At a recent event, I found myself in deep conversation with fellow ecosystem leaders. Many of them spoke about the importance of writing on topics they are passionate about, believing that strong voices can drive meaningful change across Africa. Their commitment to amplifying ideas that lead to action resonated deeply with me.  In my work supporting entrepreneurs and innovators in Ethiopia over the past 15 years, I’ve seen firsthand how young people solve real problems with nothing but ingenuity and scraps of material—fixing machines, building devices, and finding creative solutions to everyday challenges. Yet too often, these ideas disappear before they have a chance to thrive. That realization brought me back to a challenge I’ve encountered time and again: How do we bridge the gap between raw talent and real opportunity? African Innovation at the Grassroots Level Innovation doesn’t always start in gleaming research labs or high-tech incubators. More often, it takes root in the quiet corners of our homes, where young minds tinker with makeshift materials to solve real-world problems. This is a story that plays out across Africa every day. Across the continent, young people are repurposing scraps of metal and discarded electronics to craft solutions for everyday challenges. The spirit of invention is alive, but the question remains: where do these ideas go? The Missing Links: Why Ideas Fade Away Some of the most brilliant innovations are born from necessity, such as a young boy repairing his mother’s broken stove with salvaged parts or a girl transforming discarded plastic bottles into a water filtration system to provide her family with clean drinking water. These are not isolated stories; they are woven into the fabric of African ingenuity. Yet, too often, these ideas never make it beyond the backyard or village workshop. The challenge isn’t a lack of creativity or drive, it’s the absence of the right ecosystem of local support. How many game-changing inventions have been lost, not because of a lack of vision, but because the tools to nurture them weren’t available? How many young innovators have watched their dreams fade due to a lack of mentorship, funding, or access to the right training programmes? Africa is a continent of immense diversity and opportunity, with 54 nations, each presenting unique challenges and ecosystems. Innovation hubs like Kenya’s Silicon Savannah, Nigeria’s Lagos, and South Africa’s Cape Town are making strides in supporting startups. However, grassroots innovators often remain disconnected from these ecosystems, leaving immense potential untapped. This is where a stronger bridge between talent and structured support is essential , one that turns local ingenuity into scalable industry solutions.  The ManuTech Industry as Africa's Economic Driver The need for action is urgent. According to the African Development Bank (AFDB), Africa's contribution to global manufacturing stands at just 1.9% , leaving the continent at the bottom of the global value chain. AFDB also reports that between 2011 and 2013, manufactured goods accounted for 62% of imports, while only 18.5% of exports came from the manufacturing sector. AI-driven innovation globally could widen the gap for African manufacturing on the global stage. This imbalance highlights why we must accelerate industrialization through the support of technology and innovation. Simply exporting raw materials leaves Africa vulnerable—no nation has thrived without adding value to what it produces. Supporting ManuTech startups and tech-enabled entrepreneurs isn’t just a nice-to-have; it’s an economic necessity. Encouraging trends are emerging. Over the past five years, Africa’s startup ecosystem has grown at six times the global average. Governments are implementing pro-startup policies, and continental frameworks like the AfCFTA and AU Startup Fund are in place. But despite these efforts, Africa still punches below its weight in the global race for technological advancement, holding just 0.2% of global startup value. The missing piece is an intentional, ecosystem-focused investment. A whole ecosystem approach must consider what is needed for innovation to thrive from the grassroots, through the globally competitive scale-up and needs policy shifts to really thrive. We must be inclusive at the grassroots, ensuring that young innovators outside major cities also benefit from structured incubation, funding, and mentorship. This creates a broader pipeline of talent. We must ensure that university and technical college-based innovators get the support they need to commercialise ideas. We must nurture the best ideas in hubs, building global connections for local innovators. Policy must support growing businesses to thrive. And we must co-ordinate between every one of these levels intentionally, to build thriving local innovation clusters. The UNDP Timbuktoo ManuTech Hub Initiative One initiative stepping up to address this gap is the Timbuktoo Manufacturing Tech Hub , a key part of UNDP’s  broader effort to position Africa as a global leader in technology and innovation. Based in Addis Ababa, Ethiopia, this hub is designed to incubate and scale the most promising African startups in the manufacturing sector. It provides startups with access to cutting-edge maker spaces, expert mentorship, co-working facilities, and potential funding opportunities. Powerfully, the Hub does not operate in a vacuum but integrates with UNDP-led youth entrepreneurship initiatives and policy innovation. The Timbuktoo ManuTech hub will bring together 120 Pan-African startups to access bootcamps, incubation, acceleration, and potential seed funding. It provides support for early-stage ideas, and those ready for scale, by offering targeted support based on the business stage. This initiative recognizes that African entrepreneurs don’t always have the same financial or institutional support as their counterparts in other global innovation hubs, but by building an ecosystem that nurtures raw talent from the ground up and brokers the critical connections these businesses need, we can unlock transformative potential. Building Sustainable Innovation Infrastructure So, where do we begin? Schools, universities, and community centers should be the breeding grounds for problem-solvers. But beyond that, we must cultivate a culture where young innovators know there is a clear path from idea to impact. This means: Network building where innovators can learn from industry leaders, finance providers, and technical and business experts. Early-stage incubation programs that nurture ideas from their infancy. Accessible funding to ensure that financial constraints don’t stifle innovation. Mentorship and training from experienced entrepreneurs who can guide young innovators. Safe spaces to experiment, fail, learn, and try again, because failure is often the first step toward breakthrough success. Africa has the potential to be a global leader in innovation, but only if we create the right conditions for success. The next world-changing invention might already exist in a backyard workshop, waiting for the opportunity to flourish. Now is the time to turn local ingenuity into global impact.  Want to learn more about AMI Ethiopia’s work in the ManuTech industry - our localized approach, capacity-building efforts, and support for ManuTech entrepreneurs? Get in touch with us at mahlet@africanmanagers.com

