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Africa’s digital transformation dilemma: Why we keep failing and the framework that can fix it

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By Joseph ATTA-WOODE

Across the continent, governments and corporations are rushing to digitize from e-governance platforms to online banking, from smart agriculture to digital classrooms. Yet behind the optimism lies a sobering truth: up to 70percent of digital transformation (DT) projects fail (Tabrizi et al., 2019; Gartner, 2018).

The reason? Not a lack of technology but a failure of leadership, culture, and engagement. Africa’s digital revolution is not failing because of bandwidth or budgets, but because of people.

Digital transformation is not a one-time software installation. It is a complete rethinking of how organizations create value in a digital world (Matt et al., 2015). Unfortunately, many African institutions still treat it as a procurement exercise, rather than a cultural and strategic evolution, similar to the preference of Metaverse sport the world over (Atta-Woode & Gangai, 2025).

According to Buvat et al. (2018), 65% of global firms lack digital leadership capacity, a challenge even more acute in Africa. In many organizations, decision-making is top-heavy, change-averse, and disconnected from the workforce. The result is a wave of failed projects and wasted investment.

From Accra to Nairobi, digital platforms have been launched with fanfare only to fall silent months later. Employees resist because they see digitalization as replacement rather than empowerment (Sherin, 2023).When people are left out of digital change, technology becomes a threat instead of a tool. A rigid corporate culture, combined with poor communication, has made digital transformation in Africa more of a slogan than a success story.

My recent study, ‘Innovative Digital Transformation Strategy: A Conceptual Framework of Leadership, Culture, and Engagement’, suggested a model grounded in Dynamic Capabilities Theory (DCT). Introduced by Teece, Pisano, and Shuen (1997), this model argues that an organization’s survival in rapidly changing environments depends on its ability to sense, seize, and reconfigure resources to maintain competitiveness. In African context, our organizational leadership must cultivate these three critical abilities:

  1. Sensing – Detecting emerging digital opportunities and threats.
  2. Seizing – Acting decisively through visionary leadership and resource alignment.
  3. Reconfiguring – Adapting internal processes and culture to sustain competitiveness.

This makes DCT not only relevant but also essential for African organizations facing volatile economic, social, and technological conditions. Africa’s digital transformation journey differs fundamentally from that of Western economies. The continent’s challenges includes limited infrastructure, institutional fragility, fluctuating policies, and workforce skill gaps. Africa needs flexible strategies for digital transformation and not static solutions. Dynamic Capabilities Theory provides exactly that: a model for continuous adaptation and renewal rather than one-off reform for Africa’s organizations in turbulent markets where yesterday’s solutions rarely solve tomorrow’s problems.

In Ghana, for example, the government’s digital ID initiative, e-levy systems, and paperless port reforms show how policy and technology evolve amid uncertainty. Only institutions that can reconfigure quickly survive such disruption. DCT provides a framework to guide this adaptation by focusing on learning, leadership agility, and resource alignment all critical for sustainability (Teece, 2018; Eisenhardt & Martin, 2000).

Furthermore, African firms are not just adopting technology; they are leapfrogging entire stages of development moving from analog to mobile or AI-driven systems in one leap (Ndemo & Weiss, 2017). Such rapid, non-linear growth requires what DCT calls dynamic reconfiguration, the ability to redesign structures, retrain workers, and reallocate resources in real time (Ambrosini & Bowman, 2009).

The theory also resonates with African cultural contexts, where informal networks, social trust, and adaptive leadership play crucial roles in business success. Unlike rigid Western frameworks, DCT accommodates contextual learning and improvisation traits deeply embedded in African entrepreneurship and governance systems (Loonam et al., 2018; Okpo, Ikediashi & Afolabi, 2023).

Why African organizations need this model

  • Builds leadership agility – Leaders gain the foresight to anticipate digital trends and align them with strategic goals (Kotter, 2000).
  • Promotes cultural adaptability – Organizational culture shifts from rigid hierarchies to collaborative, learning-driven environments (Mergel et al., 2019).
  • Drives employee engagement – Workers become contributors to innovation rather than victims of automation (Kane et al., 2018; Gallup, 2021).
  • Sustains competitiveness – Continuous learning and flexibility become built-in, ensuring survival in volatile digital markets (Teece, 2018).

Deloitte (2020) found that companies emphasizing engagement during transformation recorded faster adoption rates and higher morale, while adaptive cultures (Kocak & Pawlowski, 2022) increased success rates across industries.

The leadership imperative

Africa’s digital future depends not on coding, but on leadership courage and competence. Digital transformation must be led by leaders who can communicate, connect, and collaborate.

They must:

  • Understand technology as a business strategy, not a gadget.
  • Build inclusive cultures where every employee understands their role in change.
  • Invest in re-skilling and knowledge sharing.
  • Encourage open dialogue and cross-functional innovation.

