[kictanet] kictanet Digest, Vol 60, Issue 21

Angela Nganga- Mumo anganga at orange-tkl.co.ke
Fri May 4 01:37:00 EAT 2012


                                                                                                                                                                                                                                                                                                                                                     

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Sent: Thursday, May 03, 2012 11:37 PM
To: Angela Nganga- Mumo
Subject: kictanet Digest, Vol 60, Issue 21

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Today's Topics:

   1. Re: #140Friday Policy Paper Draft - collaboration Edition
      (Brian Munyao Longwe)
   2. Re: #140Friday Policy Paper Draft - collaboration Edition (Kivuva)
   3. The real challenge of corporate governance: reinvent the
      board of directors! (Grace Githaiga)


----------------------------------------------------------------------

Message: 1
Date: Thu, 3 May 2012 15:57:36 +0300
From: Brian Munyao Longwe <blongwe at gmail.com>
To: Muchiri Nyaggah <muchiri at semacraft.com>
Cc: KICTAnet ICT Policy Discussions <kictanet at lists.kictanet.or.ke>
Subject: Re: [kictanet] #140Friday Policy Paper Draft - collaboration
	Edition
Message-ID:
	<CAHSdPfZjdySM2YmZt=5aTuZ4E_6XoKiZAD9AR75-NdYqQzV4bA at mail.gmail.com>
Content-Type: text/plain; charset="iso-8859-1"

Oops - seems like team members who can updated have to be added - please
send me an offlist email if you are interested so that I can add you.

Thanks for pointing this out Muchiri!

Best regards,

Brian

On Thu, May 3, 2012 at 3:31 PM, Brian Munyao Longwe <blongwe at gmail.com>wrote:

> Seems that the free version of document collaboration on Sync.in had a
> limit of 8 simultaneous users - which restricted some from posting their
> comments.
>
> I have found another site that uses the same Etherpad technology (which is
> a Google Code project) and allows unlimited team members to collaborate.
>
> I have transferred the content to date to the "new" tool. To participate,
> go to http://140friday.titanpad.com - you will be asked to create an
> account, which will then allow you to login and work on the document.
>
> Apologies for the changes - no goalposts are being moved - looking forward
> to your comments/input.
>
> Best regards,
>
> Brian
>
>
> On Wed, May 2, 2012 at 6:28 PM, Muchiri Nyaggah <muchiri at semacraft.com>wrote:
>
>> Brian,
>>
>> Many thanks for this.
>>
>>
>> Kind regards,
>>
>> Muchiri Nyaggah
>>
>>
>> On Wed, May 2, 2012 at 5:03 PM, Brian Munyao Longwe <blongwe at gmail.com>wrote:
>>
>>> Hi all,
>>>
>>> It has been a challenge finding an appropriate tool for the
>>> collaboration and coordination of multiple inputs needed on the #140Friday
>>> Policy Paper. We have tried to use Google Docs but that hasn't worked out
>>> very well.
>>>
>>> I have found a lighter, and seemingly more appropriate tool called
>>> Sync.in - please find the current draft at http://sync.in/uQhr7V3IO4(which I am continuing to update with scattered inputs gathered over the
>>> past 6 weeks from here and there).
>>>
>>> Please type in your name in the field on the right so that we can be
>>> able to make attributions when the time comes.
>>>
>>> Let's hope this works!
>>>
>>> Best regards,
>>>
>>> Brian
>>>
>>>
>>> "Give us clear vision that we may know where to stand and what to stand
>>> for, because unless we stand for something, we shall fall for anything."
>>>
>>>
>>> _______________________________________________
>>> kictanet mailing list
>>> kictanet at lists.kictanet.or.ke
>>> http://lists.kictanet.or.ke/mailman/listinfo/kictanet
>>>
>>> Unsubscribe or change your options at
>>> http://lists.kictanet.or.ke/mailman/options/kictanet/muchiri%40semacraft.com
>>>
>>> The Kenya ICT Action Network (KICTANet) is a multi-stakeholder platform
>>> for people and institutions interested and involved in ICT policy and
>>> regulation. The network aims to act as a catalyst for reform in the ICT
>>> sector in support of the national aim of ICT enabled growth and development.
>>>
>>> KICTANetiquette : Adhere to the same standards of acceptable behaviors
>>> online that you follow in real life: respect people's times and bandwidth,
>>> share knowledge, don't flame or abuse or personalize, respect privacy, do
>>> not spam, do not market your wares or qualifications.
>>>
>>
>>
>
>
> --
> Brian Munyao Longwe
> e-mail: blongwe at gmail.com
> cell:  +254715964281
> blog : http://zinjlog.blogspot.com
> meta-blog: http://mashilingi.blogspot.com
>
> "Give us clear vision that we may know where to stand and what to stand
> for, because unless we stand for something, we shall fall for anything."
>
>


