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.<br>
<br><div class="gmail_quote">On Wed, Oct 13, 2010 at 8:29 AM, Walubengo J <span dir="ltr"><<a href="mailto:jwalu@yahoo.com">jwalu@yahoo.com</a>></span> wrote:<br><blockquote class="gmail_quote" style="margin:0 0 0 .8ex;border-left:1px #ccc solid;padding-left:1ex;">
<table cellspacing="0" cellpadding="0" border="0"><tbody><tr><td valign="top" style="font:inherit">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?) <br>
<br>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 ;-) <br><br>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...<br>
<br>walu.<br><br>--- On <b>Wed, 10/13/10, <a href="mailto:bitange@jambo.co.ke" target="_blank">bitange@jambo.co.ke</a> <i><<a href="mailto:bitange@jambo.co.ke" target="_blank">bitange@jambo.co.ke</a>></i></b> wrote:<br>
<blockquote style="border-left:2px solid rgb(16, 16, 255);margin-left:5px;padding-left:5px"><br>From: <a href="mailto:bitange@jambo.co.ke" target="_blank">bitange@jambo.co.ke</a> <<a href="mailto:bitange@jambo.co.ke" target="_blank">bitange@jambo.co.ke</a>><br>
Subject: [kictanet] The big Kwaheri: reflecting on 10 years on the MJ 10 yr safari and his-tory - day 3<br>To: <a href="mailto:jwalu@yahoo.com" target="_blank">jwalu@yahoo.com</a><br>Cc: "KICTAnet ICT Policy Discussions" <<a href="mailto:kictanet@lists.kictanet.or.ke" target="_blank">kictanet@lists.kictanet.or.ke</a>><br>
Date: Wednesday, October 13,
2010, 3:00 AM<br><br><div><div><div></div><div class="h5">Listers,<br>I first met Michael in early 2005 while researching on backward and<br>forward linkages between Large and Small Enterprises. After several<br>attempts to secure an appointment, Michael agreed that I meet him after<br>
hours around 5.30 pm. He seemed busy but nevertheless he accepted that I<br>interview him. We moved to a mall waiting room with his usual impatience<br>written all over his face. I got want I wanted and bid him goodbye.<br>
Months later I was to be PS in the Ministry and later Safaricom Board<br>member. Here I got to know Michael better. Many a time he thought of my<br>ideas as wacky and impossible but this was him. Never rushed at decision<br>
making. In short I concluded that he is a reflective person and uses that<br>practice to manage a complex situation. It is almost practically<br>impossible to wiggle around Kenyan Politicians
and remain relevant in<br>modern world. How Michael managed to stay sane and move Safaricom<br>forward, it requires a whole book-- Reflections of Kenyan Politicians.<br><br>Reflective practice in management is referred to an active process which<br>
involves examination of past experiences and gaining some conclusions that<br>can inform future activities. In my most desperate moment Michael applied<br>this theory to change how things are in Kenya now. As we planned for<br>
Teams Cable, Michael hired the services of one prominent caucasian lawyer.<br> In one of the meeting, the Lawyer said that this cable can never be built<br>and only if Safaricom pays for it. He insintuated that we (Kenyans) were<br>
not cabable of doing such a huge project.<br><br>I felt for once to do something I had never done in my life, to punch the<br>guy and knock out his teeth and then resign the following hour but I<br>decided to take a deep
breath and said perhaps this would be the end of<br>the project. I called the meeting off and decided to write a strong<br>letter to Michael protesting the unwarranted attack by the lawyer. <br>Michael appologised and later brought the issue of Teams to the Board. <br>
Although he too may have not believed that Teams would succeed, he surely<br>reflected on the impact of the investment and decided to invest.<br><br>On another significant project, Malili now Konza Technology City I asked<br>
Michael to put up a Safaricom Towers. He quickly said “never…. How do you<br>buy just a plain piece of land out of nowhere…I don’t know how you think”.<br> Later he had different views on Malili ..he may have reflected once<br>
again.<br><br>From my interview to Teams and Malili, it is evident Michael indeed<br>reflects on what he does and possibly we should all emulate that. In the<br>field of reflective practice in Management, one only
needs to ask<br>him/herselve the following four simple questions:<br>• What should have happened?<br>• What actually happened?<br>• What were the differences?<br>• What did we learn?<br><br>I am looking forward to a book from Michael. On my part, I shall at least<br>
have a chapter. As a student of Management, I urge Michael to take up a<br>start up and apply the same principals he did on Safaricom. This is what<br>will create new theories of Management. We shall miss you from the<br>
Safaricom pinacle and hopefully not from our sector.<br><br><br>Ndemo.<br><br><br>> Hi Listers<br>><br>> I like the comments that are coming through and the theories behind MJ<br>> tenure - Sam for example offer scientific proof that MJ is not the first<br>
> born in his family a key contributory factor. Do you agree?<br>><br>><br>><br>> Edith points out what the successor to MJ
should do. This is our<br>> opportunity to shape that transition the successor and the destiny of<br>> Safaricom going forward<br>><br>><br>><br>> MJ has been around for 10 yrs and know the ICT terrain well and has<br>
> largely<br>> shaped it . as he hands-over the reins of power and glory , what advice<br>> should he tell the successor?<br>><br>><br>><br>> What should MJ tell the successor in your view to maintain the momentum of<br>
> ICT development ?<br>><br>><br>><br>><br>><br>> cheers<br>><br>><br>><br>> Muriuki Mureithi<br>><br>><br>> ----------------------------------------------<br>> This message has been scanned for viruses and<br>
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