Africa must train leaders to decode key world agenda

The passing of the proposed Constitution by an overwhelming vote has heralded a new dawn.

Kenyans must be the most optimistic people in the world as they have a sense of a brighter future and are willing to learn from past mistakes.

Nothing best illustrates this sense of social, economic and political optimism than the results of this past referendum.

The peace and tranquility before and after the plebiscite is admirable given the chaos after the 2007 polls.

From such a perspective, Kenya may well be set to act as the Africa Union leading light.

In years to come, Kenya’s success in unveiling of a new practical constitution highlighting local concerns and indeed through a homegrown process will undoubtedly remain a case study worth emulating from all other developing African countries.

However, from a management perspective and taking into consideration that developing nations need to be managed like firms, we need to take time to nurture and literally develop leaders.

Train youth

Kenya and indeed Africa need seasoned leaders to use constitutions in driving the engine of growth.

We may have done outstandingly well in training the youth but leadership has been relegated to the back burner.

The need for qualified charismatic leaders who can mobilise and rally people to greater heights cannot be understated.

Leaders, we need to underscore, are people in political, business and even social spheres who are assertive, accommodative, democratic, rational and confident to chart a new course for Kenya and Africa.

With all the existing social political and economic fundamentals, there’s no denying that there is a compelling reason for growth in Africa.

Africa is a virgin continent and although a couple of multinationals and development organisations are here, there’s still much to be exploited by Africans.

On the business front, the future lies in the hands of the indigenous firms who have accumulated a wealth of experience and need to think and act proactively to expand and increase their market share.

The secret to such suave moves will remain a need to retain visionary, speed-set and focused strategies geared at sustaining current performance and ready to reap benefits from ongoing reforms.

With a new constitutional order in Kenya and many institutions coming into force to engineer processes, how many companies are up to the task of rapidly responding to the needs of all the 47 counties?

How many organisations are set to reap the benefits of Vision 2030 projects once the dust settles?

Business managers must embrace leadership programmes centred on seasonal sound judgment, driving execution, transformational leadership and financial acumen based on the cash is king essence.

Business leadership must also focus on attracting and retaining talent, compliance, strategic planning and global market place alignment.

The fast-tracking and implementation of common markets such as Comesa and that of East Africa remain great moves for the future of the continent.

The Africa of tomorrow, which I love to call the United Africa, has already started attracting global attention.

Like no other continent, Africa is now in pole position to become the most attractive market for foreign investments but only if we stand united and focused on the future.

Our readily available range of natural resources, skilled manpower, enabling environment for investment, transparent banking and financial systems, reasonably good governance are positive factors to attract investments and growth.

However, local success stories must also be replicated in other markets.

The success of companies such as KCB, Equity Bank, Kenya Airways and Nakumatt Holdings across East Africa means that Kenyan companies have a wider untapped market across Africa.

The success that Nigerian companies are achieving on the local market means that the continent is slowly but surely coming of age and embracing quality homegrown solutions.

Local companies

Who says Kenyan companies can’t thrive in Togo or Mali when Wal-Mart can establish stores in China, which has a totally different culture altogether?

The question for local companies expansion across key markets in Africa is no longer why; but why not?

As Sam Walton once said, “I know what a luxury it was to fly under the radar screen of the external world. The more successful you become, the more suspicious they become of you.”
A more recent academic study seems to vindicate Walton’s point of view.

In his views published in the book, Africa Rising, Vijay Mahajan, of Texas University brings out the scope for investments for future in Africa.

Kenya leads in the African region to set standards with political maturity and its Vision 2030 captures the growth mood notwithstanding current skepticism.

Ongoing infrastructural development programmes, revised monetary policies, creation of a conducive environment for foreign investments, sustained agricultural and tourism marketing and, above all, making of a new Constitution have rightfully put the country at the top of the African pack.

Before it is too late, all local companies need to remain optimistic and seek value-tapping opportunities across the region, which is the only way to make Africa United a reality.

Ramamurthy is the group chief commercial and investments officer at Simba Colt Motors Group. trm@simbacolt.com