-- 
Brian Munyao Longwe
e-mail: blongwe at gmail.com
cell:  +254715964281
blog : http://zinjlog.blogspot.com
meta-blog: http://mashilingi.blogspot.com

"Give us clear vision that we may know where to stand and what to stand
for, because unless we stand for something, we shall fall for anything."
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Message: 2
Date: Thu, 3 May 2012 16:03:54 +0300
From: Kivuva <Kivuva at transworldafrica.com>
Cc: KICTAnet ICT Policy Discussions <kictanet at lists.kictanet.or.ke>
Subject: Re: [kictanet] #140Friday Policy Paper Draft - collaboration
	Edition
Message-ID:
	<CAEhPqwrGygNM6QwGRMgX0Gh3ziPMW=uaN57JT4HrrCMDBuUgGA at mail.gmail.com>
Content-Type: text/plain; charset="iso-8859-1"

Mr. Longwe,

The effort and research is well noted. At least some of us have learned of
tools like titanpad.com and sync.in.

Regards

10rdmwesh

On 3 May 2012 15:57, Brian Munyao Longwe <blongwe at gmail.com> wrote:

> Oops - seems like team members who can updated have to be added - please
> send me an offlist email if you are interested so that I can add you.
>
> Thanks for pointing this out Muchiri!
>
> Best regards,
>
> Brian
>
>
> On Thu, May 3, 2012 at 3:31 PM, Brian Munyao Longwe <blongwe at gmail.com>wrote:
>
>> Seems that the free version of document collaboration on Sync.in had a
>> limit of 8 simultaneous users - which restricted some from posting their
>> comments.
>>
>> I have found another site that uses the same Etherpad technology (which
>> is a Google Code project) and allows unlimited team members to collaborate.
>>
>> I have transferred the content to date to the "new" tool. To participate,
>> go to http://140friday.titanpad.com - you will be asked to create an
>> account, which will then allow you to login and work on the document.
>>
>> Apologies for the changes - no goalposts are being moved - looking
>> forward to your comments/input.
>>
>> Best regards,
>>
>> Brian
>>
>>
>> On Wed, May 2, 2012 at 6:28 PM, Muchiri Nyaggah <muchiri at semacraft.com>wrote:
>>
>>> Brian,
>>>
>>> Many thanks for this.
>>>
>>>
>>> Kind regards,
>>>
>>> Muchiri Nyaggah
>>>
>>>
>>> On Wed, May 2, 2012 at 5:03 PM, Brian Munyao Longwe <blongwe at gmail.com>wrote:
>>>
>>>> Hi all,
>>>>
>>>> It has been a challenge finding an appropriate tool for the
>>>> collaboration and coordination of multiple inputs needed on the #140Friday
>>>> Policy Paper. We have tried to use Google Docs but that hasn't worked out
>>>> very well.
>>>>
>>>> I have found a lighter, and seemingly more appropriate tool called
>>>> Sync.in - please find the current draft at http://sync.in/uQhr7V3IO4(which I am continuing to update with scattered inputs gathered over the
>>>> past 6 weeks from here and there).
>>>>
>>>> Please type in your name in the field on the right so that we can be
>>>> able to make attributions when the time comes.
>>>>
>>>> Let's hope this works!
>>>>
>>>> Best regards,
>>>>
>>>> Brian
>>>>
>>>>
>>>> "Give us clear vision that we may know where to stand and what to stand
>>>> for, because unless we stand for something, we shall fall for anything."
>>>>
>>>>
>>>> _______________________________________________
>>>> kictanet mailing list
>>>> kictanet at lists.kictanet.or.ke
>>>> http://lists.kictanet.or.ke/mailman/listinfo/kictanet
>>>>
>>>> Unsubscribe or change your options at
>>>> http://lists.kictanet.or.ke/mailman/options/kictanet/muchiri%40semacraft.com
>>>>
