What Goes Around

There are words that are told to us once in life, whose significance only rises with time. When Abebi was passing on of a cruel diabetic condition, she called up her son Abiola and told him, “Always be trustworthy!” In her weak state she muffled a few other things, the betrayal she had met in life but bore no bitterness because she believed in a just and fair God. Then she breathed her last.

At the time both were living together, having been thrown out of the family home. This was after Abiola’s father, Chikuemuka, had secured a younger wife, Katali. Chikuemuka was a trader in cotton which he would sale largely to travelling merchants. He always bought on credit from peasants but yet would never sell to any merchant unless by cash. Now instead of paying back the peasants what he owed he would use the proceeds to acquire square miles of land for his growing business empire. Whenever his many debtors would call upon him up for payment, he would put them on hold insisting that he had no money. “Come back when I get paid.”

That’s how he became one of the wealthiest men in Umondi county. But Chikuemeka’s fortunes started going down when one day he trusted one merchant with a huge delivery on credit, which he rarely did. He had done business with this particular merchant many times before and when he called him that he wanted a huge purchase, Chikuemuka quickly went back and collected as much cotton from the peasants. “Trust me this time,” he assured all of them of payment.

But once he delivered the assignment that was the last he saw of the merchant. Chikuemuka kept waiting for his payment in vain. Then the peasants started demanding their payments too and for sure this time Chikuemuka had no coin. They got the local authorities involved and started confiscating his land.

As his fortune spiraled down, at his home, Katali the new wife started accusing Abebi of engaging in witchcraft that was the cause of their husband’s misfortune. Chikuemuka sided with Katali and threw Abebi out of the family home with her son, Abiola.

Chikuemuka was eventually arrested and thrown in jail. Once in jail Katali run off with what was left of his property. Chikuemuka died a miserable man, unattended, regretting the pain he had caused to all those peasants he had used to get ahead in life.

After the death of his parents, Abiola, dropped out of school and started doing odd jobs. He would go to rich people’s gardens and plead to be allowed to till for them. But he hated these jobs which exacted faithful hard work for poor pay. Then one day he met a village mate who convinced him to start brewing local gin. “It is easy to make money here because you can easily cut corners and sell people even bad stuff,” said the village mate. “They are mostly drunk anyway and can’t tell the difference!”

Cutting corners involved minimizing contents like molasses, yielding a brew with a high poisonous alcoholic volume. One day several deaths were reported in Umondi. When investigations were carried out the culprit was found to be Abiola’s ginnery. Villagers moved to lynch Abiola. But he caught wind of their advance in time and fled to Kumasi.

Kumasi was a big city where Abiola found he could easily survive by passing with a false identity. Using some of his savings, he started by boarding a nice apartment where he paid for the first three months. Then he stopped. When the landlord showed up, he begged for more time. But after three months he decided to vacate in the night; he was confident of being safe, since in the big city, no one could trace him.

Abiola took up another abode where he paid for the first three months. As before, he disappeared after tossing the landlord up and down for the next three months. “If I can get away in a year by paying only half the rent,” he thought to himself. “This is good saving!”

This became Abiola’s standard way of living and doing business. He would start off by being a good client to someone he was trading with, and once he had the unsuspecting person hooked, he would make a huge transaction on credit, then disappear with the client’s money. From this way of doing business he started buying huge tracts of land in the countryside. He was happy with his progress and started thinking of starting a family.

After sharing his need, a friend in the city introduced him to a young beautiful girl, still in school. They struck a bargain with her agreeing to be married to him, if he could pay her school fees in a beauty vocational school. “I don’t want to be seated home all day!”

“No problem,” Abiola agreed without hesitation and started bankrolling her.

From trading and pulling fast ones on the unsuspecting, Abiola’s business empire kept growing. Aware of all the enemies he was making Abiola acquired a pistol for defense. He always moved stealthily ready to fire back just in case one of those he had cheated caught up with him. He drove cars with tinted glasses and ever at breakneck speed.

As a tycoon he decided to invest in real estate too. Once he had set up rental units, he had no problems in having them taken up. But something strange started happening to Chukuemuka soon after. Every now and then came those tenants, who started by paying well, only to disappear into the middle of the night after keeping him in suspense for three months or more. He was furious, seeing all the damage they had caused to his property and without paying.