Leadership agility means the ability to pivot quickly and learn continuously-the hallmark of successful digital leaders.

Governments should create national digital leadership programs to build capacity within ministries, state enterprises, and academia. Universities must integrate digital leadership and transformation frameworks into their business and public administration curricula. The time is now more especially, where Artificial Intelligence (AI) is revolutionizing our way of work and the technological space across the world. Africa is already behind the adaptation of AI and automations. African success stories such as Rwanda’s e-governance, Kenya’s fintech ecosystem, and Ghana’s digital ID system show it is possible when leadership, culture, and engagement align, as technology alone does not transform institutions, people do.

The way forward

Africa is at a digital crossroads. With its youthful population and growing internet access, the continent holds immense potential. Nevertheless, potential without transformation is inertia. The proposed framework offers a roadmap to convert digital ambition into sustainable success through leadership that senses change, cultures that adapt, and employees who engage. Africa does not need another app, it needs adaptive leaders and digital cultures that can reconfigure and rise.

The truth is uncomfortable: Africa’s digital revolution is not failing because of bandwidth or budgets, but because of people and our inability to acknowledge and appreciate our circumstances and adopt a digital transformation tailored towards our leadership style, inherent cultural traits, and the resources needed for such technological advancement. Not every process need to be digitalized, and not every organization or entity needs digital transformation.

>>>the writer is a PhD Scholar in Management, Sharda University India and Facilitator of AI Certificate Programme at Ghana Christian University College, Accra. Ghana. His specialties include Leadership, Digital Transformation-AI, Strategic Innovation and Organizational Behaviors.

Short-term comfort must not come at cost of long-term resilience – Veep, says stability is not a gift

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By Juliet ETEFE ([email protected]) 

The Vice President, Professor Jane Naana Opoku-Agyemang has cautioned that the country’s recent economic recovery will not be sustained unless the country resists short-term fixes and instead consolidates its gains through discipline, productivity, and long-term value creation.

According to her, economic stability is not accidental and cannot be treated as a momentary relief, but must be intentionally built through strong institutions, consistent policy choices, and local value addition.

Speaking at the 14th Ghana Economic Forum (GEF) organised by the Business and Financial Time in Accra, she said the lessons of recent history must guide current decision-making.

“Short-term comfort should never come at the cost of long-term stability,” she stated. “Stability is not a gift. It is earned. It comes from discipline and the choices we make as a people.”

She observed that, for decades, Ghana’s overdependence on raw commodity exports and excessive import reliance had weakened the fundamentals of the cedi and exposed the economy to shocks.

“When we depend too heavily on raw exports and excessively on imports, and when we fail to discipline our fiscal habits, the cedi pays the price,” she said.

Prof. Opoku-Agyemang said ongoing fiscal consolidation and financial sector reforms are gradually restoring confidence in the economy, noting that macroeconomic indicators are improving.

“The cedi has strengthened significantly, recovering from the turbulence of a few years ago when it was named one of the worst performing currencies globally. Inflation is now at 9.4 percent,” she said, adding that the country’s gold reserves have increased and creditor agreements have eased pressure on public finances.

“These are not miracles, they are the outcomes of deliberate, disciplined choices,” she added.

However, she cautioned that the current momentum must not lead to complacency. “This is not a time for comfort but for consolidation. If we want a stable currency, then we must add value to what we produce. Cocoa must not leave our shores as beans, bauxite must not leave as ore, and gold must not leave as dust,” she said.

She emphasised that every stage of processing that takes place in Ghana strengthens the cedi, creates jobs, expands industrial capacity and preserves national dignity.

“Our farmers, artisans and professionals deserve to see the full reward of their labour at home,” she said.

The Vice President also highlighted the centrality of youth participation and small business empowerment to economic transformation, describing the youth as “the lifeblood of our economy.”

Through training, targeted financing and innovation support, she said, Ghana can build a more productive and competitive domestic market.

“Stability is not achieved by hope. It is built on habits paying taxes honestly, producing more than we consume, and investing in our own capacity to add value,” she stated.

She expressed optimism that 2025 presents a chance to move from emergency recovery to sustained transformation.

“True sovereignty is not isolation; it is the courage to make difficult choices for prosperity,” she said.

“If we consolidate these gains, Ghana can build resilience that outlives this moment and secures the future of our people.

“What we earn as a nation will depend on the values we uphold. That is how stability is protected not as a gift, but as a legacy we choose to build,” she noted.

Insight Forge with Terry Mante: Confidence is not arrogance

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“A society that discourages confidence will eventually reward timidity and resent success.” – Terry Mante

The meeting had barely begun when everyone noticed Ama. She walked into the boardroom with calm energy, greeted the team with a firm smile, and took her seat without fuss. When it was her turn to present, she spoke clearly, answered questions without defensiveness, and admitted what she didn’t know without flinching.

After the meeting, one colleague leaned over to another and whispered, “She’s really full of herself, isn’t she?”

