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Technology and Operational Excellence: Enabler, Not a Panacea (By Michael Okwusogu)

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Technology

Create a modular platform that enables you to use the right tech tools at the right time to meet your long-term goals and objectives

LONDON, United Kingdom, December 9, 2022/APO Group/ — 

By Michael Okwusogu, Founder and Managing Partner of ValueX Partners (www.ValueXadvisory.com)

Albert Einstein said: “Everything should be made as simple as possible, but not simpler.”

It is the leadership team’s role to set the vison and boundaries as to what is practical, achievable and within what time

In the case of technology and operational excellence, it could be argued that it has taken far too long. Techno-optimism is one of the greatest misconceptions when it comes to solving problems. Many of the problems that the world faces today are more complex than looking to some technological innovation to fix them.  As a start, we must delineate technology and technological tools. The two are not the same especially in this context.  I will explain why. Technology has been with us since the beginning of time. The wheel is a marvel of invention and a tool of technological ingenuity that has served humankind for millennia and will continue to do so. It is a technological tool that has enabled humankind in addition to other tools, to build the world we live in today. Technology’s greatest asset is its applicability and utility depending on what we are looking to achieve. One should always choose wisely when using technology.

In my experience, within the confines of operational excellence, there are four key points that should form your decision making.

  1. What are your key strategic long- term goals?  Usually, the objective has been to set goals for the short-term. To “put out the fires,” or meet the yearly objective, for example. Yet, this mentality usually leads the smouldering embers to flare up at a later stage. One should build for the future. Create a modular platform that enables you to use the right tech tools at the right time to meet your long-term goals and objectives –  it is a methodical and disciplined approach to building operational excellence.
  2. Do you need a digitised environment at the initial stage? In certain cases, what is required is not digitisation, but innovation and thinking around creating an environment that will prosper in a digitised format. That means conducting a thorough rip exercise and audit. Adopt the Five Why questioning methodology if need be, or any other similar framework. I have always found this to be particularly insightful when taking on new roles or dealing with ‘business as usual’ issues. It tends to be the case that what is required, amongst other things, is training, development, organisational restructure, elimination of redundant processes, procedures and documents, a back-to-basics approach – i.e. what exactly is our core function – delivering on that, and making everyone accountable and responsible for each and every action in their respective areas and also, across the value chain which they touch.
  3. Mission: Who are we? What do we do? How are we supposed to do it? It is critical that the right technological tools be used to support the whole organisation for the long-term. Leadership has an instrumental role to set the vision and strategy of the organisation, engage and align all stakeholders to the future target operating model or achievement of the strategic goals and objectives. It may come across as elementary, but leadership’s role is to understand the technological and business environment over the course of each stage in the long-term. A structure must be put in place that allows teams to perform as best as they can in their respective roles and in their careers with the utilisation of the most appropriate tech tools.
  4. Choosing the right tech at the right time. For this to be a successful endeavour you need to align several key stakeholders. These include technology, your teams, and key stakeholders (e.g. front office/business facing) and your leadership team. Each party has a crucial role to play.
  5. Technology. Their key role is to give advice and support to the business.  Technology should account for the current business infrastructure and the proposed infrastructure for the long-term. This will give the business an idea of available opportunities and any imminent challenges.  In addition, technology should support the business in identifying suitable vendors for any infrastructure programme and be part of the selection process at contract award time.
  1. Teams/end users. The end users are regarded as the most important stakeholder.  They must be part of the journey from the time of its inception. They must be thoroughly briefed, have accountability and ownership as to the objectives and what a successful outcome is expected to look like. Smart knowledgeable, and experienced individuals with a good work ethic and an ability to think out-of-the-box should be chosen across a wide spectrum of the organisation’s areas of responsibility (depending on the scope of the initiative), to be part of the core departmental project team.
  2. Leadership team. It is the leadership team’s role to set the vison and boundaries as to what is practical, achievable and within what time.   Transparency and honesty are key here. A roadmap must be developed that has clear quantifiable and qualifiable goals. Usually, end users will compromise if they can see some sort of progress for a better future. All senior management, as the budget holders, should be regularly updated.  These updates must be short, sharp and to the point. Furthermore, they will need to include key metrics, milestones, highlights, and lowlights in their regular reports.  This builds trust and credibility within the organisation and provides transparency for external stakeholders.   