Abiola decided to report the culprits to police. “Why are people here untrustworthy!” The police knew he was a wealthy man. All they did was to extract as much money as they could from him, pleading they needed all to carry out investigations. Frustrated for lack of progress Abiola gave up chasing delinquent tenants and suffering more losses. “You can’t trust anybody here!”

One day Abiola needed to secure a loan from the bank for his business. When he offered some of his titles as collateral the bank upon verification found the land was encumbered. Abiola couldn’t believe it. He recalled how the seller had given him all assurances that the land was unencumbered. But here he was discovering he had been sold air. “You can’t trust anybody here!” he spat.

Just then he got another blow. After paying school fees for his girl fiend, and as she was about to graduate, she sent him a chit mentioning that the friend who had introduced them had all along been her lover. The two were planning to wed. Abiola was crushed. He felt like the end of the world had come after all his investment in this girl. “Why me!” he moaned. He took out his pistol ready to end his life.

Down and disheartened, wanting to end his life, it is then that Abiola recalled his gentle mother, Abebi’s last words. “Always be a trustworthy person!” The pistol still pointed to his head Abiola saw that all along he had been riding on other people’s back to get ahead, and his sins were finally catching up on him. “She said this to protect me!” Trembling, he lowered the pistol in deep contemplation….

In any society there are those who decide that to get ahead theirs would be a life of pulling a fast one on those whom they deal with but who happen to have fallen asleep. The consequence of that is theirs is always a fast life one of constantly looking over the shoulders, fearing that perhaps one has met their match, and it is now game up! And, perhaps for that reason, is why some have suggested preaching virtues like trust and honesty is literally in one’s interest, because otherwise you are living on borrowed time!

When a Nation Lacks Pride!

Lulu had joined a Diploma in Education course at Kyambogo Teachers College, which he didn’t like. So, when the opportunity came and he heard the government of Japan was availing scholarships to study engineering he applied. He found his application needed to first be vetted and supported by his home district. However, when he presented his papers to the Chief Administrative Officer (CAO), Embatta, a man who had seen him grow up, there was opposition.

“But we are expecting you to come back as a teacher!” Embatta protested. “Let those who are able to become engineers!” Lulu felt insulted; was it that the CAO didn’t think of him as engineering material! He started courting the support of councilors, but most who had seen him grow up and dropped out of school early were not enthused. “Why is that boy so ambitious,” so they queried. “I know he wants to go out and come back with big titles and boss over us.”

As a last-ditch effort, Lulu decided to appeal to a local white priest, Father Lourdel who had paid his school fees and of many district leaders. Father Lourdel was very excited. “We already have enough teachers,” he mused in the local language which he was fluent. “What we need here are engineers to fix roads and help improve the transportation of goods from the fields to the market. This will make our district prosper.”

Father Lourdel took up the matter to the CAO and because he had educated him too, he finally yielded. “After completing your studies make sure you return and bless us with your skills,” Father Lourdel prayed with a sign of the cross for Lulu before he jetted out for a four-year degree course. Lulu promised to do so.

True to his word, upon completing his degree course, Lulu returned to the country as a civil engineer. Immediately, he reported back to his district and applied to become a District Engineer. But the CAO kept throwing him off that there was no money for this job, even as he pleaded that it would be good for the district to have a homeboy as District Engineer. Discouraged, he turned to the central government which hired him. But he didn’t last there; he soon quit to join a French-owned company, Bozac. The country had a huge infrastructure development programme and it was Bozac doing most of the road construction. It was often said there were no local companies that could do such jobs.

For Lulu, the major reason in joining Bozac was pay, as he could hardly make ends meet from his government salary. Bozac, on the other hand tripled his central government salary. But as he would soon find out, it was not for nothing.

After the European owners of Bozac would snap up huge multibillion-dollar contract jobs, they would get back to their capitals, having spent a few days patronizing the five-star hotels. Locals like Lulu were left to sweat it out. He was always in the field, supervising construction. Sometimes, having spent much of the day out in the sun, he would drive across the country back to the capital to meet with his bosses in their rented air-conditioned offices. They would quiz and harass him, threatening not to renew his contract for whatever was amiss. Disgusted, Lulu started thinking of starting his own firm.