No, she wasn’t. Ama was simply confident. But in a world where self-assurance is often mistaken for pride, confidence sometimes looks suspiciously like arrogance.

The Confidence Confusion

I have seen this confusion play out many times in professional spaces. The person who speaks with conviction is labelled as “too sure.” The one who takes initiative is seen as “trying to outshine others.” The leader who makes decisions without hesitation is called “bossy.”

Somewhere along the way, we began to treat modesty and mediocrity as twins. We decided that people who are comfortable in their own skin must be conceited. And so, many capable men and women shrink their presence, silence their opinions, and dilute their strengths just to avoid being misunderstood.

Confidence and arrogance may look alike from a distance, but up close they are completely different species.

What Confidence Really Is

Confidence is a healthy awareness of your value. It is the quiet conviction that you have something to offer, even while knowing you still have a lot to learn. It doesn’t shout. It doesn’t trample. It simply stands tall.

Arrogance, on the other hand, is the illusion that you are the only one who matters. It is not about self-belief; it is about superiority. The confident person says, “I can do this.” The arrogant person says, “Only I can do this.” Confidence creates room for others; arrogance consumes it.

Lessons from Experience

Over the years as a management consultant and trainer, I have met both kinds of people. The arrogant ones usually walk into a room with a need to prove something. They interrupt, dominate, and pretend to know everything. Ironically, their need for validation often comes from deep insecurity.

The confident ones enter quietly, listen carefully, and speak thoughtfully. They don’t need to dominate because they are comfortable in their competence. Their presence says, “I belong here, and so do you.” The difference is subtle but powerful: arrogance competes, confidence contributes.

How to Build Confidence Without Crossing the Line

If you’ve ever worried that being confident might make you appear arrogant, here are a few ideas to help you stay grounded while still standing tall.

  1. Know your worth, but remember everyone else has worth too. Confidence is not about placing yourself above others. It is about recognizing value – yours and theirs – and acting from mutual respect.
  2. Let results speak louder than ego. True confidence doesn’t rely on constant self-promotion. It shows up in competence, consistency, and character. When you do the work well, you won’t need to convince anyone.
  3. Be teachable. Confident people are open to feedback because they know that learning is not a sign of weakness. Arrogant people resist feedback because they fear it will expose them. The difference is humility.
  4. Celebrate others genuinely. Insecure people feel threatened by other people’s success. Confident people applaud it because they understand that someone else’s light doesn’t dim theirs.
  5. Speak with assurance, not aggression. You can express opinions firmly without dismissing others. Confidence is assertive; arrogance is dismissive. Your tone, not just your words, makes the difference.

Why Confidence Matters

Confidence is not just a personal trait; it is a leadership necessity. Teams draw energy from leaders who are secure enough to make decisions, admit mistakes, and empower others. Communities thrive when people are unafraid to use their gifts. A society that discourages confidence will eventually reward timidity and resent success.

The truth is, false humility helps no one. Playing small doesn’t make you noble; it only limits your impact. Confidence allows you to occupy your space with grace, not guilt.

So, the next time you see someone like Ama – calm, competent, and composed – don’t be too quick to label them as arrogant. They might simply be someone who has learned to stand tall without stepping on anyone.

And if that someone happens to be you, stand tall anyway. The world needs your confidence, not your apology.

——Bottom of Form

About the author

Terry Mante is a thought leader whose expression as an author, corporate trainer, management consultant, and speaker provides challenge and inspiration to add value to organizations and position individuals to function effectively. He is the Principal Consultant of Terry Mante Exchange (TMX). Connect with him on LinkedIn, Facebook, X, Instagram, Threads and TikTok @terrymante and www.terrymante.org.

The economy’s golden moment: A year of gold gains

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By David Nii ARMAAH

Gold is having a moment, and so is Ghana. Global prices for Gold have soared past US$4,000 per ounce this year, giving Ghana, Africa’s top gold producer, its biggest export opportunity in years.

This year, Ghana’s gold sector has frequently been in the headlines, thanks to key policy reforms and record-breaking export revenues. These developments have strengthened the gold industry, making it a vital force behind the country’s growing economic resilience.

Ghana’s year in gold so far

Ghana is experiencing a record-breaking year in gold export revenues. Between January and mid-October 2025, Ghana earned over US$8 billion from small-scale mining gold exports alone – nearly doubling the entire US$4.61 billion earned in 2024.

This surge in revenue is driven by the export of more than 81,700 kilograms of gold, marking a significant increase in both volume and value compared to previous years.

Total gold production is projected to exceed 5 million ounces by the end of 2025 – a rise of more than 6percent year-on-year. Several key factors are driving this remarkable performance:

  • The creation of the Ghana Gold Board (GoldBod), which centralizes and regulates artisanal gold trading.
  • Continued high global gold prices; rising global gold prices mean Ghana earns more dollars from its exports, which boosts reserves, stabilizes the cedi, and strengthens the economy.
  • Introduction of policy reforms has brought tighter government oversight, which has improved gold traceability and curbed smuggling across the supply chain.

