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Schools – The Next Domain for Technological Disruption?

Skoll Scholar 2016-17, Alex Shapland-Howes, is passionate about education. He spend several years teaching Maths and Politics in London schools before he led the mnajor growth of UK education charity, Future First. In this blog, Alex explore the future of our education system and the classroom experience.

It is sometimes said that school classrooms look the same today as a hundred years ago.

Students often still sit in rows of desks, writing about Shakespeare on reams of paper. They practise algebra in books and teachers mark them. Blackboards are now white, but teaching is still mostly led from the front of the room.

Yet this description masks huge cultural and pedagogical changes over the last century. Corporal punishment has gone. Girls and boys are now (usually) educated together and both take subjects historically restricted to the other gender. Children with special needs are included and catered for. And whilst teachers do often stand at the front, they employ a whole range of different techniques such as student- and peer-led learning. Our classrooms are also more diverse than ever before.

Almost all would agree these are huge, positive changes. They are. But whilst this represents seismic progress over the 20th century, the change in the last 10-15 years has, perhaps surprisingly, been slower.

Schools in the UK have improved overall. Results are getting better, albeit too slowly (especially for those from disadvantaged backgrounds). Much more is known about how to turn schools around. There’s been a revolution in the use of data to help students make progress. The Academies programme was born and grew.  But in the classroom itself, progress has been evolutionary not revolutionary.

This steady classroom development has taken place in the context of one of the biggest technological revolutions the world has ever seen. Smartphones. Tablets. Broadband. Netflix. Crowdfunding. Kindles. Those George Clooney coffee machines. None existed when I was a school boy.

But we’ve yet to see these types of technology truly transform the classroom. Teachers now do more on computers than ever before. Students do too. Computer Science is being rolled out as a subject in schools across the country. In Higher Education, we’ve started to see the adoption of MOOCs.

Yet we’re only now at the advent of the technology that truly can transform our schools. Perhaps the greatest opportunity lies in ‘personalising’ learning.

One of the biggest challenges for teachers is supporting those students finding a topic difficult, whilst stretching the others who pick it up quickly. With so-called ‘adaptive learning’ technologies, students are able to benefit from additional (computer-led) tutoring that is personalised to them according to how they’re progressing. The most revolutionary aspect of the new technologies is that not only will the technology be able to adjust according to whether a student answers a question right or wrong, but it will be able to spot where they’re going wrong and try to fix their misconceptions.

Imagine every student being given individual support, personalised to the exact stage they are at, all the time. That’s the opportunity.

As with most technological disruption, alongside opportunity comes risk. Firstly, this technology must not be seen as a chance to replace teachers, downgrade their importance, or hire fewer of them. These technologies are an opportunity to help teachers maximise their impact on students. One day computers may become so advanced that a conversation is required about whether a robot really can replace everything a teacher does. Even with this new technology, we are absolutely nowhere near that point.

Attention must also be drawn to who is providing this technology and who therefore owns the data. As leading EdTech thinker Nick Kind has observed, Google, Facebook, Amazon et al are already positioning themselves as leaders in this field too. Each relies heavily on data. So does adaptive learning. As Kind argues, schools and their pupils will miss out on great innovation unless we make sure this data is open to start-ups as well as titans.

The technology is close and getting better year by year. The need is clear. Yet teachers are tired of new initiatives.

Early adopters in the profession will bring others on board when they see what is possible, but it is imperative that the companies leading this charge engage properly with the profession. The best innovations will be co-led by teachers, technologists and experts in learning science. The companies that act on that early will win this race.

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Creating opportunities through the power of language

Macarena Hernandez de Obeso, is a current Skoll Scholar and is dedicated to economic opportunity and prosperity for deprived communities in Latin America.

She shares the story of starting her new social enterprise that aims to bring together a global community, all the while studying her Oxford MBA!

In September of 2016 I started the most incredible journey of my life so far, an MBA at Oxford. At the beginning, I was sure that I was here to strengthen my business knowledge to be able to combine a sustainable business model with a social mission. However, I wasn’t sure which path I was going to achieve it in the future. I had in mind three options:

1. come back to the social enterprise where I was working before

2. join an international organisation or enterprise focusing on the design of tools and impact metrics to enhance the work of social entrepreneurs

3. start my own venture

Surprisingly, in less than two months, one of these became a reality.

