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Culture as a Game-Changer for Strategy Execution

 

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Tshwanelo Nkwe,Consultant,InnoLead Consulting

African Governments and organisations have developed and embraced brilliant corporate strategies to optimise on the continent’s immense growth opportunities, accelerate growth and transform us into a globally competitive continent. To this day, we as a continent still struggle to translate these plans into sustained competitive advantage and performance though successful implementation. Jorge Camarate, from Strategy & Partner, expressed that organisations in the African continent battle to develop strategies that are linked to execution, in most cases, these organisations disintegrate thoughts on strategy and execution. This is the very struggle that bemoans Africa and its strategies today, and if not addressed, will continue to be the future struggle.

It is often said that, Great Strategy Definition + Poor Strategy Execution = USELESS; Poor Strategy Definition + Great Strategy Execution = AIMLESS; Great Strategy Definition + Great Strategy Execution = SUCCESS.

The above suggests that a beautifully crafted corporate strategy is worthless if unable to get executed. A clear strategy is just a ticket to the game. It simply keeps an organisation’s eye on the ball in terms of strategic intent, its distinctive capabilities, and competitive advantage required to achieve the strategic intent. It allows leadership to harness the organisational ambitions; however something makes them successful… Strong Execution Capability.

By definition, Henry Mintzberg describes Strategy as “a pattern in a stream of decisions”. Following on this definition, it goes without saying that strategy execution involves enabling people to make choices in line with the decision pattern. This requires a big shift in the way we think. Based on this, it is quite evident that our mindsets and the way we think play a critical role in strategy execution… “Are our mindsets geared for execution!”

Execution is of paramount importance when addressing corporate strategies in Africa. Research conducted by Kaplan and Norton, revelead that 80% of corporate strategies fail to get executed. Strategy execution failure either implies that a properly crafted strategy was not implemented; alternatively, it could simply mean that strategy implementation yielded very poor results. Most organisations are struggling to close the gap between corporate strategy and its execution. Botswana is a case in point, where most of the corporate strategies are well-thought-out and articulated, sensible, futuristic, inspiring; however, fail dismally at the execution phase. The implementation of the previous country vision, Vision 2016, yielded low implementation results. The biggest challenge is weak implementation, and each executive attributes this to a different factor, ranging from unavailability of resources to implement, inadequate monitoring and reporting of the strategy; lack of commitment, accountability and ownership by senior management; low understanding of the strategy by lower level employees, resulting in organisational misalignment. This challenge is no unique to Botswana, but rather prevalent across the continent, if not the globe.

There are three critical success factors that have been identified for successful strategy execution, being Strategic alignment, Mindset and Capability. I am of the perspective that a shift in our mindsets will position us for success. To accelerate execution, employees need to be engaged and passionate about the strategy. This is greatly attributed to the prevailing culture within the organisation. Culture could be viewed as the organisation’s DNA—invisible to the naked eye, yet a powerful template that shapes what happens in the workplace. According to Hrebiniak (2005): “Culture elicits and reinforces certain behaviours within organisations. These behaviours, in turn, affect organisational performance in vital ways”. This positions culture as a focal point for strategy execution. The phrase “Organisational culture eats strategy for breakfast, lunch and dinner”, by Peter Drucker, is an absolute reality. There is a direct correlation between culture and strategy success, and any organisation disconnecting the two puts the strategy success at risk. Crafting a corporate strategy without first ensuring that the cultural imperatives required to enable execution are present may possibly be a recipe for strategy execution failure. Building and sustaining an organizational culture that fosters a sense of personal accountability for strategy execution is key.

 

Defining and embedding a powerful and empowering culture is critical for success… a culture of energy, commitment and accountability, results-orientation, follow-though. In the absence of a culture that supports change and execution, realising the strategy becomes challenging.

For Africa to still be able to talk “strategy” in the coming future, organisations (both public & private) need to strengthen their strategy execution efforts. Successful organisations do not owe their successes to having strategies in place. In the absence of the right attitude, courage, urgency and energy for execution, we might as well forget about the future of corporate strategy in African Landscape.

