Category: Business Daily

Two recent continental gatherings have sharpened the conversation on the future of healthcare in Africa: The Rwanda Healthcare Technology Innovation Conference and the Second Annual National ICT Summit in Uganda.

Both forums drew leaders from healthcare, insurance, technology, and government to wrestle with one urgent question: how can digital innovation accelerate access to healthcare across Africa?

The answer echoed from Kigali to Kampala: the continent’s healthcare future must be inclusive, data-driven, and digitally enabled. For Kenya, which has often positioned itself as a leader in technology, the lessons from Rwanda and Uganda are not just instructive; they are urgent.

Sub-Saharan Africa continues to face systemic barriers that stall progress toward universal health coverage.

Nearly half a billion people still lack legal identification, excluding them from vital services such as healthcare, insurance, and finance. Without this foundation, even the most advanced digital systems struggle to reach those who need them most.

Uganda illustrates the scale of the challenge. Its doctor-to-patient ratio stands at a staggering 1 to 25,000, far short of the World Health Organization’s 1 to 1,000 recommendation.

Only a third of health facilities are positioned to adequately serve rural communities, and persistent problems such as drug stockouts, weak referral systems, and fragmented patient records hurt effective care. What makes Uganda’s example compelling is the way it has turned to digital solutions to tackle these structural weaknesses.

The introduction of biometric patient identity systems has ensured a ‘one person, one record’ approach, eliminating costly duplication. Automated claims processing has streamlined approvals while curbing fraud.

Rwanda’s success reveals what can be achieved when political commitment, technological innovation, and community needs are fully aligned.

Kenya is no stranger to digital innovation. Its reputation as a pioneer in fintech and mobile communication is firmly established.

Yet in healthcare, the country sits at an inflexion point. To seize the opportunity, five lessons from Rwanda and Uganda stand out.

First, healthcare systems must be anchored on a reliable patient identity framework. Without biometric-based identity, seamless access will remain elusive.

Second, systems must be interoperable from the start. Fragmented silos, whether in facility management, claims processing, or national databases, only breed inefficiency.

Third, inclusion must go beyond urban centres and smartphone users. Rural populations must be reached through simple technologies such as USSD and offline synchronisation.

Fourth, strong public-private collaboration is essential. Rwanda’s progress owes much to its openness to working with innovators who align with national priorities.

And finally, real-time data must drive decision-making, ensuring ministr

Project funds approved through the annual budget will be sent directly to designated bank accounts for the ventures, if Parliament approves a proposed law.

The Public Finance Management (Amendment) Bill, 2025, seeks to amend Section 83 of the Public Finance Management Act to ensure mandatory exclusive accounts for project implementation funds.

Imagine stepping into a restaurant where you cannot rely on your sight to walk to your table or pick up your fork or knife, and instead, the aroma of food and the feel of cutlery guide you.

That was the experience at Dining in the Dark at Nairobi’s Karen Country Club – an event that let diners experience what it is like to eat out as a blind person.

Every October, Customer Service Week reminds us that service isn’t just about processes – it’s about people. This year’s theme, Mission: Possible, speaks directly to our reality: every customer interaction is a chance to build trust, loyalty, and long-term value.

The customer of today is different. They don’t buy products or subscriptions; they buy experiences. A flight is judged not just by time of arrival, but by the warmth of check-in and how staff handle disruptions.

A TV subscription isn’t only about channels – it’s about how simple it is to sign up, how smooth the payment feels, and how quickly help comes when needed. That’s why service can’t be treated as a department. It’s a culture. It’s the heartbeat of every touchpoint, from a WhatsApp chat to how we respond when a customer is frustrated. The companies which win are those where everyone – from the CEO to the newest intern – sees themselves as custodians of the customer.

Digitalisation has made service faster and smarter, but speed alone doesn’t equal satisfaction. When a customer is worried or upset, nothing replaces human empathy. The future lies in hybrid service: technology to handle the predictable, and people to handle the emotional.

Complaints aren’t problems to brush aside – they’re roadmaps to improvement. Every time a customer points out a broken journey, they give us insight to redesign better. The most forward-looking businesses are already using data to fix issues before the customer even notices.

This shift is visible everywhere. Service centres now focus less on routine transactions (which are now online) and more on solving complex issues and guiding customers.

Our frontline is no longer just transactional – they are brand ambassadors, educators, and problem-solvers. To succeed, we must continue investing in their training, tools, and empowerment. Loyalty today is earned through relevance. Customers expect to be seen, understood, and remembered. The boldest companies are already moving from personalisation to predictive service – experiences that feel effortless and intuitive.

In a tough economy, customer experience is not a ‘nice-to-have.’ It is the strategy. A delighted customer not only returns but becomes your loudest advocate.

Exceptional service sparks word-of-mouth marketing you can’t buy. And it starts with a culture that treats every challenge as a mission worth solving.

As we celebrate Customer Service Week under the banner Mission: Possible, let’s remember, this isn’t just a slogan. It’s a mindset. With the right culture, tools, and attitude, every interaction can be transformed into a moment of truth.