Meeting my Co-Founder

During the first week of my MBA, I met Ana Maria. Being both born in Latin America and having dedicated part of our life to social impact, we realised that we shared a powerful goal; to create opportunities for people in Latin America by embracing their talents and helping them to reach their full potential. She had the idea to fund a charitable project offering Spanish language practice for foreigners through conversations with native speakers within the project’s community. I loved the idea, but not the business model; I thought it should be a social enterprise that could fund itself by creating access to economic opportunities and a flexible way of income for all Spanish native speakers in Latin America.

Launching our social enterprise

In November of 2016, we founded Language Amigo. Today, we are connecting, through video calls, language ’Learners’ who want to practice conversational Spanish, with native speaking ‘Amigos’ from Latin America. For Amigos, Language Amigo is a flexible way of income and for Learners, Language Amigo is a flexible way to practice.

Through Language Amigo, we are not offering Spanish teachers. We are offering to language learners the opportunity to put into practice their foreign language knowledge and have real world conversations with real and friendly people, Amigos. I believe that the main objective to learn a language is to be able to connect with people from another country, culture, and background. Through Language Amigo, you can do that.

Language Amigo's first Learner-Amigo call

Language Amigo’s first Learner-Amigo call

Language Amigo's first Learner-Amigo call

Language Amigo’s first Learner-Amigo call

Challenges

I was very happy working on my new venture, but with every new path comes its challenges and scepticism. In February 2017, I was delivering a presentation about Language Amigo, to my communication skills’ group at the Oxford Language Centre. I explained that to generate income, Language Amigo keeps a percentage of the cost of the calls conducted between Amigos and Learners. The first question that I received after this presentation, from a Chilean student, was: “are you exploiting Latin American youngsters to create a business?” I couldn’t believe what I was hearing. I wasn’t sure what feeling this question had caused me. Anger? Deception? Surprise? Indignation? I realised that it is not obvious to everyone that a collaborative economy business model, such as Language Amigo, is creating economic inclusion for people who did not have an economic opportunity before. I was conscious that industries threatened by collaborative economy models, such as hospitality and logistics, have been raising critique against successful platforms and putting pressure into regulatory institutions. Nonetheless, the fact that an Oxford student from Latin American believes that we were exploiting our Amigos, completely shocked me.

But, we continue to grow

I believe that Language Amigo is creating value not only for Amigos but also for Learners. We are developing the means to create social and economic transactions between them. We are aggregating and connecting supply with demand that otherwise would never connect. We are constantly looking for potential customers to grow the economic opportunities for Amigos. We are constantly updating the Amigos’ training and generating support resources to improve the experience for the Learners.

Why is the value of creating a network and the means to include people into the economy undervalued? What is harder: to produce and deliver the product or service, or to find the market and attract it to generate demand for the product or service?

Currently, we are looking for institutions such as language centres, schools, universities, and enterprises that already have Spanish students to become our partners. We would like to be able to offer Language Amigo to their students and to co-create the best tool for them, their students, and the Amigos. Together we will be able to demonstrate that it is possible to create fair opportunities through the power of language.

Language Amigo Co-founders: Ana Maria (Left) Macarena (Right)

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Inspiration and leadership in the classroom

Skoll Scholar and design enthusiast, Ahmed Abu Bakr, shares his experience of an average Oxford MBA classroom. But it wasn’t the subject matter that he found captivating, it was the leadership of its professor that truly inspired him.

In my first week of the MBA programme, I was introduced to the idea that we can all be classified into one of four categories: activists, theorists, reflectors, and pragmatists. Now of course, that was a clear oversimplification – we’re obviously not one or the other, but a mix of each in varying quantities. Nonetheless, the exercise forced me to explicitly recognise my inclination towards reflection.

And so, as my year at Oxford comes to an untimely close, I find myself taking stock of my time spent here. So what am I taking away with me? Well, a great many things: new skills, new friends, great memories, and an expanded perspective. But most importantly, I’m taking back inspiration. And today, I want to share one such story of inspiration from my time here.

I met him in the first week of our first term, on a Friday afternoon. Half of us were feeling the post-lunch drowsiness seeping in, while the other half really just wanted to get started with the weekend. There was nothing particularly remarkable about him at first glance. The most I could have said about him back then was that he seemed decent- kind, soft spoken, and as we eventually learned, modest to a fault. And he was teaching us statistics.