In conclusion, culture is a game-changer for strategy execution. The solution to Africa’s execution woes will be driven by actively and deliberately inculcating the desired culture of being strategy focused. Leadership needs to be at the front of designing and shifting the desired culture that drives execution, and therefore the achievement of performance commitments.

Tshwanelo Nkwe is a Consultant at InnoLead Consulting offering Management Consultancy and Corporate Training Solutions. she can be contacted on +267 3909102 and innolead@innolead.co.bw

 

Even The COVID-19 Cloud Has a Silver Lining

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Author, Okitanye Gaogane @ Innolead Consulting

Invisible giant. Bringing economies to their knees. Testing our very social fabric, rona ba manyalo, dintsho le maitiso. But with all that, I think COVID-19 is an ugly-beauty. Oxymoronic isn’t it!

I do not in any way get joy out of the health-socio-economic destruction that the pandemic is unleashing upon us. But being a Motswana child, I have been brought up to believe “metsi a kgoberegela go itsheka”. We could translate it to mean; at the end of the storm there is calmness. These words of wisdom are the pillar of hope for humanity, whose faith has been tested to bone.

Where is the silver lining in all these? In the past several weeks of medically imposed house arrest we as a nation have had to rethink our systems. Our social DNA and our economy machinery will never be the same again. We are redefining the new normal, all-hands-on-deck push to a different world. All sectors of the economy will change one way or the other and some more pronounced than others.

Security of Commodities

Our economy runs on imports: the food that we eat, the clothes that we wear, paper, furniture, you name it. Do we need to be importing in such large quantities? of course not. There is only a handful of commodities that we must import to sustain our economy. The likes of steel, medicine, rubber, and sophisticated equipment. All other basic commodities we can produce in abundance right here in fatshe leno la rona. I have never seen the citizens so excited about food production before than they are now; from backyard gardening to commercial Agro – processing factories. It’s a pleasing imagination to envision the number of meaningful & sustainable jobs that the food processing industry can generate if the state-owned entities like CEDA, BSB, NDB and commercial banks could focus their footprint on the food production sector. As long as they are alive, people will never stop eating. Imagine major retail supermarket shelves stocked to the brim with 100% local and organic products, what a pleasant sight it would be.

In the energy space, the abundance of solar and coal in this country is just ridiculous. To put it in perspective, digital maps and GIS data layers form Solargis show that more than half of Botswana has a score of more than 5.2 kWh photovoltaic power potential. We have been net importers of energy forever and with all honesty we should not be. We should be exporting power, coal extracted fuels, fertilizers. Could COVID be the trigger? Is this the Better Business Case we have been waiting for?

Information, Communications and Technology

The universal access measures of connectivity have been less than impressive for as long as we have been talking about them. A few weeks of working from home have exposed the obvious inadequacies of our technology infrastructure. The beauty of COVID is that we will emerge out of this era with better ICT infrastructure and clear acknowledgement that highways in the airways are more effective modes of transport and communications than our deadly roads, where we lose around 500 lives per year due to road traffic accidents. Well, acknowledging that technology does have its potholes in the form of cyber breaches, and the narrow-rutted bandwidth access roads. Information technology is not a nice to have, it is a basic human right.

The biggest benefactor of envisaged technological advancement should be non other than our education sector. The capital budgets, that we invest in massive brick structures and ancillary artifacts like books is unimaginable. And to think children still travel a few kilometres in bad weather to attend class! It sure takes a ridiculous paradigm shift to think a child could attend school from home (or smaller organised cells) with a whole library in a hand-held device. How sad that a few privileged Gaborone students continued with school while the rest of the nation is panicking about a possibility of a write-off year in education with consequences to be felt in the next 2 decades. Yes we can transform the education models as we know them. Let alone the health models, the agriculture models, the social security models. MmaBoipelego can have an up to date technology-based database of disadvantaged populace.

For sure our government has invested large sums of monies in developing a modern Government Enterprise Architecture. Before we are done with COVID some of the architecture may just succumb to obsolescence. Very close after the speed of light, it’s the speed of technological advancement, and humans are known to advance technology faster when they are paranoid like now.