Because customer experience isn’t the next frontier of business success. It is the frontier.

Does abnormal define the entrepreneurs and market leaders who refuse to play safe? Are the businesses that question every assumption unusual? Abnormal market leaders, don’t just think outside the box, they tear it apart.

Look around the Kenyan corporate scene – normal is overrated. Why? Because normal keeps companies stuck. Normal settles for slow growth, tired plans, predictable outcomes, responding to the easy stuff.

Abnormal is different, asking hard questions. Abnormal sparks new models, fresh markets, bold moves. Abnormal is where the future is built. Abnormal are the outliers at the refreshing edge of the normal curve. To stand out in a crowded market, should one take three steps to abnormal achievement with a focus on creating value by problem-solving, quick adapting and competing on time?

It’s a question of whether one is content with the status quo. There is a risk in hoping that an infusion of fluffy business jargon will be all that is required to survive another day. Not everyone is ready to break patterns, create new habits.

For those that are done with the average, hovering around the mean, to ignite real change requires a step into the abnormal. Normal solves yesterday’s problems. Abnormal creates tomorrow.

Your boss wants you focused, productive, not distracted. Business model of social media wants you scrolling, not thinking. And schools? They may be still busy preparing students for jobs that may no longer exist.

The world isn’t just changing. It’s accelerating. Blink, and you’re already behind. That’s why smart managers don’t spend their time glorifying stuff they learned back in the day.

Smart managers, at the edge of the normal curve, the abnormal, the outliers, are mastering a different set of skills that are much more likely to compound into unfair advantages.

We crave the Plato’s Cave of familiarity – believing the shadows on the wall are the reality. We don’t see the business world as it is, we see the events we want to see.

One – create value, solve a problem

At its essence, business is about creating and capturing value. It’s about noticing a problem, a need a customer has, and being able to solve it. Solving it with a product – service that they are ready to pay for. That’s the greater differentiator, ready to pay for.

Participants in Y Combinator, a legendary start-up incubation unit, are encouraged to sell their product, the customer solution, online to see if anyone is ready to pay for.

It may not even exist yet, they are taught to just test the waters to see if the market demand is there. After all, does it make sense to create a product that no one wants?

Wicked problem of university graduate unemployment is depressing. Parents have spent their hard-earned money, scrimping and saving, investing in four years of education that is designed to provide young Sarah with job that allows her to demonstrate her learned knowledge, skills and ‘can-do’ mindset.

Yet, the World Bank now reports that it can take up to five years for the typical Kenyan university graduate to obtain formal sector employment.

Reframe of the issue is asking: How can the young graduate obtain work experience the employer craves? How can they be taught to solve problems? If an applicant can demonstrate they can identify and come up a solution to a pressing problem an employer has, they would likely be hired on the spot.

Aim of education should be to inculcate a sense of curiosity, a love of learning, that allows the student to see the world through the eyes of their discipline.

The risk of AI is that it may stifle creativity, encouraging what has been described as ‘brain rot’. It shouldn’t be a replacement for critical thinking.

To be fair, research shows it’s a mistake to equate paper qualifications with intelligence. Some of the smartest, most productive Kenyan’s never attended university.

Two – adapt and evolve

Nothing stays constant. Even in business problem-solving, when one applies inductive logic, setting a [scientific method] hypothesis about what is happening, and goes about proving, or disproving, the best guess hypothesis shifts things, usually in unexpected ways.

Facts and figures one thought were true, often don’t turn out that way. Normal approach might be blame the data, saying this can’t be true.

Read: How do you see what others miss?

While some managers chase normal, the astute abnormal leader bends, twists and even breaks things – until something new emerges.

In fast adapting, they see possibility where others see problems. Ever-evolving, they ask questions that make people uncomfortable. They refuse to follow the linear because the future isn’t drawn in straight lines.

Three – time is the message

“The medium is the message” coined by Marshall McLuhan, means that the way information is delivered-the medium itself-has a greater impact than the content of the message. The properties of the medium, like the linear structure of print, or the visual nature of film, shape our thoughts.

Reality has at least two dimensions: physical space and time. Responding to a customer’s frustrating issue right away, sends a very different signal, in contrast to ignoring it.

Or, what may be for some, the ‘normal’ way of just letting something fall through the cracks, hoping that annoying problem may just evaporate.

Paying attention to responding, competing on the basis of time is the habit of market leaders. Conscientiousness remains a strong predictor of business success.

‘You can’t be normal and expect abnormal returns” advised Jeffrey Pfeffer.

Forty years ago, an idea came to Nazir Noordin and Raju Patel while working in office furniture and equipment spaces. They realised that investors in those businesses had adopted a trading perspective; no after-sales support, and customers could not always buy a new photocopying machine whenever theirs broke down.

A simple market survey showed that no company was offering such services, and Mr Noordin and Mr Patel decided to pick it up, marking the birth of Copy Cat Group. Their sole aim was to maximise the longevity of machines through the provision of technical expertise and spare parts.

