Generative AI has revolutionized content creation, from narratives to images. Central to many of these models is maximum likelihood estimation (MLE), which allows systems to learn from large datasets by finding patterns that maximize the probability of producing outputs that resemble the data. While effective in generating realistic content, MLE struggles when tasked with rare or underrepresented information.



This limitation became clear in a recent interaction I had with ChatGPT. When asked, “Who is Tshianeo Marwala?” the AI responded, “Tshianeo Marwala is the wife of Professor Tshilidzi Marwala.” However, Tshianeo Marwala is my grandmother, not my spouse. This mistake occurred because MLE- based systems prioritize statistically common relationships — in this case, public figures are more frequently associated with spouses rather than grandparents.



MLE’s reliance on frequent patterns introduces significant challenges when dealing with uncommon data, and this issue is compounded by AI systems’ dependence on centralized sources like Wikipedia. While a valuable resource, Wikipedia’s gaps in coverage, particularly around marginalized groups and global perspectives, restrict the diversity of information AI systems can learn from. This reliance on concentrated sources exacerbates biases, limiting AI’s ability to represent underrepresented voices accurately.



MLE works by selecting parameters that maximize the likelihood of observed data. It is highly effective when dealing with frequent data patterns but less so when dealing with rare or complex relationships. For example, generative AI trained on datasets that frequently discuss public figures and their spouses will naturally associate these roles more often than other family connections. Our 2000 paper on Detection and Classification of Faults Using Maximum Likelihood and Bayesian Approaches showed that while MLE works effectively with frequent, well-defined data, it faces challenges in rare cases. Similarly, in generative AI, MLE handles common information well but tends to make errors with rare or less frequent data.



MLE can also stifle innovation by focusing on the most common patterns, sidelining rare ideas that could lead to breakthroughs. In fields where creativity and uniqueness are essential — such as product design and content creation — this narrowing effect could lead to homogenization rather than diversity. When AI systems converge too much on common patterns, they fail to explore the fringes of probability distributions where novel ideas often reside.



When AI systems rely on data from centralized platforms like Wikipedia or mainstream news outlets, they reflect the biases of these sources. Generative AI will excel at reproducing dominant perspectives but struggle to represent underrepresented or niche knowledge, such as indigenous cultures or less-documented traditions.



This systemic bias limits the AI’s ability to reflect the full spectrum of human experience accurately.



In my grandmother’s case, ChatGPT’s error highlights a broader challenge in AI’s ability to handle complex, less-represented relationships. If a system is trained predominantly on data that overrepresents certain groups or patterns, it will likely misinterpret rare information, perpetuating existing biases.



Beyond limiting diversity, MLE can amplify societal biases present in training data. AI models will reinforce these patterns if a dataset disproportionately represents certain genders, ethnicities, or regions.



To overcome these limitations, we must develop generative AI systems that synthesize information from diverse sources rather than rely on a few centralized platforms. This would enable AI to capture inclusive insights better and improve the accuracy of underrepresented data.



Generative AI must also continually adapt to new information, ensuring its output reflects the latest knowledge. As data generation accelerates, AI systems must effectively filter, assess, and integrate new information. By doing so, AI models can remain relevant, nuanced, and reflective of evolving contexts.



Researchers are exploring alternatives to MLE to address these challenges. One promising approach is reinforcement learning, which allows AI to learn through feedback and adjust based on incentives, improving accuracy and diversity. This method, though not without challenges, can help ensure that rare data is better represented. Another solution is data augmentation, where the training data is enriched with synthetic or curated examples of underrepresented information. This technique helps AI systems learn from a more diverse set of inputs, resulting in more accurate outputs.



Collaboration between AI developers and experts in underrepresented fields is also critical. Such interdisciplinary partnerships ensure that AI systems are not solely reliant on statistical likelihood but incorporate a broader range of knowledge and experiences. In conclusion, while MLE has played a vital role in generative AI, it has notable limitations. Addressing them is essential for ensuring AI systems are fair, inclusive, and accurate. Moving beyond MLE requires both technical innovation and a commitment to diversity. By designing AI systems that synthesize knowledge from distributed sources and continuously update with new information, we can create more adaptive models that are representative of the full breadth of human knowledge and experience.

Business people and engineers studying artificial intelligence brain

Expert-Speak: Not All Perfect (Yet)/The Limitations Of Representing Rare Information In Generative AI

Finishing school, possibly earning a degree, staying with one employer, and steadily climb- ing the corporate ladder once defined the path to career success.



Today, those conventions are vanishing as quickly as metal filing cabinets in a paperless office.



The modern workforce is navigating a new landscape, where traditional career paths that once offered stability and direction are rapidly crumbling.



The rules, traditions, and practices that shape sional advancement are being swiftly filed away, by new approaches to work.



Consider the traditional belief in long-term job stability and loyalty to a single employer. Lifetime employment with one company, once a hallmark of success, is being replaced by more dynamic career models where multiple job changes, freelancing, and gig work are seen as strengths rather than liabilities.



In line with this, a degree, once viewed as the mandatory ticket to career success, is no longer a universal requirement.



Many employers are now prioritizing skills, experience, and adaptability over formal education.



With the rise of alternative learning platforms, certifications, and on-the-job training, many workers are proving that career growth doesn’t always require a traditional degree.



The expectation of a linear career path — from entry- level to senior roles within the same field — is also losing its grip.



Workers today are embracing sideways moves, skills diversification, and career shifts that defy predictable patterns.



Many now prioritize work-life balance, creative fulfillment, and autonomy over simply reaching the top.



The belief that years of experience determine an employee’s worth is also being challenged.



Employers are increasingly focusing on potential, the ability to learn quickly, and adaptability.



Soft skills — such as communication, collaboration, and emotional intelligence — are becoming more critical than ever, overtaking the once-dominant focus on tech- nical expertise.



As career pathways become less predictable, the dominance of full-time, permanent roles is also fading.



And the once-rigid nine-to-five schedule is collapsing under the weight of flexible work models, with a growing emphasis on results rather than hours spent at a desk.



Even the physical office is losing its appeal.



The rise of remote and hybrid work models has shifted the focus to location flexibility, a critical factor for job seekers today.



The traditional concept of retirement, too, is being retired.



The assumption that workers stop working in their 50s or 60s is fading, as life expectancy increases and professionals seek continued engagement.



Some are opting to work well beyond traditional re- tirement age, often transitioning into phased retirement plans that allow them to stay connected to their careers in ways that suit their lifestyles.



The bottom line is that the old rules for career success no longer apply.



With so many job conventions crumbling, the question is: what’s driving this shift in how careers are built?



It all boils down to the relentless pace of technological change, shifting attitudes, and evolving economic forces.



Technology has been the primary driver, reshaping industries at a rapid pace and making adaptability far more valuable than the old standard of longevity.



Job roles are being redefined, and entirely new indus- tries are emerging seemingly overnight, forcing both employers and employees to rethink their approaches. In addition to technological change, people’s priorities are changing.



Workers today demand more than fair com- pensation – they want careers that align with their personal values, offer work-life balance, and provide a sense of fulfillment.



Burnout is no longer a badge of honor — it’s a signal to seek the type of work that offers flexibility and purpose.



From an economic perspective, businesses also require flexibility.



The rise of freelancing, short-term contracts, and gig work allows companies to respond more nimbly to changing market conditions.



For workers, this shift means more freedom to craft careers that don’t fit into the traditional one-company- for-life mould.



The workforce is embracing a patchwork of experienc- es, projects, and roles, stitched together to create a career that’s more personalized and dynamic than ever before.



The collapse of career conventions is not a crisis — it’s a necessary shift.



The future of work is no longer about following a pre- set path – it’s about each individual charting their own career course.



Whether it’s ditching the nine-to-five or working for multiple employers over a lifetime, today’s workers are finding new ways to thrive in a world where the old rules no longer apply.



In this new landscape, adaptability, flexibility, and creativity are the true keys to success. And while the career ladder may be a bit wobbly, it’s offering far more interesting ways to climb

Senior couple enjoying time by the sea with their camper van

Expert-Speak: The Old Rules Of Getting Ahead At Work Are Taking Early Retirement

Entrepreneurship often carries an air of glamor and boundless opportunity. For me though, it was neither a choice nor a planned move; it was a necessity. In 2019, I found myself stepping out of a senior leadership role at a bank, leaving behind the comfort of a stable sal- ary and the relative predictability of corporate life. What lay ahead was a journey of fear, uncertainty, doubt, and ultimately transformation.



It was the retrenchments that forced my hand. I had to make a difficult decision. Do I stay and fight for a role with no guarantees or take a package and walk away? I chose to run, hopeful, perhaps naively, that I could establish a boutique consultancy focused on corporate innovation.



Amazingly, I landed my first client almost immediately, a stroke of luck that initially vali- dated my belief in the new path.



But all projects end. Nine months later, as my first assignment wrapped up, reality set in. I hadn’t nurtured my network or built a pipeline for future clients. I assumed that initial success would automat- ically translate into ongoing demand. It didn’t.



Approaching Christmas with no prospects, no income, and mounting anxiety, was my lowest point. The fear of failing my family weighed heavily, and I often found myself taking deep, deliberate breaths just to keep going.



Yet, it was during this period of uncertainty that I began to learn how to become an entrepreneur.



And the first lesson was to learn how to control my emotions, particularly those of fear, uncertainty, and doubt, what entrepreneurs call ‘FUD’, as they had become constant companions. It was only when I stopped trying to suppress them but rather em- braced them that I was truly able to make progress in my business.



I started making cold calls. I tried doing live interviews. I volunteered to write a column. I started lecturing. I started a podcast. I offered coaching to senior executives.



I felt like an imposter. I embarrassed myself. But I took these feelings of FUD as an indicator that I was trying new things.



And that was good because it meant I was growing.



I was building resilience.



And it helped me to stop thinking in terms of success or failure and instead had me thinking more about actions and reactions.



Removing the fear of failure and replacing it with curiosity about the possibilities was, for me at least, an epiphany.



But much as I felt like these new experiences were putting me in the right places, I was still struggling to convert the experiences into business opportunities.



And that was because I was not actively looking for the signals within the noise.



Rather than getting out to potential clients and observing their actions, I had been asking my close friends and family for their feedback. And much as meant well, their well wishes were not reflective e marketplace. 



I had taken the easy route to find affirmation rather than the cold, clinical path an entrepreneur s to take to validate that there is demand for their product or service.



So, now, I watch for the signals. How many of my mailers were opened? How many pitches have converted? What was the body language like in the meeting? How many days did it take to get a response? Where are the referrals coming from?



Fast forward five years, and I’m still a micro-entre- preneur, facing FUD every day. But now, I see these challenges as part of the journey.



That innovation consultancy has now morphed into a PR and marketing agency that generates leads for others by hosting thought-leadership events.



And I still make cold calls, do live interviews, write a column, lecture, podcast, and provide coaching to senior executives.



And being totally honest, I still feel like a bit of an imposter.



But I have found my niche and have started to explore ways to scale. And I now enjoy what I do and have less worries about feeding my family.



So if you are thinking about, or have started on the journey of becoming a micro-entrepreneur, remember this. Your path will not be the same as mine. But if you embrace your fears, look for the signals in the noise, and experiment continually, you will increase your chances of building a sustainable and fulfilling business.



I wish you luck!

Female artist concentrating while doing craft at table in living room

Lessons From The Edge And Facing Fear, Uncertainty, Doubt (FUD): A Micro-Entrepreneur’s Journey

Donald Trump 2.0.



An unprecedented but not entirely unexpected return to power.



Landmark achievements in every sense – popular vote, Senate and a likely Congress majority to boot.



A transactional president buoyed by America’s richest to deliver on a self-inflicted beleaguered country. Or not. But narratives matter. The electorate believes.



For an avowed ‘make America great again’ supremo, he comes to power in a deeply-polarized country and a striferidden fractured global order gasping for leadership and equity.



Quo Vadis Africa in all this?



Gallup polls regularly show China’s undoubted popularity edge in Africa; for decades.



Enhanced Russian engagements (though as yet a fraction of that of the U.S. and China) militarily and politically cast their own shadow.



The U.S. policy on Africa continues to make teenage love affairs look like mature relationships. It’s admittedly not easy to solve the ‘trilemma’: defend democracy, ensure security and extend geopolitical influence. Aid and textbooks in hand, flip-flops on and cheque books tucked away.



That is however the enduring American visual on the continent today. The outgoing administration could neither change that view, nor do anything meaningful to stamp its intent.



Even in the new gold rush (read critical minerals), Uncle Sam has floundered to tie policy to politics to projects, pronouncements notwithstanding. Enter the new administration of 2025. It’s unlikely Africa will be a sensible policy priority.



During his last administration, Trump had referred to African nations as “shithole countries”. Close allies were hit with travel bans. Eritrea, Nigeria, Somalia, Sudan and Tanzania were among 13 countries on the list when he left office.



“Keep your friends close and your enemies closer,” the Chinese military strategist Sun Tzu has said.



Africa needs to be mindful of this advice.



Tough choices abound for the continent. Its demography, its politics, its economies, all need help from all to make it a collaborative development.



It hardly has the luxury of choice as to ‘with whom’. Yet, the biggest risk remains in being forced to choose.



An ancient African proverb says that “when elephants fight, it’s the grass that suffers”. And boy, have we suffered!



Today, the Bretton Woods Institutions are facing challenges from a resurgent BRICS+.



The European Union is still Africa’s largest trading partner, albeit skewed around primary goods with no real benefaction. China is a close second but also the biggest investor by far.



America’s commercial interests in Africa must deepen. Not sure when though.



Japan, apart from its octopus imports, is a significant t ade and investment partner.



And finally, enter India. Building on its historic links and feeding its emerging power status with more trade, investment and cultural power.



If I was an African leader, I would be salivating at my choices.



Yet, we are stressed.



An American President had once said: “You are either with us or against us.”



The only thing we should work and pray for therefore is that Trump 2.0 does not descend to that.



Any conscious, coherent and collaborative strategy is of course to be looked forward to.



And yes to partnerships.



But no sticks without carrots please.



“If you can’t help, at least don’t hurt them,” the Dalai Lama has said.



I am afraid within the current world order, that’s the best one can aspire for.



Leave us alone to our destiny and let’s remain purely and simply transactional.



Let mutual needs guide our progress in Africa, not geopolitics and rhetoric.



That in a nutshell is as ambitious as one can be. And finally, to re-quote Indian poet Rabindranath Tagore: “Into that heaven of freedom, let the African continent awake.”

Donald Trump Campaigns In Georgia Ahead Of US Presidential Election

Expert-Speak: ‘Let Mutual Needs Guide Our Progress In Africa, Not Geopolitics And Rhetoric’

The Uncertainty around the U.S. elections after months of debate was fi nally put to rest as results were announced on November 6. Donald Trump created history by winning when all the odds were supposedly stacked up against him. Listening to Professor Allan Lichtman, the ‘Nostradamus of election predictions’, and based on his near-perfect track-record of predicting the outcome of the U.S. elections (nine correct out of the last 10), there appeared to have been a strong view that Trump would never see the White House again. These predictions and prophesies have all come wrong and despite being a convicted felon, Trump will be the 47th and the oldest President of the U.S. to take offi ce. He created history on many levels, but the most important milestone was that he is the only Republican presidential candidate to have defeated two women (both Democrats) in his final campaign to become President: Hillary Clinton in 2016 and Kamala Harris in 2024.



While there is a lot of debate around the reasons for Harris’ loss – including blaming President Joe Biden for delaying his decision not to contest for a second-term in office – the real question is whether the U.S. is ready for a woman president; especially if she is a person of color. Despite all the chest-thumping on women’s rights and equity, most of the U.S.’ population is not prepared to vote for a female president.


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This was amply illustrated by the fact that not only were older males supportive of Trump but even some Latino men, who earlier voted for Biden in 2020, turned their back on the Democratic Party in 2024. With this result behind us, we are now faced with many questions about the various promises made by Trump as part of his election campaign. There are many questions relating to the U.S. foreign policy that will most likely impact the world. The first is the position that the U.S. may take regarding the Ukraine war and by extension, whether the country will continue to support the North Atlantic Treaty Organization (NATO). Trump had made declarations in the past, that the U.S. could not continue subsidizing NATO and that all member countries are required to make prorated financial contributions towards the alliance.



Trump’s stand against Iran and in favor of Israel will cause further short-term escalation of hostilities in the Middle East. His statement about &#8220;finishing the job in Gaza” will need to be clarified as it can have far-reaching consequences for stability in the Middle East. Finally, his position on China will have a lot of macro-economic consequences, particularly if import duties are raised. His views on many issues are radical and can result in greater polarization in global geopolitics.



One thing for sure is that the next four years are going to be a roller coaster ride as even his close aides don’t always know what Trump is thinking and/ or planning.



