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All things being constant, Uganda is on track to reach a population of 100 million by 2050. By 2100, it is likely to have the second largest population in Africa. Almost with certainty, it will overtake both Kenya and Tanzania in the next decade or so. Is this a good thing? That depends on whether your views as a Ugandan citizen or policy maker are “half full” or “half empty”. From the “half full” perspective, population surge represents an opportunity for Uganda and the East African region if policy makers can take advantage of a young population growing at a…

As humans we have always been curious about the direction and extent of the interdependence between people and organisations. Organisational behaviour thought has revealed some persistent themes; some of the most important ones investigate issues of leadership, motivation and organisational change. Let’s see why they are important to our current working environments, especially in the age of the pandemic. Mary Parker Follet In terms of leadership, the American sociologist Mary Parker Follet was instrumental in articulating ideas about human psychology and human relations within industrial management. In 1926 at a time of hierarchical conservative views in the workplace, she published…

Self-leadership is the ability to intentionally influence one’s own thoughts, feelings and action towards achieving professional and personal goals. It is a journey of self-discovery, acceptance and self-improvement that has the potential to transform an individual and their circles of influence both personally and professionally. It’s impact on one’s workplace experiences is clear to see. With improved self-leadership one is imbued with restraint where emotional disarray calls for calm; one is steeped in stronger decision-making processes; one is more capable of taking risks in search of organisational gain and; one is able to act with courage and leadership in times…

Conventional risk management theory tends to view crisis management as more of an event than an evolving process. Indeed, many leading organisations have comprehensive preparation plans and have responded to the current Covid-19 pandemic by establishing teams to develop and manage contingency measures. While these are pragmatic responses, they are still just responses to an inherently narrow view of the situation and reflect the general perception that the organisational response is best managed through a specialist custodian such as the risk management function or a leadership committee. As we continue to argue, this conventional risk management view is constrained by…