Empowering Managers in Energy to Lead with Confidence, Build Competitive Teams & Create Impact The energy sector in Africa is evolving fast, but strong leadership isn't keeping pace. Many managers in the energy sector excel in technical expertise but struggle with the real challenges of leadership: managing teams, making strategic decisions, and driving business growth. That is why AMI’s Empowering Managers Programme  is designed to equip energy sector professionals in Africa with the confidence and hands-on knowledge to lead high-performing teams, tackle industry-specific challenges, and build resilient businesses. But what sets this management course for the energy sector apart isn’t just the curriculum, it's the unique approach tailored to the unique needs of energy companies in Africa. Instead of heavy theory sessions, participants are engaged in interactive virtual workshops and participate in team based activities that put their skills to action. The focus is on real workplace challenges, allowing leaders to implement what they learn immediately.  How Energy Management Training Transforms Leadership The Empowering Managers Programme  is more than just a leadership course—it’s a career transformation. Managers who have gone through the programme  consistently report: Greater confidence in leadership roles Improved communication and delegation skills Enhanced ability to set and achieve SMART objectives Strengthened influence and decision-making skills Transforming Leadership in the Energy Sector – Real Stories from Our Managers Many of our programme participants report transformative changes in their leadership approach after completing the Empowering Managers Programme. They share stories of moving from uncertainty to confidence, from reactive management to proactive leadership. Jared Winston Ouda  for example, Sales Manager at Orb Energy Kenya, shared that before AMI, he often struggled with communication and delegation, assuming he was understood and taking on others’ problems. After going through the programme, he reported a noticeable shift to a more strategic role, delegating with confidence and improving team communication—a change his boss quickly noticed. Florys Mokili from Goshop, Energy SARL RDCongo, described how the programme helped him define SMART objectives and effectively communicate them to his team, fostering a sense of ownership and trust. He noted that his coaching skills have significantly improved, leading to stronger team performance. Why choose the Empowering Managers Programme? Many managers in the energy sector in Africa  rise through the ranks due to their technical expertise—but technical skills alone aren’t enough to lead effectively. The challenge? Bridging the gap between technical knowledge and strong leadership. Too often, managers struggle with: ❌ Delegation—Taking on too much themselves instead of empowering their teams. ❌ Communication—Assuming they are understood rather than setting clear expectations. ❌ Decision-Making—Reacting to problems instead of leading with strategy and confidence. The Empowering Managers Programme is designed to solve these challenges. Through hands-on energy management training, managers gain the skills to: ✅ Delegate with confidence and accountability. ✅ Communicate clearly and inspire their teams. ✅ Set SMART goals and make data-driven decisions. If you're a CEO or Director in the energy sector, you know that strong leadership is the key to business success. Investing in your managers' growth isn’t just about skill-building—it’s about driving performance, improving team efficiency, and securing long-term success. The Empowering Managers Programme equips your leaders with the practical tools to confidently manage teams, make strategic decisions, and solve industry-specific challenges. Ready to take that next step?  Enroll for the Empowering Managers Programme. Discover how the  empowering managers energy sector management training can help you become a stronger leader in the energy sector in Africa.

A methodology focused on practice  AMI has developed an evidence-based approach to business support grounded in two core research-backed theories: the implementation of effective business practices , as well as a focus on building entrepreneurial grit and agency to implement the practices. This research 12 has shown that small and growing businesses that implement core business practices (or ‘habits’) have better survival and growth rates. Our entrepreneurship programmes have resulted in tangible business impact with proven SME growth and improved survival rates, generating increased livelihoods for themselves and their communities. In 2023, 39% of businesses that completed AMI’s flagship Grow Your Business programme within 4 years prior accessed capital, and we created over 3000 jobs. Our entrepreneurs reported average revenue growth of 19% in 2023. For every $1 spent on AMI SME programmes in 2023, there was a 48x return in SME revenue, and $12 was put in the hands of African SME employees.  Investing in a women-first learning design  We have designed a learning methodology that represents a “women-first” design . We constantly review our sex-disaggregated data to ensure we are adapting our programmes to meet the needs of women entrepreneurs, and this has allowed us to reach near gender parity with 50% of our SME programme participants being women in 2023 . Our deep dive into data has also enabled us to quantify the outsized impact of investing in women entrepreneurs. We have found that women entrepreneurs not only create more jobs for women, but they also create more jobs compared to their male counterparts. An in-depth study of entrepreneurs completing AMI programmes found that 72% of women entrepreneurs reported a female headcount of over 50% compared with 42% of male entrepreneurs reporting a female headcount of over 50%. Significantly, 50% of female-owned agribusinesses accessed finance after AMI programming compared to 40% of male-owned agribusinesses. While 47% of our women-owned agribusinesses reported revenue growth, compared to 36% of male-owned agribusinesses. In 2024, we released an insights paper capturing our learnings from supporting Africa’s women-led SMEs over 10 years, titled: Green shoots for African women entrepreneurs . 1 McKenzie, D. & Woodruff, C. 2015. Business Practices in Small Firms in Developing Countries. World Bank Development Research Group. Policy Research Working Paper 7405 2 Bloom & Van Reenen, 2007; Bloom, Eifert, Mahajan, McKenzie and Roberts, 2013; McKenzie & Woodruff, 2015  Empowering SMEs Through Data-Led Segmentation Our data-led SME segmentation approach is designed to strategically group businesses into meaningful categories, allowing for targeted and impactful interventions. This systematic process begins by defining clear objectives, such as improving access to financing, designing customized capacity-building programs, or addressing underserved SME segments. By aligning segmentation variables and data collection methods with program goals, we ensure precision and relevance.  The next step involves comprehensive data collection to provide a 360-degree view of the SME landscape. We combine primary data—through surveys, diagnostics, interviews, and onboarding questionnaires—with secondary sources like government reports, industry studies, and trade association insights. Additionally, digital data, including website analytics, social media activity, and behavioural metrics (e.g., loan repayment rates and technology adoption trends), offers deeper insights into SME behaviour and needs.  Using this data, we define key segmentation variables to capture the diverse profiles of SMEs. These variables include:  Demographics: Revenue, employee count, and business stage.  Behavioural patterns: Technology adoption, market focus, and financial habits. Geographic factors: Urban versus rural dynamics.  Psychographics: Growth orientation and risk appetite.  Challenges: Barriers such as access to financing, skills, or technology.  With these variables, we apply advanced analytical tools to identify actionable SME clusters. Methods such as descriptive analysis, clustering algorithms and predictive modeling reveal patterns and trends. For example, "Survival SMEs" may be identified as low-revenue, rural businesses requiring financial literacy and market linkages, while "Growth Aspirants" may represent moderate-revenue SMEs in need of scaling strategies and working capital loans.  Once segments are clearly defined, we design tailored interventions to address their unique needs. For instance:  Survival SMEs: Microloans and support for formalizing business operations. Growth Aspirants: Asset financing and operational efficiency training.  