevents them from accomplishing the missions for which they were created and has led to many Africans questioning the relevance of these organizations.

Africa can no longer content itself with speaking of potential.  The time for achieving results is long overdue.  To achieve results Africa must build strong institutions from the grassroots to the apex of the continent.

  • What key pillars are needed for African institutions to succeed?
  • How can these institutions provide solutions to the fundamental needs of African citizens?
  • What needs to be done by African citizens, African governments and foreign partners to achieve this?

For 25 years, STRATEGIES!, an international firm specialized in leadership and management, has been accompanying African institutions in their transformation process, at local, regional and continental levels. From local governments through national governments to continental institutions STRATEGIES! has offered services aimed at strengthening these institutions with some successes and many failures. STRATEGIES! believes the institutions that Africa needs to reach its full potential are institutions that provide sustainable African solutions to Africa’s particular sets of problems.


Themes that will be discussed during the conference:

  • Achievements, challenges and potential of African Institutions
  • The path to creation or transformation of institutions that serve the needs of Africans
  • The role of citizens, governments and partners in building the institutions Africa needs


The conference will be attended by:

  • High level managers in African institutions
  • Government officials
  • Private sector – Decision-makers of multinationals in Africa
  • African Entrepreneurs
  • Leadership and senior staff of development organizations

Invited speakers 

Oby Ezekwesili


      • Candidate for President of Nigeria in 2019
      • Founder of the governance transformation initiative #FixPolitics in Nigeria
      • Co-founder Bring Back Our Girls Advocacy group
      • Former Vice President for Africa Region, World Bank
      • Co-founder, Transparency International
      • Former Minister of Solid Minerals and Former Minister of Education, Government of Nigeria
      • Chartered Account



Kah Walla 

Kah Walla


  • Candidate for President of Cameroon in 2011
  • President of the Cameroon People’s Party
  • Consultant and adviser to over 30 local governments, 5 African governments, 7 regional and continental institutions


Deqo Mohamed


  • CEO of the Dr Hawa Abdi Foundation
  • Obstetrician-gynecologist
  • Manager of Hope Village in Somalia.  Hope Village offers care and community to thousands of displaced Somalis.  The village consists of a 400-bed hospital, a primary school, a high school, a women’s education center, agricultural projects, a sanitation program and a refuge for families


Liberata Mula Mula


  • Visiting Scholar and Associate Director of the Institute for African Studies at the George Washington University
  • Former Ambassador of Tanzania to the United States
  • Former Senior Diplomatic Advisor to President of Tanzania, H.E. Jakaya Kikwete
  • First Executive Secretary of the International Conference for the Great Lakes Region on Peace, Stability and Development.

To join us, click on the link below to register: 

Webinar Registration – Zoom 

References :

[1] Deutsche Welle, « Jeunes en Afrique (77%) », https://www.dw.com/fr/77/t-46526646

[2] Info Afrique, « L’Afrique dispose de 60% des terres arables inexploitées au monde », https://www.info-afrique.com/grenier-afrique-monde/

Above and Beyond

25 years! It feels like yesterday that we were in a dining room with a few computers dreaming a company that would make us world class consultants competing with the best, and winning. Africans, advising the world in leadership and management. An outrageous idea. Thank goodness for outrageous ideas.  Over 25 years, they are what have taken us above and beyond the wildest dreams we had in that dining room in April 1995.

In 1995 in Cameroon, management consultants were for the most part middle-aged white men, flown in at great expense from capitals far away.  They came from Paris, Washington and London to help companies and development organizations strategize, plan and train their employees. So, our first outrageous idea was to believe that a company entirely run by Cameroonians, with a 30-year old CEO and consultants even younger, could compete in this market.  We believed and we succeeded, by going above and beyond.  From the beginning we set out to be as professional and state-of-the-art as the best international consultants, then we went beyond.  Gerard Tocco gave us our first contract with a multi-national, CAMOA.  We performed beyond expectations.  CAMOA became one of our most important clients over the next 10 years.  As STRATEGIES! we knew the Cameroonian market.  We could address questions of leadership and management that foreign consultants did not know existed. Subjects of planning, structure and organization that had not been covered in schools staff graduated from. Questions of ethnicity, gender and corruption that undermined multinational companies. The real challenges teams and managers were facing in a complex environment.  STRATEGIES! did not skirt around them or give superficial answers, we faced them head on and enabled managers and teams to work through and find solutions. We became organizational doctors from the very beginning, above and beyond.