These suggestions and recommendations are not prescriptive – they are my observations over the years and what has worked in many instances, and should be considered as rough and ready solutions. I have used these in many instances to achieve my goals and objectives, and I hope I have given you some insight that may prove to be of use in your respective roles.

Distributed by APO Group on behalf of ValueX Partners.

Business

Tamchy Special Financial Investment Territory on Issyk-Kul Launched in Kyrgyzstan

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Tamchy

By 2035, Tamchy aims to attract around 4,000 resident companies and create over 10,000 jobs. The expected contribution of Tamchy to the country’s economy between 2026 and 2035 is estimated at $20 bn

TAMCHY, Kyrgyzstan, July 4, 2026/APO Group/ –The President of the Kyrgyz Republic, Sadyr Japarov, has inaugurated the Tamchy Special Financial Investment Territory (SFIT) (www.TamchySFIT.com), a new international jurisdiction on the shores of alpine Lake Issyk-Kul. The first residents of Tamchy, who joined during the launch ceremony, were companies from South Korea, the UAE, Hong Kong, Switzerland and Kazakhstan. Twenty companies from across the globe are in the process of establishing residency at Tamchy SFIT.

 

The ceremony culminated with President Japarov symbolically activating a geotag-shaped switch, thus putting Tamchy SFIT, quite literally, on the global financial map.

Changes in the global economy are driving demand for new centers of business activity where international standards are supported by true freedom of innovation and long-term investment. Tamchy SFIT is our national project and our response to the needs of international businesses. We are building a financial center from scratch — with an independent court, a modern regulator, and rules that won’t change with shifting trends.I have no doubt that Tamchy SFIT will open a new chapter in the history of Kyrgyzstan,” said President Japarov.

Operating on the principles of English common law, Tamchy SFIT has its own financial regulator, an International Dispute Resolution Centre, and a single-window digital registrar. A special tax regime guarantees a 0% rate of tax on profits, dividends, capital gains, and VAT for 49 years and allows 100% foreign ownership and unrestricted profit repatriation.

 

Covering an area of about 6,000 ha, Tamchy SFIT can already boast a fully operational business center, while hotels and residential buildings are under construction. Issyk-Kul International Airport is within walking distance.

Tamchy SFIT is our national project and our response to the needs of international businesses

 

Great financial centres are built by understanding what international capital and businesses require. Tamchy SFIT offers exactly that — a trusted, flexible, and investor-ready platform for businesses seeking sustainable growth. Benchmarked to international gold standards, grounded in English common law, and positioned at the intersection of five EAEU economies and the Eurasian corridor, it offers a jurisdiction that is neutral, independent, and built to last,” said Ali Ijaz Ahmad, First Deputy Chairman of the Tamchy SFIT Management Council.

 

One of the first executives who decided to set up in Tamchy SFIT was Seo Dong Hyun, CEO of Serim.

 

“Over the past thirty years of investing in the semiconductor industry, high technology, and energy, I have come to appreciate that legal certainty and trust in the regulatory system are the foundation of long-term investment. These are the very principles on which the Tamchy SFIT was established. What is particularly remarkable is that a project of this scale was delivered in just one year—faster than in any other jurisdiction I know. Today, I registered my family holding company here. For me, this is not an investment for years, but for generations,” he said.

 

By 2035, Tamchy aims to attract around 4,000 resident companies and create over 10,000 jobs. The expected contribution of Tamchy to the country’s economy between 2026 and 2035 is estimated at $20 bn.

Distributed by APO Group on behalf of The Tamchy Special Financial Investment Territory (SFIT).