>>>> The Kenya ICT Action Network (KICTANet) is a multi-stakeholder platform
>>>> for people and institutions interested and involved in ICT policy and
>>>> regulation. The network aims to act as a catalyst for reform in the ICT
>>>> sector in support of the national aim of ICT enabled growth and development.
>>>>
>>>> KICTANetiquette : Adhere to the same standards of acceptable behaviors
>>>> online that you follow in real life: respect people's times and bandwidth,
>>>> share knowledge, don't flame or abuse or personalize, respect privacy, do
>>>> not spam, do not market your wares or qualifications.
>>>>
>>>
>>>
>>
>>
>> --
>> Brian Munyao Longwe
>> e-mail: blongwe at gmail.com
>> cell:  +254715964281
>> blog : http://zinjlog.blogspot.com
>> meta-blog: http://mashilingi.blogspot.com
>>
>> "Give us clear vision that we may know where to stand and what to stand
>> for, because unless we stand for something, we shall fall for anything."
>>
>>
>
>
> --
> Brian Munyao Longwe
> e-mail: blongwe at gmail.com
> cell:  +254715964281
> blog : http://zinjlog.blogspot.com
> meta-blog: http://mashilingi.blogspot.com
>
> "Give us clear vision that we may know where to stand and what to stand
> for, because unless we stand for something, we shall fall for anything."
>
>
> _______________________________________________
> kictanet mailing list
> kictanet at lists.kictanet.or.ke
> http://lists.kictanet.or.ke/mailman/listinfo/kictanet
>
> Unsubscribe or change your options at
> http://lists.kictanet.or.ke/mailman/options/kictanet/kivuva%40transworldafrica.com
>
> The Kenya ICT Action Network (KICTANet) is a multi-stakeholder platform
> for people and institutions interested and involved in ICT policy and
> regulation. The network aims to act as a catalyst for reform in the ICT
> sector in support of the national aim of ICT enabled growth and development.
>
> KICTANetiquette : Adhere to the same standards of acceptable behaviors
> online that you follow in real life: respect people's times and bandwidth,
> share knowledge, don't flame or abuse or personalize, respect privacy, do
> not spam, do not market your wares or qualifications.
>



-- 
______________________
Mwendwa Kivuva
For
Business Development
Transworld Computer Channels
Cel: 0722402248
twitter.com/lordmwesh
www.transworldAfrica.com  | Fluent in computing
kenya.or.ke | The Kenya we know
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Message: 3
Date: Thu, 3 May 2012 20:32:35 +0000
From: Grace Githaiga <ggithaiga at hotmail.com>
To: <kictanet at lists.kictanet.or.ke>
Cc: KICTAnet ICT Policy Discussions <kictanet at lists.kictanet.or.ke>
Subject: [kictanet] The real challenge of corporate governance:
	reinvent the board of directors!
Message-ID: <BAY151-W440BCBB829419FD2335861B42F0 at phx.gbl>
Content-Type: text/plain; charset="windows-1252"



Listers
After the drama by the NHIF board on television, this story has relevance 8 years later. 
RgdsGG


            
            http://www.sunwords.com/2004/03/01/the-real-challenge-of-corporate-governance-reinvent-the-board-of-directors/

            
            

            
            The real challenge of corporate
              governance: reinvent the board of directors!
            by Sunny
                Bindra on March 1, 2004 ? 1 comment
            in The East African
          
          
            
            
              
                
                  
                
                