In 1998 with no funding, but a group of highly enthusiastic, newly elected mayors, STRATEGIES! decided to take on local governance.  From Douala I to Kumbo by way of Soa, Wum and Bot-Makak we began to conceive and help local governments implement development. Youth and women’s entrepreneurship, water catchment management, local economic development, building of roads and bridges, local tax collection and more.  STRATEGIES! helped local governments develop a participatory planning system; mobilize resources locally, nationally and internationally; mobilize the local population for projects; implement and evaluate them. We went above and beyond.  No mayor, no development agency and certainly not the Cameroonian government thought it was possible to accomplish so much with so few resources, in so little time. Yet with our municipal partners we did, taking municipal management to a level it had never been before. Above and beyond.

In 2005, on the “nose” of a consultant who was absolutely certain there was a market for STRATEGIES! in Tchad, we ventured international.  She asked us to take a blind risk of about 2 million fcfa.  An enormous amount of money for us at that time.  She was our best sales consultant.  Her “nose” had proved itself right on more than one occasion.  We took the risk.  STRATEGIES! made 13 million fcfa in Tchad that year.  Our international adventure had begun. Now we were African consultants competing against western consultants in African countries that were not our own. Over and over again we had to prove that we were good enough to be in that space. We honed our skills, perfecting research, analysis and planning tools.  We brought an African touch to training and facilitation, while respecting the highest international standards. STRATEGIES! made the often-grueling work of situation analysis, scenario analysis, strategic and operational planning, fun and interesting.  We integrated African history and culture into leadership training even as we profiled contemporary African leaders. We were Africans bringing leadership and management skills to the world. Above and beyond our wildest dreams.

Our “German Adventure” had begun since 1995. We were doing a pro bono facilitation for women journalists when then Friedrich Ebert Foundation Director, Michael Hackenbruch discovered our facilitation style and initiated what would become a 20 plus-year partnership with the FES.  One German led to another and FES, DED and INWENT all played key roles in STRATEGIES! development.  In 1995 STRATEGIES! was selected by GIZ to learn ZOPP facilitation.  Thus began a 25-year methodology love affair.  ZOPP as a planning method has long been left behind at GIZ.  At STRATEGIES! it is still at the foundation of the work we do as organizational doctors.  We have tweaked the methods and adapted them, but ZOPP logic still forms the backbone of our methodological approach to most organizational challenges.  STRATEGIES! took German structure and added in African flexibility and creativity.  The result is key to what has enabled us to go above and beyond.

GIZ also over the years became our major client.  If we have worked in 26 countries in Africa, 20 have been with GIZ. If we now have various clients in Berlin, it is thanks to the 25-year partnership with GIZ. Reimund Hoffman and Gerald Schmitt deserve particular mention for their belief in us as an African firm that could perform at international standards.  They fought hard within their own organization for us to be recognized as such and opened doors that took us above and beyond.

Our American adventure began in 2007 with the first workshop STRATEGIES! facilitated for Vital Voices in Johannesburg, South Africa.  It was love at first sight.  Vital Voices integrated STRATEGIES! CEO, Kah Walla as one of its foremost global women leaders and retained STRATEGIES! to provide organizational support first to the Africa Department, then to the organization as a whole.  Here we were, young African women, being flown to Washington D.C. to be organizational consultants for an American NGO.  Amazing. The opportunities provided by Vital Voices cannot be counted.  If we are a renowned international firm today with footing in the American market, it is because Vital Voices saw us as partners and advisers on equal footing, regardless of what part of the world we came from. Melysa Sperber, whom we worked with at Vital Voices left the organization to work for Humanity United.  She took her management consultants with her.  STRATEGIES! has been providing organizational development advice to Humanity United since 2012. Two important clients in the U.S. and several in Europe, meant we could envisage opening an office in the Western Hemisphere.  In 2017, STRATEGIES! opened its Washington D.C. office and began competing with the largest consulting firms in the world for contracts. We are still just getting our foot in the door, but it has opened up a whole new business world.  Here we go, above and beyond.