These elements combined have brought greater transparency, boosted investor confidence, and ensured that more of the gold’s value is retained within Ghana’s economy.

The price surge in gold and what it means

The recent rise in global gold prices has been a major boost for Ghana. Higher prices mean the government is earning more from gold exports, and investors are seeing renewed confidence in the mining sector.

Analysts expect a revenue surge that could help ease Ghana’s debt pressures and strengthen its foreign exchange reserves. Remember, as of October 2025, Ghana has earned over US$8 billion from small-scale gold exports alone, almost doubling last year’s total. This reflects not just higher prices but also improved regulation and oversight in the sector.

While Ghana continues to export much of its gold in raw form, these strong revenues provide an important foundation for future economic growth and stability.

The Galamsey problem that won’t go away

Despite these gains, illegal gold mining, widely known as galamsey, remains a challenge. It continues to scar lands, pollute rivers, and drain potential revenue. Per multiple reports this year, communities across Ghana’s mining regions have been caught between survival and destruction, with little progress on enforcement. It’s a paradox: at a time when gold is more valuable than ever, Ghana is still bleeding value from illegal and unregulated operations

The Ghanaian government has demonstrated commitment to combating illegal mining in 2025. The Illegal Mining Enforcement Task Force was reactivated this year, leading to the shutdown of over 150 illegal mining sites and the arrest of more than 300 offenders. Hopefully, these efforts and others will move beyond short-term fixes and lead to lasting progress in creating a safer, more transparent mining sector.

So what’s next for Ghana?

Ghana’s gold boom is something to be proud of, but what really matters is what comes next. The real test will be how well the country manages this momentum: continue keeping things transparent? putting the money to good use? investing in ways that create lasting opportunities? These are the questions to guide us.

Building more value at home, through refining and manufacturing, could turn gold from just an export into a real engine for growth. And as the fight against illegal mining continues, the hope is that these efforts don’t just fix today’s problems, but help shape a fairer, safer mining future for everyone.

>>>the writer is a top-tech Researcher and an Industry voice. He possesses the analytical skills of an applied researcher and expertise in data, technology, innovation, and digital entrepreneurship. Connect via LinkedIn: David Nii Armaah

National development planning (2): Beneath-ground vs Above-ground resources

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By Dela EVANS

Ghana’s development strategy hinges on a dual resource framework: finite extractive assets below ground, and renewable human and ecological assets above.

Beneath-ground resources—minerals like gold, bauxite, lithium, oil, and rare earths—fuel industrial growth but require transparent governance, local value addition, and strategic reinvestment to avoid volatility and depletion.

Above-ground resources—human capital, agriculture, renewables, and cultural heritage—offer long-term, regenerative potential. These must be cultivated through education, climate-smart farming, green energy, and global cultural engagement.

The development sweet spot lies in integration: using extractive wealth to empower human and ecological assets. When mining revenues fund schools, solar farms, and tech hubs, Ghana shifts from dependency to sustainable dynamism

The path to self-sustaining prosperity – Autonomous growth and the Rule of 70

As Ghana charts its long-term development course, the goal is to cultivate an economy whose momentum is driven from within—where growth is powered not by external aid or intervention, but by the country’s own population, innovation, and productive capacity.

This vision is anchored in the principle of autonomous growth—the natural expansion of the economy through internal forces such as demographic vitality, technological progress, capital accumulation, and entrepreneurial activity. Autonomous growth reflects the economy’s “default momentum”—the kind of progress that continues even in the absence of foreign aid, government stimulus, or global shocks.

For policymakers, this concept offers critical strategic value:

  • Sustainability – Autonomous growth signals the underlying health and resilience of the economy. A country that can grow on its own is better equipped to weather global volatility.
  • Policy Benchmarking – It allows leaders to distinguish between growth driven by reforms and growth that would have occurred regardless—enabling more accurate evaluation of policy impact.
  • Long-Term Planning – Understanding autonomous growth helps governments forecast future needs—such as infrastructure, education, and employment—with greater precision.

This is where the Rule of 70 becomes a vital planning tool. It states that dividing 70 by the annual growth rate gives the number of years it takes for an economy to double. For example, with a 7% growth rate, Ghana’s economy would double in just 10 years. This simple yet powerful formula helps planners set realistic targets, measure progress, and anticipate resource demands.

By aligning extractive revenues with regenerative investments, and by fostering conditions for autonomous growth, Ghana can reach its development sweet spot—a point where internal momentum sustains national progress, and strategic foresight ensures that growth is inclusive, resilient, and enduring.