“It is our country,” he talked to fellow engineers. “Yet there are the ones getting the best deals. Can’t we start our own local firms, bid and get these jobs. “Try your luck,” Lulu was rebuffed to those he appealed.

Now back in school, Father Lourdel had always preached that to succeed in life one had to persevere. Recalling that, Lulu decided to quit Bozac and start his own engineering firm. However, whenever he did bid for major road construction jobs, rejection slips would quickly come his way, noting “lack of experience and capital.” Lulu was hurt that it was mainly his local people who were rejecting his company, and who were not willing to give him a chance.

“We have the expertise but our own people want us to be permanent slaves,” Lulu would be agitated each time he would face rejection. “All these conditions they create against us are to discourage the emergence of home-grown companies.” One day Lulu noticed a tender to build a bridge in his home district. Lulu applied proudly specifying in his application that he was a homeboy well-known to the district leadership.

This time there was a new CAO. Although Nkejje had gone to school with Lulu he presented Lulu’s tender papers with lukewarm support. “This Lulu we know,” he told members of the tender committee. “Can he do a big job like this!”

Lulu was invited to come and share a presentation along with another company that had a European name, Quimax. He arrived on time, quickly presenting his prior job contracts and going even further to share designs. After he was done, a man Lulu seemed to recall having met once asked, “we hear you never reached Japan but bought that engineering degree of yours from a Japanese supermarket as you were just doing kyeyo jobs.”

“I take exception to that line of questioning!” Lulu picked his papers, stood up, and stormed off. Quimax had sent a white manager with a black officer who came carrying bags. The white manager let him make the presentations. After they were done the tender committee immediately awarded the job to Quimax. “These people from outside know how to do these jobs,” the tender committee reasoned against Lulu’s bid. They have a muzungu on the team.”

Upon securing the job, Quimax demanded to receive half of the sum as an advance to start works. The district quickly wired off the monies. But after over six months there was hardly anything on the ground. After writing many letters Quimax sent a few trucks and bulldozers that commenced works.  But what eventually came of their efforts was some shoddy structures, far from the original presentation. In the meantime, everyone noted the muzungu had never shown up in the district again. It was rumored he had taken much of the money back to Europe and was sending a pittance back.

The bridge constructed was so poorly done that due to local complaints the Inspector General got involved. When a technical team was set to review the works, it recommended the job be retendered. Lulu did bid again and this time with a more technical committee formed of senior officials he won. Indeed, he was able to do the job at half the cost of what Quimax had quoted.

On the day of opening the new bridge, Lulu was given a few minutes to speak. Dressed in a rare black suit, he decided to use the opportunity to vent something that had long bothered him. “All you people here know me well as I grew up among you. But I fail to understand why you never support your own or wish them well. If it were not for Father Lourdel who educated most of us here, none of you was willing to support me.”

He paused, as guests nervously shifted in their seats. “When I first asked to do this job you questioned my education. But did you enquire into the muzungu’s education? I want to help us develop but until we people here learn to love ourselves and our nation, with each other well, have pride in ourselves, as I saw back in Japan, tell you what, we have a long way to go!

Lulu walked back to his seat. He loosened his tight collar and gulped down water from a mineral water bottle. Then he looked at the bridge he had just erected for his district. It filled him with pride.

 

The Manager and Quick Decision Making

As a result of the corona virus almost everyone knew the newspaper business could no longer remain much the same. The demand for print had been eroded and shifted to digital spaces where most readers now consumed their products. Besides, there was also the factor of demographics. A survey taken before the lockdown had showed the majority of readers fell in the 15- 35 age bracket unlike past instances of 35- 55! But what was even more striking was the steep decline of the 55+ readership age group. The survey had revealed many of those once trusted readers had left fulltime employment and shifted while at home to sucking in information from electronic channels, largely radio and TV.

