Leading in uncertain times
Leading in uncertain times
CEOs in East Africa still report being at the front end of disruption in their respective industries. They have a thirst for innovation and recognize what nurtures it, but their organizational cultures are still not at a point where failure is embraced as a valid part of the process. To be truly disruptive, CEOs must face uncertainty and tackle it head on, drawing on various sources to best inform their decisions. They now have a widely shared and growing appreciation of the need to get to know their customers better; a key input into making smart investments that will deliver enhanced customer experiences, and in turn realize the best returns for growth. They are also restructuring their leadership teams, bringing a broadened set of skills to the table to inform strategy. Where they are unable to push the boundaries of their own capacity and be truly disruptive, they will seek out partnerships and draw on the capabilities of their strategic allies.
CEOs in East Africa still report being at the front end of disruption in their respective industries. They have a thirst for innovation and recognize what nurtures it, but their organizational cultures are still not at a point where failure is embraced as a valid part of the process. To be truly disruptive, CEOs must face uncertainty and tackle it head on, drawing on various sources to best inform their decisions. They now have a widely shared and growing appreciation of the need to get to know their customers better; a key input into making smart investments that will deliver enhanced customer experiences, and in turn realize the best returns for growth. They are also restructuring their leadership teams, bringing a broadened set of skills to the table to inform strategy. Where they are unable to push the boundaries of their own capacity and be truly disruptive, they will seek out partnerships and draw on the capabilities of their strategic allies.