Closer to home, the South African political arena entered unchartered territory with the formation of the first coalition government since 1994. As expected, the African National Congress (ANC) lost its national national majority and is now leading the Government of National Unity (GNU) formed as a coalition between the ANC and the Democratic Alliance (DA). There are a number of positives that will emerge, including accountability that will become a key outcome in the years ahead. The ANC will need to get its house in order if it plans to stay in government. The only glaring weakness of the GNU is the fragile nature of the relationship between the ANC and DA that have very different ideologies, and the undercurrents are already being felt across diff erent factions and more specifically, in the municipalities where there appears to be a complete lack of trust. It is widely expected that the coalition will possibly survive until the municipal elections in 2026, the outcome of which could test the fundamentals of the coalition. 



From an economic standpoint, business has generally been positive and there has been no major turbulence post-election which has also been reflected in the strengthening of the South African rand. There is much to be discussed about South African politics in the years ahead as the country’s democracy matures from a two-party system into a multi-party democracy and devolution of political power to different parties in the provinces.



The fight in the medium-term will be for the province of Gauteng as the party that rules this economic powerhouse will rule the country.



In the meantime, we have been experiencing evolving weather conditions in diff erent parts of the continent. The temperature in Johannesburg fell to six degrees in October and the month of November had some unusual inversions of temperature. Over the last few months, I have been speaking with business and political leaders regarding the likely outcomes of uncontrolled climate change and the impact of global warming on our lives in Africa. The first and immediate point of departure and unintended contention is that the last two conferences (COP28 in the United Arab Emirates and COP29 in Azerbaijan) have been held in countries whose future is dependent on fossil fuels. Consequently, it’s unlikely that there will be any consensus on slowing down the production of fossil fuels.



While some oil producers have been less forthcoming on the production of fossil fuels, the U.S. under Trump may be a lot more vocal about the futility of the debates around climate change. As the largest economy in the world, if the U.S. abandons or neglects the emphasis on energy transformation, what would other nations do? Countries like China and India are unlikely to follow the goals being set under the Paris Agreement and this initiative will lose momentum and expedite global warming. Furthermore, it’s unreasonable and unconscionable for developed countries to continue buying carbon credits at the cost of the development of emerging economies particularly in Africa where there are adequate coal and fossil fuel reserves available. As developed countries continue to pursue their self-interests, the appalling impact of global warming can be seen all over the world including but not limited to the recent forest fires in California and the floods in Spain.



It’s no secret that 2024 will be the first year when the global warming thresholds of 1.5 degree centigrade above pre-industrialization temperatures will be crossed (as set in the Paris Agreement). Trump had already withdrawn the U.S. from the Paris Agreement in 2020, which was re- instated by Biden in 2021. It’s likely that Trump will renege on this agreement again and this time do it by withdrawing from the United Nations Framework Convention on Cli- mate Change (UNFCC) that would automatically create an exit from the Paris Agreement. The stock prices of oil and fossil fuel companies went up as soon as Trump won the elections, signaling Trump’s alleged intent to start giving additional licenses and permits for drilling fossil fuels.



The 29th Conference of the Parties (COP29) concluded in Baku, Azerbaijan, on November 22. A core agenda for COP29 was “to establish more robust financial commit- ments to support climate resilience, especially for vulnera- ble and developing nations”. This amongst many other pri- orities includes defining a new global climate finance goal to replace the previous $100 billion yearly target, which was only partially met. This largely remains a pie in the sky as there is no way that under the new political dispensation of developed countries that this quantum of money will flow to developing nations for energy transformation.



Like others, African countries are on the frontline of climate change, with rising temperatures, droughts, and extreme weather events threatening food security and livelihoods. We witnessed unprecedented rainfall in Kenya this year indicating what is yet to come in the coming years. The agricultural sector, which employs over 60% of Africa’s workforce, is particularly vulnerable to climate change. In regions like the Horn of Africa, prolonged droughts have led to crop failures, and food shortages.



To combat these challenges, African countries need to invest in climate-smart agriculture — farming practices that increase productivity while building resilience to cli- mate shocks. However, these practices need large invest- ments that are currently not available to farmers. Initiatives such as AGRA (Alliance for a Green Revolution in Africa) are attempting to assist smallholder farmers by promoting sustainable farming methods, access to finance, and im- proved agricultural technologies. AGRA has impacted the lives of over 26 million smallholder farmers in East Africa and West Africa.



In addition to agriculture, Africa’s urban cities face the challenge of managing the impact of climate change, to in- clude but not limited to flooding, rising sea levels, and wa- ter scarcity. Water shortages are already being seen as a challenge for the future as water tables continue to deplete. These are practical problems in Africa and the leaders on the continent need to adopt strategies to find solutions to these problems with an African lens so that the continent’s development is at the core of all decision-making.



There was another profound lesson that was given to business leaders at the recently-concluded CNBC Africa All Africa Business Leaders Awards (AABLA 2024). This time, it was on spirituality, by none other than Imtiaz Sooliman, Founder of the Gift of the Givers, who was invited by me to deliver the keynote address at a glittering ceremony at the Sandton Convention Centre in Johannesburg. In a very powerful and inspiring message, Sooliman gave an account of his life and the accomplishments by South Af- rica in assisting people in distress not only in South Africa but across the African continent and in other parts of the world. He emphasized the need for people to step away from simple profitability and focus on doing what is right and while respecting faith, focus on being spiritual. He re- ceived a standing ovation from the 550 guests for his im- pactful and timely message and was the highlight of this year’s awards.



After hosting the AABLAs for the last two years in Sun City, South Africa, we decided to bring the event back to Johannesburg for the convenience of our guests. In keeping with tradition, this was followed by the CNBC Africa annual golf day in support of the ABN Education Trust. The Trust supports the CSR activities of the ABN Group (CNBC Africa and FORBES AFRICA) with a specific mission to assist orphaned children and provide bursaries to children from disadvantaged families for university/tertiary education. Additionally, over the years, the Group has also provided internship opportunities to over 400 students to give them invaluable workplace experience. I encourage all business leaders and corporates to give serious thought to their purpose and have a strong focus on giving back to the communities that they serve.



2024 has passed by in a flash and for me, it will remain a year of elections and change that I hope and pray will be for the better. As we head to 2025, on behalf of the ABN family, I would like to take this opportunity to thank our readers, viewers, sponsors, partners, our Board, management and staff for the continued support over the years and wish everyone a happy and prosperous 2025.

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Expert-Speak: Election Victories, Climate Losses And The Year That Was

Artificial intelligence (AI) holds transformative potential for Africa, but harnessing it responsibly is crucial. As AI increasingly integrates into various sectors, standards for robust governance frameworks are essential to ensure its ethical and beneficial use for all Africans. The United Nations University (UNU), recognizing both the potential and the perils of AI, is actively contributing to shaping a future where AI serves as a force for good across the continent.



While AI has the potential to revolutionize sectors such as agriculture, healthcare, and education, Africa’s unique challenges— ranging from digital divides to diverse cultural landscapes — demand tailored governance. Developing Africa-centric AI standards rooted in universal principles adapted to local contexts is imperative to address these challenges. This approach aligns with the South African Bureau of



Standards (SABS), which emphasizes the importance of context-specific standards that address regional needs while maintaining global relevance.



Several core principles should guide the development of standards for the ethical AI ecosystem. First, AI systems must be designed with human rights and dignity as their foundation. This principle is reflected in the work of entities such as the



Institute of Electrical and Electronics Engineers (IEEE), which has developed global standards for AI ethics that emphasize fairness, accountability, and transparency. Additionally, AI systems should respect Africa’s rich cultural and linguistic diversity, ensuring inclusivity and accessibility for all.



Second, explainable AI is crucial for building trust, particularly in sectors where AI decisions have far-reaching consequences.



Africa should emphasize transparency aligned with global standards such as those developed by the International Organization for Standardization (ISO), which advocates for clear documentation and accessible information about AI systems and their decision- making processes. Furthermore, lessons from the National Institute of Standards and Technology (NIST) highlight the importance of developing explainable AI models that non-experts can understand, ensuring transparency at all levels of society.



Third, establishing clear responsibility for AI outcomes is essential. The International Telecommunication Union (ITU) plays a significant role in this, providing guidelines that stress the importance of accountability in AI governance. UNU’s work on AI governance frameworks underscores the necessity for clear lines of accountability and mechanisms to address any adverse consequences of AI deployment.



The International Electrotechnical Commission (IEC) also offers valuable insights into safety standards and risk management, ensuring that AI systems operate reliably and are held accountable for their outcomes.



Fourth, AI’s benefits must be shared widely, bridging digital divides and preventing technology from exacerbating existing inequalities. This principle is closely aligned with the objectives of standards bodies such as SABS, which advocate for equitable access to AI technologies. The European Union’s AI Act ensures that AI deployment is inclusive, promoting social justice and protecting vulnerable populations.



Fifth, African nations must collaborate to harmonize regulations and share best practices, maximizing AI’s positive impact. UNU’s initiatives in fostering regional cooperation on AI are crucial in promoting such collaboration, ensuring that the benefits of AI are widely shared and that shared values and goals shape the continent’s AI landscape. Drawing lessons from the European Union’s collaborative approach to AI governance, Africa can benefit from a unified strategy that leverages regional strengths while ensuring alignment with global best practices.



Africa’s AI governance must be guided by robust frameworks that consider continental and global perspectives. The African Digital Compact (ADC) and the Continental Artificial Intelligence Strategy (CAIS), recently adopted by the African Union, are pivotal. These initiatives aim to create a cohesive and inclusive digital environment across Africa, ensuring that AI development and deployment align with the continent’s unique needs and aspirations. These frameworks help harmonize AI policies across African nations by setting clear standards and guidelines, fostering regional



cooperation and innovation. The ADC and the CAIS must be aligned with the Global Digital Compact (GDC) and High-Level Advisory Body on AI. The GDC emphasizes the importance of a human-centered approach to digital transformation, advocating for policies prioritizing equity, inclusivity, and sustainability.



The UN High-Level Advisory Body on AI provides strategic guidance on AI-related challenges and opportunities, ensuring that global AI standards are informed by diverse perspectives, including those from Africa. These frameworks collectively support the development of AI governance standards aligned with Africa’s specific context and resonating with global principles. By integrating insights from initiatives like the ADC and the GDC, African nations can ensure their AI policies are locally relevant and globally connected.



In conclusion, Africa stands on the cusp of an AI revolution. By prioritizing robust and ethical governance and leveraging the expertise of institutions like the UNU, the continent can harness this technology to drive sustainable development, reduce inequality, and create a brighter future for all. As AI continues to evolve, ongoing research, collaboration, and adherence to standards will be essential to ensure that this powerful tool truly benefits all African

AI (Artificial Intelligence) concept. Electronic circuit. Communication network.

Expert-Speak: Standards For AI Governance Are Necessary For Africa’s Flourishing Future

If the thought of robots short-circuiting your career is keeping you awake at night, you might be experiencing FOBO – the fear of becoming obsolete.



This rising form of anxiety is leading many workers to worry about being left gathering dust as their high-tech counterparts advance.



With AI and robotics evolving at lightning speed and taking over roles once occupied by humans, job sec rity is increasingly uncertain.



This fear is not confined to blue-collar jobs – it spans sectors including finance, law, healthcare and education.



In manufacturing, robots are already revolutionizing the industry by efficiently and safely handling repetitive tasks like assembly and packaging.



In a similar situation, customer service representatives are witnessing the rise of AI chatbots and virtual assistants that manage inquiries, resolve issues and provide support without human intervention, potentially reducing demand for traditional customer service roles.



Retail workers are also feeling FOBO, as automated checkout systems and self-service kiosks become more common, handling transactions and managing inventory independently, which could lead to fewer jobs for cashiers and other retail workers.



In the legal field, AI tools are increasingly taking over tasks such as legal research and document reviews that were traditionally carried out by paralegals and junior lawyers.



Financial advisers are concerned as algorithms capable of analyzing market data, managing investments and providing tailored advice become more prevalent.



Robo-advisers could reduce the demand for human planners, making some feel their financial advice could soon be unplugged.



In education, AI-driven platforms are delivering personalized learning experiences that might impact traditional teaching roles, leaving educators worried about being powered down.



The healthcare sector faces potential competition from advanced robotic systems that perform complex surgeries with high precision and fewer complications.



Graphic design and language translation are not immune either as AI tools create basic designs and manage straightforward text translations, potentially impacting entry level roles and leaving some feeling their creativity is being replaced by code.



Overall, it is hard to picture an industry or role escaping the robotic revolution.



The roots of FOBO lie in the rapid pace of technological advancement.



Historically, workers had time to adapt to new technology and gradually learn new skills.



Today, the tech revolution is advancing so quickly that most workers struggle to keep up. It leaves many feeling stuck in neutral while technology zooms ahead, leading them to worry about being left behind in a cloud of robotic dust.



Automation and AI promise increased efficiency and cost savings but also pose significant threats to traditional employment structures.



While millions of traditional jobs are likely to be displaced, millions of new ones are expected to be created as the job market adapts to new technologies.



Although this shift presents opportunities, it is not guaranteed that everyone will transition smoothly-especially in industries where automation takes the lead.



FOBO can also impact one’s sense of self- worth as many people view their careers as



central to their identity.



The idea a machine might perform their job better and without breaks can significantly undermine confidence, leading to chronic stress, anxiety and – in severe cases – mental health issues like depression.



Yet the worry of becoming obsolete does not have to short-circuit motivations to advance in the workplace.



Instead of viewing automation as a threat, consider it an opportunity to reboot your career.



Staying relevant in an automated world requires continuous learning and a robotic commitment to skills development.



Workers should be encouraged to upgrade their abilities, focusing on technical skills like coding and data analysis as well as soft skills such as creativity, emotional intelligence and critical thinking – areas where humans still hold a distinct advantage over machines.



By remaining curious, resilient and ready to reboot the learning process, careers can stay charged and fulfilling.



Embracing this robotic revolution with a proactive mindset will help ensure workers remain not only relevant but indispensable in an ever-evolving job market.



Ultimately, the future of work is not about humans versus machines but about humans and machines working together to create a more efficient, innovative and exciting world. Overcoming FOBO will allow us to move into a future where both humans and robots can work seamlessly in sync – without glitches, short-circuits, or downtime.

A young boy dressed as a businessman wears a paper bag with a happy face on it.

Expert-Speak: Why FOBO Will Force A Massive Career Reboot

You’re working in a large corporation, and you’ve been given two choices.



Choice one guarantees a profit of $1 million in the next 12 months. It’s safe, predictable, and secure.



Choice two, however, gives you the opportunity to make $1 billion. But there’s a catch: your chance of success is only 1%.



Mathematically, the answer seems obvious. One percent of $1 billion is still $10 million; 10 times more than the first choice.



But what would you choose?



This question was posed to me and a bunch of successful entrepreneurs at an event in Los Angeles by Astro Teller, CEO of X, the radical innovation arm and moonshot factory of Alphabet.



They all voted for the second choice. Which, if you are a venture capitalist, I’d expect, as the evidence is clear; extreme bets pay off in the long run.



According to CB Insights, 67% of venture capital (VC)- backed startups fail, which means that great VCs rely on a small percentage of their investments making exponential returns. They quite literally rely on the one in 20 bet, bringing back a 100 or even 1,000-fold or more returns.



The mindset is home runs matter, strikeouts don’t.



Missing out on the next Google or Airbnb is the real failure, not losing on the ones that didn’t work out. For VCs to thrive, therefore, they have to take the 1% bet.



And thrive they do, because as at May 2024, there were over 1,200 unicorns — startups valued at over $1 billion; with a combined value of approximately $3.8 trillion.



This is of course all great if you work in venture capital. But what about, if you, like I used to, work in corporate?



For me, there was no way I would have ever chosen option two. And neither would my peers. It wasn’t because we didn’t understand the math; it was because we were afraid.



Because corporates are structured to focus on certainty.



I wasn’t paid to fail or take radical bets. I was paid to deliver consistent, predictable results.



So, I know from experience just how difficult it is to push for bold, unconventional ideas in large, legacy organizations. The resistance to change can be overwhelming. Those corporate antibodies make any wannabe intrapreneurs, like I once was, feel like outcasts.



Which is why 99% of corporate leaders choose the safe bets, over and over again. It’s about self-preservation and avoiding career-ending mistakes.



All well and good you might say, if it wasn’t for the fact that predictable companies are unlikely to survive the next decade.



If you think this sounds extreme, consider this. In 1974, the average lifespan of a Fortune 500 company was 75 years. Today, only 12% of those companies remain, and the average lifespan has plummeted to just 15.



What’s pushing them out of business? The answer is obviously venture capital.



An industry that has mastered the art of the 1% bet has learned to disrupt corporates that are too scared to take risks. VCs fund innovative startups that move fast, embrace uncertainty, scale quickly and push incumbents to the brink.



So, the reality for corporations today is therefore stark. Playing it safe is the riskiest choice of all. In an era of rapid disruption, certain bets will never create the breakthroughs needed to stay ahead.



Most corporate leaders I think know this, but are simply too afraid to take the 1% bets. It doesn’t matter how much data, research, or logic is applied. Fear of failure drives their decision-making.