Export-Ready SMEs: Trade finance, risk management tools, and certification assistance.  Our process doesn’t stop there. We continuously measure and refine the segmentation model by tracking key performance indicators (KPIs) such as loan repayment rates, revenue growth, and market expansion success. This feedback ensures the segmentation evolves with changing business dynamics, staying relevant and effective.  This data-led approach unlocks several benefits:  Precision: Tailored solutions that directly address SME-specific needs.  Efficiency: Optimized resource allocation to focus on high-impact segments.  Insightful Decision-Making: Strategies are informed by real-world data.  Scalability: The model can adapt and grow as new data becomes available.  By employing this innovative and flexible methodology, we empower SMEs to overcome challenges, scale sustainably, and thrive in an ever-changing economic landscape. This approach ensures maximum impact for all stakeholders involved, from funding organizations to SME beneficiaries.  Example of AMI segments and their needs: Segment Name  Description  Key Needs Survival SMEs Early-stage, low revenue, informal  businesses in rural areas. Basic financial literacy, market linkages. Growth Aspirants Moderate revenue, expanding operations, adopting basic technologies. Working capital loans,  scaling strategies. Export-Ready SMEs Established businesses focusing on international markets. Certification support, trade finance. Start-up Strivers Newly established businesses seeking their first customers. Seed funding, business model validation. Agri Innovators Agriculture-focused SMEs adopting modern techniques. Equipment financing,  training on modern farming. Retail Pioneers  Small retailers focusing on local markets. Inventory financing,  marketing support. Tech Trailblazers SMEs leveraging digital tools to disrupt traditional industries. Technology investment, market expansion. Service Specialists SMEs delivering niche or high-value services. Skill development, client acquisition support. Rural Builders SMEs operating in rural areas and driving local economic growth. Infrastructure support,  logistics optimization. Scaling SMEs Businesses entering new markets or increasing production capacity. Expansion loans, operational efficiency training. Innovation Leaders SMEs focused on R&D or innovative product creation. R&D funding, partnerships for scaling. Local Heroes  SMEs with a loyal local customer base. Community engagement support, small grants. Urban Upstarts SMEs leveraging urban infrastructure to grow quickly. Digital marketing,  networking opportunities. Digital Adopters SMEs transitioning from manual to digital operations. Training on digital tools, platform integration. Investment-Ready SMEs Businesses with strong financial records, preparing for major growth. Equity investment, strategic planning support.

In the fashion world, the final product often gets the spotlight, while hardworking teams behind the scenes go unnoticed. These teams bring Vivo’s creations to life, making sure affordable, stylish, and high-quality clothing is available for all women. For over a decade, Vivo Fashion Group has been making women feel confident, comfortable, and fashionable without breaking the bank. Founded by Wandia Gichuru and Anne Marie Burugu in 2011, Vivo is East Africa’s fastest-growing fashion business. The company designs and manufactures all their clothing in Africa and is now East Africa’s largest ladies’ fashion brand. With branches across Kenya, Rwanda, and Uganda, Vivo felt the need to improve their management approach to maximise business growth. They identified issues within their management team, such as missed deadlines, turnaround times and poor communication. To address these challenges, Vivo partnered with AMI and introduced the Management Development Programme. Fourteen managers joined this six-month programme to develop essential skills for handling workplace challenges. Before the programme, some team leaders struggled to motivate their teams, leading to communication problems and missed deadlines. The programme’s tool, “Getting The Message Across,” helped managers improve their communication skills, making it easier to convey messages and link outcomes to objectives. Vivo values customer satisfaction, but delivering consistent service across multiple branches was challenging. The programme helped Emily Gor, the Regional Manager, create a community ofproblem solvers. “Continuous customer service training has improved our readiness to respond to client inquiries and concerns,” said Gor. “As a result, the motivated sales team has increased customer satisfaction to 85%, sales conversion rose from 14% to 15%, and the average basket size grew by 113%. Additionally, 95% of the stores achieved at least 80% of their monthly targets.” The programme addressed operational inefficiencies, leading to better productivity and financial savings. It helped the team reduce stock discrepancies by 70%, minimising losses and improving processes. Vivo managers continue to implement the practices they learned ensuring ongoing improvements in their operations and team dynamics. The results show that AMI was the right fit: 93% of participants feeling more effective at work and 100% indicating they would recommend AMI. To read more stories in our 2023 Impact Report click here: ‘10 Years as an African Champion for Africa’s Business Champions’.

We’re focused on helping ambitious businesses across Africa to thrive, even in the face of serious challenges like COVID-19. So let’s keep thriving! To do so, we’re monitoring the rapidly evolving situation across Africa and the world, taking precautions based on guidance from country governments and global health organisations, while tailoring our learning programmes and tools accordingly. Our goal is to help you continue to thrive, remain safe and healthy, and help your business and team navigate this serious public health challenge. In-Person Workshops Move Online That’s why effective immediately, AMI will temporarily move our in-person workshops and events to online events and learning. We’re doing this to allow participants and clients from across the continent to keep learning, even during the crisis. AMI already integrates online courses and tools into all our programmes and we’ll be working with clients to ensure everyone has access to our platform and mobile app, whether they’re working from the office, or remotely. We are reaching out to all clients and participants to discuss next steps for your learning journey. While AMI offices are closed in most markets, we have a robust remote working system, and will be providing seamless support for all learners. Supporting African Enterprises During COVID-19 This is a challenging and uncertain time for Africa’s enterprises – from solo entrepreneurs to small and medium-sized enterprises and even large companies. Many companies are preparing to work remotely and planning for the business threat posed by COVID-19. Smaller businesses, in particular, may be unsure how to respond. To help African businesses continue to thrive, AMI will be offering a free webinar series over the coming weeks, with a ‘COVID-19 Business Survival Toolkit’. We’ll cover topics aimed at helping you navigate the near-term challenges, and prepare for possible bigger shifts – like managing remote teams, leading in a crisis, optimising health and hygiene at work, as well as financial forecasting and cost management in an economic slowdown. Click here to sign up for the free webinar series . Our New AMI Learn App Have you downloaded AMI’s new app – AMI Learn? Download and use it today for learning on the go. Available on the Google Play Store , AMI Learn provides all AMI programme participants with learning-on-the-go, including access to hundreds of video-based lessons and practical business and management tools.