                Share
                inShare
              
            
            The EastAfrican announces a new management
                  series by Sunny Bindra focusing on the key strategic
                  issues facing senior executives in the region today.
                  We start with the first part of a challenging look at
                  a hallowed institution: the board of directors.
            The corporate board is on fire. Across the world, boards
              are under unprecedented pressure. Directors of listed
              companies are wilting under the glare of the spotlight of
              unrelenting public scrutiny. And many business thinkers
              now believe that this will be the decade in which we
              dramatically redesign the entire concept of the board of
              directors.
            That is entirely as it should be. The venerable
              institution called the board of directors has, in essence,
              remained unchanged for many decades. During this period,
              the business world has undergone dramatic upheavals.
              Information and communications technology has transformed
              the way business is done the world over. Globalisation has
              provided a quantum leap in the scale of operations of many
              corporations ? whilst simultaneously opening them up to
              ferocious competition. Customers have used this new
              freeing of markets and the remarkable array of consumer
              technology now available to them to tremendous effect: to
              demand ? and get ? unprecedented choice and value for
              money.
            In response to this wave of unparalleled change,
              businesses have had to uproot their deepest structures.
              Organisational design has moved away from functional
              ?silos? to customer-facing processes. Companies have
              learned to define their ?core competencies? and narrow the
              scope of operations to doing that which they do
              unambiguously well ? and outsourcing the rest. Information
              technology has penetrated every facet of the modern
              corporation. Reward and incentive systems have been
              transformed as the importance of attracting and retaining
              the best human talent is recognised in company after
              company.
            Yet the governance mechanism sitting right at the top of
              the corporation ? the board of directors ? has managed, by
              and large, to emerge unscathed from this turmoil. The
              structure is unchanged: a chairman and a dozen or so
              directors, some of whom are executives and others
              outsiders. Board composition is pretty much standard:
              retired (and tired) CEOs, politicians and professionals,
              mostly male. And board processes ? how the board?s work is
              done ? are largely as they were: quarterly meetings,
              following a rigid agenda; information provided by
              management in standard, predictable formats; a
              stage-managed annual general meeting where shareholders
              are wined and dined and thrown dividends.
            Is it really any surprise that this institution is in
              crisis? Where management teams have had to learn to be
              agile and nimble, boards have managed to remain slow and
              unwieldy. Where managers are being forced to rethink the
              fundamentals of their businesses every two years or so,
              board directors remain steeped in tradition and the
              business lore of yesteryear. Where managers rely on
              information that changes daily on the computer screens at
              their desks, directors receive carefully vetted, sturdily
              bound board papers that they have neither the time nor the
              inclination to peruse in any depth.
            This was a fire waiting to be lit. And once the first
              spark came, the flames exploded and spread right across
              the globe. We have seen a seemingly endless train of
              corporate scandals: from Enron, Tyco and WorldCom in the
              USA, to Marconi and Parmalat in Europe, and to the woes of
              HIH Insurance, Australia?s biggest insurer. Every time,
              the same message is rammed home: traditionally constituted
              boards of directors can do very little to prevent massive
              failures in management and ethics from taking place
              beneath their very feet.
            As billions of dollars of shareholders? funds and
              employees? dues have gone up in smoke, the reaction
              worldwide has undoubtedly been swift and emphatic.
              Presidents of nations have intervened, and committees and
              task forces have been convened. Grey heads have been asked
              to look at the failure in governance and recommend a way
              forward. And an apparently inexhaustible procession of
              codes of practice has emerged. Many years of weighty
              discussions and many acres of rainforest later, a
              consensus appears to be emerging with regard to ?best
              practice? in corporate governance. 
            These things are good: a majority of ?independent?
              directors and an ever-tighter definition of
              ?independence?; a separation of the roles of the CEO and
              chairman of the board; three core committees (audit,
              compensation and governance), all consisting of
              independent directors; board approval of company strategy;
              formal board evaluation of CEO performance; and, of
              course, handsome remuneration for directors for engaging
              in these arduous activities.
            These things are bad: an overly powerful CEO who has
              other directors in his thrall; non-executive directors
              with powerful incentives to influence board decisions in
              their own financial interest; large boards with
              unnecessary directors entrenched by history; boards that