STRATEGIES! faced 2010 with trepidation.  Could a consulting firm whose CEO had chosen to go into national politics as a presidential candidate in the opposition against an entrenched regime, survive? We tried a transition at the head of the company, it failed.  Apprehension was palpable. STRATEGIES! did what it does best.  We adapted. The international market became our focus and senior consultants took over most technical work. The storm came. We lost a few national clients. We had a clean tax slate, so no worries there, even though audits multiplied. In the end, a CEO with a national and international profile as a public leader is beneficial. Some clients pay for the profile of an internationally recognized public leader, others want a public speaker with such varied experience.  STRATEGIES! CEO entering political waters was a personal right, but an enormous risk.  Once again, STRATEGIES! rose, above and beyond.

STRATEGIES!’ fundamental value, is “We Believe in People”. If we have been able to go above and beyond, it is because of the people. Our clients, suppliers and partners have all been extraordinary in the past 25 years.  At the center, have been STRATEGIES! staff.  Our company has a saying “Once a Stratège, always a Stratège”. We believe in people and our people believe in us.  Incredible Cameroonians have come together to build a counter-culture of African excellence; of building companies that are profitable and development organizations that are efficient while putting people at the center of decision-making; of using African culture and history to build successful modern organizations. The people of STRATEGIES! have done this. All African, over 90% trained in Africa, all demonstrating that they can see above and beyond, that they can perform above and beyond that they can do so with principles and integrity above and beyond.

25 years! Such an extraordinary journey so far.  Of course, we’ve only just begun.  After all, as far back as 1995 we committed to go, above and beyond. Watch us go!

Finding African Solutions to African Problems begins with African Leadership

Exemple of Great African Leaders

Since the wave of independence in the 1960s, Africa has consistently experienced serious development challenges. In this moment, as we face COVID-19, our structural deficiencies are flagrant.  Faced with a disease that requires people to wash hands regularly, we must admit the fact that 40% of our population does not have access to running water. Confronted with the need to provide emergency services to millions, we must come to terms with our wholly inadequate healthcare systems.

In this moment when the population needs reassurance and encouragement to face extremely difficult choices, some African heads of state are on the frontline demonstrating vision, strategy, persuasion, communication as they build self-confidence, trust and ethical behavior in their people.  Sadly, the majority are not.

Crisis, by definition, demands leadership.  So, this moment of crisis, is as good a time as any to take a hard look at the fundamentals for African leadership on our continent, in our countries and in our companies.

To the question “Is there African leadership?” STRATEGIES!’s answer has, of course, always been a resounding “Yes!”. The reality of African leadership can be verified over centuries and is represented through countless figures including:

Exemple of Great African Leaders

Leadership is contextual and must be tailored to the specific elements of each society.

For African leadership to solve contemporary problems of governance, security, youth employment, education, etc., it is important to anchor it in:

  • African culture: African thought and philosophy that has captured leadership theory as seen in Adinkra symbols, ubuntu philosophy, etc.
  • African history and the leadership exercised during great historical events such as the ancient empires of Zaria, Ghana, Songhai, etc. as well in modern day companies and institutions.
  • African creativity and innovation: In African cities and rural areas a large number of individuals are already developing solutions to African problems. They are building companies, creating technology, developing approaches that are often unknown even in their own countries. Leadership must be anchored in this pool of innovators and creators to succeed.
  • The diversity of African societies. From its people to its social and economic environments, Africa is one of the most diverse continents on the globe. Leadership for today must draw lessons from the leadership that has been exercised with this wide variety of people and in this wide variety of contexts.

Strengthening leadership in Africa, therefore, requires knowledge of African leadership as it has been exercised at different moments in African history and in its wide variety of settings.