Let’s start by stating the obvious: People matter. In fact, people doing a good job – performing effectively and responsibly – underpin pretty much everything. But what’s less obvious, is how to help people and organisations unlock their potential. And how do you do this at scale, with lasting impact, while making money? That’s the challenge we set ourselves just over four years ago when we started the  African Management Initiative  a social enterprise pioneering a scalable approach to workplace learning for Africa. We’ve tweaked our model multiple times over the past few years. But we’ve never strayed from our core mission of delivering practical and impactful learning experiences at a price SGBs and intermediaries can afford. So far, we’ve directly trained over 20,000 managers, entrepreneurs and young people across Africa through our clients and partners, including many  ANDE  members and their portfolio companies. 100% of our clients reported a tangible impact on business performance after engaging with AMI, with two thirds drawing a direct link between that improvement and their work with AMI. So, we know our model works. But there have been many surprises along the way, and we’ve shared a few of these below. 1 – Learning is a practice, not an event Training is not new.  In fact, if anything, many of the SGBs and intermediaries we work with are tired of training. And this fatigue comes DESPITE a recognition that SGBs in Africa and beyond are battling critical skill gaps. So why the disconnect? It’s simple – traditional training is broken. And the reason? Traditional training centres on events, such as workshops or courses, instead of on  practices or habits . Effective learning experiences help individuals and organisations develop new practices and habits to drive performance. That’s not something you can do in a 2-day workshop once a year. So, what does practice-based learning look like – in practice? At AMI, we refuse to deliver what we call ‘hit and run workshops’ (despite getting asked for them regularly). Instead we partner with organisations to deliver ongoing learning journeys. First, we create a ‘learning academy’ that staff can access anytime, anywhere, on an ongoing basis, and then we layer in blended programmes for targeted groups. So, for example, our  Management Development Programme  for new and middle managers lasts 4-6 months and takes participants through a journey that introduces them to key tools for managing their teams through our web and mobile platform, then gives them a chance to practice those tools with their peers in our interactive workshops, followed by time to apply these skills on-the-job with their teams. In any AMI programme, we work around that cycle several times, creating opportunities for learning, practice, feedback and reflection. Eventually, new habits are formed, people flourish and organisations grow. 2 – Entrepreneurs and employees have different learning styles. But blended is almost always the best. Different people learn differently. But there are consistent patterns. Our data shows very clearly that entrepreneurs prefer informal and practical learning tools, rather than formal courses and workshops. They want to drive their own learning agendas, have little interest in one-size-fits-all training programmes, and critically – they need to see the results immediately by  using  what they learn in their business. They also want to network – exchanging ideas and seeking out support from their peers. This makes sense – impatient and busy business owners want to find exactly what they need, when they need it, and are not interested in taking a course someone else thinks is important. In response, we designed  Grow your Business  a scalable approach to business development support that flips the traditional model of entrepreneurship training on its head. Instead of starting with a core curriculum, entrepreneurs choose five business practices from a list of activities that we know correlate with business growth. We provide the tools entrepreneurs need to embed these practices or habits in their business (things like ‘I forecast my cash-flow monthly’, or ‘I survey my customers every quarter’) over a 6-month period, and connect them into a peer support group. It’s a highly scalable and effective model that allows entrepreneurs to feel in charge of their own learning journeys, without resorting to expensive (and often ineffective) consulting. We’ll have more data to show soon, but initial feedback is very promising. In one of our most successful programmes with entrepreneurs, 7,000 young entrepreneurs downloaded over 1 million tools from our online platform in less than 6 months.  100% reported business growth and 75% increased revenue.  Grow Your Business  is being tested rigorously through a Randomised Control Trial with a team of researchers at MIT. Participants at our Grow Your Business Programme in Partnership with KCB Bank Employees tend to have a very different learning style from entrepreneurs. They typically enjoy being part of a shared learning journey – and in fact this collective experience typically boosts engagement and improves outcomes. Employees are much more likely to complete a formal online course – as opposed to downloading informal tools and resources – and attend scheduled workshops, particularly if they know they’ll get a certificate, and think it might boost their career. Despite the different approaches, we’ve learned that combining online resources with in-person experience, plus and structured opportunities for on-the-job application, yields results for both for entrepreneurs AND employees.  Blended is best, always. 3 – Everyone needs soft skills. And soft skills are hard… We like to think of soft skills as personal habits for effectiveness. And everyone needs them. This is perhaps less of a surprise now than when we started AMI a few years ago, and many others in the talent space have identified the same need. But still, too many SGBs and intermediaries still think their biggest challenges are around technical, functional or ‘hard’ skills, when research and experience suggests that the less tangible skills – such as people management, communication, personal effectiveness, working as a team, critical thinking – often cause the biggest problems. Of course, these are also the skills that can be hardest to develop, particularly in the pressure-cooker of an entrepreneurial business. Working with an external learning partner can help. Again, we’ve noticed a real shift in the past few years, as talent-forward organisations increasingly see the value of investing in developing core people skills, at entry level as well as middle and senior management. Programmes that focus on  helping staff manage themselves  and their teams now account for almost all our work with established businesses. Even with busy entrepreneurs, we’ve embedded courses on personal effectiveness and setting goals into our programmes, and they often end up being the ones that generate the light-bulb moments, and the most significant changes in habits and practice. 4 – Investing in a few key people can lift a whole workforce. We’ve always hypothesized that investing in key managers, either at senior, middle or even line manager level, would not only improve the performance of those participants, but could affect employee engagement and productivity across a whole workforce. Our latest impact report confirms this assumption, with 100% of clients reporting improved company performance and 92% of business clients reporting improved productivity across the whole company (not just AMI participants), 96% noted improved employee engagement. The data is clear – providing structured learning opportunities even to a small group is a win for the entire team. It has a ripple effect – good managers, develop good workers. Developing key staff increases the collective capacity of the team, boosts employee job satisfaction and acts as a powerful retention tool. We hope this data will encourage even cash-strapped early-stage SGBs to invest early and often in their people, to quickly see the benefits across their team and the business more broadly. 5 – It is possible to demonstrate impact and Rol on developing people. For several years, the human capital community – particularly in East Africa – have been wringing our hands over how to measure impact and Return on Investment. Measuring intangibles like leadership skills, or organisational culture, is not easy. We often revert to blunt instruments like workshop feedback surveys or course completion rates. At AMI, we’ve been working hard to develop a better methodology for impact measurement. We don’t have the whole answer, but for the first time this year, AMI generated data proving that our programmes not only help build the skills of the individual participants who take them, but also drive the business performance of organisations.  This is a game changer in demonstrating how talent links with SGB performance, and in proving the RoI for developing people. AMI data showed that  92% of business clients saw improvements in management and leadership skills  among their employees, with 100% of clients saying business improved after they ran AMI learning programmes with their employees. Of those,  92% reported an improvement in operating efficiency  and 92% reported improved customer satisfaction. As Richard Branson said, look after your staff, and your staff will look after your customers… Our programmes with SMEs and entrepreneurs appear to be even more impactful than those with employees, despite often running with thousands of participants at a time. 100% of entrepreneurs who completed a post-programme survey saw a change in their business after engaging with AMI. Of these, 75% reported an improvement in revenue, 73% increased profit, 50% created new jobs and 35% secured debt or equity funding. All of them attributed that change at least partly to the AMI programme. We’re thrilled to finally have hard data that proves the power of people development. And we’re looking forward many more surprises, as we expand our work to empower individuals and organisations across Africa.