“What this research shows is the importance of change,” Mpozza, the Research officer shared the findings with his boss, Kakeeto, the Head of Research. He nodded in approval. “I absolutely agree with you and will share when senior management team meets. I will recommend we invest more into digital and electronic media.”

Why slow decision making

Senior management met fortnightly. But sometimes meetings could fail to happen because of the absence of the chief executive officer, Kato, who insisted always to be the chair. It was after a month when a meeting finally occurred giving Kaketo an opportunity to share his research findings and pitch his recommendations. But to his shock what seemed to him like a simple and obvious issue that needed a quick resolution got boiled down in fierce territorial organizational politics.

Once the findings had been tabled the Head of Print media division, Ojok, shot up his hand in objection. He suspected the Head of the newly created Digital media division was behind the findings meant to etch away his dwindling power. Ojok had been observing with increasing concern how his budget was being whittled down with more attention moving to digital media. “I find the methodology of this survey weak,” he poked holes at the report. Eventually, a new survey was commissioned. It took six months to share the new report whose findings were much the same as the first.

Finally, management decided, against Ojok’s opposition, to scale down the print media division. However, before implementing the matter needed authorization from the full Board. Kato knew his Board was not easy to meet as it was composed of very busy people constantly traveling. Also, every management proposal had to first go through committees. It took three months for the proposal to sail through committees to the full Board. There it met opposition as one elderly Board member queried how the proposed changes would affect workers in print media division. “Let management first show us plans to retrain affected staff!” It took another three months before the plan was revised and brought back for approval by the Board.

Effect of slow decision making

By then Mpozza who had carried out the first survey had left the newspaper for another job. Kakeeto, the Head of Research, was also about to move to another after losing interest in the project for being accused of manipulating data.

Meanwhile, within that year of indecision, nearly half a dozen digital newspapers had come on board slicing away a big share of the market. Most of the new digital media companies were small and therefore had not many layers that could prolong decision making. Once they saw an opportunity they quickly latched on it and made the best out of it.

Decision-making is certainly going to be one of the defining edges for companies that are not only going to survive but also win in the new world order. The term “nimble and fast” is increasingly going to have greater meaning as it is those organizations with the ability to quickly reform, adapt and move along with changes in the environment, that will not only survive but win.

The Manager and Competition

“Can you believe it that we have got a new competitor on the block,” Naoeme greeted Susan her long time business partner. The two ladies run a restaurant that specialized in hot African buffets. For a long time, theirs was the talk of town as it attracted all the big wigs in town. Patrons loved Super restaurant for sumptuous African foods and the ambiance. But most importantly the charm of the two business ladies brought over customers from near and far.

However, over time competitors seeing the lucrative market in food retail service industry had started to attack. Super restaurant that used to be full to the brim was now on certain days half empty. What hurt most is that a number of customers were migrating to the competitors.

Naomi felt that the new restaurant was yet another uncalled for intruder to their business. Soon she started to fight off competition. One of her favorite tricks was to tempt staff away from the new business by doubling their pay. However, this had an effect of eroding her gross profit and with time Super Restaurant was struggling to meet payroll.

Meanwhile her partner Susan was proposing a different and more proactive strategy.  She offered that, “we save money and buy new furniture since all the new business have better seats.” Another was, “let us take out a loan and hire an expert Chef on contract to improve our menu.” But for Naome this was nonsense. There were better ways to beat competition.  “If you can’t beat them; well, kill them!” was her mantra. She went around and paid a bribe to the utility providers who inflated the bills of their competitors. She even talked to the tax collectors to fine a penalty against her competitors.

But these strategies failed to stop the decline. Even some of the new staff hired started leaving due to delayed salaries. Soon the business was seriously running out of cash and on the verge of collapse.

How to beat competition 

If you have something good and working be sure that someone is watching and get ready for competition. It is only a matter of time. How you react is also going to determine how you beat off competition. Whereas competition is a vote of confidence in one’s enterprise, quite naturally many people resent it. The attitude of Naome is typical of so many.