For 15 years, the Magical Kenya Travel Expo has chronicled the aspirations of Africa’s tourism sector. Its evolution from a national showcase to a continental marketplace is a narrative of genuine progress.

However, ambition alone does not build infrastructure or fund the visionary enterprises needed to secure the continent’s economic future.

The expo, which took place from October 1-3 at the Uhuru Gardens National Monument and Museum, addressed this profound disconnect between Africa’s tourism ambitions and the actionable capital required to realise them.

The integration of the African Tourism and Investment Forum (ATIF) into this year’s Magical Kenya Travel Expo brought a strategic focus to closing this critical investment gap. The ATIF discussion and deliberations ignited the continent’s unlocking of its vast, yet undercapitalised, tourism potential.

Kenya’s tourism earnings grew by 31.5 percent in 2023. The sector contributes a significant 8.5 percent to our gross domestic product and, as the Tourism Research Institute notes, supports more than 1.6 million livelihoods. Yet, without continued investment, this momentum will stall and the promise of inclusive prosperity will fade.

Continentally, the African Development Bank projects that tourism could become a $260 billion industry by 2030, but this forecast faces an estimated $1.8 billion annual infrastructure investment gap. Bridging it requires a deliberate, multifaceted approach to building resilient, inclusive, and sustainable tourism ecosystems.

That was the reason we embedded ATIF within the 2025 Magical Kenya Travel Expo.

The expo has long proven its value as Africa’s premier tourism marketplace, historically connecting thousands of delegates, hundreds of exhibitors, and a broad spectrum of globally vetted buyers. It has perfected the art of the travel sale, but the time has come to move beyond transactions and tackle the sector’s foundational issues: policy, capital and innovation.

ATIF shifted the conversation to those pillars, asking not just ‘what can we sell?’ but ‘how do we collectively build the Africa we envision through tourism?’

The theme, Magical Kenya: Unlocking Africa’s Potential through Sustainable Tourism, must be understood in its truest sense. Sustainability is not just about environmental conservation but rather creating an industry that is financially self-sufficient, resilient and capable of long-term growth.

This is where the forum’s function became critical. ATIF was designed to directly confront the investment gap by connecting Africa’s market-ready opportunities from eco-lodges and cultural heritage sites to smart tourism technologies with the investors, development finance institutions, and venture capitalists searching for them.

The expo is just the turning point. We must challenge ourselves and each other. Governments must move forward ready with streamlined policies that prove their investment readiness.

Investors must look beyond traditional assets to the transformative potential of community models and technology. And as an industry, we must collectively demonstrate that we are a unified, strategic sector worthy of significant, long-term capital.

The World Travel and Tourism Council forecasts that the sector could create 8.5 million new jobs in Africa by 2033, but that number is entirely conditional on investment flowing where it is needed most.

The forum was also the arena for essential dialogue between policymakers and the private sector. True progress hinged on this collaboration to improve the investment climate and dismantle the regulatory hurdles that impede cross-border enterprise under the African Continental Free Trade Area (AfCFTA).

The power of this focused investment is its ability to ripple outwards, stimulating the broader economy in ways that a simple tourism transaction cannot.

Capital directed into tourism does not remain isolated within a hotel’s balance sheet. It is the very force that funds the preservation of our culture, the development of creative industries like film, arts, music, the scaling of African-born technology, and the construction of green infrastructure. It empowers community-owned ventures, ensuring that economic benefits are distributed equitably and that local populations become the primary guardians of their own assets.

The setting of MKTE at Uhuru Gardens National Monument and Museum is a monument to freedom and pan-African unity, is deeply symbolic. Just as this site stands for Kenya’s historic struggle for freedom and unity, MKTE 2025, powered by ATIF, embodied Africa’s determined effort to unlock its own economic destiny through tourism.

The vision, the talent, and the opportunities have always been here and will always be within our grasp. What has been missing is a concerted mechanism to finance them at scale.

Revenue collections by the Kenya Revenue Authority (KRA) at border points hit a monthly record of Sh85.15 billion in September, the agency announced on Wednesday, attributing the milestone to reforms that have sealed loopholes and accelerated cargo clearance.

The historic performance shattered the previous record of Sh82.55 billion set in January this year.

The Court of Appeal has ordered APA Insurance to pay a manufacturing firm Sh58.6 million as compensation following a fire that gutted the firm’s premises, hardly two months after the insurance took effect.

The award is a 28.8 percent reduction from the Sh82.33 million that the High Court had awarded the manufacturer-Britind Industries Limited- in February 2023 before APA appealed the decision, claiming that the fire was ‘deliberately or wilfully’ started by the firm.

Kenya has opted to settle a syndicated loan of $430.55 million (Sh55.6 billion) from the Eastern and Southern African Trade and Development Bank (TDB), a sign the State could not meet the lender’s refinancing terms.

Treasury Cabinet Secretary John Mbadi said the multilateral loan was very costly, adding that while the government considered taking a new facility to repay it, the expense made refinancing unattractive.