The original article ran on February 25, 2020 in South Africa’s Business Day as part of the series Innovate Africa: Entrepreneurial perspectives from a thriving Africa. The series is a partnership between Business Day / Businesslive and African Management Institute (AMI), focusing on the entrepreneurs and business innovations accelerating economic growth and establishing sustainable businesses across the continent. Solutions found that match the need and prices set, in keeping with the local economy.A popular way to get from point A to point B in Kigali – even for business people – is on the back of one of Rwanda’s estimated 45,000 “taxi-motos”. The low cost of using one of these 125cc motorcycles keeps conventional car ride hailing businesses out of Kigali. You’ll find similar options in other African countries, such as Kenya and Nigeria. One entrepreneur who has seen opportunities in this is Junior Kanamugire. His PikiWash offers a one-stop wash and service facility for taxi motos. He has imported an automated bike wash machine from India in a 20-foot container and has the rights to distribute these throughout Africa. The operation recycles up to 75% of the water used and the clean water does not damage bikes like the gritty river water used otherwise. He has 2,600 subscribed customers and revenue has grown steadily over the past year. But it is his plans for the future that make this a potential business bonanza. With an established customer base he is considering offering full servicing of motorcycles (oil changes and mechanical repairs), and sales of merchandise often preferred by motorcyclists. Future plans include up to three more locations in Kigali, and a few more in secondary cities. At the moment there is no successful ride hailing business model for moto taxis because the bikes are so ubiquitous that you can hail them live in the street without waiting. “And the app company would take too high a proportion of the modest fare,” adds Junior. Here is one of the great advantages of local entrepreneurships. Entrepreneurs on the ground can spot spin-off opportunities invisible to funders sitting in city office suites – like the smart Kigali entrepreneur who offers cloth head covers to keep customers clean when they don the moto taxi’s helmet. [Junior Kanamugire’s] PikiWash offers a one-stop wash and service facility for taxi motos… With Africa’s urban congestion and poor or nonexistent rural transport infrastructure, “mobility” (moving people and products) is one of the continent’s big challenges, and so it offers enticing opportunities for innovation. The extent of this innovation was illustrated this year when Bosch Africa ran a competition to find Africa’s best smart mobility start-ups. It received 222 entries from 27 countries in Africa within a space of a month. The winner’s prize was shared by two smart firms. Hello Tractor, founded in 2014, is a Nigerian digital platform and farm equipment sharing app that connects tractor owners with smallholding farmers. This helps the farmers by providing access to tractors while giving the owners an additional income stream. The platform also tracks the tractor’s performance and location remotely, thus preventing abuse and fraud. Everyone wins. The other winner, Kenyan-based BuuPass, founded in 2015, offers commuters an app on which they can book, pay for and receive tickets for different bus companies, all on their smartphones. So far it has sold 500,000 tickets on 115 routes for seven bus companies. Start-ups in East Africa are particularly helped by the grandparent of tech innovations, M-Pesa. This mobile phone deposit and payment system has transformed payments in Kenya, Tanzania and beyond, and propelled mobile phone operator Safaricom to a dominant position in East Africa. MTN Mobile Money has had similar success in Rwanda, being the backbone of outside banks’ money transfers. Mobile payments have transformed ease and security of payments for small businesses like PikiWash – it only accepts payment through Mobile Money. Oddly, M-Pesa has not thrived in SA, illustrating that innovation is often best when home-grown and thus able to accommodate local requirements and regulation. Some mobility innovations have been around for many years. In Kenya most minibus taxis are bought through savings and credit co-operatives (Saccos) that operate rather like SA’s stokvels except they are formally registered as deposit-taking entities and regulated through the Sacco Societies Regulatory Authority, established in 2010. Uber is big in many cities and has spawned a number of local competitors. Enterprising drivers keep two or more ride hailing apps on their phones to increase their customer base. At peak times they can also pick the call that pays them best, increasing competition between companies to attract the loyalty of drivers. Is there a dark side to this? Uber is criticised in developed markets for treating its drivers as contractors rather than employees, thus reducing their rights. In Africa, most of the drivers I have spoken to regard Uber as a step up from poorly paid driving jobs in companies. They work long hours but can choose the hours and over a period of time draw on company schemes to work towards owning their own car. Some go on to own a fleet and employ new drivers, who in turn dream of owning their own car. Inevitably Uber has generated a plethora of ride hailing competitors, some imported from elsewhere, some begun by big African companies wanting a share of the business, and some by typically entrepreneurial individuals or groups that have skills in making apps. Safaricom, for example, has a stake in Lyft, which recently launched an SMS service for those who cannot access their app on a smartphone. Any of these mainstream or alternative options could fail, but the momentum of innovation is good for economies. Innovation requires both technical expertise and business savvy, so quite often innovative start-ups are created by people while they are in full time employment. Junior holds down a full time job in training while driving PikiWash. Innovation, and indeed entrepreneurship, are qualities that are difficult to train for, but each time we build capacity in business, whether in corporate or SME fields, we increase the capacity of Africa to innovate and create employment. A last word from Junior in Kigali: “Finding home-grown solutions is a crucial component for developing countries. And this doesn’t necessarily mean reinventing the wheel. Finding solutions that work elsewhere in the world, and adapting them to address local problems, is the backbone of innovation.” The author Jonathan Cook is chairman of the African Management Institute (AMI). The series Innovate Africa: Entrepreneurial perspectives from a thriving Africa  is a partnership between Business Day / Businesslive and AMI, focusing on the entrepreneurs and business innovations accelerating economic growth and establishing sustainable businesses across the continent.

