[kictanet] The big Kwaheri: reflecting on 10 years on the MJ 10 yr safari and his-tory - day 3

Wed Oct 13 10:46:59 EAT 2010

Interesting opinions from eminent academics, i totally agree with every bit,
the fact that MJ managed to build a company based on what the people (the
market)  wanted might provide an answer to the success of the company, for
some reason, i have been stuck to the better option since the new government
came in in 2003, the company has always evolved to meet my needs , i agree
MJ should write a book or memoirs detailing his experience i am more
interested in learning how he managed to juggle the stakeholder
expectations, built a formidable Human resource system (Not to forget that a
good number of the staff had come from TKL, i stand to be corrected) and a
cash machine, i would be interested in such a book.

On Wed, Oct 13, 2010 at 8:29 AM, Walubengo J <jwalu at yahoo.com> wrote:

> True that.  MJ took a struggling mobile phone depart of the then government
> utility, Kenya Posts and Telcomms and in less than just 5rs, he had  turned
> it into the the largest company (by Revenue) in East and Central Africa.
> Whereas competition looked at making money at the top of the pyramid (high
> income earners) he focused on reaching out at the bottom of the pyramid (the
> so called "Kadogo" economy, and that was so "Kenyan" and resonated perfectly
> with the community).Indeed this story should be a case study in our local
> business schools at the Universities (UoN? Strath? MMU? USIU? any takers?)
>
> Otherwise, MJ must write his memoirs - and tell us everything, the good,
> the bad and the ugly. Some of the Ugly was indeed beyond his control (e.g.
> the so called MOBITELA saga purportedly executed during the dark days of
> KANU??) but it would be good to one day get the true story out as
> well...Parliament tried and hit a deadwall ;-)
>
> MJ leaves a huge challenge to the incoming CEO. But if he did set the
> foundation right, the change should be smooth as well.  Someone said, the
> success of a CEO is measured by his legacy - i.e. if Safcom is still tops
> 10yrs from now, then it will be true that  MJ was  indeed the ultimate CEO
> we think he is. Otherwise, he probably wasn't...
>
> walu.
>
> --- On *Wed, 10/13/10, bitange at jambo.co.ke <bitange at jambo.co.ke>* wrote:
>
>
> From: bitange at jambo.co.ke <bitange at jambo.co.ke>
> Subject: [kictanet] The big Kwaheri: reflecting on 10 years on the MJ 10 yr
> safari and his-tory - day 3
> To: jwalu at yahoo.com
> Cc: "KICTAnet ICT Policy Discussions" <kictanet at lists.kictanet.or.ke>
> Date: Wednesday, October 13, 2010, 3:00 AM
>
> Listers,
> I first met Michael in early 2005 while researching on backward and
> forward linkages between Large and Small Enterprises.  After several
> attempts to secure an appointment, Michael agreed that I meet him after
> hours around 5.30 pm.  He seemed busy but nevertheless he accepted that I
> interview him.  We moved to a mall waiting room with his usual impatience
> written all over his face.  I got want I wanted and bid him goodbye.
> Months later I was to be PS in the Ministry and later Safaricom Board
> member.  Here I got to know Michael better.  Many a time he thought of my
> ideas as wacky and impossible but this was him.  Never rushed at decision
> making.  In short I concluded that he is a reflective person and uses that
> practice to manage a complex situation.  It is almost practically
> impossible to wiggle around Kenyan Politicians and remain relevant in
> modern world.   How Michael managed to stay sane and move Safaricom
> forward, it requires a whole book-- Reflections of Kenyan Politicians.
>
> Reflective practice in management is referred to an active process which
> involves examination of past experiences and gaining some conclusions that
> can inform future activities.  In my most desperate moment Michael applied
> this theory to change how things are in Kenya now.  As we planned for
> Teams Cable, Michael hired the services of one prominent caucasian lawyer.
> In one of the meeting, the Lawyer said that this cable can never be built
> and only if Safaricom pays for it.  He insintuated that we (Kenyans) were
> not cabable of doing such a huge project.
>
> I felt for once to do something I had never done in my life, to punch the
> guy and knock out his teeth and then resign the following hour but I
> decided to take a deep breath and said perhaps this would be the end of
> the project.  I called the meeting off and decided to write a strong
> letter to Michael protesting the unwarranted attack by the lawyer.
> Michael appologised and later brought the issue of Teams to the Board.
> Although he too may have not believed that Teams would succeed, he surely
> reflected on the impact of the investment and decided to invest.
>
> On another significant project, Malili now Konza Technology City I asked
> Michael to put up a Safaricom Towers.  He quickly said “never…. How do you
> buy just a plain piece of land out of nowhere…I don’t know how you think”.
> Later he had different views on Malili ..he may have reflected once
> again.
>
> From my interview to Teams and Malili, it is evident Michael indeed
> reflects on what he does and possibly we should all emulate that.  In the
> field of reflective practice in Management, one only needs to ask
> him/herselve the following four simple questions:
> • What should have happened?
> • What actually happened?
> • What were the differences?
> • What did we learn?
>
> I am looking forward to a book from Michael.  On my part, I shall at least
> have a chapter.   As a student of Management, I urge Michael to take up a
> start up and apply the same principals he did on Safaricom.  This is what
> will create new theories of Management.  We shall miss you from the
> Safaricom pinacle and hopefully not from our sector.
>
>
> Ndemo.
>
>
> > Hi Listers
> >
> > I like the comments that are coming through  and the theories behind MJ
> > tenure  - Sam for example offer scientific proof that MJ  is not the
> first
> > born  in his family a key contributory factor. Do you agree?
> >
> >
> >
> > Edith points out what the successor to MJ should do.  This is our
> > opportunity to shape that transition  the successor  and the destiny of
> > Safaricom going forward
> >
> >
> >
> > MJ has been around for 10 yrs and know the  ICT terrain well and has
> > largely
> > shaped it . as he hands-over the reins of power and glory , what advice
> > should he tell the successor?
> >
> >
> >
> > What should MJ tell the successor in your view to maintain the momentum
> of
> > ICT development ?
> >
> >
> >
> >
> >
> > cheers
> >
> >
> >
> > Muriuki Mureithi
> >
> >
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-- 
Barrack O. Otieno
Afriregister Ltd (Ke)
www.afriregister.com
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Skype: barrack.otieno
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