 

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African Trade & Investment Development Insurance (ATIDI) Marks 25 Years of impact at its 2026 Annual General Meeting

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African Trade

The 2026 gathering also marks a significant milestone in ATIDI’s history, celebrating 25 years since the organisation’s establishment and recognising a quarter century of supporting trade, investment and economic transformation across Africa

NAIROBI, Kenya, July 6, 2026/APO Group/ –The African Trade & Investment Development Insurance (ATIDI) (www.ATIDI.Africa) will convene its 26th Annual General Meeting (AGM) in Nairobi, Kenya, from 30 June to 3 July 2026, bringing together heads of state, government officials, investors, development finance institutions and private sector leaders from across Africa and beyond.

 

Held under the theme “Empowering Africa: Risk Managed, Growth Unlocked”, the AGM comes at a pivotal moment for the continent as African institutions seek to mobilise greater levels of investment, strengthen economic resilience and accelerate sustainable development.

 

The 2026 gathering also marks a significant milestone in ATIDI’s history, celebrating 25 years since the organisation’s establishment and recognising a quarter century of supporting trade, investment and economic transformation across Africa.

 

Hosted by the Government of Kenya, the event will provide a platform for high-level dialogue on the future of African development finance, bringing together leaders from across the public and private sectors to explore how innovative financing, risk mitigation solutions and stronger African institutions can unlock investment and accelerate growth across the continent.

 

A central feature of the programme will be the Leaders’ Panel, which will examine how Africa can build a more resilient and self-sustaining development finance ecosystem in response to shifting global capital flows, rising debt pressures and growing demand for infrastructure and industrial investment.

 

Bringing together senior political leaders, development finance institutions and trade and investment organisations, the discussion will explore how governments, regional institutions and multilateral partners can work together to mobilise domestic and international capital, reduce the cost of financing and support investment in the sectors that will define Africa’s next phase of development, including energy, manufacturing, SMEs and green infrastructure.

This is a good opportunity to celebrate 25 years of delivering African solutions to African challenges

 

The Opening Ceremony will feature addresses from senior government officials and ATIDI leadership, including Professor Kelly Mua Kingsly, Chairman of the Board of Directors, and Manuel Moses, Chief Executive Officer of ATIDI. Delegates will also hear from senior representatives of the Government of Kenya, including Cabinet Secretaries responsible for finance, trade and investment.

 

As part of the celebrations marking ATIDI’s 25th anniversary, the programme will recognise the institution’s founding members and reflect on the organisation’s evolution over the past quarter century. Since its establishment, ATIDI has facilitated over USD93 billion in critical economic sectors across Africa.

 

Alongside the policy discussions, the AGM will place a strong emphasis on investment promotion and business development. The Investor Showcase will bring together representatives from government, commercial banks, multilateral development banks and the private sector to highlight investment opportunities and strengthen engagement between investors and African markets.

 

The programme will also include a series of curated Business-to-Business (B2B) and Business-to-Government (B2G) meetings designed to connect investors, businesses and public sector stakeholders, helping to facilitate partnerships, unlock opportunities and support long-term economic growth.

 

Professor Kelly Mua Kingsly, Chairman of the Board of Directors, ATIDI, said: “This is a good opportunity to celebrate 25 years of delivering African solutions to African challenges. As the continent seeks to mobilise greater levels of investment and accelerate development, African institutions have an increasingly important role to play. This AGM will bring together leaders from across the continent and beyond to explore how partnerships, innovation and risk mitigation can help unlock the capital needed to support Africa’s future.”

 

Manuel Moses, Chief Executive Officer of ATIDI, said: “African Solutions for Africa reflects our belief that the continent’s development ambitions will be achieved through strong institutions, innovative thinking and effective collaboration. This AGM provides a unique opportunity for policymakers, investors and development partners to come together and discuss practical solutions that can help mobilise investment at scale, strengthen resilience and support sustainable economic transformation across Africa

Distributed by APO Group on behalf of African Trade and Investment Development Insurance (ATIDI).