Fresh from the beach or the mountain, what sort of company do you want to help create this year? Leaders have the responsibility and privilege of creating the organisation of their choice. What values do you want to see flourish? Every organisation is unique, so for illustration let’s draw on a case everyone observes – a country – and draw parallels to leading our businesses. I am writing in South Africa, but I expect readers from other countries can draw similar insights. President Ramaphosa has been controversially slow in implementing a vision for South Africa, but I understand his approach to be to build the institutions that will act way beyond the constraints of his own power. This means not acting by fiat himself to fix wrongs arbitrarily as he notices them, but rebuilding the mechanisms of a healthy society so that every responsible person will fix wrongs when they see them. It’s slower, but far wider reaching and longer lasting. These institutions include the law and its implementers, the mechanisms of democracy, the things that influence society such as education, and that intangible shared set of assumptions and practices about honesty and respect for each other that we call culture. Does your company maintain a thriving culture beyond your influence? What structures, procedures and habits maintain things as they should be? Do your people understand what makes for sustainable success and are they committed to this? For institution-building to work in a country or company requires a critical mass of us, ordinary citizens, to want to follow the rules. Our daily contribution to justice, for example, is to obey laws and encourage those around us to do so too, both in the letter and the spirit. Even traffic laws. We need the majority to care about building for the future. Far too many powerful people believe the nation will continue to be productive if they ignore the greater good in their pursuit of personal power and wealth. It won’t. They want their turn to eat without realising that the pie that feeds them needs continually to be baked. The country’s infrastructure and economy are collapsing because people have helped themselves without building capacity for the future. They have taken the golden eggs without protecting and feeding the goose that lays them. The same applies to our companies. We thrive when every member is committed to expressing its best character. No amount of regulating, auditing and performance management (essential though these are) can match willing, voluntary adherence to the values that make the company great. That’s not complicated, but it does require consistent insistence from the top. Owners/managers first need to live the values. Then they need to talk about them a lot, explaining in practical terms what they mean in daily work. Then they need to follow up personally, noticing and commending those who exemplify the values, and coaching those who don’t. At its best, this will not always require punishments. If possible, the better route is to be thoroughly surprised and alarmed when anyone ignores the values, and hurry to help them correct it. Of course, this takes time. And if a different spirit has infected the company, it becomes that more difficult to change. What do you want the spirit of your company to be this year? If you own it, let this be the year when you both live the values and require them of your people. If you are not the owner, you can be your own ideal for the company you work for. This kind of commitment is noticed. And if we all live and talk as if our country were what we want it to be, that too will be noticed. There is a future if we create it. Jonathan Cook is chairman of the African Management Institute

Sustainable agriculture practices are critical for the advancement of SDG2: Zero Hunger in Africa. At the African Management Institute, we believe that agri-MSMEs are the super seed for improving Africa’s food systems , helping to unlock smallholder production capacity in the fight to end zero hunger.  Our recently released agri-white paper explores the human capital challenge, recognising the action steps required to achieve zero hunger and how supporting MSMEs can catalyse this progress. SDG2 sets an audacious goal, acting not as a unique indicator, but instead casting a larger impact on other SDGs such as sustainable livelihoods. We explore the connection between improving the productivity of smallholder farmer capacity and addressing the African jobs crisis, through accelerating the potential of agri-SMEs. With agriculture accounting for 52% of total employment across Sub- Saharan Africa, the sector remains as a critical focal point for meaningful change. At AMI, our theory of change in agriculture is built on the premise that supporting MSMEs through key interventions such as building talent capacity, driving innovation, enabling ecosystem development, and supporting the hidden middle can create a positive ripple effect towards the advancement of zero hunger by 2030. Focused on systemic challenges affecting MSMEs, youth, leaders, and ecosystem enablers, our programmes are designed to scale the outcomes of improved production capacity of the food systems. While a myriad of challenges make the progress towards accomplishing SDG2 slow, we remain keen on exploring the opportunities for growth that addressing human capital barriers can create. Download our white paper to learn more about skills development as a tool for enabling sustainable growth and progress.

Addressing the challenges facing the world’s food system requires ambitious, bold action. Specifically,  the social impact ecosystem must set out to equip Micro Small and Medium Enterprises (MSMEs) with the tools and training to improve their businesses, so these essential frontline actors can bear the weight that ultimately rests on their shoulders.  According to the authors of a commentary in Nature preceding the recent 2021 UN Food Systems Summit , the facts implore us to act and support MSMEs to be a key part of the solution; one in ten people is undernourished, more than one-third of the global population can’t afford a healthy diet, 30% of the world’s greenhouse emissions come from the food sector, the sector drives two-thirds of the loss in forests and poor farming practices degrade the shocks and strains brought about by Covid-19.  The Food Systems Summit is now in the rear view mirror and the challenges to the world’s and Africa’s food systems remain daunting.The question is how will we navigate the road ahead, and get closer to meeting SDG 2,  which seeks to end hunger, achieve food security, improve nutrition and promote sustainable agriculture. We should do it by implementing what we know works; supporting agribusinesses and entrepreneurs to grow stronger.  As the African Management Institute (AMI) , we know that businesses with improved core business skills drive economic growth, support and protect jobs – especially for women and youth –  and secure livelihoods for hundreds of millions. Even more important is that businesses with these essential skills are more likely to survive the already significant challenges of running a business, when faced with game changing shocks and stresses like Covid-19 or climate change. To add to this, if MSMEs can be oriented from the beginning with sustainability as a core habit and core building block, these actors can counter climate change and environmental degradation for generations to come.   However, the “hidden-middle,” as MSMEs in Africa’s food system have been called , are often overlooked in their essential role in Africa’s food systems. With environmental and climate change challenges added on, supporting entrepreneurs and teams that are bringing innovative and new business models can begin to change the tide. Though at the heart of the system, these businesses are significantly under skilled and their core business capabilities have largely remained unattended to or focused on.  At AMI we’re taking on this challenge head on, and with a laser focus, setting out to improve business and management skills across Africa’s ag sector at multiple levels – the private sector, civil society and government. Through our Agriculture Impact Area, we’re building a practice and approach which applies our expertise in building MSME and management capacity more intentionally across agriculture and agribusiness value chains.  