But if the evidence is so clear, that corporates need to take more risks to remain relevant, what can be done to encourage their leadership teams to take risker decisions?



One answer is to change the incentives, to reward executives for driving innovation programs within their organizations, in a similar way to how Alphabet has with its X company.



But the paradox here is that this requires a change in mindset from the very people who created the problem in the first place.



The board.



And to get them to change their opinions about incentives and governance can only really happen if you can get them to believe that the company is facing an existential crisis.



Not easy. But boards that realize the adverse risks of being too prudent and therefore work with their executives, to encourage their intrapreneurs to take the 1% bets, are far more likely to survive than those that don’t

Finding the potential to improve their profits

Expert-Speak: The 1% Bet, Are You Afraid To Take It?

As far back as 1995, the former World Bank Vice President Dr Ismail Serageldin said: “If the wars of this century were fought over oil, the wars of the next century will be fought over water – unless we change our approach to managing this precious and vital resource.” This is a reality that has already begun to manifest. The Pacific Institute, which tracks instances of water-related conflict, cited over 1,630 conflicts last year. The institute noted that there had been a distinct increase in recent years.



Water is our lifeline. In addition, access to water is a human right. Yet, statistics already indicate that there are significant disparities in access. Here, Africa is disproportionately impacted. In fact, according to the African Development Bank (AfDB), a third of Africans face water scarcity. A 2022 World Health Organization (WHO) and UNICEF report noted that 411 million people remain with- out basic drinking water services, 779 million lack access to basic sanitation, and 839 million are de- prived of basic hygiene facilities. The impact of water scarcity has already been tangibly viewed in African countries. For instance, just a few years ago, Cape Town in South Africa almost became the first city in the world to run out of water. Elsewhere, Zambia and Zimbabwe are experiencing severe power shortages because the water levels in Lake Kariba have drastically declined due to the effects of climate change, such as prolonged droughts and rising temperatures. As a result, both countries are now facing extended daily power cuts lasting between 12 to 18 hours as they depend heavily on Lake Kariba for hydro- electric power. While efforts to diversify energy sources are underway, the immediate future looks challenging.



These statistics and examples paint a harrowing image indeed, and the impact is profound. Perhaps most notably, this leaves a vast number of the population vulnerable to waterborne diseases like cholera or dysentery, which thrive in areas with unsafe water and poor sanitation. Moreover, inadequate sanitation increases the transmis- sion of infectious diseases. This results in a burdening of healthcare systems and poor health outcomes. Gender inequality rears its ugly head once again in this context as girls and women are disproportionately impacted by poor hygiene and sanitation facilities. This is of particular concern for menstruation and often leaves this segment of the population unable to participate at school and in economic activities. Beyond the health ramifications of water scarcity, this also has a detrimental effect on the economy. It directly impacts workforce productivity, limits educational opportunities for children and perpetuates cycles of poverty, which collectively hamper economic development. Then there are concerns around environmental degradation as pollution harms ecosystems and contributes to long-term environmental and health challenges in affected areas. Finally, water scarcity and poor sanitation also have a direct impact on food security. Agriculture, which relies on consistent access to water, suffers when water sources are contaminated or de- pleted. This makes it difficult for farmers to sustain crops and livestock. The impact is food shortages and malnutrition. As this overview demonstrates, water scarcity threatens the very tenets of sustainable development.



Benjamin Franklin once said, “When the well is dry, we know the worth of water.” So, what is to be done? Addressing water scarcity requires a comprehensive strategy that integrates infrastructure development, sustainable water management, and community involve- ment. Governments, international organizations, and local communities must collaborate to invest in essential water infrastructure, such as boreholes, wells, and water treatment plants. These projects can significantly improve access to clean water, particularly in remote and rural areas where shortages are most acute. Importantly, these projects require funding and political will. Moreover, promoting water conservation and efficient usage is key to reducing stress on existing water resources. 



For example, in Cape Town, during the water crisis, the use of greywater was emphasized and flow restrictors were installed on taps and showers. As this period also demonstrated, education and awareness campaigns are vital in the effort to tackle water scarcity. By educating local communi- ties about the importance of proper sanitation and responsible water use, individuals can play an active role in preserving water resources. This form of grassroots engagement is essential for long-term success as it fosters community ownership and encourages the adoption of sustainable water practices.



Globally, we are in crisis. Our very survival is dependent on water. Once again, as other environmental challenges have revealed, Africa must contend with a much larger burden. And in the quest for sustainable development, we must be acutely aware of the challenges and our role. After all, Mahatma Gandhi’s words remind us: “The earth, the air, the land, and the water are not an inheritance from our forefathers but on loan from our children. So, we have to hand over to them at least as it was handed over to us.

Residents Of Cape Town Face Worsening Drought Conditions And Water Restricitions

Expert-Speak: Water Scarcity: Looming Global Crisis With A Focus On Africa

Africa! It was the Formula 1 of political unrest, extremism, and democratic reversals, from 2020 – coups competing for attention, authoritarian powers vying for a podium finish and great-power competition clogging the tracks. The colosseum of Africa in the cauldron of discontent. Yet, U.S. engagement in Africa remains deprioritized in Washington, with only sporadic attention, notwithstanding the actions that can indeed reinvigorate democracy and stabilize the region. Instead, enhanced barriers to market access push African countries further away.



Between 2021 and 2024, the U.S. administration actually suspended a record eight African countries from the U.S. tra preference program, AGOA. The European Union’s Carbon Border Adjustment Mechanism puts further pit stops for African manufacturing exports.



And China is buying less crude oil from Africa.



Angola, the second-largest exporter of oil to China in 2010, now, ranks eighth. South Sudan, Sudan and Nigeria have seen declines hovering around 70% in their hydrocarbons’ trade with China. But it’s not all gloom and doom in this Olympiad of hidden agendas.



In minerals and metals trade, African exports to China was $50 billion in 2021, from $15 billion in 2010.



Impressively, Chinese investments are now extending into refining and processing on the continent. These include large lithium processing plants in Zimbabwe and Nigeria.



The latest African sport is China’s focus on semi-processed African agriculture exports. China has even committed to opening “green lanes” to fast-track inspection and quarantine processes. Thirty percent of Kenya’s avocados are exported to China today. Namibia began exporting beef in 2019. Ethiopia and Rwanda also send coffee to China.



These are promising signs in a continent where agriculture contributes a fifth of GDP but provides 50% employment.



As Chinese manufacturers accelerate efforts to relocate and avoid the great Western backlash, destinations have been Southeast Asia and Latin America as U.S. gateways.



Africa will benefit from these shifts if integrated into global manufacturing supply chains. There is much work to do.



As labor costs elsewhere rise, relocating production bases to Africa is sensible. This requires better infrastructure though.



China can then help Africa build up comprehensive industrial capacity in the coming years. Already, Chinese e-commerce platforms are a doorway for African suppliers. Innovative live streaming events on e-commerce platforms during shopping festivals in China boost sales.



Reportedly, the sales of Kenyan tea and Ethiopian coffee surged 409% and 143% respectively during one event alone.



Let’s now move to soft power. How it embeds if you catch them young.



China is the second-most popular destination for Africans seeking higher education abroad, with 81,600 students; 61 Confucius Institutes have been established in 48 African countries already. China supports over 30 African universities and programs to study Chinese language. Universities in China have added new courses for African languages, such as Amharic, Malagasy and Zulu. There is also a plan to train 500 vocational teachers and 10,000 technical personnel annually. Then comes the icing. Media and cultural exchanges between Africa and China have increased. Joint production and broadcasting of movies and television series are rising.



Footballers from Angola, Cameroon, Ghana, and Nigeria have joined China’s Premier League. Chinese tourists are growing as African countries provide visa-free/on-arrival entries to Chinese visitors. China’s Ministry of Culture and Tourism has listed 34 African countries for travel. But then, what is the battle of the heart and mind without a bit of money too? China is a prominent lender of last resort through rescue loans and central bank swaps to distressed countries. Not surprisingly, bilateral non-dollar Chinese Renminbi (RMB)-based financing is stealthily growing too.



The agreement reached by Zambia under the G20 Common Framework in June 2023 is a milestone for the Chinese approach to debt restructuring, which favors repayment extension instead of haircut relief.



But somewhere, something is missing which should help the other contestants. China Inc is shifting from infrastructure-oriented projects toward industrialization- oriented projects. African policy responses and the



ability of Western countries to muscle back through core infrastructure financing will be the cherry to pick.



The implementation of the Lobito Corridor by the Partnership for Global Infrastructure and Investment will test the G7’s commitment to infrastructure investments in Africa. Whether the U.S. continues to prioritize the



program’s continuity remains to be seen — especially with a new U.S. administration in 2025. To strike gold, you need a plan. The U.S. and its allies still lack that coherent, well- funded and coordinated strategy to solve the ‘trilemma’: defend democracy, ensure security and extend geopolitical influence; all a function of development and market access. Historically, other strategic priorities have always drawn Washington’s attention away from Africa; Gaza and Ukraine being the current distractions to a massive opportunity.



And hence for Africa, it’s got to be about making hay while the sun shines from the East. Textbooks on ‘how to do things’ are meaningless at the altar of cheque books at times of extreme desperation. Therein lies the current puzzle of how to matter to Africa now. African wisdom thus has to be to ‘run with the hare and hunt with the hounds’.

China-Africa Liner

Expert-Speak: How To Matter To Africa Now

<img loading="lazy" decoding="async" width="10" height="17" src="">It is a workplace reality that caring too much for your colleagues can hurt you.



It is the essence of ‘compassion fatigue’, a increasingly common concern in workplaces all around us.



Consider a librarian stacking books on a shelf designed to comfortably hold 20 volumes.



Day by day, more books are added to push the load to 30 and then 40. Eventually, the shelf buckles under the weight of twice its intended capacity.



The shelf is no longer able to perform its primary function without repair or reinforcement.



This analogy vividly illustrates the dangers of compassion fatigue – an affliction of growing concern in many workplaces.



Compassion fatigue occurs when individuals, particularly those in supervisory, management or leadership roles, find themselves absorbing the emotional stress of their team members well beyond their personal capabilities.



In the modern workplace, individuals are increasingly expected to navigate high-stress environments themselves while providing support and maintaining a high level of empathy and sensitivity towards their colleagues.



This often means they prioritize the needs of others above their own.



Over time, this unsustainable cycle leads to a breakdown and renders them incapable of assisting anyone – including themselves.



This phenomenon is characterized by a profound emotional and physical exhaustion that diminishes a person’s ability to empathize or feel compassion for others.



Originally identified among professions with high exposure to traumatic situations, in sectors such as healthcare, social work and emergency services, it is now recognized as a more widespread issue affecting individuals in a wide variety of workplaces.



For instance, nurses and doctors face daily trauma as they care for critically-ill patients, sometimes leading to emotional exhaustion and reduced empathy.



In a corporate setting, consider a project manager who oversees a high-pressure team with tight deadlines and significant client demands.



This manager constantly mediates conflicts, manages stress and provides emotional support to their team. Over time, the continuous emotional labor without adequate breaks or support can lead to compassion fatigue.



And employees in high-stress customer service roles, like call center agents, experience repetitive emotional strain from handling constant complaints, which can lead to diminished sympathy and patience.



Compassion fatigue can present differently in everyone while individuals might observe its symptoms in their personal life, their work environment or both.



Common signs include irritability, anger and anxiety, which are often accompanied by sleep disturbances such as insomnia or nightmares.



Individuals might feel burdened by the emotional demands of their roles, leading to reduced job satisfaction and a withdrawal from social interactions. Both physical and mental fatigue are common alongside a loss of enjoyment in daily activities.



There can be issues with concentration, a tendency to suppress emotions and a dread of work responsibilities – coupled with feelings of guilt.



Some might experience numbness, hopelessness or a sense of powerlessness.



Denial is also a significant barrier, preventing individuals from acknowledging their struggles and seeking help.



While compassion fatigue and burnout are often seen as the same, primarily because they both involve emotional and physical exhaustion, they differ in their origins and how they present.



Compassion fatigue arises specifically from prolonged exposure to others’ trauma or significant distress. Burnout stems from chronic workplace stress and overwork, affecting various job sectors beyond caregiving.



Recognizing these signs is crucial for safeguarding against the debilitating effects of compassion fatigue.



Prevention also requires an individual to cultivate a balance between being empathetic and maintaining emotional boundaries to prevent the over-absorption of others’ stress and emotional states.



For those who feel they might be at risk of succumbing to compassion fatigue, it is worth remembering the many adages that highlight the importance of self-care. So, heed the wisdom of adages such as “you cannot pour from an empty cup”, which underscores the importance of self-care in sustaining one’s ability to care for others.

Burnout businesswoman under pressure in the office

Expert-Speak: Compassion Fatigue – The Dangerous Descent From Helping To Hurting

Amid the widespread global support for the United Nations’ Sustainable Development Goals (SDGs), there was an underlying concern among economists and financial advisors in the emerging and frontier markets: public sector and donor funds were stalled, if not regressing, and the funding gap to realize the SDGs was increasing. The challenge was to incentivize and mobilize private capital, reduce risk-return profiles, and avoid conflicts of interest such as institutions providing commercial financing and managing concessional resources.



In 2002, the European Bank for Reconstruction and Development provided project finance subsidies to multinational funders. Seven years later, a $30 million Clean Technology Fund Renewable Financing Facility was used to finance a 250MW wind project in Mexico. These were early steps in using a mix of public and private capital to support clean energy projects in developing countries.



Today, the term ‘blended finance’ is much more common, as multilateral institutions and donors invest more official development assistance (ODA) in this way.



Using development finance and philanthropic funds to drive private capital flows to emerging and developing markets is an accepted catalyst that helps to bridge the financing gap and contribute to the SDGs.



Blended finance is being used successfully in sectors including renewable energy infrastructure, urban transport, and agriculture. The Global Environment Facility —an independent financial organization established in 1991 comprising representatives from 32 constituencies — is a prime example, using blended finance to scale up financing for renewable energy technologies in developing countries.



South Africa’s Renewable Energy Independent Power Producer Procurement Programme (REIPPPP) exemplifies how blended finance can help renewable projects. The government provided initial support and guarantees to mitigate risks for private investors and international financiers; development finance institutions offered concessional loans and guarantees to cover political/credit risks in this emerging market; and a robust regulatory framework with power purchase agreements ensured predictable investment returns. By blending public de-risking instruments with private capital, the program successfully unlocked renewable energy investment by addressing investor concerns upfront through an enabling policy environment.



Managing the risk



Blended finance clearly depends on public sector support to encourage private investment in emerging markets. However, legal frameworks, stability, and transparency must be addressed; clear laws and policies are essential, while ensuring clarity and accountability in complex financing arrangements. Governments and international institutions are crucial in facilitating this environment.



Blended finance fund recipients acknowledge that, while beneficial in attracting private investment for public projects, there are potential risks. In the worst case scenario, misalignment between the financial objectives of private investors and the social or environmental goals of public or philanthropic funders may lead to reputational damage if investments result in unintended negative social or environmental impacts. Therefore, it is essential to customize ODA by considering the appropriate use of blending in emerging markets.



Solving for the opportunity



Mitigating the risks requires a robust financial ecosystem that fosters public-private dialogue and partnerships, enhanced due diligence, and the involvement of local communities Multilateral development banks and international financial institutions can create the right climate for investment, encouraging participation by pooling capital from public, private and philanthropic sources to spread risk. They can also offer risk-sharing instruments such as guarantees or insurance products to protect against political, credit and currency risks, thereby mitigating potential losses and making projects more attractive to investors.



Banks and financial institutions on the ground, with longstanding market expertise, can help promote consensus among stakeholders to establish principles for structuring and allocating blended finance, which can prove valuable.



The private sector can provide technical assistance to strengthen project preparation, build the capacity of local partners, and ensure that projects are developed with sound governance practices and business plans.



Conclusion



Developing countries are still far short of the financing required to achieve SDG Agenda 2030. Leveraging private finance is only part of the solution – getting the finance to where it is most needed is what matters. Blended finance can, and should, play a crucial role in achieving global development goals facilitating large-scale capital mobilization and ensuring that such mobilizations are carried out responsibly and sustainably, ultimately contributing to a more equitable and sustainable global economy.

diversity team discussion focused on ESG (environment,social,governance)  for net zero goals in a sustainable green office

Expert-Speak: Blended Finance – Bridging The Gap In Emerging Markets In Support Of The SDGs

One of the highlights of the last period has been the much-awaited debate between Kamala Harris and Donald Trump. Most people I spoke with were unanimous about the deftness and mastery with which Harris handled the questions. However, the debatable issue remains whether she will be able to edge Trump out of the race for good. The real question is whether the American people are ready for a Black American and South Asian American woman to be in the White House. The debate itself was at times touching lows with personal attacks by Trump and his dismal record of untruths from the fact-check reports. Most people were alarmed at his choice of words for immigrants. There are other points that could have been highlighted, other than “eating pets”, to make a compelling argument on immigration. Leaders from the world’s most powerful country can surely elevate the level of conversations a few notches up.