But over the course of eight weeks, I found in him a real life John Keating (ref: Dead Poet’s Society– be sure to watch it if you haven’t already!). Never have I had the privilege of seeing someone so very passionately and creatively impart knowledge – and let’s face it, statistics isn’t the most exciting subject out there-  and win the heart of each and every student in the room. His name is Siddharth Arora, and his love and passion for the statistics was unmistakeable from his very first class. But what was truly remarkable was how he took on the full onus of helping us discover beauty in his subject.

Far too often have I seen teachers crush the spirit of learning in their students. Growing up, I have personally witnessed teachers ruin mathematics, physics, language, and a myriad of other disciplines for many of my fellow classmates. I have seen teachers teach through their authority, arrogantly, complacently, trying to stuff knowledge into the minds of students, and leaving no room for wisdom. Too often have I seen teachers forget that they must earn the attention that we chose to pay.

But Siddharth understood that. He cared enough to truly engage us. He showed us the presence of statistics in breath taking videos of the flight patterns of starlings, in the disturbing reality of climate change, and in the quotes of Rumi. He cared enough to go out of his way to make things like regression and conditional probabilities interesting, relevant and engaging for us all. He cared enough to voluntarily stay back on weekends and help us when we were struggling and he cared enough to provide us with snacks as we waited our turn to discuss our issues with him. And because he cared, we cared back.

It was particularly evident on the last day of his class. Incidentally, this was also the last class of term for all of us- a much needed study break was just waiting to begin. The clock struck five and he let us know that we were free to leave, but that he still had about 20 more minutes of content to cover. The weekend had begun, the term had ended, and everyone chose to stay back to finish a statistics class.

You see, over those eight weeks, Siddharth did so much more than simply teach us. He inspired us, shared his passion, gave us pearls of wisdom for life in general, and was there for us when we had needed him. He showed us genuine care, and got us to care back, and in doing so he demonstrated tremendous leadership within the classroom. And through it all, he personified humility and grace.

Section C, MBA class of 2017 with Siddharth Arora (more than 45 minutes after the end of class)

Section C, MBA class of 2017 with Siddharth Arora (more than 45 minutes after the end of class)

For me personally, he inspired a vision of the sort of person and the sort of leader I would like to be. Someone who doesn’t let authority, position, and credentials eat away at the intent to try harder, to be better, and to give more. Someone who empathises, and someone who cares. Someone who wins hearts through deliberate and protracted effort. And is humble and genuine throughout it all.

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How to understand public healthcare challenges

The Skoll Centre’s Apprenticing with a Problem awards support individuals to engage in experiential learning and deep immersion around the challenges that they seek to tackle.

Oxford MBA alumna, Melissa McCoy, is a 2016-17 awardee whose apprenticeship took her to South Africa to learn about the real challenges faced in the healthcare system, from those who experience it first-hand.

About two years ago, I started trying to solve South African public healthcare challenges before setting foot in the country. For my Oxford MSc Computer Science thesis project, I built a low bandwidth-optimised online telehealth platform and a machine-learning based triage tool for South African patients to solve issues of doctor scarcity and misdistribution. While this sounds logical, I jumped into creating a solution before truly understanding the problem space.

The Skoll Centre’s Global Challenge competition, which resulted in an Apprenticing with a Problem grant, was a huge blessing. It gave me the resources and thought space to understand South African healthcare challenges from several angles and ensure I was tackling the problems in the right way.

The resulting research that my team and I completed focused on visiting 15 healthcare facilities, spanning several characteristic types:

  1. Primary, secondary, and tertiary levels of healthcare
  2. Gauteng, Western Cape, North West, and Mpumalanga provinces
  3. Remote rural, rural, and urban geographies.

The research also focused on speaking with four types of stakeholders (doctors, nurses, facility managers, ICT professionals) that represent the various healthcare system perspectives.