For example, during the last year in the face of Covid-19, we launched the virtual Grow Your Agribusiness programme with Aceli Africa to support small and growing businesses in agribusiness to weather the challenges of Covid and build more resilient businesses and teams.  Aceli Africa is a high-impact partner, “increasing lending to underserved agricultural SMEs, thereby improving livelihoods for farmers and workers, creating opportunities for women and youth, strengthening food security and nutrition, and promoting sustainable environmental practices.” Through delivering our core business growth and resilience programmes to Aceli’s portfolio of scaling businesses we aim to  fortify and protect MSMEs that are leading the charge to strengthen Africa’s food systems.  The pilot cohort has shown exciting impact- 100% of businesses observed an increase in revenue, 76% had an increase in profitability, and 97% of those reporting improvements in their business attribute this success to the GYA programme. We’re expanding to hundreds more agribusinesses over the next year. Over the last year, we’ve also enabled civil society actors to further support their ecosystem of agriculture MSMEs. For example, our partner Farm Africa , works to reduce poverty, grow agriculture, protect the environment and develop businesses in rural areas. In eastern Africa, our Survive to Thrive programme is at the heart of their Cultivate programme , focused on supporting small and growing agribusinesses. We’ll be reporting impact data on this programme, which will employ a hybrid tech+touch approach to support hard-to-reach small agribusinesses in their own language, as it is collected.  With COLEACP , an association of companies and experts committed to sustainable agriculture in African, Caribbean and Pacific countries, we delivered our Business Survival Bootcamp programme to help key agriculture businesses who trade with the European Union and intra-regionally, to survive pandemic lockdowns. 100% of the businesses we supported are applying AMI tools on the job. Finally, we’re working at the country policy and leadership levels to support critical food systems and agriculture priorities. AMI, the Alliance for a Green Revolution In Africa (AGRA) and USAID’s Policy LINK, recently launched the Centre for African Leaders In Agriculture (CALA) , The Centre’s inaugural Advanced Leadership Programme delivered by AMI, will support 160 leaders from eight focus countries across the continent in government, public and private sector to deliver on agriculture sector priorities over the next three years.  We’re already seeing the net positive impact of these programmes and our other non-agriculture sector programmes. In 2020 alone, AMI supported over 3,700 businesses through our MSME bootcamps and programmes and we’ve estimated that businesses participating in our programmes protected an estimated 40,400 jobs, impacting over 202,000 livelihoods. More importantly, 100% of the businesses we supported on our core MSME growth programmes are still operating, based on a 78% response rate.  Our collaboration with partners such as Aceli Africa, Farm Africa, COLEACP and AGRA are just one contribution toward addressing the dire food systems challenges Africa and the world faces. However, we know that investing in leadership capacity, business skills and de-risking businesses for investment will be an investment akin to a super-seed to boost Africa’s food systems, one that the generations of today and the future are counting on us to plant and harvest.

As a small business owner thinking about the challenges of this year’s Covid lockdowns, it may be hard to find much to celebrate. The pandemic suffocated opportunity, growth, and livelihoods for many entrepreneurs and businesses around the world, including Africa.  Yet today, on Micro-, Small and Medium-sized Enterprises (MSME) Day 2021 , there is  much to be thankful for because of what MSMEs gave the world during the last year – they inspired us with their hope, adaptability and delivery, regardless of the challenges. More importantly, the story isn’t over – resilient and skilled MSMEs can and will play an important part in the economic recovery.  Understanding the Crisis In the early months of the pandemic, we at the African Management Institute (AMI) released the results of a survey with thousands of participants of our Business Survival Bootcamps (May 2020) revealing that 87% of entrepreneurs across Africa were worried about surviving the effects of the pandemic, with 67% of the surveyed stating that they were already getting hard hit by the lockdown measures experienced across the continent. By July 2020 the International Trade Centre (ITC)’s SME Competitive Outlook 2020 reported results of a survey on COVID-19’s impact among businesses in 136 countries, showing just how deep the crisis already was.  Key statistics from ITC’s report indicated that going into Covid, MSMEs had lower “resilience index” scores than their larger counterparts and were therefore more likely to be hit harder. Those who were able to be more resilient to the “shocks”, by developing key business fundamentals and adapting, increased their chances of survival as a business. Hope Kept The Lights On, Skill Kept The Doors Open When Covid hit in March of last year, our programmes at AMI shifted from a blended model to fully virtual, and focused on supporting as many MSMEs as possible, leveraging our existing virtual engagement experience and robust online learning platform and content. We focused on supporting business owners not just to thrive, but to survive and keep their doors open. By mid-2020 we were calling for businesses to build their resilience and save their businesses – “Hope kept the lights on, skill will keep the doors open”, we told them in our ad campaigns.   We’ve been inspired beyond expectations as everyone we’ve worked with, from gig workers to medium-sized businesses, have dug deep to adapt, retool and find new revenue opportunities. We were amazed to see 100% survival rates among those on our structured business resilience and growth programmes (on a 78% response rate). AMI’s own Covid-inspired Thrive Network has grown to tens of thousands of self-described “Thrivers” from over 40 cuntries across Africa, coming together to support each other and build wider networks across the continent. We’re proud that 91% of the hundreds of businesses who joined our new Survive to Thrive business growth programme , designed in response to the pandemic, say their businesses are stronger as a result.  [More data about our impact will be available this week when we release our full AMI 2020 Impact Report – sign up here to receive a copy.] Yet, our work in supporting African businesses to build resilience  isn’t done . Today, second and third waves are rising up across the continent and the prospect of more lockdowns and economic hardship is real. With MSMEs representing 80% of the economy in many African countries, the survival of MSMEs will be essential fuel for driving Africa’s economic recovery. In Rwanda for example, through the support of Mastercard Foundation’s COVID-19 Recovery and Resilience Program, AMI is supporting 2,500 MSMEs with our Business Survival Bootcamps and business growth programmes . We’re already hearing from Rwandan MSME’s about the difference the Kinyarwanda language programme is making in their businesses (see video above). That’s why AMI will be celebrating #MSMEDay21 all week. We’ll be sharing resources and focusing on the stories of resilience and hope from ambitious businesses and entrepreneurs we’ve worked with. Do you want to celebrate #MSMEDay21 with us? Here are a few actions you can take: If you are the owner of an MSME anywhere in Africa – learn more about our Survive to Thrive programme to build your business’ resilience through fundamental business skills. If you’re a former participant or current AMI participant in one of our programmes, reach out to three other entrepreneurs to share this article with them about why it’s so important to build resilience and skills for their businesses.  If you are an ambitious African entrepreneur – join our free Thrive Network. If you’re an organisation or institution that wants to scale your impact and reach more MSMEs, contact our partnerships team at andrea@africanmanagers.org Follow #MSMEDay21 on social media and learn more about this year’s theme MSMEs: Key to an inclusive and sustainable recovery