Coca- cola and change

Around 1981 in the Philippines, Coca-Cola, was lagging behind 2 to I in sales against Pepsi. There was talk of her shutting down and moving elsewhere. In comes Nevile Isdel, an Irish-born native of Zambia, who in his book Inside Coca Cola shares how he beat off competition. Simply, he modernized outdated plants, energized the sales team with better incentives, launched a new local advertising campaign, created more products to meet the different market segments and brought in new talent. And by 1983 Coca Cola had taken the lead, being one of the fastest turn around in the soft drink industry.

In brief, competition is not necessarily bad. It spurs innovation and helps bring the cost of products and services down as companies battle for customers. The one who hates competition is a monopolist but such is only buying time before it is all broken up.

The Manager and Business Revival

Once the lockdown ended Menvu decided to open up his hotel which had been closed along Bijanjaro road. As expected through the time of closure there were no customers calling. However, with lockdown over, it was time to get the business up and running.

During the first few weeks, Menvu noticed that only a trickle of customers stopped by. He waited for the next week and there was no improvement. A thought then occurred to him that perhaps it was best to call up some of the customers he knew. He was quite surprised with the response he got.

Some of the customers he found were not aware that the hotel had opened, but since they had heard from him now they would visit. There were those who were not sure of the SPOs in place. “If I come,” asked one customer. “Won’t I catch the dreaded disease? How are you going to protect me!”

“We have all the protocols in place!” Menvu assured his customers. He had put in place extensive arrangements such as sanitizers and gun temperatures to ensure the hotel was well covered. The seating in the dining was spread out to limit physical contact. “We have also hired a nurse to make sure none of our customers is affected by someone falling ill!”

“I will come,” several customers offered so, having been assured all was well.

However, Menvu found those who wanted to know if the hotel prices were still the same. “How much are the rooms going?” a customer asked. Menvu had had to increase pricing of his products to cater for the new social protection safeguards. Besides, he had lost business during the lockdown and needed to find a way to recover some of lost income. But then he found his customers were not ready to embrace the new pricing.

To get them back Menvu decided to retain price at the same level. “After all, I am not sure if they will come back!” he reasoned. “Best to first get them in!”

Under this strategy, the hotel recovered. Business started slowly but by the end of the year had fully recovered to previous performance level.

How to recover your business when it has been under closure is a question many business owners are now grappling with. Take the example of a school owner that has been under closure since March, 2020! Should the owner just sit back and wait for his former students to show up. Suppose they do not.

To recover a business one may have to be more ingenious than just assuming that your old customers will pick up from where they left. As we see Menvu has had to make adjustments in order to secure his clients and put also several measure in place. In brief, it is not business as usual.

A very important development has been the use of technology as one way to communicate with customers. In an age where physical distancing is the norm a business may have to incorporate new measures like having meetings online. New services like costumer delivery could help reach out to customers fearful of coming to company premises.

Uganda loses a retired peaceful citizen through riots: John Kittobe ( 1949-2020)

John Kittobe, my old and close colleague at Uganda Management Institute (UMI) who was shot dead on November 18th during riots, shall continue to live in the hearts of many who knew him. Although it is easy to say that he was shot accidentally, by a stray bullet, after having seen some videos of targeted shooting of unarmed civilians, by hate- filled goons, I, for one, shall not buy into that. A brilliant accountant who served his nation honorably including teaching many accountants and public servants lost his life needlessly at the hands of cold assassins.

I can’t recall exactly when we first met. Together in the 2000s we served on the staff of UMI and shared an office on the same floor. But he was in a different department and we rarely interacted. What struck me was that he was much older, looked a bit stern and, usually came to work in a white short-sleeved shirt, always with a necktie fitted, typical of British trained accountants.

One day an event brought us closer. I represented academic staff on the council. A matter was presented and I had a different view. I canvassed for support and this is how we started a long friendship. Council had proposed an ecumenical prayer to be read at the start of every business meeting. I felt strongly that even in public institutions anyone should not be constrained in their prayers with a written script from the high.

After that event, which we lost, John and I started a lunch hour Christian fellowship, not without opposition, but which has persisted. As head of Higher Degrees Department he saw to the graduation of hundreds of students with Masters degree. He started the MBA degree program, a project we worked on together and, gave us much fulfillment when it finally came to fruition and the first class started.

