Weru Mwangi

James joined a Tier 3 commercial bank as a Branch Manager. He was posted to a branch whose business was on a steady decline for over one year. Clients had left for the competition mainly due to poor service delivery and unethical conduct by the immediate former branch manager who they accused of defrauding them […]

In June, I facilitated a strategy review workshop for executives and board members of a SACCO whose membership is composed of salaried persons working within a single company. There was a general consensus amongst the participants to the effect that there was need to open up membership to non-employees of the company (usually referred to […]

In 2008, at the onset of the global financial crisis, during a staff meeting, the CEO assured those present that the bank was not going to lay off staff due to the expected economic meltdown. He reinforced the message with an assurance that the board had set aside a financial “war chest” that would cushion […]

Two weeks ago, I facilitated a session on strategy monitoring and evaluation for board members and senior staff of a financial institution. The institution is in the second year of their second 3-year strategic plan. Part of the board was visibly frustrated by the slow implementation process of some key projects as well as perpetual […]

A friend contacted me regarding my article titled “EXECUTION SUPERCEDES PLANNING” and asked a very interesting question namely “if execution is the silver bullet, how do we fire it?”. I paused for a moment then clarified that there is no silver bullet an institution can fire and have its strategy fully implemented. Implementation could instead […]

In 2019, I helped an institution develop their maiden strategic plan. In April 2023, I met the board of directors and senior management for a review and was impressed by the progress made since inception of the plan. For example, despite the negative impact of COVID 19, the institution had surpassed annual performance targets in […]