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Strategic Thinking: 10 Lessons from 1...
Organisations worldwide make the common mistake of believing that their carefully crafted business strategies will work as a matter of course. Unfortunately, history teaches us otherwise and there are many case studies that reveal how the best laid plans go awry.
However, the words of Benjamin Franklin, ‘If you fail to plan, you are planning to fail,’ still resonate with experienced strategists. The world we live in is rapidly changing with the effects of the COVID-19 pandemic, the digital revolution and globalisation. It can be argued that the business world is evolving too rapidly for strategy to keep up. However, some of the best insights from historical case studies and anecdotes can still teach us lessons that are relevant today.
In his book, ‘Strategic Thinking, 10 Lessons from 1,000 Strategic Plans’ Dr. Frederick Ogola draws from historical lessons and his own wealth of experience as one of the most sought-after Strategy Consultants in Africa. In this book, you will find insights on the role of organisational culture, process and leadership in strategy formulation and execution.
Strategic planning requires a great deal of thinking, consultation and time. The idea of strategic planning has permeated all facets of society, from football strategies on the pitch to strategic game plans for careers and even strategic life plans. The concept of strategic planning became popular in the 1950s and 1960s in the corporate world. Enthusiasm then waned in the 1980s.
There was a resurgence in the 1990s, which has remained popular to this day. Strategic planning is an ongoing process, not a one-time event. In the world of business, there are many unanticipated opportunities and threats that require a response. History is replete with tales of strategy successes and failures of the world’s biggest and smallest companies. It can definitely be rewarding to have the right strategy and understand the concept of strategic planning.
Strategy affects every employee in an organization. Organisational culture can have a huge impact on employee happiness, performance and productivity. The culture consists of shared values and beliefs established by leaders and reinforced through various methods that shape employee perceptions, behaviours and understanding.
In his book, Dr. Ogola compares the performance and non-performance culture. As an employer, it is worth understanding the nuances of organisational culture to boost productivity and improve the retention of your staff. Dr. Ogola has worked with several organisations over the course of his career. The book highlights some of his experiences working to transform corporates in Kenya.
The Architecture of Defiance: A Strat...
Fredrick Onyango Ogola grew up in a one-room house in Kibera, one of thirteen people sharing a single room, and went on to lecture on the global stage in New `York City, the global capital of Finance and Economics, among the world’s leading economists.The distance between those two places, he writes, has nothing to do with miles, it is psychological and mental. It’s crossed through what he calls “the valley of death”: the wilderness between who you are and who you have to become, the stretch every real ambition must travel before it can be reached, the route less travelled.
In The Architecture of Defiance, Ogola turns that crossing into ten laws of mental strength and a practical method he calls reality disruption – the deliberate work of unmaking the assumptions that keep ordinary people locked out of extraordinary outcomes. He doesn’t hide the hardest stretches of that wilderness: a career-defining dismissal, the death of his wife, an arrest a custody battle that emptied his savings. Alongside his own story, he draws on champions, executives, and heads of state to show that defiance isn’t rebellion, it’s justice, prudence, courage, and temperance, aimed precisely at whatever door has been called closed.
Part memoir, part field manual, this is a book for anyone building something meant to outlast them; a carcer, an institution, or simply a more capable version of themselves.
The Great Leap: Solomonic Economics: ...
How does one prepare for a life of consequence? And what separates a leader from a schemer?
In this unflinching memoir, Olemo Gordon Brian traces twenty years of formation — from Apac, northern Uganda, to Johannesburg, South Africa — through the classrooms, dormitories, and debate halls of some of Africa's most elite institutions.
Leaders or Schemers is a reckoning with what those spaces do to the people they were meant to shape — how extraordinary opportunity can breed distance, apathy, and self-serving ambition in the very generation charged with the continent's transformation.
Drawing on the wisdom of mentors, the discipline of spiritual and political formation, and the hard lessons of failure, Olemo maps with uncommon clarity the precise moment when principled leadership gives way to scheming — and what it costs a generation when it does.
Written with the warmth of a love letter and the precision of a political diagnosis, Leaders or Schemers is ultimately an argument that the answer to Africa's crisis of leadership is simpler and more demanding than talent, ambition, or opportunity.
It is love — the kind that expresses itself through sacrifice.