While our findings around the problem space were extremely valuable (and are fully detailed in our report), we also took away some surprising insights:

  1. Willingness to embrace change: Contrary to our initial beliefs, people in the public healthcare system in South Africa do not enjoy the status quo. They are cognisant of the challenges and inefficiencies in the system. They also believe that while there is a lot that rests on the powers that be, there is a lot that they can do themselves to bring about change. Our visits were viewed with optimism and most facilities were hopeful and confident that our suggestions would be beneficial for them. A system that is not cynical and is open to feedback is bound to see progress in due course of time. The positive attitude of practitioners and the administration alike towards embracing technological improvements was a huge motivational factor for us.
  2. Bottom-up, Organic Tech Solutions: While many facilities lacked digital infrastructure to allow for referrals and sharing information, healthcare facilities & professionals devised their own ways to facilitate these processes. Doctors had created WhatsApp groups to discuss difficult patient cases. Nurses had equally formed networks among themselves and would send SMS messages to each other to communicate bed occupancy and information about referred patients.
  3. Learning from field interviews is hard: We came into the research with several pre-conceived ideas around the core problems and the appropriate solutions to solve them. We wanted to validate if our hypotheses were correct without biasing interviewees in the process. In Rob Fitzpatrick’s book, The Mom Test (which we referenced often), he summarises the challenges of this process well: ‘Trying to learn from field conversations is like excavating a delicate archaeological site. While each blow with your shovel gets you closer to the truth, you’re liable to smash it into a million little pieces if you use too blunt an instrument. I see a lot of teams using a bulldozer and crate of dynamite for their excavation. They use heavy-handed questions like “do you think it’s a good idea” and shatter their prize. At the other end of the spectrum, some founders are using a toothbrush to unearth a city, flinching away from digging deep and finding out whether anything of value is actually buried down there.’ We botched at least a dozen conversations with stakeholder, by either introducing our concept of interest too early or never bringing it up and getting their true thoughts. This was a skill we gradually improved upon with every interaction.

Overall, the exploration was invaluable and one-of-a-kind. It set the stage for how our company, ConnectMed, planned to work with the South African public healthcare system, as well as how we now think about engaging the Kenyan system.

Melissa recently completed her MSc Computer Science and MBA at University of Oxford on a Rhodes Scholarship and is now working on a Africa-focused digital health venture, ConnectMed, in South Africa and Kenya. She previously worked in the Americas and Africa as an engineer, entrepreneur, and consultant.

Follow @melissa_mccoy

Download Melissa’s Apprenticing with a Problem report.

Read more about Apprenticing with a Problem on the Skoll Centre website.

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Africa Trek 2017: Oxford MBAs visit Rwanda

By Gillian Benjamin, Oxford MBA (2016-17)

A group of 2016-17 Oxford MBAs go on the annual Africa Trek. This year’s destination: Nairobi and Kigali

Part 2: Rwanda

A city in transition: the above image shows the recently built CBD which has sprung up in the past decade, while the image below shows the areas hugging the CBD.

A city in transition: the above image shows the recently built CBD which has sprung up in the past decade, while the image below shows the areas hugging the CBD.

Rwanda is a small land-locked country, with a population of 11.2 million. For most, the atrocities of the 1994 genocide come to mind when the country is mentioned. However, the government is trying hard to overcome this history through pursuing a strong development agenda, leading to impressive annual GDP growth of 6.9%.

Arriving from Kenya, the contrast between the two countries was immediately stark. During our cab ride from the airport I noticed the perfectly manicured shrubs along the side of the road and the immaculately clean streets, with workers out-and-about sweeping, cleaning and repairing. I also noticed the beauty of the city – rolling green hills covered in terracotta houses, transitioning into new skyscrapers as we neared the city centre.

New offices and hotel developments in the CBD.

New offices and hotel developments in the CBD.

Another defining feature of the city are the thousands of motorbike taxis that swarm up and down the hilly roads ferrying commuters to different parts of town. A highlight of the trip was using this mode of transport to get between company visits, with a group of nearly twenty suited-up MBAs pulling up concurrently.

Hailing a large group of moto taxis to take us to our first company visit.

Hailing a large group of moto taxis to take us to our first company visit.

Jumia Food

Operations manager Albert Munyabugingo discussing the growth of Jumia Food in Kigali.

Operations manager Albert Munyabugingo discussing the growth of Jumia Food in Kigali.

Jumia Food is part of the Jumia group, a leading actor in online commerce in Africa with an ecosystem of online services and marketplaces including: Jumia (online shopping site for electronics, fashion and more), Jumia Market (allows users to sell their products online), Jumia Travel (African travel bookings), Jumia Food (food delivery service), Jumia Deals (classifieds), Jumia House (real estate), Jumia Jobs (recruitment), Jumia Car (vehicle marketplace), Jumia Service (e-commerce fulfilment and delivery).

Jumia Food launched in 2013 in Rwanda and was the first food delivery service in the country. Operations manager Albert Munyabugingo described the various tech components of the business, including the customer, vendor (restaurant) and dispatching software, and how these all had to integrate seamlessly to ensure a good customer experience.