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Ghana, Seychelles and São Tomé to Spotlight Energy Investment Pipelines at Power Africa Today 2026

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African Energy Chamber

Energy ministers from Ghana, Seychelles and São Tomé and Príncipe will outline national power sector investment pipelines spanning generation, grids, renewables and supporting infrastructure at Power Africa Today during AEW 2026

CAPE TOWN , South Africa, July 6, 2026/APO Group/ –Ghana, Seychelles and São Tomé and Príncipe are advancing distinct but converging energy transition pathways, as governments shift from policy design to execution-ready infrastructure and investable project pipelines. These national strategies will be presented at the Power Africa Today conference during African Energy Week (AEW) 2026 in Cape Town from October 12–16.

 

At the center of the dialogue, Ghana’s Minister of Energy and Green Transition, Dr. John Abdulai Jinapor; Seychelles’ Minister for Environment, Climate, Energy and Natural Resources, Marie-May Jeremie; and São Tomé and Príncipe’s Minister of Infrastructure and Natural Resources, Nelson Cardoso, will outline how their respective countries are mobilizing investment across hydrocarbons, renewables and infrastructure.

In Ghana, the delivery of Jubilee crude to the Sentuo Oil Refinery in Tema marks an early step toward strengthening domestic refining capacity and reducing import dependence, supporting broader energy security and industrial fuel supply. This downstream integration is being complemented by an upstream recovery program anchored by a $3.5 billion investment drive, including a $1.5 billion agreement with Eni and a $2 billion framework with Jubilee Partners aimed at stabilizing production and ensuring reliable hydrocarbon supply for both export revenues and domestic energy needs, including gas-to-power development.

Investors are responding in kind, backing clearly structured, bankable energy projects that are ready to deliver impact at scale

At the same time, Ghana is addressing structural grid challenges through a $182 million efficiency and transmission upgrade program led by the Electricity Company of Ghana, alongside tariff adjustments aimed at stabilizing the power sector. Together, these reforms reflect a broader strategy that integrates upstream recovery, downstream expansion and grid reform within a just transition framework focused on industrialisation and job creation.

Seychelles is advancing a small-island energy transition model anchored in its Renewable Energy Accelerated Program, targeting 15% renewable penetration by 2030 through grid modernization and de-risked investment structures. Complementary reforms within the Public Utilities Corporation, including upgrades to the Roche Caiman generation facility, support broader efforts to strengthen energy resilience and diversify the island economy through blue economy initiatives.

In São Tomé and Príncipe, macroeconomic stabilization under an IMF Extended Credit Facility is enabling a more structured infrastructure investment environment. This is being reinforced by a $24.5 million African Development Bank grant, part of a broader clean energy investment package aimed at accelerating the country’s transition from diesel-based generation toward renewable energy and improved grid reliability. Recent renewable integration efforts, including small-scale solar deployment and hybrid generation systems, are supporting grid stability as the country works to reduce reliance on imported fuels and strengthen system performance.

Alongside a €72 million AfDB-supported portfolio, planned hydroelectric concessions along the Adabe River and solar development at Água Casada are being structured to attract private capital through de-risked public-private partnership frameworks, supporting efforts to expand reliable electricity access and build a more resilient power system.

“Across Africa, governments are moving decisively from policy design to implementation, turning ambition into execution on the ground,” says NJ Ayuk, Executive Chairman of the African Energy Chamber. “Investors are responding in kind, backing clearly structured, bankable energy projects that are ready to deliver impact at scale. The Power Africa Today conference at AEW 2026 reflects this shift, bringing together governments and investors focused on moving projects from concept to execution.”

As African energy markets continue shifting from policy ambition toward execution-driven, investable project pipelines, Power Africa Today at  AEW 2026 will provide a platform for governments and investors to engage directly on strategies that can accelerate project delivery and unlock new capital flows across the continent.

Distributed by APO Group on behalf of African Energy Chamber.

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