A year after Covid-19 started to sweep Africa, shuttering businesses and economies, it’s become clear that women-owned small businesses have been particularly hard hit and need support to rebuild. But how do we ensure female business owners and leaders get the support they need to thrive, on their terms? As a female entrepreneur myself, I’m familiar with some of the challenges women business owners and leaders have experienced in the last year – particularly the competing demands of managing work and family life through a crisis. It’s been hard. But I’ve also been deeply impressed by the resilience of so many female entrepreneurs my company AMI has supported across Africa in the last year. One remarkable Kenyan entrepreneur on AMI’s business growth programme , called Stella, told me how she temporarily closed her hotel business due to Covid but managed to save a few jobs by adapting the restaurant for online delivery. She also converted another restaurant she owned into a takeaway snack shop, and successfully transitioned a school she owns to online learning, all while supporting her own daughter through remote learning. Tens of thousands of women like Stella have adapted their business models, streamlined operations, identified new opportunities and motivated their teams to keep going through tough times, often in sectors that have been the hardest hit, such as hospitality and services. Many battled to save their businesses while also home-schooling their kids or caring for other family members. That’s why this year we’ve extended our scholarship offering for our Survive to Thrive programme to women-owned businesses and social and environmental impact businesses. So much has been written about how women like Stella have been disproportionately affected by the pandemic, in economic terms. And on International Women’s Day, there have been multiple calls to support women leaders, and particularly business owners, to ‘build back better’. But how can we best support Africa’s female entrepreneurs, on their own terms? After providing 1000s of SMEs during the pandemic with business support, we’ve identified 4 practical ways we think the business support ecosystem can support female business owners to build back better:  1) Targeted outreach with female-friendly language – In a 2019 World Bank report about businesses across sub-Saharan Africa it was found in one study that, “capital investment is more than six times higher in the average male-owned firm than the average female-owned firm.” Entrepreneur support programmes, which can lead to businesses attracting investment, are notoriously bad at reaching and serving women, and typically the majority of businesses that join accelerator programmes are male owned. Part of the problem is that more men apply for these programmes. However, we’ve found at AMI, that women who DO apply and get onto a programme, are often more likely to engage meaningfully with the programme, and more likely to translate what they learn into actionable change – and eventually growth – for their business. Given the additional burdens women entrepreneurs face, we are working to maximise their opportunities for accessing business support. This means offering scholarships for women-owned businesses to ease the financial burden. We’ve also found that the language and optics we use in outreach campaign matters. When we feature images of female business leaders, and specifically state that women are encouraged to apply, we see applications from women increase. We also avoid the macho language that often dominates the start-up and entrepreneurship ecosystems – staying away from competitive pitch nights and talk of heroes disrupting industries – and focusing instead on telling the sometimes-unglamorous stories of everyday business leaders make tough decisions and work hard to build great companies. We think this resonates with women founders.    2)      Be flexible with support: During the height of the pandemic, many female entrepreneurs told us they just couldn’t cope with the typical requirements of a busines support programme, such as attending workshops or yet another Zoom call. However, they also knew they needed really practical tools they could immediately use in their business to assess risks, get costs under control, address supply chain issues, and connect with their customers in a world turned upside-down. At AMI we found that maximising flexibility – and leveraging our deep experience with digital support – made a huge difference in providing relevant support for women without adding to their burdens. We shifted some events to evening hours, after working mothers told us they could sometimes join a session after the kids were in bed. We recorded all our virtual workshops so participants could listen later if attending just wasn’t possible. And we broke down content into bite-sized chunks, working to ensure ever single tool we put in front of our entrepreneurs served an immediate purpose in their business. We’re still analysing the results, but initial data shows that while businesses who took AMI programmes saw steep drops in revenue and profits, the vast majority – both male and female-owned – survived, and are now building back better for the future. 3) Focus on mindset: One of the biggest learnings from AMI last year is that mindset matters for entrepreneurs even more in a crisis. As we engaged with over 2,000 entrepreneurs through our free Covid-19 Business Survival Bootcamps and other offerings, we were quickly exposed to the emotional toll the crisis was taking on business owners. Based on feedback from entrepreneurs, as well as evidence that a greater emphasis on personal initiative training can be highly impactful for entrepreneurs, we redesigned our business support programmes to focus on helping entrepreneurs build positive and resilient mindsets. We also offered free meditation and reflection sessions called Rise, which continue to be well attended and appreciated by women. Again, we’re still analysing the results, but anecdotally, we see that our entrepreneurs seemed better able to adapt to the situation they faced and identify new opportunities that kept them going through the worst of the crisis. 4)      Help women capitalise on their strengths: I’ve often felt frustrated at calls from the entrepreneur funding and support ecosystem for women to develop confidence, be bolder with their ideas and ‘take up more space’. I understand these efforts are well intentioned and can be helpful. But I often wish that instead of asking women to speak louder, perhaps men could speak less. Male entrepreneurs could moderate their sometimes-over-stated claims about disrupting industries, temper their hubris, and learn from the sometimes more pragmatic and realistic approach of their female counterparts. Male investors could stop mansplaining female founders their own business and listen to both their vision for the future, as well as their risk assessment. It’s always dangerous to generalise around strengths and weaknesses in terms of gender. But I’ve been struck by how many female entrepreneurs we work with have focused their energy during the pandemic on leading and supporting their teams, protecting their jobs as far as possible, showing compassion and empathy to employees and customers. It is risky to point to compassion as a ‘female strength’, but a broader understanding of what constitutes good leadership, could result in greater recognition for the individual strengths of female founders. On a continent where the pool of skilled talent is often constrained, leadership and organisational culture strength can quickly become a competitive advantage. Just as female leaders on the world stage were praised for more compassionate and collaborative leadership during the crisis , I wonder if it’s time to celebrate female entrepreneurs for their people-centered leadership approach, and encourage them to capitalise on these strengths, as they build back better for a stronger Africa? We’re not waiting to answer that question here at AMI, it’s something we #ChoosetoChallenge – we know that women are equally qualified to lead teams and businesses, we’ve been up to the challenge for millennia and nothing is stopping us now. We’re here for anyone ready to take on the challenge, together!   Rebecca Harrison is the CEO and co-founder of the African Management Institute.