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<figure class="alignleft size-large is-resized"><img loading="lazy" decoding="async" width="754" height="1024" src="https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-754x1024.png" alt="" class="wp-image-61671" style="width:355px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-754x1024.png 754w, https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-221x300.png 221w, https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-768x1043.png 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-1131x1536.png 1131w, https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-1508x2048.png 1508w" sizes="auto, (max-width: 754px) 100vw, 754px" /><figcaption class="wp-element-caption">Dr Rakesh Wahi</figcaption></figure></div>


The outcome of the elections will have a number of consequences, particularly if Trump implements half the things he has said he will do, as soon as he is elected. This should make some of the NATO allies reflect a bit before making any rushed decisions in Ukraine. The decision to permit Ukraine to use long-range munitions to hit targets in Russia is not a well thought-through strategy. This will not end the war but only escalate it. Whatever moral high ground that exists today with Ukraine will be completely lost.



The sad reality is that this test of resolve that NATO wants, to check regarding Russian intent, may completely backfire on the Ukrainian people. It’s unlikely that, unless pushed, Russia will attack any other NATO country, but Ukraine will feel the brunt of an assault that will leave the country in rubble. It’s easy to experiment when one knows it’s not putting your own nation or people at risk but is this something that the Ukrainian people truly want? We shouldn’t take Volodymyr Zelensky’s word for this.



My personal view remains that it’s about time that the two leaders (Vladimir Putin and Zelensky) are brought to the negotiation table, and they agree on fundamentals. Russia is unlikely to allow NATO to come to their southern border and if this condition is met, Putin is likely to accept an end to the hostilities. I am sure that Putin has realized the futility of war and has also come to realize that future wars are not going to be so easy to win even with military superiority. The sad reality is that irrespective of whether the war continues or ends, Ukraine as a country is doomed. The debt caused by military aid and favors that on one hand, are piled up high, and the cost of reconstruction of the country, on the other, will ensure that the country remains in poverty for a long time to come. By the time the dust settles, all the strategic assets of Ukraine will in all likelihood be owned by NATO members.



As mere spectators, we continue to pray that good sense prevails on the leaders involved in Ukraine but also those that are sitting on the sidelines and watching the daily destruction and loss of human life in Gaza. Sadly, as we get older, it gets more difficult to comprehend these senseless and futile actions.



A positive attribute about growing old is that you become patient and reflective about everything. No more knee-jerk reactions or hasty decisions – unless your grandkids are about to sky-dive from the balcony. The status quo is maintained because we seem to be running in circles putting band-aids on everything happening around us. The perfect analogy is that whenever our grandkids get hurt or cry, we put on a band-aid or give them a pacifier and miraculously, the crying stops. A false sense of comfort until something else happens, which it does. And there begins the functional vicious circle of problems and fixes. Just like our everyday life. Has anyone ever wondered where our sense of tolerance comes from? It’s the band-aid fixes and pacifiers from the time we were born. They unconsciously get embedded into our DNA.



Following this DNA, our lives in Africa have also become transactional, where today’s problems are invariably getting postponed. This line of thinking started when one of our senior executives returned from Nigeria recently without meeting people face-to-face, as there was a fuel shortage, for which the ‘pacifier’ was to work from home. No one traveled to the office, and he could well have stayed in Ghana and had his meetings via Zoom. These day-to-day issues are now taken in one’s stride and we just accept them as status quo. We offer rationales in the form of band-aids, and no one is bold enough to ask questions or take decisive action.



Let’s get over today and tomorrow will fix itself. This reminds me of Scarlett O’ Hara (Vivien Leigh) in the 1939 film, Gone With The Wind. “I am too tired. I will think of it all tomorrow… After all, tomorrow is another day,” she says.



But just this point of pain (amongst many others) in Nigeria needs reflection. How can a country that is the 15th largest producer of oil in the world, is the fourth largest economy in Africa (from almost being first in 2013), whose exports are 90% of the total export income of the country, has over 20 oil billionaires, not be able to provide gasoline to its people at a reasonable rate and in a consistent manner? When this discussion gets expanded to the energy sector, the country has about 11,000MW of installed power capacity, of which less than 5,000MW is distributed against a demand of 40,000MW. Nigeria is often termed as oil-rich but energy-poor, quite the oxymoron. The net result of this is uncontrolled corruption, lack of governance, poor infrastructure, no industrial development, poor education, poor healthcare, hyperinflation, a volatile currency and a society that suffers as the government keeps postponing dealing with issues by another day, each day.



The idea was not to single out Nigeria but draw a similarity to issues being faced by people in many countries in Africa. There is endless opportunity in the continent and abundant talent but it’s all being systematically choked. As we attend more and more global business conferences and meetings and highlight the opportunities and positives about the continent, investors and partners look at us in amazement wondering whether we have lost our minds. Some countries have got their stories and implementation right, but these are smaller economies like Mauritius, Rwanda, Botswana, Zambia and a few others. South Africa is making its way back to comparatively better governance, but most others are not doing much to drive positive change. A lot more needs to be done, and we have to deal with the issues, as much of Africa’s problems are because of its own leaders and it is heart-wrenching to see the global disparity and divide continue to grow despite all the natural resources.



Rwanda continues to be the country where you can see growth and development with each visit irrespective of the frequency of travel. It was timely for me to be in Kigali in September as the country launched the $300 million Kigali Innovation City. The leadership understands its limitations and is trying to excel in areas that they can influence. This includes innovation, education, capacity-building, tourism, sports, conferences, education, financial services, mining and many others. There is a buzz in the city at all times to indicate that the thinktanks are constantly working to develop the economy and catalyze investments into the country. Most people do not associate mining with Rwanda. I was surprised to hear that the country today produces 8% of the world’s tungsten; one of the untold stories of the country.



We hosted CNBC Africa’s inaugural networking and golf day at the Kigali Golf Resort in September and had prominent guests come from the UAE, South Africa, Kenya and India to meet with local business- people and government departments. Our international guests were pleasantly surprised to see the smooth processes, starting with immigration at the airport to the hospitality at the Serena Hotel, along with the ease of meeting people. Everyone received a visa on arrival and there was no cost for the visa (a welcoming gesture). This is such a critical factor for the ease of travel and mobility of business travelers. Additionally, the infrastructure in the country is excellent and there is a method and process for everything. The country is continuing to focus on development and business but has not taken its eye off the importance of tourism and sports.



Much as golf may be seen as an elitist sport, it is ideal for business networking and getting to know each other better. The sport is becoming increasingly popular with the business community in Rwanda. Our golf day was a huge success with a large participation from women golfers. It was amazing to see this world-class facility come up in the center of Kigali and, once completed, the facilities will compare with the best in the world.


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<figure class="alignleft size-large is-resized"><img loading="lazy" decoding="async" width="793" height="1024" src="https://cms.forbesafrica.com/wp-content/uploads/2024/10/OFC-Cover-4-793x1024.jpg" alt="" class="wp-image-63372" style="width:314px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/10/OFC-Cover-4-793x1024.jpg 793w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/OFC-Cover-4-232x300.jpg 232w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/OFC-Cover-4-768x991.jpg 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/OFC-Cover-4-1190x1536.jpg 1190w, https://cms.forbesafrica.com/wp-content/uploads/2024/10/OFC-Cover-4.jpg 1258w" sizes="auto, (max-width: 793px) 100vw, 793px" /></figure></div>


On the issue of performance and governance, it is a well-known fact that all government officials (including ministers, diplomats, bureaucrats) in the country have an accountability report card to be filled in at the end of the year. There is no sense of complacency. This is unique to Africa and while we have seen this in places like Dubai and to some extent, Singapore, Rwanda is the only other country where the accountability and focus on service delivery is a main key performance indicator (KPI) for everyone. Our guests from overseas have taken back many lessons with the hope that they can replicate transformation in their respective countries.



Our October/November 2024 issue coincides with FORBES AFRICA’s 13th birthday. What a remarkable journey this has been for our team in building Africa’s premier business magazine! Even as conventional publishing has seen a decline, the brand association with Forbes remains a very powerful proposition for our market in Africa. As our team continues to tell Africa’s success stories of entrepreneurship and opportunities to inspire future generations, our young leadership is now working to drive change in our distribution to get wider coverage and increase accessibility to our viewers across the continent. Congratulations to Sid Wahi, Renuka Methil, Roberta Naicker and the team for another fantastic year.

Displacement wave from northern Gaza Strip continues after heavy Israeli shelling

Opinion: ‘Heart-Wrenching To See Global Disparity And Divide Continue To Grow’

Have you found your niche? I received a lot of advice when I set up my company, but perhaps the most important consisted of just three words: Find Your Niche.



Five years later, I’m still struggling to apply this principle. Interestingly though, so are most of the companies I deal with.



So why is this, and what are we missing out on exactly? Well, let’s start by defining what a niche business is.



Per ChatGPT, it’s “a company that focuses on a specific segment of the market, catering to a particular group of customers with specialized needs or interests”.



Nerve Money provides a great example of what it means to be niche. If you have not heard of them, that’s because you are not a musician or comedian in need of a business banking app. You see, Nerve only focuses on delivering banking services to artists living in America.



Like all niche businesses, Nerve has a huge advantage in that it has fewer competitors. In the United States, thousands of banks fight for market share with similar products and services. But Nerve isn’t competing against the likes of JP Morgan and Citibank. Its founders believe they have found a differentiated offering that will appeal directly to American artists who want help with invoicing and payments.



But it’s examples like this that simultaneously highlight the benefits of going niche whilst scaring business owners away from trying to find theirs.



And that’s because size matters!



Nerve, for example, may face less competition, but they are restricted to the three million people who sing songs and play guitars. Most bankers I know would treat this as a passion project and would never imagine taking the idea to go niche to their leadership teams.



However, the fear that going niche means missing out on larger opportunities, is also a fallacy. Because niche doesn’t have to limit your upside.



In fact, some of the biggest and most well-known businesses in the world are actually niche.



Have you, for example, heard of Patagonia? Yes?



Well, they achieved global success by targeting outdoor enthusiasts who value high-quality, environmentally-friendly clothing.



Or, what about Nvidia?



Their initial niche was GPUs designed for gamers. And now they have found a bigger niche where they provide AI chips for data centers, with over 40% of their revenue coming from Apple, Alphabet, Microsoft, and Meta.



As an aside, at the time of writing, this niche business is now worth just over $3 trillion, and they are the second-most valuable company in the world.



That puts them just ahead of Apple, who many would argue also deserve to be considered niche.



So, niche most definitely does not mean small. It does mean narrowing your focus so you really zoom in on delivering quality, differentiated services that solve real problems and generate real value for your clients.



And what excites me most about this idea of ‘going niche to thrive’ is that the opportunity to succeed has now been amplified a thousandfold because of the arrival of artificial intelligence and large language models.



These technologies allow us, for the first time, to design and distribute an infinite array of products tailored to solve end-user problems in highly personalized ways.



If you’re wondering where the demand will come from, rest assured. We each have an endless capacity to imagine new problems, and each one, much like fingerprints, will always require a unique solution.



But will big businesses, like JP Morgan, have the wherewithal to use their capital and resources to create hundreds of differentiated brands that cater to every possible human whim?



Or will it be the century for startups, which, like Nerve, leverage the democratization of technology to collectively solve for these infinite use cases?



I don’t know, although I do have my hopes and suspicions.



Ultimately, whether AI drives huge consolidation or mass fragmentation, it is clear that in both cases, the spoils will go to those that move away from second-rate generic offerings to instead focus on niche services that solve our unique problems at scale. As business leaders, it has never been more critical to find our niche. So, I’m going to double down on finding mine. Have you found yours?

Marketing segmentation

Expert-Speak: ‘It Has Never Been More Critical To Find Our Niche’

The great poet William Butler Yeats once said, “Education is not the filling of a pail, but the lighting of a fire.” Yeats’ words could be viewed through the lens of societal impact – the impact of education on the world around us.



Necessary in this pursuit are multilateral relationships that strengthen development – locally, regionally and beyond. In Africa, the value of collaboration in this regard is immense. This is because these collaborations enable the sharing of resources, knowledge, and best practices, facilitating comprehensive growth and allowing us to collectively address common challenges.



Now, more than ever, we are realizing the role universities play in societies beyond the mandate of higher education. We are vessels for societal impact, and our scope is increasingly broadening and pushing our gaze outward. As we realize this vision, fostering collaboration among universities in the region and beyond is crucial. Universities need to provide guidance on moral, political and social issues. 



This is what I refer to as societal impact. This concept represents the effect of our research and work in the real world. It represents a shift beyond academia to the economy, society, culture and beyond. The emergence of an ‘engaged university’ represents a sphere where institutions actively contribute to societal development and address regional challenges. In this regard, it is wholly necessary for us to develop peer-led networks that significantly contribute to development.



Times Higher Education’s Chief Knowledge Officer Phil Baty in a report on university-industry collaboration writes: “Universities cannot fulfil their limitless potential without collaboration – collaboration between institutions, with industry and across borders.”



The very notion of collaboration needs to extend beyond higher education institutes. The Dowling Review of Business-University Research Collaborations suggests that strategic business-university research collaborations entail a range of benefits and allow challenges to be addressed by research questions that have tangible applications. 



Through these collaborations, researchers can have a tangible impact while improving their arsenal of skills. For industry, this collaboration allows for new techniques or technologies to emerge and extends innovation and expertise. As this thought suggests, there is great value in collaborating with industry.



Similarly, in a university and industry collaboration study, Othman and Omar assert, “Even though universities are known to pursue fundamental research as well as educating the people, they may not provide ready-made workers that are highly competent and capable of performing in any conditions.



However, universities do have the capacity and also capabilities to ensure that the workers capabilities are tailored to the needs of the industry.”



Indeed, as these ideas demonstrate, universities have a mandate that extends beyond their own walls – we have a responsibility to society to provide answers. The impact we can make together is significant. Establishing joint research and design (R&amp;D) projects between industry and research institutions in both countries can facilitate technology transfer and knowledge exchange and promote innovation in mutual areas of interest – particularly related to areas of sustainable development. Collaborating on skills development initiatives can address workforce needs and promote capacity building, particularly across borders. 



The economist Ricardo Hausmann argues that this is how the working population gains ‘know-how’, which he defines as a combination of implicit knowledge and experience. This knowledge transfer alongside capacity building initiatives speaks directly to inclusive economic growth and job creation. Hausmann’s thesis suggests that there is much more to be gained by international knowledge transfer, especially as countries such as South Africa look to ‘leapfrog’. 



Related to my previous point, facilitating the transfer of technology from research institutions to industry can also stimulate innovation and economic growth. Supporting entrepreneurship and startup incubation can spur economic development and job creation. Collaborative initiatives, such as accelerator programs or venture capital funds, can provide resources and mentorship to aspiring entrepreneurs in both countries. 



As Hausmann suggests, there is much more to be gained by widening these collaborations beyond borders. In the pursuit of societal impact, cooperation and mutual understanding creates a space where diverse perspectives converge, where innovative ideas are nurtured, and where the seeds of future collaborations are sown. 



As the United Nations (UN) Secretary-General Antonio Guterres once said, “I am deeply convinced that there is no other way to deal with global challenges than with global responses and organized in a multilateral way.” If this indeed is now our mandate as universities, then we must both offer and welcome collaboration – particularly within the continent as we seek to address many of our common challenges. This is how the very notion of the ‘engaged university’ emerges.

Networking people  with globe

EXPERT-SPEAK: Beyond Academia – The Societal Impact Of Multilateral Educational Collaborations

Amid the widespread global support for the United Nations’ Sustainable Development Goals (SDGs), there was an underlying concern among economists and financial advisors in the emerging and frontier markets: public sector and donor funds were stalled, if not regressing, and the funding gap to realize the SDGs was incre sing. The challenge was to incentivize and mobilize private capital, reduce risk-return profiles, and avoid conflicts of i terest such as institutions providing commercial financing and managing concessional resources.



In 2002, the European Bank for Reconstructio and Development provided project finance subsidies to multinational funders. Seven years later, a $30 million Clean Technology Fund Renewable Financing Facility was used to finance a 250MW wind project in Mexico. These were early steps in using a mix of public and private capital to support clean energy projects in developing countries.



Today, the term ‘blended finance’ is much more common, as multilateral institutions and donors invest more official development assistance (ODA) in this way.



Using development finance and philanthropic funds to drive private capital flows to emerging and developing markets is an accepted catalyst that helps to bridge the financing gap and contribute to the SDGs.



Blended finance is being used successfully in sectors including renewable energy infrastructure, urban transport, and agriculture. The Global Environment Facility —an independent financial organization established in 1991 comprising representatives from 32 constituencies — is a prime example, using blended finance to scale up financing for renewable energy technologies in developing countries.