Visualizing the Rule of 70 The chart below illustrates how doubling time decreases as growth rates increase:

Chart Title: Rule of 70: Economic Doubling Time by Growth Rate X-axis: Annual Growth Rate (%) Y-axis: Years to Double Economy

At 1% growth, it takes 70 years to double the economy. At 10%, it takes just 7 years. The curve reveals an inverse, nonlinear relationship—highlighting how even modest increases in growth rates can dramatically accelerate national progress.

Phased implementation plan (2029–2049)

To translate Ghana’s strategic vision into tangible progress, the national development agenda will unfold through five interlinked phases. Each phase builds upon the previous, ensuring continuity, scalability, and impact across sectors—from agriculture and infrastructure to innovation and sustainability.

Phase 1: 2029–2033 — Laying the foundations

Focus: Agriculture revitalization, rural infrastructure, and technical skills development.

  • Expand irrigation and mechanization for smallholder farmers.
  • Build rural roads and storage facilities to reduce post-harvest losses.
  • Launch vocational training in agriculture, agro-processing, and digital platforms.
  • Pilot agro-processing zones in cocoa, cassava, and maize regions.

Expected Outcomes: Increased agricultural productivity, improved rural livelihoods, and a skilled workforce ready for agro-industrial expansion.

Phase 2: 2033–2037 — Agro-industrial expansion

Focus: Agro-processing scale-up, value chain development, and technical education.

  • Scale agro-processing zones into regional export hubs.
  • Strengthen linkages between farmers, processors, and urban markets.
  • Expand technical education in food tech, logistics, and agribusiness.
  • Introduce private sector incentives and begin extractive revenue transition.

Expected Outcomes: Growth in agro-based exports, enhanced food value chains, and stronger technical education systems.

Phase 3: 2037–2041 — Infrastructure and industrialization

Focus: Infrastructure development, energy transition, and light manufacturing.

  • Invest in transport corridors (rail, road, ports).
  • Expand solar and wind energy in rural and industrial zones.
  • Develop industrial parks for textiles, packaging, and electronics.
  • Digitize public services and expand broadband access.
  • Strengthen governance institutions for transparency and investment confidence.

Expected Outcomes: Improved connectivity, diversified energy mix, and emergence of competitive light manufacturing.

Phase 4: 2041–2045 — Innovation and technology

Focus: Advanced industries, digital economy, and research & development.

  • Invest in R&D centres and university-industry partnerships.
  • Promote startups in tech, biotech, and clean energy.
  • Expand STEM education and innovation hubs.
  • Deepen global value chain participation through high-tech exports.
  • Implement smart city initiatives in major urban centres.

Expected outcomes: Increased innovation capacity, growth in high-value exports, and enhanced urban sustainability.

Phase 5: 2045–2049 — Sustainability and legacy

Focus: Environmental resilience, cultural economy, and inclusive development.

  • Scale climate adaptation in agriculture and coastal zones.
  • Promote cultural industries (music, fashion, heritage tourism).
  • Strengthen social protection and inclusive policies.
  • Institutionalize long-term planning and citizen participation.
  • Evaluate and refine strategy for the next generation.

Expected Outcomes: Climate-resilient economy, vibrant cultural sector, and inclusive national development.

Conclusion – From vision to action

Ghana’s path to sustainable national development demands more than ambition—it requires disciplined execution, strategic foresight, and inclusive governance. To translate this vision into measurable outcomes, the country must adopt a coherent set of policy guidelines that anchor planning in consistency, accountability, and adaptability.

First, integrated resource planning must ensure that revenues from extractive industries are systematically reinvested into human capital, infrastructure, and innovation. This linkage transforms finite wealth into enduring progress.

Second, scenario-based forecasting must become a standard tool in policymaking—enabling Ghana to anticipate disruption, model complex interdependencies, and design resilient strategies through cross-impact assessments of both linear and non-linear variables.

Third, decentralized implementation is essential. Local governments and communities must be empowered to adapt national priorities to regional realities, ensuring that development is inclusive, context-sensitive, and locally owned.

Fourth, performance monitoring and feedback loops must be institutionalized. Real-time data systems and citizen engagement mechanisms will allow for continuous learning, course correction, and transparency.

Fifth, legal and institutional reforms must reinforce the rule of law, combat corruption, and foster civic participation—building the trust and stability needed to attract long-term investment and unlock national potential.

Finally, Ghana must uphold intergenerational equity—ensuring that today’s decisions protect the interests of future generations. This means balancing short-term gains with long-term sustainability in resource management, education, environmental stewardship, and social inclusion.

Together, these principles form the scaffolding of a resilient development architecture—one that is visionary yet grounded, ambitious yet accountable. With strategic clarity and collective commitment, Ghana can shape a future defined not only by growth, but by dignity, opportunity, and legacy.