The business model is based on the 10% – 35% commission paid by the restaurants to Jumia, with higher commission getting restaurants more visibility on the platform. The restaurants are given twenty minutes to prep the orders, something we believed would be quite a challenge given the more relaxed approach to service we had experienced. Also interesting to hear was their strategy to grow their middle-band customer, as they saw a higher customer lifetime value here than targeting wealthier, ex-pat clients who are more likely to leave the region in the future.

Munyabugingo spoke about some of the issues of doing business in Kigali, including internet outages (which necessitates Jumia staff manually phoning through orders to restaurants) and heavy rainfall which can affect delivery times.

The Office and Impact Hub Kigali

MBAs visiting the Impact Hub, run by Jon Stever, third from the left.

MBAs visiting the Impact Hub, run by Jon Stever, third from the left.

Jon Stever is an American expat who founded The Office in October 2012, the first open community working space in Kigali. Comprising a five storey-building in central Kigail, the space brings together makers, entrepreneurs and organisations that are working in social enterprise and civic and cultural arenas. Stever is also involved in running Impact Hub Kigali, a coworking space that operates out of The Office.

Stever gave the group a great overview of the entrepreneurial landscape in Kigali. In terms of issues, he spoke about the lack of trust and collaboration between local entrepreneurs and entrepreneurial support organisations which hampers collaboration and cross-pollination of ideas. He also discussed the high cost of internet connectivity and issues of down time. However, it was extremely inspiring to hear him talk about government efforts to improve business infrastructure, and the lives of Rwandan’s more generally.

Stever previously worked as an economist for the Ministry of Finance and Economic Planning and spoke about the passion of civil servants and the tight performance management practices used to hold all civil servants to account.

 One Acre Fund

Seeing One Acre’s work on the ground – we visited a village in Karongi to speak to farmers who use One Acre’s services and observe some of the fields where they were testing different seed.

Seeing One Acre’s work on the ground – we visited a village in Karongi to speak to farmers who use One Acre’s services and observe some of the fields where they were testing different seed.

A member of the One Acre team discusses the trials that are being carried out to test different seeds. Tests such as this one help the organisation select the seeds that are best suited to the local weather and soil conditions and produce the highest yield.

A member of the One Acre team discusses the trials that are being carried out to test different seeds. Tests such as this one help the organisation select the seeds that are best suited to the local weather and soil conditions and produce the highest yield.

We visited One Acre’s Rwanda headquarters in Rubengera, a 2.5 hour journey west of Kigali on the edge of Lake Kivu, which separates Rwanda from The Democratic Republic of Congo. The journey was breathtakingly beautiful with lush rolling hills covered in thousands of small rectangles of cultivated land dotted with homesteads.

It was interesting to note that the further we journeyed from Kigali, the worse the roads became, eventually the jeeps we were travelling in were using the full width of the road to dodge the wide potholes that pitted the asphalt. This reminded us all of the transport and logistic difficulties companies and organisations face when working in the region. It also perhaps points to the tension in government spending between urban and rural areas.

One Acre’s headquarters are built into the hills over-looking Lake Kivu and comprise accommodation and work space purpose-built for their staff, 98% of whom live in the field. Each space has a deeply peaceful feel – the kind of place you might come to do a mindfulness retreat. The physical design of the space fits their purposeful mission: to support small scale farmers to increase yields and to move out of poverty. The organisation currently serves half-a-million small-scale farmers, with the aim of increasing their reach to a million by 2020. They deliver their highly-localised services through a field staff of roughly 5000, working in Kenya, Rwanda, Burundi, Tanzania, Uganda, and Malawi.

Jeremy Golan, Financial Advisory Services Manager for Rwanda, described One Acre’s offerings, which have been refined over their ten years of existence:

  • Farming inputs, including high-yield seeds and fertilizer.
  • Credit to purchase inputs, which is later collected via community-based groups to build accountability. One Acre also offers other finance products such as crop insurance.
  • Distribution / delivery to bring the faming inputs to within walking distance of the farmers.
  • Training on agricultural techniques.
  • Market facilitation to increase profits.

Golan, who has a background in consulting, emphasised that the organisation is run very much like a private sector company, with many of the management team coming from corporates or consulting. This ensured that operations were kept lean and the organisation was constantly innovating to find better ways to serve their farmer clients. It was inspiring to hear that some of the best minds, pulled from the likes McKinsey & Co, where now channelling their skills and energy to help those most in need.