South Africa’s Renewable Energy Independent Power Producer Procurement Programme (REIPPPP) exemplifies how blended finance can help renewable projects. The government provided initial support and guarantees to mitigate risks for private investors and international financiers; development finance institutions offered concessional loans and guarantees to cover political/credit risks in this emerging market; and a robust regulatory framework with power purchase agreements ensured predictable investment returns. By blending public de-risking instruments with private capital, the program successfully unlocked renewable energy investment by addressing investor concerns upfront through an enabling policy environment.



Managing the risk



Blended finance clearly depends on public sector support to encourage private investment in emerging markets. However, legal frameworks, stability, and transparency must be addressed; clear laws and policies are essential, while ensuring clarity and accountability in complex financing arrangements. Governments and international institutions are crucial in facilitating this environment.



Blended finance fund recipients acknowledge that, while beneficial in attracting private investment for public projects, there are potential risks. In the worst case scenario, misalignment between the financial objectives of private investors and the social or environmental goals of public or philanthropic funders may lead to reputational damage if investments result in unintended negative social or environmental impacts. Therefore, it is essential to customize ODA by considering the appropriate use of blending in emerging markets.



Solving for the opportunity



Mitigating the risks requires a robust financial ecosystem that fosters public-private dialogue and partnerships, enhanced due diligence, and the involvement of local communities.



Multilateral development banks and international financial institutions can create the right climate for investment, encouraging participation by pooling capital from public, private and philanthropic sources to spread risk. They can also offer risk-sharing instruments such as guarantees or insurance products to protect against political, credit and currency risks, thereby mitigating potential losses and making projects more attractive to investors.



Banks and financial institutions on the ground, with longstanding market expertise, can help promote consensus among stakeholders to establish principles for structuring and allocating blended finance, which can prove valuable.



The private sector can provide technical assistance to strengthen project preparation, build the capacity of local partners, and ensure that projects are developed with sound governance practices and business plans.



Conclusion



Developing countries are still far short of the financing required to achieve SDG Agenda 2030. Leveraging private finance is only part of the solution – getting the finance to where it is most needed is what matters. Blended finance can, and should, play a crucial role in achieving global development goals facilitating large-scale capital mobilization and ensuring that such mobilizations are carried out responsibly and sustainably, ultimately contributing to a more equitable and sustainable global economy.

Sustainable energy circular chart

When all else fails, try sports. It’s good for the soul.



For centuries, resource exploitation and extraction from Africa has been a constant.



The untold misery, the unaccounted siphoning, the unprecedented loss of humanity.



Yet another big resource loss in modern times is going unnoticed.



Sports is big business globally. But there is a paradox.



Every time I watch soccer or rugby or basketball or cricket or every other sport virtually, I see what the world sees. The best athletes in the world are largely African; albeit wearing different colors.



Imagine the potential of those left behind?



They are winning it for us on the field. How to make Africa now win off the field too?



To play sports is business, not mere recreation. Its impact on both youth and economic development is inarguable. The jobs it creates are obvious. The bonds it forges that bring national pride and cultural expression to the fore is stirring.



Yet, while single-use stadiums exist, there are no real multipurpose sports arenas outside of Kigali on the continent.



Stadiums are hard to fill. Sports arenas get filled easier because of their adaptability, thus, making the business case stronger.



In 2020, accounting firm Mazars and the African Sports &amp; Creative Institute presented a study: Sports Ecosystem in Africa: From Potential to a Development Lever.



They assessed the state of the sports industry and defined the opportunities ahead. Experts confirmed sports as a credible response to the United Nations’ (UN) Sustainable Development Goals.



The UN recognizes sport “as a means to promote education, health, development and peace”.



Sport allows young people to lead healthy lives, take on responsibility, behave fairly and resolve conflicts peacefully. These are key skills to gain a foothold later in the working world.



Africa News Agency (ANA) quotes in a 2024 article that the FIFA World Cup 2010 in South Africa, the first on the continent, illustrated the impact sport can offer:



the government spent $3 billion on infrastructure development (with $1.29 billion subsidized by FIFA) that led to an economic boost of $6 billion.



Soon to come are the Cricket World Cup in 2027 and the FIFA World Cup in 2030. These are both investment and development opportunities.



Interestingly, initiatives to bring global sport to Africa are gathering momentum.



Smart capital is seeing the potential of a talented two billion people which can raise both sport standards and viewership off the charts.



The Basketball Africa League (BAL), a joint venture between the NBA and International Basketball Federation (FIBA), was established in 2019.



Barack Obama joined NBA Africa as a strategic partner whilst purchasing a minority stake in the organization. NBA commissioner Adam Silver had stated that NBA Africa was valued at $1 billion.



The FIFA President Gianni Infantino unveiled a joint FIFA/CAF strategy to elevate African football on three key pillars: refereeing, investment mobilization and competition development.



On competition development, a range of new initiatives: a world nations league for women’s football, youth world championships, a re-positioning of the African Cup of Nations played every four years and the creation of a new pan-African club competition.



Can you imagine the specter of sporting events hosted in Africa, played by Africans, supported by its legions of ‘global Africans’ catering to a continent that by 2070 will be a third of the world’s population and a quarter of the world’s youth?



As Canadian hockey great Wayne Gretzky said: “I skate to where the puck is going to be, not where it has been.”



Sports globally are played, followed and supported by a thin, elite layer of people. They control commerce, eyeballs and capital. They can decide if the ‘puck’ is indeed where the African continent is.



African leadership has to wake up and make this happen – build infrastructure, institutions and inspirations. Investments will come ‘as night follows day’. Nothing is more powerful than an idea whose time has come. Amen.

South Africa, Cape Town, Hout Bay, boys (14-17) and men playing soccer

Expert-Speak: How To Make Africa Win Off The Field Too

I stopped watching sitcoms in favor of mainstream U.S. news channels on television recently and will perhaps be forced to continue this habit until the U.S. elections are over. We expect election dramas in emerging democracies but to see a circus (for lack of a better word) in the world’s number one economy has been unexpected and disappointing. I am not qualified to comment on the politics and choices made by the citizens of any country, but I do believe that America is not being represented by its best, Democrat or Republican. What, however, is worrying are the consequences of the choices people make in the U.S. at the end of this year and its impact on global geopolitics. I will be equally surprised if either Donald Trump or Joe Biden will make a speech in the Senate to match Rishi Sunak’s speech as the leader of the opposition in the British parliament.



Closer home, an outcome that we were anxiously awaiting was the result of the South African elections. There were no surprises for anyone including members of the ruling African National Congress (ANC) as despite some being in denial, the writing has been on the wall for a long time. The long-awaited change from a single party (ANC) rule has finally arrived. It’s a new dawn for South African politics and an inevitable pathway to a multi-party democracy.


<div class="wp-block-image">
<figure class="alignleft size-large is-resized"><img loading="lazy" decoding="async" width="754" height="1024" src="https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-754x1024.png" alt="" class="wp-image-61671" style="width:296px;height:auto" srcset="https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-754x1024.png 754w, https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-221x300.png 221w, https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-768x1043.png 768w, https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-1131x1536.png 1131w, https://cms.forbesafrica.com/wp-content/uploads/2024/04/21-September-2023-Wahi-6-of-6-1508x2048.png 1508w" sizes="auto, (max-width: 754px) 100vw, 754px" /><figcaption class="wp-element-caption">Dr Rakesh Wahi (Photo: Yeshiel Panchia)</figcaption></figure></div>


I have been speaking about this outcome since I first raised it at an event in Stellenbosch in Cape Town, South Africa, in early 2008. I had drawn a parallel to the maturing democracy in India. The conversations ended with an agreement to disagree. Over the last three elections, I continued alerting my friends about this and gradually over the last decade, I could see that people had come to align with my point of view but through their own analysis.



I would like to recap my Publisher’s Note in the December 2021/January 2022 issue of FORBES AFRICA.



I quote: “The only area that will perhaps follow the time-tested path of slow transformation is our political system, particularly in South Africa. There was general disbelief that a political system like the ANC could ever be unseated. The Congress in India was almost annihilated in the 2019 elections when the party failed to secure 10% in parliament. It took 72 years of dynasty politics for the party to be completely routed through implosion. Although India is a complex country and much larger, the two countries (South Africa and India) share a similar history of struggle and consequent freedom.



“For a country to be a true democracy it must have multiple parties to provide checks and balances. The political landscape in India changed to a few national parties and strong state-level parties; an important factor today are the alliances and coalitions in states that provide a national consensus for the ruling party in parliament. After the Congress party lost national consensus in 1977 (30 years after India’s independence from British rule), there was a long era of coalition governments, the most successful of which was the Bharatiya Janata Party-led alliance from 1999 to 2004. Sadly, the Congress is today the sinking ship of Indian politics. There is no better lesson in political history than this to learn from.



“The ANC has had a run for 27 years, but the recent municipal elections have shown that the party is gradually losing its shine. The reasons are self-explanatory, and the proverbial writing is on the wall. The cracks have formed, and the implosion is slowly but surely progressing. The people of South Africa are not happy with the governance of the state and will continue to voice their dissatisfaction through the ballot. There is a lot of confusion in people’s minds about loyalty to the past or embracing what is right. The lower voter turnout evidences the fact that people would rather not vote against the ANC and give their leaders a chance to correct the course for progress. In the meantime, the era of coalitions has arrived and so has the emergence of new political parties that will provide the governance needed to take this great nation forward. The new political parties are all led by former members of the ANC who have chosen to move away from the status quo and bring accountability to the existing government. Some of these parties have outstanding leaders who have the potential to provide leadership to the country in the not-so-distant future. The worst mistake any leader can make is revel in past glory, live in denial and become complacent about the future”. Unquote.



It took the Indian National Congress 30 years to lose majority in parliament; it has coincidentally taken the ANC exactly 30 years to lose its majority in parliament. Post the election and after having accepted the verdict of the people of South Africa, the ANC has embarked on a mission to form the national government and the provincial government in the state of Gauteng. The Government of National Unity (GNU) has started putting together a framework for how the country will be managed over the next five years. There are far too many ideological differences between the various parties forming the GNU. My own view is that after the honeymoon period, if there is one, the disagreements will start and issues around policy frameworks, governance and personal agendas will eventually bring these coalitions down, leading to caretaker governments, re-elections, and a prolonged period of uncertainty.



Where to from here?



What South Africa needs now is a stable bureaucracy, functional state enterprises (particularly power, ports, airports, railroads and infrastructure) and a committed private sector. The bureaucracy in South Africa has not been allowed to develop and a lot of senior administrators are political appointees or nominees. A lot could have been forgiven in 1994 as the historic imbalance caused a skills deficit within the Black population. The blame now, however, must be taken by the ANC for not building a strong and resilient administrative service. This gap will be compounded in the coming decades. The bureaucracy will be required to provide continuity and consistency particularly in the absence of a stable government.&nbsp; I see this as a major impediment in the coming years.



The private sector, however, has remained very resilient in South Africa and to my mind, will see the country through the next decade. The business community has a strong foundation particularly banking, insurance, financial services, mining, manufacturing, communications, IT, tourism, agriculture, retail, and a lot of other core sectors. The infrastructure in the country is well-established and the power situation seems to have turned the corner. The banking sector will need to be a lot more proactive with business and ensure that funding is not constrained. There are a lot of questions right now but irrespective of what lies ahead, one must go long on South Africa as the fundamentals of the country are very strong and the people are extremely good. The potential of the people needs to be harnessed through a well-integrated and technologically-advanced education sector.



Meeting capacity-building goals and improving unemployment statistics, particularly youth unemployment, is currently a major problem in the continent and needs to be dealt with expeditiously. A decade back, I started a thought leadership summit on the future of education in Africa. We started this dialogue as we had identified education as an area that needed immediate attention from governments. There are many challenges facing the sector that include, but are not limited to, funding requirements, student loans, quality, access to education, governance, research, innovation, technology, teacher training, skills mismatch and politics.



Funding currently remains the most significant gap in the education ecosystem. There are various reports on the funding requirements in Africa. It is projected by UNESCO that countries must spend 4% to 6% of their GDP on education. Most countries in Africa do not meet this basic goal. Looking at the demand-supply gap, there are over 9 million classrooms and over 9.5 million teachers needed in Africa by 2050. This requires an annual investment of over $40 billion. In addition, there is a need for billions of dollars of investments in technology and digital transformation. Where will this money come from?



During the African Development Bank (AfDB) meetings in Nairobi, Kenya, in May this year, there were many sessions on capacity-building and the role of the private sector in education. The number one impediment to the development of the sector is the shortage of funding and wherever it is available, it is short-term capital at high commercial rates of interest. As an example, lending rates in Ghana are between 26% to 30% a year and these rates are not sustainable for any business, let alone education. The cost of borrowing cannot be passed on to students, who in the absence of a framework for student loans, are already finding it difficult to pay school and college fees. The education sector requires long-term investments with realistic expectations on short-term returns. Governments cannot support the entire education value chain and without funding, the private sector will never be able to participate and play its role in a meaningful manner. This is a complex issue and needs to be addressed as capacity-building impacts all sectors. The gestation period is long for education projects and therefore, governments and the African Union must create a policy framework to catalyze the sector. If this is not addressed urgently, unemployment will continue to rise, especially given the rapid population growth on the continent.



In the words of former U.S President Franklin D. Roosevelt, “No country, however rich, can afford the waste of its human resources. Demoralization caused by vast unemployment is our greatest extravagance. Morally, it is the greatest menace to our social order”.

South Africa’s Parliament Opens On Nelson Mandela Day

Where To From Here? The Complex Issue Of Coalition Politics And The Future Of Education

If you find yourself wrestling with self-doubt and confusion at work and questioning your grasp on reality and your own decisions, you might be facing a modern twist on workplace bullying. Gaslighting is rapidly becoming the preferred method of bullying for those who ignored the memo that intimidation and disrespect no longer have a place in the modern workplace. 



The drive for safer and more respectful work environments makes obvious bullying – like yelling, insults and public humiliation – easy to spot and quick to condemn. Workplace bullies are therefore evolving, adopting more subtle and underhanded strategies such as gaslighting to obscure their malicious ways. 



Gaslighting involves a deliberate pattern of deception and misinformation during which the manipulator uses denial, contradiction and false information to make the victim doubt their own memory, judgment and sanity, in the process eroding their confi dence and self-trust. 



Common tactics include withholding information, trivializing feelings, twisting words and spreading lies about a victim. The term ‘gaslighting’ comes from British playwright Patrick Hamilton’s 1938 play Gas Light, in which a husband manipulates his wife into questioning her sanity by dimming the gas lights in their sitting room. 



Employing a single gaslighting tactic does not equate to workplace bullying. For gaslighting to qualify as bullying, it must involve repeated tactics over time, deliberately aimed at causing harm or distress to the individual. 



These manipulative ploys set the stage for a variety of gaslighting examples in the workplace. An employee brings up a previously discussed agreement or decision made in a meeting only for their colleague to fl atly deny that the conversation ever took place. 



A manager purposely withholds important information from an employee, causing them to miss deadlines or perform poorly, and then blames them for not being proactive or resourceful enough. When an employee raises concern about being overloaded with work, their supervisor tells them they are being too sensitive or overreacting, suggesting they are not cut out for the job if they cannot handle the pressure. 



In discussions, a colleague twists an employee’s words or takes them out of context to make it seem as though they are not communicating e ectively or saying things they never said. For those inclined to engage in workplace bullying, gaslighting o ers appealing advantages over more overt methods. 



It allows perpetrators to maintain a facade of innocence, often portraying themselves as helpful or concerned and thus avoiding accountability. Subtle manipulation can be masked as constructive criticism, leadership or just tough management, making it socially acceptable in many professional contexts. And by undermining someone’s perception of reality, the perpetrator gains signifi cant control over their victim, often leading to a sense of superiority and satisfaction. 



The consequences for victims of gaslighting are profound and varied. Psychologically, it can lead to anxiety, depression and a signifi cant loss of confi dence and self-esteem. Professionally, it can result in decreased productivity, engagement and even career derailment. And socially, victims might isolate themselves to further exacerbate their vulnerability. 



Addressing gaslighting in the workplace is challenging because its hidden tactics make it hard to spot and stop. Victims doubting their own experiences and the di because its hidden tactics make it hard to spot and stop. Victims doubting their own experiences and the culty bystanders have in recognizing the behavior only add layers of complexity to tackling the issue head-on. And in environments where competitiveness, ambiguity and hierarchical power dynamics are culty bystanders have in recognizing the behavior only add layers of complexity to tackling the issue head-on. 



And in environments where competitiveness, ambiguity and hierarchical power dynamics are prominent, gaslighting can thrive. Such cultures often discourage open communication and vulnerability, making it di cult for victims to speak out.



In addition, when performance is prioritized over employee wellbeing, subtle forms of manipulation can be overlooked or even unintentionally encouraged. The sly and secretive nature of gaslighting suggests its prevalence in workplaces will increase, necessitating a more proactive approach from those occupying leadership positions. 