>>>the writer is a retired C-suite consultant and certified expert in Change Management and Transformation Strategy, with a distinguished career spanning corporate transformation and national development advisory. With extensive experience consulting for multinational European banks, industrial firms, and manufacturing conglomerates, Dela has led strategic change initiatives across international contexts—bridging private sector innovation with public sector reform. As the founder of the Ghana Change Academy, Dela now channels this expertise into advancing governance, institutional capacity, and citizen-centered development. His work reflects a deep commitment to systems thinking, inclusive growth, and the strategic foresight required to shape resilient national futures. Email: [email protected]

On Cue with Kafui Dey: From knowledge to wisdom: turning experience into expertise

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– Information is everywhere, but interpretation is rare

There was a time when knowledge was a scarce commodity. You had to travel miles to a library, dig through dusty encyclopedias, or sit at the feet of a wise elder to get it. Today? Knowledge is everywhere—on Google, YouTube, WhatsApp, and that one cousin’s Facebook page who insists he’s now a “crypto consultant.”

But here’s the problem: if information alone created experts, every person with Wi-Fi would be a genius by now. The real differentiator in today’s world isn’t what you know—it’s how you use what you know. In other words, wisdom is the new gold.

1. Knowledge is easy. Wisdom is expensive.

Knowledge is like data—it’s raw, unprocessed, and overwhelming. Wisdom is data that’s been tested, lived, and understood. Anyone can memorize the principles of good leadership from a TED Talk, but it takes wisdom to lead people through a fuel shortage without losing your cool—or your staff.

Think about it: a young graduate may know every theory about time management, but it takes wisdom to politely tell your boss that scheduling a meeting at 4:55 p.m. on a Friday is not productivity—it’s punishment.

In short, knowledge fills your head. Wisdom fills your calendar—with the right things.

2. Experience is a terrible teacher—if you don’t pay attention

People love to say, “Experience is the best teacher.” That’s only half true. Experience is the teacher; reflection is the lesson. Some people have ten years of experience; others have one year of experience repeated ten times.

Turning experience into expertise requires asking, “What did I learn?” after every success and failure. The great African communicators—people like Komla Dumor or Trevor Noah—didn’t just perform; they observed, adjusted, and refined. Every broadcast, every show, every mistake became a classroom.

So, the next time a presentation flops or a deal falls through, don’t just sigh and move on. Study it like an exam you can’t afford to retake.

3. Wisdom speaks softly—but carries weight

Have you noticed that truly wise people rarely rush to speak? They listen, pause, and then say something that silences the room. Wisdom is not about having the most opinions—it’s about offering the most useful one.

In many African cultures, elders were considered wise not because they talked endlessly, but because when they finally spoke, their words landed. Today, everyone’s shouting on social media, yet the most impactful voices are often the calmest.

As a professional, resist the pressure to react instantly to everything. The loudest person in the meeting isn’t always the smartest. Sometimes, wisdom means waiting until the noise settles before making your move.

4. Don’t just learn—unlearn

The journey from knowledge to wisdom also means letting go of old ideas that no longer work. The African professional landscape is changing fast. The “command and control” leadership style of the past is losing ground to communication, empathy, and collaboration.

If you’re still leading your team like a 1980s school prefect, barking orders and expecting applause, it’s time to unlearn. Wisdom grows when we admit we don’t know everything—and we’re willing to learn from those who know differently.

Yes, even the intern who just joined last week might teach you how to use AI better than your IT department. Don’t fight it—embrace it.

5. Share what you know—that’s how you grow

Here’s a secret: the best way to solidify your wisdom is to share it. Teaching forces you to simplify, clarify, and organize your thoughts. Every time you mentor someone, write a blog post, or host a training session, you refine your understanding.

In African tradition, knowledge was never meant to die with its owner. Griots, storytellers, and teachers kept wisdom alive through generations. Today, your “talking drum” might be a LinkedIn post or a podcast—but the principle is the same. Wisdom grows when it circulates.

The final thought

In a world drowning in information, the wise person stands out not because they know everything, but because they understand what matters. Knowledge is plentiful. Interpretation is rare.

So, as you scroll, study, or sit in another webinar, ask yourself: Am I just collecting facts—or connecting them?

Because true expertise isn’t about showing off what you know—it’s about applying it with grace, insight, and a little humour when things get tough.

And if all else fails, remember: even Google needs wisdom to know which answer to trust.

>>> Need training? Email [email protected]

Tourism sector targets growth beyond 5.7% GDP contribution

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By Christabel Danso ABEAM

 The tourism sector is gearing-up for a strong rebound in 2025, as the Ghana Tourism Authority (GTA) intensifies efforts to raise the industry’s contribution to the national economy beyond its current 5.7 percent share of Gross Domestic Product (GDP).

Based on data from the Ministry of Finance and the Ghana Statistical Service, the tourism sector generated approximately US$4.82 billion in revenue in 2024 – marking significant part of the country’s record-breaking GDP, which grew by 5.7 percent overall for the year.