Other than academics we often met to talk about life. What drew me closer to John was that we shared as much concern about Uganda. “Where is this country headed!” many times waiting for traffic to clear, overlooking the busy Jinja road, we discussed Uganda with lamentation.

About 2012 John decided to retire from UMI as I also decided to move to a different work station. We kept in touch rather infrequently. But in 2018 we bumped into each other on a plane out of Entebbe. John and his wife, Lois, were en route to visit a son, Michael, who worked in the US. I moved seat, sat next to him and Lois. We talked and laughed most of the way. As he had always done he told me all about his children. He was so proud of their achievements. At Brussels, we took different flight routes, my last sight of him smiling back, a happily retired man relaxed and at peace with a Scottish cap on.

In the course of our friendship John used to share with me much of his interesting life story. He was a brilliant boy who started at Mushanga Boys school in 1957. This was a Catholic school and one of the requirements was to confess Catholicism. Kittobe’s family was of the Anglican faith. But to get education he agreed to be baptized in the Catholic church taking the names of John Mary.

He emerged as one of the best five students during the national junior exams in the western region. This earned him a place at the elite St Mary’s College, Kisubi. But his time there was unhappy and short lived. “I was coming from a humble background,” he once told me, “and there was this Brother who kept harassing me for lack of shoes. I had one distinct woolen shirt which the well off Baganda boys kept teasing me.” After one year he decided to relocate to the nearby but equally demanding Ntare School. There he skipped a class to join Makerere University in the B.Com class of 1972.

“My class had the likes of Robert Rutagi once General Manager of National Medical Stores,” he told me, “and the former Minister Hon Sydia Bumba!” After graduating John would go on to have a remarkable career. He served as Chief Accountant for Agricultural Enterprises and Director of Finance at Uganda Red Cross.

John loved sharing knowledge and in 1984 he went to UK where he graduated with an MBA from the University of Leeds, two years later. He soon started teaching finance and accounting at the Faculty of Commerce, Makerere University before finally moving to UMI where he retired.

One reason that enabled John take what many thought was early retirement was because he had invested well in real estate. “In my first job I was housed in an apartment in in the suburb of Kololo,” once he shared with me while visiting in his office. “This is why I believe environment matters a lot. My eyes opened as I realized I too could start saving and build one of those mansions there.” He was a man of action and commenced to buy land in Naguru where he raised a mansion. He would go on to build on that a number of properties in town.

There are two most fitting description of John’s 71 years. He was a family man very devoted to his wife, six children and 11 grandchildren. He was also a committed Christian who diligently served his church. Before moving to St Luke’s church, Ntinda he was a member of All Saints church where he served on the Council and as a warden.

John’s spiritual journey had a curious beginning. Once during one of those never ending upheavals in Uganda he survived a grenade attack that was lobed at him. After that miraculous escape he committed his life to Jesus Christ as a personal savior.

On Wednesday, November 18th, John started the day by having breakfast with his family, as he normally did. He then drove to Mabirizi shopping plaza to purchase certain items. Earlier in the day, unknown to him, one of the political candidates in the on going Presidential election campaigns, Robert Kyagulanyi, had suddenly been arrested by security forces, sparking off riots. Just as he went quietly about his chores John was hit by a bullet from nowhere. Later in the day, about 3 pm, Lois, whom he married in 1976, received the most dreaded of calls. There was a stranger on John’s line. The caller without much wasting told her John’s body was in the Mulago hospital mortuary.

In 1894 the British cobbled together a nation and which with as much imagination threw in a name for her to be called Uganda. As was a project, half a century later, they handed it back to the natives to self-govern, in its haphazard nature and with all its grand set of odd characters and strange circumstances of birth. Since then she has been at it, plucking the lives of many of her innocent children, through incessant wars and riots. The list of those assassinated and murdered in never ceasing political wars could stretch as far as the Nile. Maybe one day she will settle down and peace will too shine here. But for now it is but a distant dream.

During our time together almost every Friday afternoon, I knew John to put on his cap, and drive quietly down to the place of his birth, where he had a farm. But on the Friday of November 20th it was the body of my friend prematurely driven down, in this running sad tale, of our nation, Uganda. Rest in peace brother John!