Economic diversification

The scariest thing lately has been the realization that our strong economy is anchored on frontline resources that are fragile to minimal stress test. Our tourism was already on a full shutdown before our national lockdown, our mineral sector is bleeding. Haven’t we been talking about diversification for a few decades now? For many years we have. We are the masters of knowledge. We know what we must do. We do not have the plans nor the desire to do what we must do. Our knowledge is not power unless it can be converted into tangibles. We will continue talking diversification until the minerals are no more. I still think the invisible-giant COVID-19 is our messier. It’s a Better Business Case, a quick pick easily justifiable big spend proposals on economic diversification. Let’s build that knowledge-based economy, that technology-led-and-driven economy, that private-sector led economy, that citizen-inclusive economy. What Business Case is Better than this?

The ugly-beauty that is COVID-19 will breed innovation, leadership and patriotism. We will stop expatriating our capital gains and living off expensive freebies. Adversities are beautiful. From adversities like famine and weather, innovations have occurred in medicine, energy, automobiles, and food production.

Do you see the silver-lining!! from COVID-19 will emerge true captains, patriots, innovators, technological advancement, true economic independence, and profound change in social practices. Batswana are capable. It is time to act. The time for decisiveness in now. The optimist in me thinking COVID cloud has a silver lining bring us pula.

Okitanye Gaogane is a Senior Consultant at InnoLead Consulting offering Management Consultancy and Corporate Training Solutions. He is reachable at www.innolead.co.bw, f: Innolead Consulting, : @InnoleadConsult, innolead@innolead.co.bw, +267 3909102,

INNOVATION: THE BLOODLINE OF TRANSFORMATION

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Project Management? Innolead Consulting

Introduction

“Innovation is something that is new and useful, this is a very simple definition. If its new, it is a creative innovation, If it is not useful, it’s not an innovation”, precise words from Professor Linda Hill (Leadership, Globalisation and Innovation) at the 2019 Executive Forum organised by FUJITSU. It could be a product, a service, a business model, a way of organising, or a way of cutting costs, and it would belong to one of these two categories: Incremental or Breakthrough. Incremental innovations give organisations the ability to address their performance gaps, through them employees or team members create value and drive the organisation towards what it ‘should be’. An example of incremental is the “adoption” of a technology solution that reduces process time for a company’s service or product. A breakthrough on the other hand is a new way of moving towards what the organisation ‘could be’, identifying gaps and taking opportunities to be a ‘game changer’. This is the path towards achievement of what you ‘could be’ as an organisation and its characterised by the introduction of new products or services.

Innovation & Transformation Success Stories

It is important to strike a good balance between the two innovation categories in order to achieve any level of transformative change. The Japanese are a clear example of a nation that relentlessly worked to address their performance gaps and became game changers enough to transform their country. “The strength of Japanese companies was in their trust – based community, where their people made lifetime commitments”, said Ikujiro Nonaka, Professor Emeritus at the Graduate School of International Corporate Strategy at Hitotsubashi University.

Another excellent example of a well-balanced innovation mix is the Singapore Public Service Division, where government prioritised and facilitated the spread of innovation practices throughout its 145,000-person public service. The Public Service Division (PSD) — the central human resources agency under the Prime Minister’s Office — has a Transformation Office and Innovation Lab that is charged with building innovation capabilities and mindsets across the entire public service. “Our job is to inculcate a culture of innovation for everyone in Singapore’s government,” said Alexander Lau, Principal Design Lead at the PSD’s innovation lab. “We’re doing this by rethinking the innovation process.”

The most important aspect of the Singapore Transformation and Innovation process is the Project Challenges and Goals stage, which covers understanding stakeholder context and needs. A detailed breakdown of this stage includes analysis of project data patterns, scanning future trends, identifying cognitive biases, and most importantly contracting with project sponsorship and project teams. This is the most detailed and demanding stage since it covers a diverse range of stakeholders (citizens, the public service, businesses, investors, expatriates etc.) with various needs. It can only be a valid assumption that the Singapore PSD transformation office spends most of its resources building capabilities to address project challenges and goals. The driver of transformation is innovation. Achievement of any innovation is a function of rapid execution, with the aim of finding new ways of achieving better results. Singapore started from a low base from the 1960’s and now is one of the dominant players globally in innovation as shown by always showing up at the top in global rankings.