Deputy Director-Corporate Affairs, GTA, Kofi Atta Kakra during the Accra Arts and Craft Market second edition launch said the tourism sector is implementing projects so that as part of a broader strategy they will scale up tourism’s share of the country’s GDP.

“Initiatives like the Accra Arts and Crafts Market will boost arrivals, deepen cultural exchange and enhance export linkages in the creative arts. This will increase receipts in terms of tourism’s contribution to GDP from 5.7 to a very notable figure in percentage,” he stressed

The Accra Arts and Crafts Market is a vibrant hub dedicated to showcasing the diverse and rich artistic traditions of Africa. Its mission is to connect artisans with art enthusiasts from across Ghana and West Africa including exhibitors from Mali, Burkina Faso and Nigeria – providing a platform for cultural exchange and appreciation.

Here, visitors are able explore a wide range of handcrafted items; each reflecting the unique heritage and craftsmanship of its creator.

Steady recovery and economic impact

Data from the 2024 Ghana Tourism report launched by GTA show that Ghana earned        US$4.8billion from international visitors and tourists who came to the country in 2024.

The amount represents a 27 percent jump from the US$3.8billion earned in 2023, indicating a significant comeback from the sharp declines experienced during the COVID-19 pandemic.

Mr. Kakra highlighted tourism as one of Ghana’s most valuable foreign exchange earners, directly creating employment and indirectly supporting livelihoods across the hospitality, transport, crafts and agribusiness value chains.

He noted that: “If this continues, with support from government-backed programmes such as the Black Star Experience and Beyond the Return, the sector could  exceed its current pre-pandemic growth levels within the next two years”.

Emphasising the impact of Accra Arts and Craft Market, he said that art, culture and heritage is the sector’s growth strategy – adding: “It aligns with the Black Star Experience which is structured around seven pillars – audio, cuisine,cinema, aesthetics, fashion, style and heritage.”

Driving Growth Through Collaboration

To achieve this goal, the Deputy Director says GTA is partnering the Ghana Export Promotion Authority (GEPA), Ghana Enterprises Agency (GEA) and Ministry of Tourism, Arts and Culture to promote the country’s exports.

He said these collaborations will allow local manufacturers to earn from both domestic tourism and international market exposure.

Manager-Accra Arts and Craft Market, Adnan Mohammed, said the exhibition’s second edition held at the William Edward Barrington Du Bois Memorial Centre for Pan African Culture in Accra.

He also indicated that the fair will be an avenue to boost tourism and promote the country’s rich African culture.

“Our mission is to promote the rich cultural heritage of Africa through authentic crafts: from traditional masks and fabrics to modern art and accessories. We’re creating a platform that celebrates creativity, culture and commerce.” he noted.

The 10-day market will include activities such as an opening ceremony, a special forum on ‘How to become a professional artist’, as well as free breast cancer screening (Pink October initiative) followed by a Gala Night and Fundraising Dinner.

Kejetia Market settles GH₵3.5m legacy electricity debt

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By Elizabeth PUNSU, Kumasi

Kejetia Market has fully settled a GH₵3.5million legacy electricity debt owed to the Electricity Company of Ghana (ECG), ending a six-year stand-off that strained relations between traders and market authorities.

The settlement marks a significant milestone for the Kejetia Market, restoring its creditworthiness and paving the way for improved collaboration between traders, management and ECG to ensure uninterrupted power supply to the bustling commercial hub.

The debt, described as a legacy liability, had persisted due to mistrust between traders and the previous leadership of Kumasi City Markets Limited (KCML), the company managing the facility. Traders reportedly withheld payments for years, fearing that funds collected would be misappropriated rather than used to settle the debt.

Public Relations Officer of the Kumasi City Market Traders Union (KCMTU), Emmanuel Kwarteng, told the Business & Financial Times (B&FT) that the breakthrough came after the Ashanti Regional Minister, Dr. Frank Amoakohene, intervened by establishing an Interim Management Committee (IMC) to restore confidence and address the impasse.

“The traders lost trust in the former management and refused to contribute toward the payment. The Regional Minister set up an interim team, led by Mr. Ofori Atta as Chairman with Mr. James Nyarko in charge of operations and Nana Amankwah Prempeh as Security Coordinator. Chairman – KCMTU, Johnson Kwabena Ankrah, representing the traders, met with ECG and renegotiated the debt into instalments,” Mr. Kwarteng explained.

He added that under the new arrangement, traders made consistent monthly payments, successfully clearing the GH₵3.5million debt within six months. The final instalment was paid in September 2025 to ECG’s Adum District Office.

Meanwhile, the ECG confirmed the full settlement of the amount, noting that Kejetia Market now stands debt-free. During a recent public hearing by the Public Utilities Regulatory Commission (PURC, in Kumasi, Ashanti West Regional Manager – ECG, George Amoah, answering a question, disclosed that the company has made progress in addressing arrears owed by various institutions, including metropolitan, municipal and district assemblies (MMDAs).