Nelson Mandela said: “If you talk to a man in a language he understands, that goes to his head. If you talk to him in his language, that goes to his heart.”

African leadership to meet the challenges of today          

Even as the African continent continues to face unique and complex challenges, it is unquestionable that each of these challenges also represents an opportunity. The inexistence and/or weakness of governance systems in Africa also means that there is opportunity to build systems almost from scratch taking into account key factors in our modern environment that can enable the continent to leapfrog. It is possible on this continent to build systems that take into account elements such as:

  • Climate change
  • Diversity and Inclusiveness
  • Technology

from their very inception.

The current moment in African history, requires leaders who are well anchored in their continent, who know their continent’s history, and culture, are aware of the contemporary creators and innovators in their environment, understand the complexity of African challenges yet still have the pulse on global trends and advances which provide opportunities for Africa to develop extraordinary solutions to its challenges.  This moment requires leaders who are anchored in Africa’s past, yet are active in contemporary environments where solutions are being developed from within and without the continent.

For STRATEGIES! it means that the leaders who are capable of managing teams that will provide solutions to the continent’s challenges on the scale of potable water, electricity, education and healthcare for hundreds of millions, must be truly African in their understanding of history and context, yet connected to the rest of the world and able to identify the knowledge, skills and opportunities within the continent and across the globe that will enable rapid, durable solutions to African problems on scale. This is leadership that is resolutely turned towards the future to find solutions from Africa’s unique perspective and integrating its unique contribution to the world.

If these are the types of leader we need, then how do we build them? – STRATEGIES! approach to African leadership development

At STRATEGIES! African leadership development has several key components:

  • First, we affirm that leadership, good and great leadership is African and we enable participants during training sessions to learn more about both historical and contemporary African leaders, taking a close look at their style, their fundamental principles as well as the strategies and tactics they deploy.
  • Second, in African leadership training, STRATEGIES! insists on the absolute necessity of evidence-based analysis to develop vision, strategies, and tactics. This means using research, data, and analysis to obtain objective understandings of situations. It also means identifying both micro and macro trends within countries, regions, on the continent and within specific sectors of focus.
  • Third, learning from the African and the global experience. This means learning from how others have addressed these problems in other African countries and at the global level, drawing from the experience of others and adapting to define contextually adapted solutions.
  • Fourth, at STRATEGIES!, leaders are taught participation as a principle as well as a wide variety of methods and approaches to ensure participation within teams. Leaders are taught to use collective intelligence and diversity as a competitive advantage.
  • Fifth, in the STRATEGIES! approach, there is a focus on management and implementation systems. It is not sufficient to develop a vision or strategy. Good leadership ensures that strategic and operational plans are developed; that human, financial, technological resources are mobilized and managed to achieve results. Finally, systems must be put in place to measure, monitor and evaluate the results that are being obtained.
  • Finally, and most importantly, STRATEGIES! emphasizes on the fact that good leaders build other leaders and teams. Leadership is about building people; enabling them develop new skills, new abilities, self-confidence, decision-making capabilities, ability to motivate and discipline themselves and others, ability to gather and analyze information to develop sustainable solutions in increasingly complex and challenging environments.

At STRATEGIES! we believe the measure of a leader is the number of other leaders s/he has built.

What does Africa’s leadership of today and tomorrow look like?

The leadership Africa is building today and what it’s leadership will look like tomorrow is:

  • Young, tapping into the 425 million-strong workforce of the world’s youngest continent.
  • Female as well as male, drawing on Africa’s history and tradition of strong female roles in leadership and management; building on the education and training of today’s young women, the continent has the ability to achieve parity in its leadership.
  • Diverse, in terms of ethnicity, culture, religion, socio-economic category, etc. as well as inclusive of people who have traditionally been marginalized on the basis of ethnicity, religion, gender or because they live with a disability.

Africa will only succeed when its rich diversity is equitably represented in its leadership.

African leadership of today and tomorrow should resemble the African continent.

It is this vision and approach of developing African leadership that STRATEGIES! makes available to private and public institutions working for the development of Africa.

By STRATEGIES! Team, led By Vanessa TCHINDJE , Consultant.