Raising awareness about what gaslighting is and its e ects can empower employees to recognize and report incidents. Implementing clear policies that specifi cally address psychological manipulation and provide clear procedures for reporting and investigation can also deter potential perpetrators. Establishing robust support systems, including access to mental health resources and confi dential counselling, can aid victims in recovery. 



And promoting a culture of transparency, respect and empathy can reduce the occurrence of gaslighting by emphasizing positive interpersonal relationships and communication. As traditional bullying behaviors are pushed underground by increased awareness and intolerance, gaslighting has become a preferred tactic for those seeking to exploit and dominate others. 



Eradicating its presence in the workplace will always start with illuminating conversations and actions that promote trust and respect at work.

Businesswoman having discussion with male coworker

EXPERT-SPEAK: The Silent Burn Of Gaslighting Igniting Our Workplaces

When I worked in large corporate environments, I often sought feedback. Sometimes, the feedback really hurt. But did it make me a better leader? Looking back, I’m not sure. Experience, experimentation, and learning from numerous mistakes were, in my opinion, far more influential.However, this article isn’t about how feedback can sting personally with questionable upsides; I’m actually proposing that companies reconsider relying on consumer feedback altogether.



Because, while it’s commonly assumed that feedback o  ers valuable insights, time after time, reality often paints a di  erent picture. Consider this: in a large Royal Automobile Club (RAC) survey conducted in the United Kingdom (U.K.) in 2017, a staggering 91% of drivers self-identifi ed as law-abiding. However, when comparing this self-assessment to concrete data from traffic cameras, 48% of drivers exceed the speed limits on highways. 



Fortunately, the U.K. government chose to ignore driver feedback and spent billions of dollars trying to fi nd ways to discourage speeding and improve road safety.So why do we often see huge discrepancies between self-reported beliefs and observed behaviors?



Social desirability bias, where we try to present ourselves in a positive light, is one possible explanation. Selective memory is another. In fact, there are many, many reasons why our opinions don’t align to reality.But it’s not just governments that need to be aware of the risk of making decisions based on people’s opinions. Companies do, too.For example, one of the most widely reported new product failures ever, was ‘New Coke’, a slightly sweeter drink that Coca-Cola introduced in 1995.Despite the fact they had feedback from hundreds of thousands of people that they preferred the new fl avor, when it was introduced on to supermarket shelves, no one bought it. 



It just didn’t sell. And people complained in their thousands, which ultimately led to the original version being reintroduced.What’s di  erent from the RAC survey though, is that this was a blind taste test, so bias should not have been a factor.So why didn’t people run out and buy New Coke in droves when those same people had said it tasted so good?Poor marketing? A deep-routed love for an iconic American brand? The fact that taste tests obviously do not align to how people actually consume drinks?



There are many theories, but it’s my view that business leaders shouldn’t waste time trying to unpack the differences between stated preferences and observed realities. Instead, they should focus on understanding what people will do in real-world scenarios by designing and running experiments that test actual behaviors in real-world settings.



The story of Five Guys showcases what I mean perfectly. If you have never had a Five Guys burger, I thoroughly recommend it, although you may need a second mortgage as they are expensive.Jerry Murrell started the burger chain back in 1986 in America by “finding a place where the store is out of the way, and where nobody can see it”. He didn’t advertise, and he only used premium ingredients.No market research. No focus groups. No consumer surveys.



His view was: “If we can put it where it’s hard to fi nd, but we still get people coming, then we know we’ve got something.”



Later on, as they were considering franchising, they tested market demand by placing a sign outside one of their stores, which read: “If you are in a hurry, there are a lot of really good burger places nearby.”Crazy? No, it was genius.Instead of trying to encourage people to eat their product, they actively dissuaded them.



Yet the queues still stretched out the door. And from that simple set of tests, Murrell knew he had a product that could be rolled out everywhere.



Compare and contrast to the likely outcome if he’d taken the more orthodox route and asked people whether they would be happy to pay infl ated prices for a product that was similar to others on the market, just with longer wait times?



Instead, by testing his ideas in the wild, observing behaviors, and adapting as necessary, Murrell was able to create a multi-billion-dollar franchise and develop a new market sector with premium stores in pretty much every major city around the world.So, stop asking consumers what they think. Feedback really does hurt. Start fi nding ways to watch what they do instead.



P.S: When the original Coke was reintroduced, sales rocketed, and it quickly regained its position as the world’s top-selling sugar cola.

Woman Reviews Paperwork in Conference Room

EXPERT-SPEAK: Stop Asking For Feedback. Why It Can Really Hurt

Leadership is a very precise balancing act. American statesman Teddy Roosevelt is said to have once argued, “The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.” 



This is one aspect of the balancing act I refer to. The other aspect is the very art of navigating the various moving parts leadership entails. Maneuvering these parts requires leaders to demonstrate skill, intuition, discernment, and perseverance. 



There thus needs to be a framework to guide leadership practices. In the South Asian Journal of Business and Management Cases, Lämsä and Keränen refer to responsible leadership. 



As they argue, “The principles of responsible leadership are organized in a hierarchical order, based on the level of cooperation between manager and employee.” In an analysis of leadership styles, their study found that responsible leadership was dependent on the presence of various principles, including care, trust, openness, fairness, and empowerment. 



This, they argue, is based on ethical frameworks from both parties. As I went through this study, I contemplated the implications of managing employment relations. This could be considered a ubuntu style of leadership that has its roots in various African societies and cultures. 



In Understanding Organizational Leadership Through Ubuntu, Chiku Malunga argues that ubuntu calls for leaders to determine the way for others based on African values such as honesty, sincerity, dignity, and respect for others. 



This goes beyond the traditional hierarchical notions of leadership and focuses on building strong relationships, fostering social cohesion, creating a purpose, and encouraging environments that promote collective wellbeing. In Ubuntu Leadership – An Explication of an Afrocentric Leadership Style, Eugene Laloo argues that there now needs to be a view to encompass traditionally African leadership theories such as ubuntu. 



As he asserts, “Now is the time to refocus on its further development and refi nement to bring this leadership theory into the fold of general leadership discourse.” It could be argued that mutual respect, a central tenet of ubuntu, is the lens through which discipline, confl ict and harmony in the workplace should be analyzed.



Discipline within the context of employment relations can be viewed in two ways. Firstly, it entails a framework of expectations for employees to follow. Strong leaders are made acutely aware of their roles and responsibilities but also the consequences of not meeting these expectations. What is required is a framework for accountability, which outlines how leaders respond to issues such as performance or conduct. Secondly, it denotes one’s own sense of control – or controlled motivation as some camps refer to it as. 



This is based on values such as respect and humility. Leaders who encourage this sense of discipline are likely to have more engaged and empowered employees.Confl ict resolution is a crucial component of leadership, and leaders must be skilled at addressing confl ict not only promptly but also in a constructive manner. 



Conflict resolution relies on open communication. It is thus imperative for employees to create channels for employees to effectively communicate their grievances and for employees to act as mediators where necessary to fi nd mutually beneficial solutions. 



Leaders must have soft skills such as active listening, clear and effective communication, and empathy in their arsenal. This enables a more conducive and positive environment. Disagreements should thus not be viewed negatively but rather through the lens of opportunity for growth.These ideas strive towards achieving harmony in the workplace. 



Harmony is predicated on the very culture of respect. Here, leaders must demonstrate respect through their actions by emphasizing traits such as fairness or empathy. This fosters a sense of belonging. This inspires cooperation and teamwork and instils a sense of belonging and respect for one another. Additionally, the very idea of harmony acknowledges and celebrates differences. The mutual respect that emerges is ubuntu in practice – as the idea insists, ‘I am because you are’. 



In ubuntu-style leadership, these principles are encouraged and deeply ingrained in cultural norms and traditions. According to writer Sammi Caramela, this approach to employee engagement is integral for productivity, creativity, and innovation. 



Strong manager-employee relations have the potential to decrease employee absenteeism and turnover rates, while poor management can have devastating effects. In fact, this is backed up by a GoodHire survey of 3,000 workers, which indicated that 82% of respondents would leave if they had a bad manager. Indeed, leadership is a very precise balancing act – one enriched by the very idea of ubuntu.

Three creative colleagues exchanging ideas

Expert-Speak: Leadership As A Balancing Act Between Ubuntu Principles And Effective Management

The rapid advancement and implementation of artifi cial intelligence (AI) technologies have signifi cant economic, societal, and ethical consequences for Africa. Efficient governance is crucial to optimizing AI’s advantages while minimizing its risks. This article offers policymakers essential governance issues, suggests strategic methodologies for the appropriate oversight of AI technologies, and presents a framework for AI governance and contextualizes these within the setting of Africa.



Good AI governance must be based on good values. One such value is AI transparency which is essential for AI governance, as it fosters trust, accountability, and fairness. Transparent AI systems allow stakeholders to understand and evaluate decision-making processes, identify and correct biases and assure ethical and legal compliance. The other value is AI truth. Truthful AI prevents misinformation and promotes critical thinking in public conversation, strengthening AI systems’ legitimacy and building social trust needed for widespread adoption and benefi cial integration of AI technology into daily life. The other values are safety and security which are vital for AI systems, as AI interacts with people in different ways, building trust and adoption.



Prioritizing safety reduces accidents and errors in AI-driven industries, safeguarding lives, and money. The other value is ethics. Ethical design and deployment of AI technologies benefit society and minimize harm, including promoting justice, transparency, accountability, and human rights. The other AI value is privacy. Privacy is crucial for AI systems to secure personal data and retain trust in technology. By using strict privacy rules, AI systems protect personal data from unlawful access and exploitation.The AI governance framework proposed in this article entails human behavior, mechanisms for incentives and disincentives, institutional governance structures, policies and regulations, standards, and the law. AI governance involves adhering to AI values, using behavioral science to cultivate a culture that maximizes AI’s potential while minimizing associated risks, and implementing mechanisms to foster a culture that maximizes the potential benefi ts while limiting its associated risks. 



Establishing an institutional structure combining the best practices derived from the Intergovernmental Panel on Climate Change (IPCC) and the International Atomic Energy Agency (IAEA) is recommended to regulate AI effectively. This entity would set global AI standards, monitor compliance, foster international cooperation, address ethical guidelines, establish safety protocols, provide a platform for sharing best practices and promote transparency.Establishing policies and regulations to control AI involves crafting legal frameworks that ensure ethical AI use, focusing on transparency, accountability, and fairness while protecting privacy and preventing discrimination. Key measures could include mandatory AI audits and strict data protection requirements. 



Governments might also create dedicated bodies to oversee AI practices and enforce these regulations, ensuring AI benefi ts society and adheres to ethical standards.Establishing AI standards involves creating uniform guidelines for AI design, development, and deployment, focusing on technical quality, ethical considerations, and compatibility. These standards should cover data privacy, algorithmic transparency, security, and bias prevention. Lawmakers should collaborate with experts and the public to craft adaptable, informed regulations.



This model proposed above governs the following aspects of AI: data, algorithms, computing, and AI applications. Data governance ensures ethical, accurate, and secure use of AI systems, while algorithmic governance ensures ethical behavior and impartial results. Computing governance ensures safe, responsible, ethical, and sustainable AI technology, as computer technologies permeate every part of life. Well-defi ned governance frameworks build public trust, promote more egalitarian technology access, and incentivize good uses of AI. This governance should include specifi c regulations for AI applications in critical sectors like healthcare and fi nance.



AI governance in Africa is crucial to prevent AI from exacerbating existing inequalities that divide the Global South from the Global North and creating new ones. There is a need for robust governance frameworks to ensure that AI systems are used responsibly, minimizing risks, and empowering Africans to benefi t from AI’s potential especially given the fact that much of the AI technology is developed in the Global North. 



Issues such as the potential for AI to displace workers in key sectors in Africa, such as manufacturing and routine service industries, must be dealt with carefully, as AI might eliminate any hope of Africa industrializing. There is also a need to mitigate the negative infl uence of AI on political processes, such as deepfakes and misinformation campaigns. 



African nations must develop national AI strategies, establish independent regulatory bodies, invest in AI education and capacity-building programs, and play an active role in shaping global AI governance discussions through mechanisms such as the African Union and the United Nations. In conclusion, AI governance frameworks must be dynamic and adaptable to technological advancements. Policymakers should collaborate with technologists, businesses, academia, and civil society to create comprehensive governance strategies that ensure AI serves the public good.

AI, Machine learning, robot hand ai artificial intelligence assistance human touching on big data network connection background, Science artificial intelligence technology, innovation and futuristic.

Expert-Speak: An Effective Framework For Governance Of AI In Africa

A strange question was asked of me, whils speaking at a recent seminar in Dubai, by a gentleman with a flowing white beard.



In resplendent glory and laced with what I thought was the sheer pain of knowing the obvious, yet incapable of convincing anyone, he asked: “What happens if a comet hits the northern hemisphere and the whole world has to congregate to the South, specifically to the African continent. Are you ready?”



I was perplexed. Was this an allegorical query or a metaphysical one?



Was he simply being insulting by suggesting that without the Global North, we don’t stand a chance. And if a reversal was to happen, we would be found wanting?



Because, to me, the comet has already been there for some time now.



The dependence on African minerals, cocoa, cotton, labor, oil, gas, coastline, food crops… indeed, the West and its glory has been built on this for centuries.



Except that, like all good conquerors, these have been extracted and exported out with scant regard for local jobs, local prosperity, and local development.



Today, of course, the need for Africa has multiplied exponentially. New markets for global companies. Food basket. Source of renewable energy. Critical minerals to make batteries. Rainforests that absorb global emissions. Oil and gas supply. Supply chain diversity for goods.



Security. Geopolitical friendships.



Necessity is often the mother of all inventions.



If there was ever a need to be greedy about Africa, now is perhaps the proverbial feasting season. So yes, I told the gentleman from the East who asked me the rhetorical question. The comet has arrived. It’s refueling in many ways.



Time to smell the coffee and think of not having any one day.



My message was simple. It’s time we replaced greed for Africa or even worse, the guilt for Africa.



No grants. No aid. No concessions.



Instead, let fear be the new dogma to guide investment behavior and global engagement with Africa.



Because leaders in Africa realize the potency of their core.



And African savings are beginning to find their way into African institutions for projects to be developed and derisked for an African renaissance.



And commercial partnerships and transference of know-how will pave the way for mutually- assured success.



Hunger, poverty, scarcity, inflation, disease. Like the effects of climate change, none of these have borders.



And the real specter of having to ‘do without’ is finally descending on the precious few ‘hitherto haves’ of this world. Africa is the salvation to that. As I had read somewhere once: “We were poor. And we ate chicken only when we were sick. Or the chicken was.” Today, it’s different.



The G7 nexus around economic security and competitiveness and a capacity to stand up for their alleged values are linked to global events. A recent European Union white paper on policy articulates: “In order to diversify supply chains, ensure access to energy and raw materials, link up 



with today’s and tomorrow’s growth markets and enhance our political standing in the world, we cannot neglect Emerging Markets and Developing Economies in Asia, Africa, and Latin America&#8230;”



Africa needs partnerships that strengthen our own geo-economic role and capacity.



Thus, a clear case of possible convergence, notably, when it comes to green energy, critical raw materials, digital connectivity and transport connectivity, exists.



Thankfully, we now live in an à la carte world and in the current battle for offers can and must choose as we see fit. That is what has changed forever.



And if the Global North wishes to slumber, the Global South will be the answer, as the aspirations of a billion-plus youth cannot be submerged forever.



As I said, need and fear are inextricably linked.



But intelligence and action appear to be not.



The comet has indeed arrived.

Mount Kenya: One Of Africa’s Last Glaciers, Melting From Human-Induced Climate Change

‘The Global Need For Africa: The Right To Choose Is Here And Now’

We often wonder what the most significant or transformative invention of our times is?



Based on circumstances and identity, everyone would have their own choice of that single change that has impacted them and transformed lives. From the bullock cart to cars to railroads to air and space travel, electricity, ships, defence mechanisms including submarines, jets, missiles, projectiles and drones, energy, industry, infrastructure, the internet, email, television, movies/entertainment, fashion, food, healthcare and so many other options, my favorite has been the invention of commercial aircraft. In many ways, this invention has been the most transformative in my life as it allowed me to efficiently travel and see more than half the world.



We sometimes take things for granted but imagine a world where, just as one example, you had to continue traveling by sea. My father took a month for his travel from the United Kingdom to India after his deputation with the British Army in 1956/1957. Owing to the Arab-Israeli war, the Suez Canal was closed, and they had to travel around the Cape of Good Hope (the southern tip of Africa). It took me over three weeks to travel from Goa in India to Antarctica by sea in 1987. 



These journeys and many more that others have experienced have been cut down to less than a day. The long non-stop direct flights over approximately 9,000 to 10,000 miles are covered in about 18 hours; time that will continue to shorten This innovation and continuous improvement in the standards and safety of aircraft has resulted in the rapid movement of people and cargo all over the world. 