What struck me most about One Acres work was the level of trust they need to develop with farmers, as their work targets the heart of their client’s livelihood and identify. Offering people alternative seeds, or recommending slightly different farming methods is essentially asking farmers to shift their behaviour away from well-practiced norms. It seems this trust is created by building a staff who are farmers themselves and live in the villages One Acre aims to serve, by running highly-localised tests at village-level to show the value of different seeds and techniques, and by taking a very long-term view on building both social and infrastructural capital.

To conclude, the Africa Trek will definitely be one of the highlights of my MBA. It was a rare opportunity to have a privileged access to CEOs and other business leaders, and to learn first-hand about the business models and activities they are pursuing to help build the region. As an African, and as a business student, I am hugely excited by amazing work I witnessed in East Africa. The experience opened my eyes to the opportunities of the region, but also reminded me that there is much work to be done to ensure those living in poverty are supported to move up and live more dignified lives free of carting heavy water drums, free of preventable illnesses and free of the structural violence that comes with poverty. There is much work to be done.

Author: Gillian Benjamin

Gillian Benjamin - HeadshotGillian Benjamin is a social design practitioner from South Africa. Driven to use design to create social impact, she founded a design studio to serve social justice organisations and later worked at the Cape Craft and Design Institute running design thinking projects in healthcare, education and the built environment.

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Africa Trek 2017: Oxford MBAs visit Nairobi

By Gillian Benjamin, Oxford MBA (2016-17)

A group of 2016-17 Oxford MBAs go on the annual Africa Trek. This year’s destination: Nairobi and Kigali

Part 1: Nairobi

 

A man pushes his bicycle through Toi Market, a thriving second-hand clothing market in Nairobi that stretches multiple blocks, eventually ending in Kibera slum.

A man pushes his bicycle through Toi Market, a thriving second-hand clothing market in Nairobi that stretches multiple blocks, eventually ending in Kibera slum.

In April 2017 17 MBA’s spent an unforgettable two weeks in Kenya and Rwanda. The student-driven trek aimed to expose participants to the business context in each country. Organised by students from the region, it tapped into local networks to give an ‘insiders view’ of each city. During the April break there were three other concurrent international treks and electives taking place in Johannesburg, New York, the Middle East Singapore and Hong Kong.

I chose to join the Africa trek as I had limited experience and knowledge of East Africa (ashamedly, as I am a native South African). I was curious to learn more about the thriving economies of the region and gain a comparative understanding of Eastern versus Southern Africa.

The trek exposed us to diverse companies and business models, from a consulting firm helping international development organisations better support local SMEs to an off-grid energy company serving the bottom of the pyramid. Through each company presentation we learnt a little more about the nuances and opportunities of the region.

While the company visits were fascinating, another area of great value came from the opportunity to spend two weeks with my classmates. In the rush of a 12-month MBA there is limited time for slow, deep conversation. However, the interstitial moments of travel provided the perfect opportunity to bond; a 20-minute cab ride to the airport or sharing a meal over dinner gave each of us the opportunity to learn a little more about others’ backgrounds and future ambitions. The accrual of these small interactions created a special bond that will live on well beyond the MBA.

Open Capital Advisors

Students on the MBA Africa Trek at Open Capital consultants in Nairobi, with alumnus Holden Bonwit in the centre.

Students on the MBA Africa Trek at Open Capital consultants in Nairobi, with alumnus Holden Bonwit in the centre.

Open Capital Advisors is a management consulting and financial advisory firm with 40 employees spread across offices in Kampala (Uganda), Lusaka (Zambia) and Nairobi (Kenya). They offer consulting services to local businesses, investors and international organisations, with two-thirds of their investment work being in the social impact space. We were hosted by Oxford Saïd alumnus, Holden Bonwit (MBA 2013 – 2014).

Bonwit shared what he believes are the three of the biggest challenges for growth in the region:

  • Talent acquisition and lack of human capital to implement strategies
  • Lack of infrastructure
  • Lack of access to capital for SMEs (due to a miss-match between the needs of SMEs and the instruments offered by international Development Finance Institutions)

He spoke of the enjoyment he gets from working on meaningful development projects where his skills and expertise have real impact. He also introduced us to the concept of the Kenyan side-hustle (or multiple side-hustles), evidenced by the fact that a single family usually has about 11 discrete income streams.