Accelerating Transformation In Botswana

Botswana as a nation would like to see new phenomenal results delivered by Government, Private Sector and Non – Governmental Organisations. Like Singapore did, we can start striding forward by addressing project challenges and goals. The reason why the Singapore Transformation and Innovation Office starts with this step is to precisely diagnose their ailing parts of their ‘delivery machinery’ and prescribe the right cure for the ailment. Without understanding project challenges most efforts would go to waste, as guess work that never paid off. Transformation is a game of projects and as a result, we must deliver the right projects and must ensure that execution is undertaken rapidly. The most important currency of today’s world is time. The fruits of transformation are enjoyed by those who deliver with speed, conserving decades of work years by closing performance gaps, blending this well with building game changing capabilities such as interconnected online services. The talk now is of 10X and even 100X exponential growth by firms focusing on innovation!

During the journey of transformation, almost all governments identified a common pattern: Without exception, the government making the most progress had a comprehensive transformation strategy, SUPERB leadership, and an aggressive innovative funding model. These governments had a sense of urgency. Their strategies were anchored on a commitment towards programmes and project partnerships, rapid execution, and speed to market (the market is you, the people). The need for programmes and projects partnerships is even more urgent for three key reasons: Firstly, science, engineering and technology are evolving faster than ever before. Second, government is operating within an extremely vast ecosystem that includes many players (health care, education, investors, NGOs, communities, private companies, policymakers). Third, we are all trying to deliver for a “customer” that is on an urgent deadline: the people.

How can we fuel progress in Botswana?

Botswana continues to linger on the lower leagues of innovation as demonstrated by various global rankings including the World Economic Forum (WEF) Competitiveness reports. Without building strong innovation systems we can consider the Vision 2036 aspirations a pipe dream. To push transformation and inclusive growth closer to breakthrough, government should operate somewhere along what is called a ‘funder-doer’ continuum. On one end, we have ‘funders’: Government departments that raise money, call for investors & grants, and distribute funding — Ministry of Finance & Economic Development, Ministry of Trade, Investment, and Industry, Botswana Investment and Trade Centre (BITC) etc. On the other end, we have ‘doers’, who design and execute programmes and projects that support noble goals and build collaboration within the transformation ecosystem. Doers identify opportunities & challenges, and design programmes and projects that integrate the needs of citizens, industry, public service, and expatriates. For example, doers would design and execute a government digitisation programme based on the pillars of the transformation strategy.

With an obviously subdued economy for at least the short to medium term, it is wiser to expect government and the private sector to spend cautiously going forward. We must ensure derivation of maximum value for money by maximising awareness & support for innovation and transformation across government. With widespread awareness, implementation of transformation projects could be extremely effective because there would be improved will to invest on transformation projects, and more implementers (departments, parastatals) would be compelled to invest on transformative projects and initiatives. In this way by Botswana government taking the lead, more followers would start to carry the ‘burden’ of transforming the economy and accelerating Botswana towards a high-income status. This is the Silicon Valley model. One big giant takes a step as a leader into a promising but unknown path, the giant’s leaner companions follow suit and succeed, they succeed in large numbers and so fast that the giant does not have to lead the way anymore.

Conclusion

An increased number of successful transformation implementations translates into a much stronger transformation ecosystem and a much more multifaceted economy. Multiple dimensions in an economy simply mean a diverse economy, several big players participating meaningfully, use of many product & service delivery techniques, all leading to development of unique management and technology capabilities: these are fundamentals of game changing innovations, leading to economic sophistication. In this way, government makes the first step of adopting an innovative execution model, undertakes an innovative funding model, implements urgent programmes & projects, and subsequently influences all economic players to evolve their models and progressively execute transformative programmes & projects. All these come from a deliberate innovation decision: To move towards where we ‘should be’ and be bold enough to leapfrog to what we ‘could be’.