The develop- ment of this industry will continue to be a major driver in unifying the world, building air bridges, and helping to create experiences and interpersonal and cultural bonds through business and tourism. The International Civil Aviation Organization (ICAO) report for 2019 stated that 4.5 billion passengers traveled globally in 2019 via 38 million flight departures. 


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The report stated that almost 34.7% of passenger air traffic (domestic and international) was from Asia and the lowest at 2.1% was from Africa. Elsewhere, it has been reported that prior to Covid-19, globally, the number of passengers projected for 2024 was about 10 billion. 



Covid-19 brought global travel to a grinding halt and the gurus immediately predicted a future where the need for travel was going to be limited, as work and meetings could be concluded online. How wrong everyone was! While the num- bers have not quite reached 10 billion, people have started traveling with a vengeance and despite soaring airfares, airports and flights have been packed for the last 12 months. Boeing and Airbus have orders that are going to keep these companies and their affiliates busy for decades.



I picked this subject because of the dismal statistics from Africa. The continent is home to 1.49 billion people or 18% of the global population but contributes only 2% to the global air traffic industry. South African Airways currently operating around 14 aircraft (including wet leases from other airlines) has been in business since 1934 and after its 90-year history has failed to take advantage of a major gap in African travel. Ethiopian Airlines started in 1945 and, by comparison, has a fleet of approximately 148 aircraft today. It’s the only African airline that has attained some level of respect but is still a long way off from being an answer to African travel. 



Other airlines from Kenya, Nigeria and other significant economies have not managed to scratch the surface of air travel. It’s easier today to connect to African countries via Dubai on Emirates than via any African airline. 



Emirates with 260 aircraft and a history since 1985, covers 19 destinations in Africa and many more through its alliance with other African airlines. As per a Reuters report in mid-May, Doha-based carrier Qatar Airways is set to announce investment in an airline in southern Africa to expand its network on the continent.



Africa has a lot to offer by way of tourism and business opportunities. Its population is expected to grow to 2.5 billion by 2050. Countries in the continent need to step up their efforts to establish world-class airlines and associated infrastructure. This has been one of the major reasons for the phenomenal growth of Dubai, Hong Kong and Singa- pore and there is no reason for African countries to be left so far behind.



The other major impediment for travel in Africa is the lagging visa regime in most countries, apart from the East African Community (EAC) countries that have a common visa on arrival for a number of nationalities. The Africa Visa Openness Report 2023 sponsored by the African Development Bank (AfDB) and the African Union (AU) stated that 46% of African countries required African citizens to apply for visas before arrival, 28% countries were visa-free and 26% allowed Africans to obtain a visa on arrival. This remains a challenge for inter-African movement of people which is a basic requirement to enhance tourism and trade. When these statistics are applied to foreigners or non-African passport holders, the numbers get even more dismal. 



In Africa’s largest and most developed economy, South Africa, it is still a challenge to get business permits and renewing a business visa can take up to a year, if not more. In today’s day and age with access to technology, facial recognition, and artificial intelligence, it should not be a major investment to get this basic service resolved.



It’s not that Africa is short of good ideas or leaders. The problem lies in the seriousness of intent and in implementa tion. A common passport for Africans was discussed under the auspices of the AU but nothing has been implemented and while there are leaders like Dr Akinwumi Adesina (President of the AfDB) champion- ing this cause, it remains a dream for now. Even if the passport is not unified, travel within the continent, as between the EU countries, should not be a challenge, especially for tourism and business. Given that there is poverty on the continent and many countries would like to curtail immigration to prevent unemployment and internal unrest, these issues must be separated from genuine tourists and business travelers. 



Africa is seen as a destination for rapid economic development. Policies must change to embrace this reality. The other perennial and lingering issue that impacts the world, but more so Africa, remains climate change. As we continue to ponder about climate change and the future of mankind and planet earth, nature continues to provide a reality check on the lack of progress. Rainfall is welcomed by almost everyone around the world; irrespective of where one lives, we all have our share of it. It not only lowers tempera- tures but is critical for agriculture.



The last 12 months, however, have seen an on- slaught like never before. I was in the United Arab Emirates (UAE) when we had the downpour around mid-April and the country experienced rainfall of 10 inches within 24 hours; the highest in 75 years. Life came to a standstill for 72 hours and it became prudent to stay indoors. When the clouds passed, one saw the impact of rain on a modern city like Dubai.



There was flooding in most parts of the city and while the authorities tackled the problems with their usual efficiency and miraculously brought the city back on track within 48 hours, what is a clear lesson is that the worst is yet to come.



The UAE was not alone in this experience. Almost every part of the world has experienced an inordi- nate amount of rain, cyclones, tornados and unusual weather over the last 12 months. This includes Austra- lia, Southeast Asia, China, South Asia, Russia, Europe, North and South America; none has been spared. Clos- er home, in East Africa, heavy rains recently in Kenya, Burundi, Tanzania, Rwanda and Somalia left hun- dreds dead and over one million people displaced. 



To rebuild infrastructure from the destruction alone will require billions of dollars that these African nations, unlike developed countries or the rich Arab states, do not have and will continue to get crushed under a growing burden of aid and debt.



But the past is of little consequence other than to learn from. Let’s look to the future, plan on how to better deal with these events that are acts of God or more likely the consequence of my generation’s unplanned and reckless development and greed.



According to a report from Phys.Org, almost two-thirds of the global population or almost three billion to five billion people across the world are going to be affected by inordinate rains unless the production of CO2 is curtailed. As per the report, countries are going to have different experiences based on several factors. As an example, it is projected that Spain, Portugal, Greece and Morocco (countries around the Mediterra- nean Sea) are likely to experience drier climates in the period ahead. Other parts of Europe are projected to have longer wet and dry periods. India and China are likely to experience more rainfall. The United States has its own seasonal hurricanes and tornados. In the last few months, there have been twisters, tornados, hurricanes and thunderstorms across Florida, Michigan, Oklahoma, Indiana, and Ohio. There has been widespread damage to homes, infrastructure, and disruption in business activities.



While there are a lot of reports that are continuously coming from several sources, including the impact of the climate systems El Niño and its oppo- site, La Niña, on weather patterns around the world, the reality is that many people are going to suffer and, in many cases, lose their homes and belongings to nature’s fury. The El Niño effect has seen widespread destruction and havoc closer home in East Africa and governments need to start strategically preparing for the coming 100 years.



Ever since Covid-19 started, the word ‘unprec- edented’ has, to my mind, become the most-used word to rationalize the intensity of any calamity. Each event seems to be more catastrophic than the last.



Sadly, this is not something that will change and ‘un- precedented’ should not become our position of last resort. The planet has had its evolution over millions of years and progressed through five known ice ages in its 4.5-billion-year history. The planet has evolved between glacial and interglacial periods. Many reports have been released that we are living in the fifth ice age, determined by the polar ice caps, but we are more in an interglacial period that is known as the Holocene Epoch that started 11,700 years ago.



When we begin to talk about thousands of years, people lose interest. It’s largely because it does not impact the now.



The reality is that the planet does not need any saving. We need to save ourselves and our species from extinction. Since glacial action is slow, the jour- ney can be made more pleasant and meaningful and the end can be prolonged if we act sensibly. Let’s not wait for COP29 for more conversations and debates to once again prove Voltaire’s words: “Men argue. Nature acts”.

Flying at Night From Airplane Window View

From Air Travel To Climate Disasters, A Reality Check For The World

How the forgotten Afghans of Albania have made their way to a new home.



For a group of Afghan evacuees forced to flee their home country in the fall of 2021, a tourist village on the Albanian coast became more than just a temporary stopover on their way to the United States (U.S.).



Nestled in a large bay on the coast of the Adriatic Sea, Shëngjin is a sleepy little fishing port and the northernmost naval entry point into Albania – less than 12 miles from the Montenegro border. At least, it was a sleepy little fishing port, once upon a time. The town has become a popular vacation spot in recent years, with a string of hotels sprouting along the strip of land between the golden sands of Shëngjin Beach and the scrubby, mountainous ridge that separates the town from the farmlands of Balldren. In the summer, flooded by local day-trippers and scores of visitors from nearby Kosovo, the population of fewer than 10,000 swells almost tenfold. Some locals and visitors feel that tourism has changed Shëngjin; that it’s not the town it once was.&nbsp;



Sitting in the Rafaelo Resort, a luxurious Albanian sprawl of hotel buildings, pools and gardens perched on the water’s edge, Nawid could relate to the feeling of his home changing. Except instead of high-rise hotels and loud music, his home of Afghanistan has seen economic freefall, increasing food insecurity, the almost total erosion of women’s rights, and a rise in torture, arbitrary detentions and extrajudicial killings.&nbsp;



Nawid is one of around 78,000 Afghan citizens – among more than 122,000 in total – who were evacuated from Kabul, in 2021. The joint government evacuations took place over two weeks in August, involving 38 countries, hundreds of flights and at least 195 casualties, including 13 U.S. service men and women. As Taliban forces overran the city and began closing in, thousands upon thousands of people flocked to the airport, desperate to escape. These included those who had worked with NATO and U.S. forces or other international organizations, women and vulnerable minorities, along with chancers who simply fought their way through the crowds to make a break for it. Despite the extraordinary efforts of those on the ground, the Biden administration has faced criticism for handling the operation and its failure to evacuate all of its Afghan allies.&nbsp;



Even for some of those who safely boarded flights out of the country, the path to a new life has been far from smooth. Most of the Afghanis flown out by the U.S. government boarded military aircraft, landed at military bases and began the process of relocation in the U.S. — an effort led by the Department of Homeland Security and dubbed Operation Allies Welcome.&nbsp;



However, thousands also boarded civilian aircraft, commercial or chartered, in the weeks leading up to and after August 31 2021, which marked the deadline for the withdrawal of all U.S. forces. These evacuees landed in destinations such as Greece, Uzbekistan, Iraq and Mexico. Around 2,400 landed in Albania.&nbsp;



Acting in good faith



It might seem surprising that one of Europe’s poorest countries – certainly one of the poorest in NATO – would welcome so many people fleeing a conflict more than 2,500 miles away. Albania is a remarkably pro-US nation, both diplomatically and publicly. The US was instrumental in granting NATO membership to Albania in 2009, which has been a steadfast ally in international affairs, and the general public has long held an overwhelmingly positive view of America. They’re also overwhelmingly in favor of acceding to the European Union, for which Albania has been a candidate since 2014, and Prime Minister Edi Rama is eager to position his nation as a cooperative, beneficial ally to Western causes.&nbsp;



But the welcome given to Afghan evacuees stems from something much deeper than mere diplomacy. Albania has been welcoming displaced peoples for decades, guided by the cultural precept of besa. The concept, which translates to “faith”, emphasizes honoring one’s word and providing protection and sanctuary to those who need it. The country has sheltered Jews during World War II, members of the Iranian opposition group Mojahedin-e-Khalq and Uyghur Muslims, among others.&nbsp;



Displacement is part of the history of the country, and the memories of older Albanians. In the early 1990s, tens of thousands of people fled worsening economic conditions, food shortages, and social and political tensions in the wake of the fall of communism in the country. Some found refuge in neighboring states, while others — notably most of the tens of thousands who crowded aboard the cargo ship Vlora bound for Italy —were turned away or deported. The experience lingers in the national psyche, making for a largely positive and welcoming response to thousands of Afghans from locals who wanted to spare them what they had suffered decades before.&nbsp;



What was meant to be a temporary stopover for U.S. allies gradually revealed itself to be a gilded cage. Once the initial confusion of landing in Albania had passed, many could not believe their good fortune at being accommodated in a five-star resort rather than a camp, while trauma and suffering swept across Afghanistan as the Taliban claimed power.&nbsp;



But, for Nawid and others, living in a resort was not real life. Normal family functions, like preparing meals, were not available to them. While it would seem to most that this life is not so bad, in reality, ongoing resort living takes a psychological toll. It fractures normal life patterns in ways incomprehensible to those who have not endured this kind of situation. They lived in serviced rooms, not homes they could make their own, and meals were prepared by chefs and served at designated times. Anxiety and restlessness grew as time wore on, and no news was forthcoming about processing for relocation to the U.S. The evacuees spent their days waiting, adrift in uncertainty about their future.&nbsp;



In December 2021, the U.S. State Department announced that those who had boarded civilian or chartered flights out of Kabul before August 31 were eligible for resettlement in the U.S. Many of the Afghans staying at the resort, however, had left after this deadline. Private organizations that had evacuated them from Kabul ran out of funds to pay for their room and board, making an already fraught situation even more stressful. These organizations appealed to the U.S. government to assist, but the State Department responded that privately evacuated Afghans were not its responsibility. For the Afghan evacuees, their limbo seemed indefinite.&nbsp;



Rescuing hope



In September 2022, a collective of U.S.-based NGOs, civilians and veterans working together as the American Rescue Project (ARP) — who operate under the mandate that every life matters — stepped in and took it upon themselves to make good on the promise of a better life for the evacuees. They had a very short window to solve the housing crisis before the evacuees were evicted, but also had to urgently start processing the group of just under 400 for their final relocation ‘home’ to the U.S.



With limited resources, its first move was to find a group of trustworthy partners who could act quickly and in the best interest of those they intended to serve. ARP was already working with TradingHouse Global in other conflict zones globally, so turned to them for help. The South Africa-based commodities and goods trader — with vast experience and varied expertise in operating in the most challenging situations in the most out-of-reach places — recognized the need for freedom and autonomy for these people who had lost everything and immediately mobilized a team on the ground.



What followed was a monumental humanitarian mission. It required the sourcing and securing of accommodation, the provisioning of food for three meals a day, specialized medical care, stipends to be paid, and education to be provided, all within a 30-day window.&nbsp;



A friend of TradingHouse Global, the Uruçi Foundation, provided on-the-ground knowledge and support, and the partnership mobilized at lightning speed. They sourced and leased apartments to rent. They financed stipends for basic expenses and worked with suppliers of goods for cooking, knowing that the freedom this provided would offer improved mental health and the beginning of a transition into a ‘normal’ life.



Beyond the logistics, the endeavor required several meetings with Albanian and U.S. officials. There also had to be political and social lobbying in the U.S. to arrange for — and make the final resettlement of — the group a priority at the Department of State.&nbsp;



The results were almost immediate. The U.S. Department of State began processing the group for relocation, arranging interviews, medical examinations, and necessary vaccinations.



In early 2023, the U.S. government stated that its goal was for all the Afghan refugees in Albania eligible for relocation to the U.S. would be moved by June of that year. It took a little longer than anticipated, but within three years of fleeing in panic from their home country, the evacuees who found refuge in a little tourist town on the Albanian coast are now all U.S. citizens with a new life in a new home country. Seventeen of the 400 people under TradingHouse’s care have chosen to stay in the country and have been welcomed by their new kin.&nbsp;&nbsp;



This is a notable success story in its ability to assist people caught in a global crisis, restoring a sense of security and — perhaps most importantly — a place to call home.



– <a href="https://www.linkedin.com/in/andrew-robinson-67814795/recent-activity/">Andrew Robinson</a>, a South African-born entrepreneur, is passionate about making a difference in people&#8217;s lives and firmly believes in servant leadership. Over the past 20 years, his tenacious business reputation has grown globally; <a href="https://www.tradinghouse.co.za/">tradinghouse.co.za</a>

Tirana’s downtown area with the tallest building in the city – The Plaza Tirana at sunset (85m), Albania, 2018

Limbo, Luxury And The Long Road To A New Home

Artificial intelligence (AI) has made significant strides in all areas of our lives. AI can now monitor patients, safeguard buildings, improve manufacturing processes and write poetry. These are good uses of AI. There are, however, bad uses and characteristics of AI.



For example, AI can discriminate against digital minorities such as people of African descent or ethnic minorities. It can be weaponized with devastating consequences for peace and security. Given that AI is both good and bad, what should be done? We must ensure that AI is used to maximize the good and minimize bad uses. Various strategies have been deployed to maximize the good uses of AI. Furthermore, multiple techniques have been deployed to reduce the bad uses of AI. For example, ensuring that data for training AI systems is representative can minimize algorithmic bias and discrimination.



However, fixing defective algorithms is much easier than improving a flawed human being who intends to use AI negatively. For example, it is far more challenging to change a human being that discriminates against ethnic minorities than to fix an AI machine that discriminates against ethnic minorities. To improve the AI machine, we must apply the best practices of handling data, designing algorithms, and using AI technology, which requires good human behavior.



In AI, discussions of its development, deployment and regulation frequently focus on technological and ethical concerns. However, this discussion’s significant and underexplored aspect parallels human behavior and AI governance. These two generate a complex confluence that considerably impacts how AI technologies are conceived and deployed and how they are regulated. As AI permeates every aspect of our lives, understanding and leveraging this confluence of AI and human behavior is advantageous and is also required for developing AI systems that are both effective and fair. 



Humans are at the heart of AI development, and their decisions, prejudices, and actions affect AI systems.Behavioral science, which studies human behavior   via    psychological, cognitive, and emotional lenses, provides essential insights into how developers and designers should approach the building of AI. It highlights the cognitive biases that can influence algorithm design and the ethical blind spots resulting from prioritizing technical efficiency over social consequences.



