The following summaries reflect the latest thinking regarding our fund-raising programmes. These summaries are being mailed to selected donors, along with comprehensive business cases.
Summary 1: AFRICA CENTRE FOR BUSINESS LEADERSHIP – Key Statements
The Africa Centre for Business Leadership will be based at Makerere University, Kampala with a provision to run it as an integral part of Makerere University Private Sector Forum, operating in close partnership with major businesses on the one hand and specialist institutions and small enterprise development agencies on the other. Enterprise and leadership are connected at all levels of wealth creation. Social enterprise, SMEs, large national conglomerates and international multinationals all benefit from the same synergy. Hence business leadership development is set to receive equal emphasis in all programmes under development.
Key Assumptions:
1. Market research will be a priority to develop the evidence base for targeted training.
2. Development of dedicated and local courses, seminars and workshops will receive priority.
3. Developing local expertise remains a key priority
4. Negotiations are planned with international management centres and business schools to attract talent and expertise on loan or through joint venture arrangements
5. The focus of activity will be continuous, ongoing and strategic ; all aimed at attracting engaging partnerships for enriching delivery
Key Statements: What the Africa Centre is NOT
The Africa Centre for Business Leadership is not designed to be
· A high cost and risky start up venture based on extensive investment in conference facilities and residential accommodation; resources are to be applied to service delivery and creating access to training
· Exclusive and specialised to the extent that it marginalises core client groups
· An isolated and elitist provision. On the contrary it must bring in joined up thinking and collaborative proposals for delivery in conjunction with key corporate clients who nominate delegates
Critical Success Criteria:
The long-term success of the various programmes under development must achieve the following:
· A focus on diagnosis, analysis and person centred approaches supported by evidence
· The development and achievement of key Business Plan targets to address strategic needs
· The generation of a revenue surplus for reinvestment to reduce dependency on donors
· Effective performance management to monitor key deliverables- costs and benefits
· Provide specialist services for integrated support for client organisations –training and consulting
· Development of supported experiential learning, work shadowing, placements and skill sharing
· Intelligent commissioning of contractors and partners
· Extension, expansion and outreach programmes to develop new markets and specialisations
· Investing in non-executive leadership as a separate programme
· Investing in staff development and training of trainers for future sustainability
For further information and details please contact:
Kalwant Ajimal, FRSA, Special Envoy of Makerere University.
Based in Guildford, England, UK
Tel: 01483 538265 Mobile: 07973 168331 Email: Kalwant.ajimal@btinternet.com
Summary 2: AFRICA CENTRE FOR BUSINESS LEADERSHIP- Vision and Aims
Developing and Sharing our Vision for Wealth Creation for Africa
Much has been achieved by Uganda during the last 30 years but always under very difficult conditions; we must build on achievement. However, business organisation and leadership skills need to receive the same priority for investment as capital, technology, infrastructure and management.
Consequently, our vision is simple and attainable: the launch and operation of a high quality international centre of excellence for developing business leaders, based on accurate research into the market and responsive to the needs of employers, sponsors and the beneficiaries themselves at all levels of enterprise.
Celebrating Achievement and recognising talent
Many hundreds of senior African business leaders have provided extensive expertise which must be acknowledged and respected. In addition, many international firms have brought in a pool of their own management teams and some major multinationals have invested in developing local managers and directors. However, it would appear that apart from the provision of management education at African universities, management and organisation development, which is based on an accurate analysis of need and well defined evidence base have not received equal attention. Also, senior business leadership skills cannot be provided on demand; there is a long period of ‘gestation’.
Strategic Aims – Investing in Capacity Building
The underlying need for investment into capacity building must relate to changes referred to earlier. The high level aims are:
o To invest in the development of business leadership skills and expertise
o To overcome persistent barriers to access expertise and talent
o To recognise business leaders as entrepreneurs who make an impact at different levels of the national enterprise ‘pyramid’. The provision of top level directors for major enterprises and public sector organisations must be matched by training in basic business or social enterprise skills at the start up level
o To develop core skills of enterprise leadership. Core training cannot be biased towards the needs of any preferred sector or industry e.g. tourism or banking. There must be an impact on the entire chain of wealth creation processes.
o To recognise key differences in developing business leadership skills. Dedicated programmes for the training of the country’s top 250 business leaders will be very different from training new graduates or social entrepreneurs for leadership. Training must targeted to meet the needs of all core customers and sponsors.
For further information and details please contact:
Kalwant Ajimal, FRSA MCIPD
Special Envoy of Makerere University.
Based in Guildford, England,UK
Tel: 01483 538265 Mobile: 07973 168331 Email: Kalwant.ajimal@btinternet.com