Safaricom

MBA students meeting with CEO of Safaricom Bob Collymore and his team

MBA students meeting with CEO of Safaricom Bob Collymore and his team

We were honoured to spend time with Bob Collymore –  CEO of Safaricom – Kenya’s largest telecom. It has a valuation of $ 8 billion and accounts for approximately 40% of the Kenyan stock market. M-PESA, the pioneering mobile money solution, is one of Safaricom’s products.

Continuing the narrative from Open Capital Advisors, Collymore spoke of how their people strategy is their biggest strategy, saying, “You can have a bad strategy but a good team and the outcome will be good, however, the opposite is not true.” With a firm belief that quality products are created by engaged staff, he spoke of how the company strives to ensure their people have a good work-life balance and get eight hours of sleep – allocating each staff member a ‘thrive-buddy’ to keep them on track and ensure they aren’t overworked.

The company takes their position as a dominant player seriously, seeing it as their responsibility to act as a good corporate citizen and set the tone for others. Safaricom was one of the first corporates to release a full sustainability report and embrace the Sustainable Development Goals, with each corporate function selecting the goals they wish to work towards and then feeding back progress directly to Collymore’s office.

Collymore’s commitment to sustainability and good corporate governance is also evidenced by his membership in the B-team, which brings together business leaders like Unliever’s Paul Polman, Richard Brandson, and Arianna Huffington to push businesses to become more transparent and sustainable, as well as sitting on the board of the United Nations Global Compact, the world’s largest corporate sustainability initiative.

Andela

Two Andela students working in the chill-out area of the Nairobi campus.

Two Andela students working in the chill-out area of the Nairobi campus.

“Brilliance is evenly distributed, but opportunity is not.”

Andela’s goal is to spread tech opportunity to Africa by finding and training Africa’s next generation of tech talent and connecting them to demand in the West. This is achieved through a two-sided business model: on the supply-side, African candidates apply to join a four-year paid Technical Leadership Program designed to shape them into elite software developers. On the demand-side, a 50-strong sales team based in the US sells Andela’s services corporates looking for excellent tech talent.

Joshua Mwaniki, Country Director for Kenya, told us they receive around 2000 applications per month from people eager to join the Fellowship. With an acceptance rate of 10 – 15 people monthly, applicants have a 0.5% chance of getting in to the programme. What differentiates the Andela from other tech training programmes is their comprehensive Learning Map, which maps a Fellow’s progress against clearly delineated hard and soft skills on a daily and weekly basis.

Andela’s biggest challenge is gearing up to train enough talent, as there is currently more work available than there are programmers to work on the jobs. But upping supply in Africa, Andela is hoping to spread opportunities a little more equally. Their new campus currently under construction will house 1000 students and will go some way to achieving this vision.

Oxford Saïd Alumni Dinner

Current students met with recent alumni who are currently working in Nairobi at Burn and Dalberg.

Current students met with recent alumni who are currently working in Nairobi at Burn and Dalberg.

M-KOPA

Chad Larson, Chief Credit Officer, Co-Founder and Oxford Saïd alumnus shows students the entry-level M-KOPA solar unit.

Chad Larson, Chief Credit Officer, Co-Founder and Oxford Saïd alumnus shows students the entry-level M-KOPA solar unit.

M-KOPA is a pioneer in off-grid, pay-as-you-go solar power systems. With a team of 300 customer care agents on call 24-hours a day, and an on-the-ground salesforce of over a 1000 people, the company is growing rapidly.

Their entry level unit comprises an 8W solar panel, 3 LED lights, a LED torch, a radio and a phone charger. Customers pay an upfront payment of £22 and then pay a 40p daily instalment over a year to pay off the remainder of the unit, where after the unit is theirs. The unit comes with a one-year warranty and has an estimated battery life of four years.

On the ground sales agents help customers calculate the cost-benefit analysis of switching from kerosene to solar, by adding up how much they spend in a year on kerosene, batteries and charging their mobile phone. Once totalled, the entry level M-KOPA unit comes in around one-third cheaper during the payment year, then giving clients a further three years of energy before they need to replace the battery.