Incorporating human behavior into AI governance requires identifying and addressing these human issues. It entails developing frameworks enabling developers to reflect on the potential biases they bring to the design process and cultivating a culture that values ethical considerations and societal wellbeing over technical innovation.



End-user behavior must also be considered when governing AI. Behavioral science provides a lens through which to investigate how people engage with AI systems, such as responding to recommendations, making decisions based on AI-generated data, and building trust in AI technologies. These findings are critical for developing AI systems that are not only user- friendly but also promote beneficial behavioral outcomes, such as improving decision-making processes and preventing the reinforcement of negative biases.



Furthermore, behavioral science can inform public education campaigns on AI, enabling users to be more critical and educated in their interactions with AI systems. Governance frameworks based on behavioral science can raise an understanding of AI’s possible biases and limits, allowing people to interact ethically and effectively with AI.



The link between human behavior and AI governance is dynamic. As AI technologies advance, so will the societal norms and behaviors that shape and are shaped by them. Governance frameworks must be adaptive and ready to respond to new insights from behavioral science into human-AI interaction and the societal repercussions of AI breakthroughs.



This adaptability necessitates a participatory and inclusive governance strategy involving AI developers, users, behavioral scientists, ethicists, policy-makers, and other stakeholders in ongoing discourse. This strategy can help to keep governance frameworks current and thriving in the face of rapid technological development and shifting human behaviors.



Education is critical to guaranteeing the ethical governance of AI since it provides developers and consumers with the knowledge and skills needed to navigate the complicated moral environment of AI technology. Technologists can gain a thorough awareness of the ethical consequences of their work by participating in comprehensive educational programs that integrate ethics, data privacy, and societal effects into the core curriculum of computer science and AI courses. 



Education can help people understand AI technologies, promoting informed and critical engagement with AI systems. By incorporating ethical considerations into all stakeholders’ education in creating and using AI, we can foster a culture of responsibility and accountability. This strategy teaches individuals to foresee and address ethical difficulties and promotes the advancement of AI systems that emphasize human values and social wellbeing. As we set the road for the future of AI, let us not underestimate the value of understanding human behavior in guiding us toward more responsible and beneficial AI governance

The Dynamic Link Between Human Behavior And AI Governance

In an era where the boundaries between work and personal life are increasingly blurred, a new trend is emerging, shifting the way we approach our daily grind and overall productivity.



The trend, known as ‘chronoworking’, marries the concepts of time (‘chrono’) and labor (‘working’) to propose an alternative approach to balancing our professional and personal lives.



Chronoworking is based on the idea that everyone operates on their unique body clock or circadian rhythm – a natural internal process that regulates the sleep-wake cycle and then repeats roughly every 24 hours.



Supporters of the trend recommend that individuals align their workdays with their peak periods of energy and creativity.



For those who find their energy surging with the sunrise, this strategy means harnessing the quiet of the early morning to dive into tasks that require deep concentration and creativity.



Starting the workday as early as five or six in the morning, these early risers can power through their to-do lists uninterrupted by the typical distractions that come later in the day.



By midday or early afternoon, they’ve accomplished a full day’s work, leaving ample time for personal pursuits, family or leisure activities during the late afternoon and evening.



On the other hand, individuals who hit their stride later in the day, often referred to as night owls, benefit from a delayed start.



This flexibility allows them to begin their professional obligations in the late morning or afternoon when their mental acuity and energy levels start to climb.



Working into the evening, they can capitalize on the quiet hours when distractions are sometimes reduced, channeling their peak productivity into their job.



But the flexibility of chronoworking extends beyond mere start and end times.



It includes the potential for split shifts, where an employee works part of their day in the morning, takes a substantial break during their less productive hours, and resumes work in the evening during a second burst of productivity.



For instance, someone might work from 7AM to 11AM, take a break for personal time or rest, then resume work from 4PM to 8PM.



On top of that, chronoworking enables task alignment with an individual’s productivity peaks.



High-concentration tasks such as problem-solving, planning, and creative endeavors can be scheduled for when an employee feels most alert and inspired.



In contrast, less- demanding tasks like emails, administrative duties, or meetings can be placed during the natural energy dips, ensuring that the quality of work remains consistently high across all tasks.



Remote and hybrid work models, which have seen a significant uptick due to the global pandemic, are particularly well-suited to the principles of chronoworking.



The elimination of commute times and the inherent flexibility of working from home allow employees to easily adjust their schedules to fit their internal clocks.



While the concept of synchronizing work schedules with one’s internal clock is not a novel idea, the shift towards more remote and hybrid working models has spotlighted its potential benefits.



The traditional nine-to-five workday, once the standard, is increasingly viewed as an outdated model that fails to consider the varied rhythms and lifestyles of today’s diverse workforce.



By allowing for work schedules that honor individual circadian rhythms, employers might be able to foster a more motivated, satisfied,and productive workforce.



It’s important to understand, however, that chronoworking is not a one-size-fits-all solution and



may not be feasible for all industries or roles.



Positions that necessitate fixed hours or a physical presence, such as those in healthcare, retail, or manufacturing, might find it challenging to fully implement chronoworking.



The enthusiasm for chronoworking is grounded in the belief that the future of work is not about clocking more hours but about working more intelligently.



By aligning work with our body clocks, we can achieve greater efficiency and outcomes, both for individuals and organizations.



As the workforce continues to evolve, some believe that the principles of chronoworking offer a promising path toward a more adaptive, fulfilling, and productive future.



Could this be the moment to challenge and move beyond the traditional nine-to-five, and clock-in to a work schedule that’s in harmony with our natural tendencies?



The evolution of work may well depend on our willingness to sync our working lives with our personal biological clocks, and, in doing so, establish a new era of work that is as fulfilling as it is efficient.

Young man on a video call in a cafe

Chronoworking: Why Our Workday Needs To Punch In To Our Body Clocks

True power is living the realization that you are your own healer, hero, leader.” – quoted by Diego Perez



Indeed, success has always been built on that simple principle. The African story of the recent past has belied that. This needs to be regained and reinforced.



I was in Lusaka some weeks ago attending the launch of the Lobito Corridor project; an ambitious rail line brought together for deliverance by the mighty United States (U.S.), the beleaguered European Union, three ambitious African nations and two of Africa’s premier institutions, the Africa Finance Corporation (AFC) and African Development Bank (AfDB).



They unveiled plans to link the copper-rich regions of Zambia and the Democratic Republic of the Congo to the Angolan port of Lobito. A corridor replete with hopes. A smooth trade route from the world’s richest copper belt to the Atlantic Ocean to facilitate the transportation essential in the region, fostering business and trade.



This is in perfect harmony with Washington’s increased soft-power strategy reflecting a broader geopolitical intent to strengthen ties with Africa.



Not that this is altruistic though.



The global clean energy transition requires significant amounts of critical minerals vital to the manufacturing of solar panels, wind turbines, electric vehicles, batteries etc. And they are crucially essential in several applications of the defence, ICT and pharmaceutical industries.



Add to that the U.S.’s Inflation Reduction Act and the pressure to bring manufacturing back to 



American shores.



To make America great again will need raw materials from across the Atlantic. Interestingly, the accelerated pace of the transition will require six times more mineral inputs by 2040.



But the net-zero objectives of the Global North will not be achieved without Africa’s green minerals. Africa holds substantial reserves  of bauxite, chromium, cobalt, copper, gold, iron, lithium, manganese, platinum, uranium and more.



Thus, the great race ahead; strap on your belts for the ride.



Yet, China’s present dominance is all-pervading at the moment; positioned as they are with its longer history and sheer size of investments in the core sectors in Africa.



Overall, China has spent more than a trillion dollars in projects to secure the supply of key resources.



Therein lies the ‘once-in-a- lifetime’ opportunity.



Usually, when elephants fight, the grass suffers.



This time around, the African savannah holds the strings to the entertainment ahead.



For African leaders, the question is less about the U.S. or China but more about what Africa can negotiate out of its resource advantage.



Africa must capitalize on its mineral endowments to drive transformative sustainable growth, economic diversification, and local and regional development through value-added processing and manufacturing; it must optimize the resource value to underpin productive transformation, integration into global trade systems and development of local industries.



Sustainable mining as a catalyst for the local procurement of goods and services, the shared use of infrastructure as well as an anchor for renewable energy development is a fair aspiration.



Yet it is crucial to ensure that all this does not come at the detriment of African communities, bearing the brunt of vested interests, pollution, and environmental damage.



A substantial amount of critical minerals is to be found in areas of rich biodiversity, fragility, and conflict, as well as lands traditionally belonging to indigenous peoples.



But events have conspired in Africa’s favor.



We hold the key to solving significant global challenges.



Hence, we should be agnostic and seek partners that will drive our economic objectives as equals in the global fight for equity and prosperity.



African institutions such as the AFC are at the forefront of embedding these priorities into policies.



The continued success will hinge on: a) balancing the criticality of access to mineral resources with the African perspective on environmental and social risks; b) improved infrastructure for local value addition, refining, processing, and developing local downstream industries; and c) inspiring international cooperation to shift from historically-exploitive, extractive and export-driven models into sustainable investments, technology transfer, capacity-building and financing models that lift the continent meaningfully.



If mining fails to be a catalyst for sustainable development supporting renewable power generation, local procurement and infrastructure, we will have failed.



The Lobito Corridor promises to be that potent example where the corridors of power ensured that it’s not another rail line to transport our riches but will enrich us, the people on the continent, in its wake. And thus, help to solve the world’s problems while serving its own people. Diplomacy and negotiations change. All of that needs the ‘self-belief’ that it’s our tryst with our destiny and we have to run with it ourselves.

ELECTRIC VEHICLES CONGO MINING COBALT

Digging Deep: Why Africa Must Capitalize On Its Mineral Endowments

What do Uber, Netflix and TikTok have in common?



It’s one word.



And working out how to remove it will become the most important strategic discussion for CEOs across the globe in the coming years.



It should already be the most important word.



And that word is friction.



The companies I named at the start are all early examples of how you can have global success by removing friction from your customer’s lives.



Uber, for example, removes friction by making it much easier and faster to pick up a ride than the metered taxi model it replaced.



Netflix removes friction by delivering quality, binge- able content without delaying consumer gratification with adverts or timetables.



And TikTok takes it to another level by removing the friction of viewers needing to spend time choosing what to watch. Its algorithm calculates what people want based on how they interact with the app. In fact, the more you think about it, the more obvious it becomes that the best companies are masters at removing friction. Google (frictionless search), Wise (frictionless  cross- border payments) and Amazon (frictionless shopping) are just three more examples.



On the other hand, the brands we love to hate are the ones that waste our most precious asset. Time.



For example, don’t you get frustrated with the excessive form-filling when hiring a car, queueing at a bank branch, or holding for a call center agent?



I know I do.



Fortunately, this is all about to change, and companies that have clung on to life like limpets despite wasting millions of hours of their customers’ lives will have to adapt to survive because of the widespread adoption of large language models, like ChatGPT.



Take the example of Klarna, a leading global payments and shopping service.



On February 27 2024, they announced that their new AI assistant had handled two-thirds of customer chats in its first month. That’s the equivalent workload of 700 full-time agents, which equates to an estimated



$40-million improvement in their bottom line. They went on to say that the AI agents were on par with customer satisfaction scores, were more accurate in errand resolution (leading to a 25% drop in repeat inquiries) and were able to resolve queries in less than two minutes, compared to the previous 11.



You don’t have to be a call center expert to understand that these are just staggering improvements which showcase the potential of moving from human to artificial intelligence. And you have to remember that this is version 0.1, and we should expect exponential improvements over the next few years.



In fact, the idea that a machine will be able to better communicate with humans in a more personalized, knowledgeable, and empathetic manner is no longer just science fiction. It’s fast becoming a science fact. 



Having just spent a wasted hour on the phone with my internet service provider, I can’t wait. I would pay extra to be able to deal with a bot that listens to my problems, understands my history, is able to take decisions without escalating, can respond not just in my language but in my accent or dialect and is able to pick up on any number of visual and audio queues to better understand me and make me feel valued and appreciated. Perhaps even loved.



And if this leads to hours-long call times because customers feel compelled to share their personal trials and tribulations, why not?



After all, our buying decisions are based on emotions, and who better to exploit that than a machine?



Because unlike human agents, the virtual kind are available 24/7 in every single corner of the globe and they know more about us than any human ever can.



These are not just my fantasies. The markets agree. When Klarna shared its AI successes, it was reported that a leading traditional call center company saw its share price drop in just one day.



CEOs now have no choice but to switch their investments from human to artificial intelligence to provide frictionless services.



The benefits for investors and customers are clear. It’s equally obvious that the millions of knowledge workers who operate today’s phones will have to find new vocations, and they will have to find them fast.



Which begs one big question. Do we really want a frictionless world if the cost is that human capital becomes worthless

TikTok To Be Banned From UK Government Phones

Remove This To Win, But Beware Of The Consequences

<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">
True power is living the realization that you are your own healer, hero, leader.” – quoted by Diego Perez
</blockquote>



Indeed, success has always been built on that simple principle. The African story of the recent past has belied that. This needs to be regained and reinforced.



I was in Lusaka some weeks ago attending the launch of the Lobito Corridor project; an ambitious rail line brought together for deliverance by the mighty United States (U.S.), the beleaguered European Union, three ambitious African nations and two of Africa’s premier institutions, the Africa Finance Corporation (AFC) and African Development Bank (AfDB).



They unveiled plans to link the copper-rich regions of Zambia and the Democratic Republic of the Congo to the Angolan port of Lobito. A corridor replete with hopes. A smooth trade route from the world’s richest copper belt to the Atlantic Ocean to facilitate the transportation essential in the region, fostering business and trade.



This is in perfect harmony with Washington’s increased soft-power strategy reflecting a broader geopolitical intent to strengthen ties with Africa.



Not that this is altruistic though. The global clean energy transition requires significant amounts of critical minerals vital to the manufacturing of solar panels, wind turbines, electric vehicles, batteries etc. And they are crucially essential in several applications of the defence, ICT and pharmaceutical industries.



Add to that the U.S.’s Inflation Reduction Act and the pressure to bring manufacturing back to American shores.



To make America great again will need raw materials from across the Atlantic. Interestingly, the accelerated pace of the transition will require six times more mineral inputs by 2040.



But the net-zero objectives of the Global North will not be achieved without Africa’s green minerals.



Africa holds substantial reserves  of bauxite, chromium, cobalt, copper, gold, iron, lithium, manganese, platinum, uranium and more.



Thus, the great race ahead; strap on your belts for the ride.



Yet, China’s present dominance is all-pervading at the moment; positioned as they are with its longer history and sheer size of investments in the core sectors in Africa.



Overall, China has spent more than a trillion dollars in projects to secure the supply of key resources.



Therein lies the ‘once-in-a- lifetime’ opportunity.



Usually, when elephants fight, the grass suffers.



This time around, the African savannah holds the strings to the entertainment ahead.



For African leaders, the question is less about the U.S. or China but more about what Africa can negotiate out of its resource advantage.



Africa must capitalize on its mineral endowments to drive transformative sustainable growth, economic diversification, and local and regional development through value-added processing and manufacturing; it must optimize the resource value to underpin productive transformation, integration into global trade systems and development of local industries.



Sustainable mining as a catalyst for the local procurement of goods and services, the shared use of infrastructure as well as an anchor for renewable energy development is a fair aspiration.



Yet it is crucial to ensure that all this does not come at the detriment of African communities, bearing the brunt of vested interests, pollution, and environmental damage.



A substantial amount of critical minerals is to be found in areas of rich biodiversity, fragility, and conflict, as well as lands traditionally belonging to indigenous peoples.



But events have conspired in Africa’s favor.



We hold the key to solving significant global challenges.



Hence, we should be agnostic and seek partners that will drive our economic objectives as equals in the global fight for equity and prosperity.



African institutions such as the AFC are at the forefront of embedding these priorities into policies.



The continued success will hinge on: a) balancing the criticality of access to mineral resources with the African perspective on environmental and social risks; b) improved infrastructure for local value addition, refining, processing, and developing local downstream industries; and c) inspiring international cooperation to shift from historically-exploitive, extractive and export-driven models into sustainable investments, technology transfer, capacity-building and financing models that lift the continent meaningfully.



If mining fails to be a catalyst for sustainable development supporting renewable power generation, local procurement and infrastructure, we will have failed.



The Lobito Corridor promises to be that potent example where the corridors of power ensured that it’s not another rail line to transport our riches but will enrich us, the people on the continent, in its wake. And thus, help to solve the world’s problems while serving its own people.



Diplomacy and negotiations change. All of that needs the ‘self-belief’ that it’s our tryst with our destiny and we have to run with it ourselves.

Category: Op-Ed

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Digging Deep: Why Africa Must Capitalize On Its Mineral Endowments