By the time I meet Prof Sudi Nangoli at Lake Victoria Hotel in Entebbe, the humidity and dryness outside are still noticeable, but the tree-shaded setting gives the afternoon a different feel.
Over lunch, the conversation turns to an institution that has been part of Uganda’s story for more than a century.
Prof Nangoli believes leading the Uganda Printing and Publishing Corporation (UPPC) is more than occupying the office of managing director. It is an exercise in stewardship, one that requires balancing the weight of history with the demands of a rapidly changing business and technological environment.
Prof Nangoli is a strategic and business management scholar with experience in academia, leadership and entrepreneurship. His academic and management background now meets the demands of leading one of Uganda’s oldest public institutions
‘Leading UPPC is both a privilege and a profound responsibility,’ Prof Nangoli says.
An institution such as the UPPC, he argues, does more than print documents.
‘It preserves the nation’s memory, safeguards public information, and supports government service delivery,’ he says. ‘As the publisher of the Uganda Gazette, we are custodians of Uganda’s official legal record and documentary heritage.’
Prof Nangoli says this makes leadership less about occupying a position and more about preserving an institution while preparing it for what lies ahead.
‘To me, leadership is about stewardship. It is about honouring the legacy built over generations while preparing the corporation for the future.’
Consequently, his vision is to see the UPPC become a modern, innovative and commercially sustainable public enterprise capable of delivering printing, publishing and security printing services while maintaining its public mandate.
Changing the culture
When he assumed office, Prof Nangoli’s priority was not machines or equipment. It was people. ‘Institutions do not change because new machines are installed; they change because people embrace a shared vision.’
The transformation agenda therefore began with organisational culture, governance, accountability and staff. The UPPC introduced stronger performance management systems, improved internal communication and sought to create an environment in which innovation and continuous improvement could take root.
Prof Nangoli is sold on the idea that transformation cannot be reduced to a single project or a change of equipment.
He sees transformation as ‘not an event [but] a continuous journey.’ As such, he credits the progress at the corporation to the collective effort of its employees, while pointing to operational improvements, customer service, and digital transformation as some of the areas where change has been pursued.
‘Today, the Uganda Gazette is published consistently and on schedule, ensuring compliance with statutory requirements and improving access to official government information,’ he says.
Prof Nangoli is not oblivious to the fact that an institution cannot transform without investing in its people.
His approach reflects his wider leadership philosophy. ‘I have always believed that leadership is about serving others and enabling them to succeed. Leadership is not confined to the managing director’s office; it should be demonstrated at every level of the organisation.’
Going online
Perhaps one of the clearest signs of the changing UPPC is the move from paper-based services towards digital platforms. Prof Nangoli describes digital transformation as fundamental to the corporation’s future competitiveness.
The corporation, he adds, has introduced the electronic Uganda Gazette, digitised thousands of historical Gazette records and established an online customer service portal.
Clients can submit Gazette notices and printing orders electronically without physically visiting UPPC offices. For an institution whose history is closely tied to printed documents, the transition marks an important shift in how it delivers services.
The issue of digital transformation runs so deep that it occupies most of the time we are having our main course. Prof Nangoli appears to take to it as well as he does traditional foods.
After digging into the steamed matooke, he discloses that the internal use of digital systems has also improved workflow management, communication, and operational efficiency.
Externally, he adds, the changes have reduced turnaround times, improved accessibility and enhanced customer convenience.
‘Our ambition is to become a fully integrated digital publishing and printing enterprise that combines technological innovation with the trusted quality UPPC has delivered for more than a century,’ he says.
Since the Gazette contains information that affects citizens, businesses and institutions, including laws, regulations, public appointments, statutory notices and land-related publications, Prof Nangoli says it shouldn’t be ignored.
‘[The Gazette] contains information that directly affects individuals, businesses and institutions,’ he says, adding: ‘An informed citizenry is essential to a well-functioning democracy.’
A case for recapitalisation
As we wash down our elaborate main course with a drink, Prof Nangoli shifts attention to the fact that the transformation agenda he is so passionate about requires investment.
‘Recapitalisation is not simply about acquiring new printing equipment; it is about securing the future of a strategic national institution,’ he says.
The UPPC’s responsibilities include government communication, security printing, legal publishing and preservation of Uganda’s documentary heritage.
To continue fulfilling those roles, Prof Nangoli argues that the corporation must keep pace with changes in the printing industry. The industry, he says, is evolving through automation, digital printing and security technologies.
Without modern equipment, production becomes more expensive, turnaround times increase, and competitiveness can suffer.
Recapitalisation is also an investment in local industrial capacity, with Prof Nangoli offering that ‘a stronger Uganda must reduce dependence on foreign printing, retain printing value within the local economy, create employment opportunities and strengthen national capacity in strategic printing services.’
Nangoli’s leadership lesson
As we get to our dessert of local fruits, Prof Nangoli returns to what he considers the foundation of institutional transformation: people.
His leadership philosophy is rooted in servant leadership, mentorship, open communication, and continuous learning.
His profile similarly identifies selfless and servant leadership and mentorship as central to his approach.
He encourages employees to pursue professional growth, embrace innovation and take ownership of UPPC’s mission.
‘My role is to create an environment where talented people can thrive, collaborate and deliver exceptional service,’ he says.
‘When employees are empowered and motivated, organisational excellence becomes a natural outcome.’
That emphasis on people also explains why his five-year vision is not limited to machines and financial performance.
He wants a modern, digitally enabled and financially sustainable institution, with modernised production infrastructure, expanded security-printing capabilities, stronger digital services, diversified revenue streams and deeper strategic partnerships. But he also wants a skilled workforce capable of adapting to new technologies.
‘Success, for us, will not simply be measured by financial performance,’ he says. ‘It will be measured by the value we create for government, businesses and citizens through reliable service, innovation and operational excellence.’
The legacy question
As the lunch conversation draws towards its conclusion, the discussion returns to the institution’s history. The UPPC has existed for more than 123 years. For Prof Nangoli, the challenge is to ensure that the institution’s long history does not become a barrier to its future.
He wants future generations to inherit an organisation with modern systems, strong governance, skilled professionals, and a culture of continuous improvement. More importantly, he wants to leave behind people who can continue the work.
‘Perhaps most importantly, I hope to have contributed to developing leaders who will continue advancing the Corporation long after my tenure,’ he says. ‘Institutions endure when they invest in people, embrace change and remain faithful to their purpose.’
His measure of a successful tenure is therefore not simply whether new systems are installed or whether revenues grow.
It is whether a historic public institution can emerge stronger, more innovative and better prepared for a future in which printing, publishing, information management and document security are changing rapidly.
‘If history remembers that we preserved Uganda’s documentary heritage, modernised a historic institution, strengthened public confidence and positioned UPPC as a catalyst for national development, then I will consider that a meaningful legacy,’ Prof Nangoli says.