Most interesting however is how the company views solar as the foothold into a customers’ home. When a customer is nearing the end of their year-long repayment schedule they receive a call from an M-KOPA agent offering a variety of products; a solar-powered TV, a water-harvesting tank, a bicycle, a cook stove, a starter-pack for chicken farming or a smartphone – any of which can be purchased by extending their existing payment plan. Chad Larson, Chief Credit Officer, Co-Founder and SBS Alum stated, “We are a finance company, selling useful capital assets that save people money.”  M-KOPA is focusing their energies on building a ladder of household products, from basic to more advanced, to improve the lives of the poor.

Dalberg

Students shared lunch with Dalberg staff followed by a Q&A session.

Students shared lunch with Dalberg staff followed by a Q&A session.

“Until the change is done, our work isn’t done”. These were the words of Edwin Macharia, Dalberg Partner and Regional Director of Africa, speaking about how the firm goes far beyond the work of traditional consultants (who are renowned for leave their strategy decks for clients to implement). Dalberg is a platform of companies committed to global development and innovation, including Dalberg Global Development Advisors (consulting), D.Capital (Investment advisory and impact investing), D.Research (data, intelligence and analysis), DIG (Design Impact Group focusing on human centred design) and an implementation support arm.

Dalberg is ten years old and currently has six offices on the continent. Their client mix is one-third governments and large international organisations (such as the UN, DIFD and the World Bank), one-third social sector organisations and foundations and one-third private businesses.

The company is also focused on creating self-driven projects where they spot opportunity areas. Macharia recognises the privileged position the company holds, with contacts in just about every major foundation and development agency in the world. He said, “We are one, maybe two phone calls away from anyone in the world. What are we going to do with that?” One such example is Unleash, an ambitious project driven by Dalberg and other partners, bringing 1000 young innovators into a global innovation lab focused on the Sustainable Development Goals.

Maua Project (Wrigleys)

Mathare Slum on the outskirts of Nairobi.

Mathare Slum on the outskirts of Nairobi.

Maua project representatives speaking to MBA students in the Mathare Slum, describing the benefits of the project on the ground.

Maua project representatives speaking to MBA students in the Mathare Slum, describing the benefits of the project on the ground.

The Maua Project is a project of the Mars Catalyst, Mars Incorporated’s internal think tank. In 2014, Mars’ leadership announced their intention to become the ‘most mutual company’ in the world, delivering value to all stakeholders involved in their value chain.

Maua, Swahili for ‘flower’, is a route-to-market mutuality project in Kenya. It develops micro-entrepreneurs, called Uplifters, who act as sub-distributors connecting stockpoints to retailers, predominantly in areas where Mars currently doesn’t distribute to outlets. This creates work for the Uplifters, and increased market penetration for Mars.

The project makes use of a ‘hybrid value chain’, partnering with a range of organisations and non-profits to support various programme elements like recruitment, training and access to tools. Partners include a logistics company, World Bicycle Relief, Ashoka, a microfinance company and M&E support. In 2016 Maua had 368 Uplifters involved in the programme and aim to increase this to 590 by the end of 2017.

Oxford and Cambridge Dinner hosted by Oxford Saïd alumna, Adema Sangale

The Africa Trek group was hosted by Adema Sangale, Vice-President of World Bicycle Relief (https://worldbicyclerelief.org) in Africa, who brought together alums from both universities who work Nairobi.

The Africa Trek group was hosted by Adema Sangale, Vice-President of World Bicycle Relief in Africa, who brought together alums from both universities who work Nairobi.

Naivasha and Nakuru

After a week of company visits we left the city to see some wildlife and have some well-earned rest.

It’s not every day that you get to summit a dormant volcano (Mount Longonot) and then get to hike around its rim.

It’s not every day that you get to summit a dormant volcano (Mount Longonot) and then get to hike around its rim.

Day safari at Lake Nakuru National Park.

Day safari at Lake Nakuru National Park.

Giraffes at Nakuru National Park.

Giraffes at Nakuru National Park.

Bird watching on Lake Nakuru.

Bird watching on Lake Nakuru.

Hanging with the hippos on Lake Naivasha.

Hanging with the hippos on Lake Naivasha.

Part 2 of Africa Trek 2017 coming soon where the MBAs head to Kigali…

Author: Gillian Benjamin

Gillian Benjamin - HeadshotGillian Benjamin is a social design practitioner from South Africa. Driven to use design to create social impact, she founded a design studio to serve social justice organisations and later worked at the Cape Craft and Design Institute running design thinking projects in healthcare, education and the built environment.