Sophisticated companies across the world argue that they have evolved into technology companies. Their argument is backed by the way they budget for technology in their businesses. Tech projects and needs are increasingly budgeted for in the consumption budget: Operating Expenditure. After all, they feel the propensity to spend on technology as much as the need to spend on basic daily needs such as water and electricity. They have grown to be highly regarded as examples of innovation in industry. Imagine our government as an innovation leader in public administration and enabler of wealth creation. The cornerstone for achievement of these ideals is innovative execution, which is characterised by execution partnerships. The Covid 19 crisis provides the necessary tension and urgency to place innovation at the top of our national agenda for a country in desperate need for transformation. The Biggest Question is…will we grab the opportunity??!

Author, Oabona Kgengwenyane.

Oabona Kgengwenyane is the Managing Director at Innolead Consulting (your execution partner) and Digital Gae (Tech solutions from the heart). He can be contacted on 3909102, 392 2989.

COVID – 19, Information & Communications Technology, and the Economy.

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Author: Koketso Aabobe, Digital Analyst, Innolead Consulting

The COVID -19 pandemic has altered the operative ways in which the human race regionally and worldwide achieves tasks. Its lasting implications will be felt for years to come. Day by day, additional tests are conducted and new cases are concluded around the globe, with more people going into hospitalizations or quarantine and leaving ever widening gaps in business operations.

The global business set up is in such a way that we need to interact in the market place, at most times being physically together in meetings or working groups. Its unthinkable to do that at the moment, its inconceivable to expect a sales agent to show up at your doorstep, shake your hand, and share a lough with you before going on to blow you away with a product pitch.  Here now, this calls for new methods of interaction today and in the future, for as long as the invisible enemy wishes. The standard operation as we had mastered it is far distant from being the answer, in these COVID times its house sleepers and coffee and we bury our faces on screens and monitors.

The World is familiar and immensely rich with technology, after all we are the ones that built it from scratch into a strength we can depend upon. Who would have thought we would need so much technological connectivity across the breadth and length of the globe at once? Unprepared as we were from the onset, we have indeed  showcased the technological muscle of this good earth we call home.

Information Technology has seen us through the storm thus far. In an inevitable but immensely uncertain future the new normal of almost over night massive shifts towards technology might just be a mainstay of our post COVID – 19 business environment. In the context of economics, the writing has been on the wall for a while now; we are in an unprecedented financial slump, a slump so unique in that it got several major economies to come to a stand still. All previous economic recessions were difficult for the world, but people could still move from point A to point B. Not the COVID – 19 version.

In the context of Botswana, its as unique as it gets, and as devastating as it gets. Botswana simply makes money by people flying into the country for two main purposes: to buy diamonds or to go wake up at a camp in the middle of the Okavango delta’s heavenly beauty. From allover the world they flew in, day and night, revenue rolled in, healthcare stayed almost free for all citizens, education all paid for by Government, and horizons glittered with growth. Whats left of the economy are travel restrictions, empty airports and empty revenue accounts for tourism and diamond business participants. A very sad reality that leaves one to wonder: how long can Government still afford all the free services that have been a mainstay in Batswana’s menu for decades? Is this the beginning of the end of government sponsored schooling? Free health care? Low service rates? Very scary, but possible.

To conclude, COVID – 19 has brought the globe to its knees, shattering some companies and economies worldwide. However, these challenges offer a chance for brand new businesses to flourish supported by a brand new digital reality – digitally driven and contactless. Medical care has found a brand new means and is planning to reach a lot of newer areas. The globe is exploring and implementing ‘ways and means’ that seek to lessen the disruption caused to humanity. This therefore means it is time for DX (digital transformation).

COVID – 19 is the catalyst to push most organisations to become digital and digitally savvy to survive and remain relevant. #StaySafe

Koketso Aabobe is a Digital Analyst at Innolead Consulting offering Project and Business Management Consultancy Solutions. He can be contacted on +267 3909102 and innolead@innolead.co.bw

Who Will Drive Our Economic Recovery, SME’s?