              talk too much; boards that talk too little.
            So, out of the ferment of recent years, a consensus of
              sorts is forming. At its core are a couple of basic
              propositions: that boards need to be empowered to act on
              behalf of shareholders; and that board incentives need to
              be aligned with those of shareholders. The best way to
              achieve this, so the consensus thinking goes, is to ensure
              that board control is in the hands of directors who are
              independent of management. In short, the focus is on
              protecting shareholders from the nefarious designs of
              managers. And companies are at present falling over
              themselves to demonstrate their willingness to adopt these
              best-practice codes.
            Where are we in East Africa in this whole debate? Let us
              start by being quite frank: what does a position as a
              director in many of the region?s leading corporations
              entail? Firstly, one is generally invited to the board by
              one?s friends and allies in the corporate world, usually
              to join a particular political camp in that board.
              Secondly, one often actively seeks conflicts of interest:
              if one is a professional, one tries to sell one?s services
              to the company; if one is a politician, one marshals the
              company?s resources for personal use, particularly at
              election time. Thirdly, one really expects to have very
              little to do as a board member: a few tedious meetings
              every year followed by a sumptuous lunch; a board retreat
              or two at a beach hotel or 5-star lodge; a generally
              uneventful AGM where an occasionally troublesome
              shareholder livens up proceedings.
            Traditionally, local directors in eminent boards tend to
              be drawn from one of two sources. First, from the pool of
              retired CEOs who made their reputations in the boom years
              of the 1970s and 1980s (in Kenya at least), and who bring
              grey hairs, a certain fame and a stack of business stories
              from the monopolies of yesteryear to the table. Second,
              from the pool of politicians and political operatives who
              bring the possibility of putting the company on the inside
              track with regard to lucrative government procurement, or
              who can pick up the telephone to smooth out tricky
              problems that the company might face from time to time.
            I am generalising deliberately. Of course there are
              companies that are very competently governed, and
              directors who provide wise independent counsel through
              good times and bad. But there are very few. By and large,
              we are retaining structures that are totally irrelevant to
              the demands of the 21st century. We are appointing
              individuals that at best are invisible and at worst are
              subtracting value from the corporation. And we are stuck
              with information processes with that leave directors
              completely in the dark as to what is really happening
              within the company.
            In East Africa, executives are used to whining about the
              state of the region?s infrastructure, about what
              additional costs are imposed by insecurity and corruption,
              about the inconsistencies of fiscal and monetary policy.
              We are less used to taking a hard and honest look at the
              very structures and systems by which we manage and govern
              ourselves. If we start at the very top, we will see that
              the role and operation of the board of directors itself
              needs a fundamental overhaul.
            East African companies come in all shapes and sizes, from
              the large multinational to the small, rapidly growing
              trading companies located in the back streets of Nairobi,
              Kampala and Dar-es-Salaam. Good corporate governance is
              necessary in all of them. The interests of minority
              shareholders must be protected at all times, even in small
              family-owned companies. Society, too, increasingly expects
              responsible behaviour from all corporate entities.
              Not-for-profit organisations like schools, hospitals and
              NGOs must also account for themselves in a professional
              manner. No organisation is exempt from the need to take
              governance to a different level.
            Given that we are starting from farther back than the
              rest of the world, adopting the best-practice codes of
              conduct that are sweeping through boards everywhere would
              be no bad thing. We certainly need to protect shareholders
              from managers who have consistently and systematically
              denuded them. We certainly need to embed the idea of the
              independent director, in a corporate culture that has yet
              to grasp its import. And we certainly need to limit the
              often-ridiculous powers we grant to our chief executives.
            Yet the opportunity is far greater. We would limit
              ourselves severely if we went for wholesale adoption of
              codes of practice and then settled back to our cigars and
              brandies, our work done. The true frontier of change in
              corporate governance is elsewhere. The most enlightened
              corporations are looking far beyond best practice. They
              are looking at a fundamental redesign of the board of
              directors from first principles, a complete overhaul of
              structure, composition and processes.
            That is where leading East African corporations must
              settle their gaze. For a tour of what the reinvented board
              of directors might look like, see you here next week.
          
        
      
    
    -- 

 		 	   		  
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