He noted that as at the end of December 2024, no ministry, agency or department owed ECG since most of them are now on prepaid metring system. However, with regards to sensitive government agencies—such as hospitals, military units and research centres— the government is fully covering their electricity consumption, ensuring ECG’s financial sustainability.

“Kejetia Market, which used to owe several millions of cedis, has cleared all existing debts as of September this year. They no longer owe ECG,” Mr. Amoah said.

Harnessing local industry is non-negotiable for growth – GEF Chair

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By Juliet ETEFE ([email protected]) 

The Chair of the Ghana Economic Forum (GEF), Edward Annan, has underscored that country’s  long-term economic stability and development will depend on how well the country harnesses and strengthens its local industries.

Speaking at the opening of the 14th edition of the Forum in Accra, he said sustainable growth cannot be achieved through rhetoric or policy intention alone, but through practical measures that channel capital, innovation and productivity into homegrown enterprises that create jobs and retain value locally.

Mr. Annan noted that Ghana stands at a crucial turning point where global economic pressures, supply chain disruptions, and currency volatility continue to expose the vulnerabilities of import dependence.

He stressed that transforming the economy from one that merely produces raw materials to one that industrialises and processes locally is “no longer aspirational, but a necessity.”

According to him, the conversations around currency stability must go hand in hand with strategic reforms that boost productivity, improve competitiveness and support local manufacturing.

“The real prosperity of this nation lies not only in what we grow, but in what we make from what we grow,” he said, calling for renewed commitment to value addition particularly in agriculture and agribusiness.

He added that a resilient economy is one built on a foundation of innovation, skills development and deliberate policy support that attracts productive investment rather than speculative flows.

To this end, he urged government, the private sector, academia and civil society to deepen collaboration and align efforts toward actionable reforms that translate into job creation and export expansion.

The GEF Chair also reminded stakeholders that economic resilience is not built overnight, but through consistent implementation of evidence-based policies and a disciplined reform agenda.

He said the Forum remains a marketplace of ideas that should move beyond discussions to measurable outcomes that strengthen Ghana’s growth fundamentals.

“As a nation, we must not simply aspire to become competitive — we must act decisively to become so,” he said, emphasising that competitiveness requires strong local supply chains, energy reliability, supportive regulations and access to finance for productive sectors.

Mr. Annan expressed optimism that Ghana can become more inclusive, innovative and globally competitive if it doubles down on industrialisation and technological adoption in agriculture and other strategic sectors.

He called on policymakers and the business community to ensure that commitments made at the Forum translate into real economic transformation.

KAIPTC holds seminar on galamsey as an existential threat

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By Konrad Kodjo DJAISI

Small-scale artisanal mining (ASM), popularly called galamsey, has gained increased attention because of its detrimental impacts on human security generally.

ASM, both legal and illegal, is not a recent phenomenon, but has become attractive and lucrative to many persons in the country, including youth, business people and foreigners. The sector is bedevilled with organised criminality, corruption, physical harm and other illicit activities.

Studies have pointed to the increasing linkages between illegal mining and transnational criminal networks which facilitates illicit financial flows, acquisition of sophisticated weapons, excavators, industrial equipment, encrypted communication systems and possible support for terrorism.

It s against this backdrop that the Kofi Annan International Peacekeeping Centre (KAIPTC) held a dialogue on October, 23, titled ‘Reflections on Security Series’ Seminar-Themed ‘Galamsey as an Existential Threat to Ghana: A call for Reflection and Action’ to provide a platform for critical debate.

It is expected that the discussions will contribute to a deeper understanding of the underlying issues that confront the country’s efforts at curbing galamsey.

In his welcome remarks, the  Commandant of KAIPTC, Air Cdre. David Anetey Akrong said illegal mining has degraded vast stretches of forests, polluted rivers, and destroyed arable lands thereby undermining water security, sustainable agricultural production, public health, social stability and economic development.

He added that the contamination of major water bodies such as the Pra, Ankobra, Birim and Offin with poisonous chemicals such as mercury, cyanide and arsenic has placed entire communities at risk, while the siltation of reservoirs is jeopardizing access to potable water for several communities in the country.

“Galamsey has unleashed a silent public health crisis across many parts of the country”.

The harm it causes extends far beyond the environment – it affects the air we breathe, the water we drink, the food we eat and the well-being of our communities. According to health experts, illegal mining has contributed to the spread of waterborne and vector-borne diseases, kidney diseases, respiratory conditions and birth defects.

This seminar therefore offers an opportunity for sober reflection, while recommending pragmatic steps for strengthening of on-going actions, the KAIPTC Commandant said.

“As a Centre of Excellence for research, education, advocacy and training, this session of the ‘reflections on security series’ provides space for cross-sectoral discussions – bringing together policymakers, researchers, journalists, community leaders, and civil society groups to bridge the gap between evidence and action”.

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