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Author, Thabiso Ntlole, Consultant @ Innolead Consulting

“As February drew to a close, few could have imagined such an emergency. Many companies were having the best years they’ve ever had these last few years, and then a little bit of days ago, they went into a position that they haven’t seen because of the hidden enemy, the virus. … It’s not their fault. It’s not their fault.” A statement by the President of the United States of America, a rare statement equally believed by a people and their President. It has to be in there for the American economy to make it out of the economic crisis induced by COVID – 19 crisis. It’s true, the world economy needs the more than $21 trillion ailing giant to function in some way. Of course as the planet stands frozen, what matters most right now is the recovery of those infected by the virus and protection for all humanity.

The world economy, and our local economy will never be the same after the COVID – 19 crisis is over, it will end at some point. Health professionals around the world are pushing their passion and lives to the last inch, they all went in head first. Their job is very difficult to complete because they were not prepared for this, nobody expected things to get this bad. However once their race is finished somebody has to fight a fresh unprecedented battle: to get the economy back to its feet again. Analysts across the far and wide world have already called it the worst financial crisis of our lifetime. To start the recovery, the US Government has already passed a bill for a $2.2 Trillion stimulus package, not really much for such an enormous economy, a very welcome relief under the current circumstances though.

In the context of Botswana, our economy has already taken a huge punishment even before a single confirmed case was recorded. A good number of SME’s in events management, travel & tourism, entertainment, catering, beauty & cosmetics etc. have already closed shop. They couldn’t take it anymore. The very ‘abdomen’ of industry is being decimated to pieces as the world’s economic machinery stands frozen, they simply don’t have the cash reserves found in corporations. In what we had come to accept as the “normal” economic climate, SME’s operated on what I call a life support business model, now and in the future that very model needs life-support itself. Corporations will survive this, many of them will.

We do not have significant Government reserves anymore, we are not in 2008 anymore, and we should not expect the Government to pump a luxurious stimulus package into the economy. Only one limitless resource can save the day, better yet the year: Profound belief in the SME. Our Government has agreed on many stages that a bulk of our economy is not in the hands of Batswana or Batswana owned companies. If Government could put all its faith, trust and last thebes on SMEs then our next largest export contributor is our SMEs, not even tourism, not coal, not uranium, not ash, not industrial hemp, just resilient SMEs. The Government need not understand the technicalities of recovery from this global awfully terrifying nightmare, we have plenty of well-educated women and men who live and breathe the technical expertise.

A very sad situation evidencing the blemish of starving SMEs is in the tourism industry. The core of Botswana’s tourism industry is on shutdown, only keeping skeletal structures in place to gaze at the horizon for the absolute doom’s day or recovery day, hopefully recovery. Notice that this was in effect before we even had a single confirmed case of COVID – 19 in Botswana, or a complete lock down, a good bit of time before restrictions were in place the tourism sector had suffered a ruthless punishment. Why? Because the money circulates in-large in corporations and ultimately to the outside of our boarders as declared dividends, low money flow pressure in SMEs. Otherwise SMEs would have one way or another, pushed money into the tourism part of the ecosystem, even without foreign visitors.

I was told a few years ago by a friend of mine, he said “African countries chase declaration of import duties, large economies chase declaration of dividends”. Declaration of import duty just shows how much money we ship out, while declaration of dividends shows how much money we keep within our boarders plus money we brought in. It’s a very simple formula, SMEs must be kept busy doing more high value business with Government, subsequently they will make money here and keep it here, exactly where it’s supposed to be.

The duty of the Government is to believe that SMEs will carry the country forward. The proof of that profound belief is in Government reserving all procurement, whether big or small, for Batswana owned SMEs. Government must believe that we can be contract owners while foreign companies subcontract to us. If Government could believe that we can do great things for our beloved republic, that we can impact people’s lives positively, that we love this country beyond any reasonable measure; then the road to recovery will be the same half way road to economic diversification. A product is not the export, fried chicken is not their export, KFC the company is their export, Microsoft Corporation is their export, Tiger Brands is their export, our next big export is our SMEs, the next cadre of soldiers on the frontline in what will be a war against the COVID – 19 aftermath.

Thabiso Ntlole is a Consultant at InnoLead Consulting offering Management Consultancy and Corporate Training Solutions. He can be contacted on +267 3909102 and innolead@innolead.co.bw

PROJECT MANAGEMENT IS KEY TO ECONOMIC TRANSFORMATION

 

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Thabiso Ntlole,Consultant,InnoLead Consulting

Innolead Consulting, a specialist Project Management firm has naturally positioned itself at the forefront of economic transformation in Botswana. This has been affirmed by the Consulting Company’s Director of Operations Mr Chilipi Mogasha when sharing his views regarding economic sophistication and transformation. “Our lives have been shaken to their very core by technological change, with the 4th Industrial revolution transforming economies as never before. Change has come and continues to come at an unprecedented speed and breadth, with a resultant everlasting impact on products we produce, how and where we produce them. Transformation will surely proceed at differing speeds depending on the size and form of the economy, but certainly no single economy or part of the world will be spared. The conventional understanding of transformation has been well documented and publicised, but determinant factors of growth are how a nation participates in the transformation”, he expressed.

Chilipi highlighted that before we were where we are today in the transformation journey and the wider industrialisation, there was the internet bubble, then a tech boom, followed by rapid growth of Artificial Intelligence and ultimately we arrived to this state of transformation. One single ingredient has been a fixture in the mixture of all these: a relentless focus and excellence in Project Management. In Mr Mogasha’s words, “The Tech Boom was strongly founded on excellence in planning projects and ruthless rapid execution. In fact, most tech entrepreneurs admit that they are not of any special level of intelligence, but rather from an early age they have developed skills to manage each and every one of their endeavours, concepts or ideas. Many Tech Entrepreneurs managing projects exceptionally well bred more tech projects and even more tech entrepreneurs: from agro processing, telecommunications, logistics and supply chain, personal computers, home appliances, automobile, mining and all the way to education. The critical mass of these projects and entrepreneurs coupled with excellence in project management lead to economic sophistication and changed things totally, forever”.

In the Botswana context, transformation is happening without much of our participation into it largely due to lack of significant and relentless investment in project management. The Government and the private sector alike equally hope for better economic fortunes for this beautiful country of ours and its lovely people, but without better project management, without rapid and meticulously managed execution it shall be a lonely and unnecessarily long road to achievement of all the glory that this country and its people deserve. Innolead’s Managing Director, Mr Oabona Michael Kgengwenyane highlighted that Botswana is developing so many economic assets which can potentially change fortunes for the people of this republic if well managed. According to Kgengwenyane, it is of critical importance that the development of these assets be managed by well skilled and experienced project professionals. “Project Management is not and will never be about assigning a department’s employee or a contractor to a project, it takes years of experience and delivery of several complex projects before any professional can ultimately feel confident enough to be a Project Manager. Many of the world’s most sophisticated economies have embraced this and thrived for the longest time, even during times of doom they have thrived”, said Kgengwenyane.

“We are positive that finally the Government and the private sector will invest in project management, relentlessly over a sustainable period of time. I believe each and every Motswana is looking forward to a positive unfolding of this transformation journey we are embarking on as a country, it’s an exciting journey, and project management is the trusted vehicle to get us to the promised glory”.

Innolead Consulting will look to make a massive contribution towards Botswana’s young transformation journey, having previously facilitated the development of the Vision 2036 with the presidential task force back in 2015. “In 2015 we facilitated a very productive strategic planning retreat for the Vision 2036 presidential task force. The outcome of the retreat was the Vision 2036, the implementation of which will propel us towards near economic sophistication”.

The consulting company’s leadership believes that it will take a sharp focus on successful projects delivery in order to turn around the current pessimism about Botswana’s economic prospects. “We have been Botswana’s most trusted project management partner for the past 18 years. We believe at this pivotal hour of Botswana’s development journey, we need to step up in a major way and add great value with the single most important ingredient of the journey: Project Management”, expressed Kgenwenyane. Project Management specialist firm will continue to inculcate the importance and essence of project managing the envisioned transformation and sophistication of Botswana’s economy with training interventions such as PRINCE 2 Certificate, Project Management Professional (PMP) certificate, Project Controls and Project Management Essentials.

Thabiso Ntlole is a Consultant at InnoLead Consulting offering Management Consultancy and Corporate Training Solutions. He can be contacted on +267 3909102 and innolead@innolead.co.bw