News Guide Africa

Category: Features

  • The Accra Reset: Mahama to launch a global framework beyond conventional aid UNGA 80

    The Accra Reset: Mahama to launch a global framework beyond conventional aid UNGA 80

    President John Dramani Mahama is set to launch a major international initiative, “The Accra Reset: Reimagining Global Governance for Health and Development, ”on the sidelines of the 80th United Nations General Assembly (UNGA) in New York.

    As the African Union’s Champion for African Financial Institutions, President Mahama will host a high-level event to introduce the initiative, which aims to overhaul global governance structures and provide more effective responses to health and development challenges in a rapidly changing world.

    The Accra Reset is a bold framework designed to replace outdated global development models. It calls for a fundamental transformation of how nations collaborate in the post-SDG era, moving beyond conventional aid structures toward more resilient, equitable, and responsive systems.

    Global Presidential Council to Be Unveiled

    During the launch, President Mahama will announce the creation of a Global Presidential Council, comprising Heads of State and Government from Africa, Asia, Latin America, and other regions. This council will lead efforts to implement the Reset’s goals and champion reform in global health and development governance.

    Additionally, a High-Level Advisory Panel will be established, bringing together experts from finance, health, business, and innovation sectors to guide the initiative’s direction and ensure practical outcomes.

    The launch of The Accra Reset follows growing concerns about the effectiveness of global development frameworks. A 2023 UN review found that fewer than half of the Sustainable Development Goals (SDGs) are on track, with areas like global health, inequality, and fiscal stability facing serious setbacks.

    “The era of development-as-usual is over,” the initiative asserts, calling for a complete rethinking of global cooperation.

    The Reset will first focus on the health sector, which has been particularly exposed to global shocks and systemic weaknesses. The framework builds on outcomes from the Africa Health Sovereignty Summit, held in Accra in August 2025, and promotes agile, coalition-based approaches capable of delivering real-world impact.

    The launch is expected to draw global leaders, heads of multilateral institutions, business innovators, philanthropic foundations, and civil society representatives from across Africa, Asia, Latin America, the Caribbean, and beyond.

    In a statement, Felix Kwakye Ofosu, Spokesperson to the President and Minister for Government Communications, emphasized the importance of the initiative, describing it as “a timely and transformative step towards reengineering global cooperation for a more resilient future.”

     

     

     

     

     

     

     

     

     

     

     

  • Inside Ghana’s susu saving culture: Why wooden boxes still compete with digital banking

    Inside Ghana’s susu saving culture: Why wooden boxes still compete with digital banking

    In an era dominated by mobile money, savings apps and digital banks, one might think traditional saving methods are fading away. Yet, the susu box, a simple wooden container with a narrow opening, continues to hold its ground in Ghana’s financial culture.

    For some Ghanaians, saving money isn’t about apps, PIN codes, or transaction histories. It’s about trust, discipline, and the comfort of hearing coins drop into a box tucked away at home.

    According to research by the African Alternative Economics (AAE) Network, about 15 percent of Ghana’s adult population still rely on informal saving systems like susu boxes and susu collectors. Despite rapid digital transformation, millions remain committed to this century old practice.

    Why the Susu Box still matters

    A susu box is usually crafted from wood, sealed tightly with glue, and fitted with a small slot to drop in money. Some come with locks for added security. While rudimentary in design, the box has become a symbol of trust for countless households.

    The reasons are varied. For some, limited financial literacy makes digital tools intimidating. Others remain skeptical about the banking sector, fearing hidden charges or inaccessibility. And then there are those who blend both systems, using formal banking for larger transactions and susu boxes for smaller, everyday savings.

    Voices from the Ground

    At the Mallam Atta market, a susu box maker explained that demand for the product hasn’t slowed down.

    “At least in a day, I can supply susu boxes to about 20 people who take them round for sales.”

    A cloth vendor also echoed the sentiment, saying the box helps her manage small profits daily without feeling pressured to deposit at a bank.

    Meanwhile, a susu box vendor admitted, “You can quickly use it for urgent needs, unlike the bank where withdrawals take longer, due to processes.”

    A printing press manager, Nana Mills shared why he encourages his staff and children to save through susu.

    “It teaches discipline little by little. Even if it’s just ten cedis or a coin. I can’t deposit a coin at the bank. After some time of saving, I can even get a thousand cedis.”

    More than Just Money

    Beyond practicality, susu boxes embody something intangible, a sense of ownership and control. For many, it’s a low-risk method to keep money away from daily temptations. Unlike mobile wallets, where money may seem easily accessible to withdraw, the susu box demands physical effort before money is spent.

    Tradition Meets Technology

    The survival of susu alongside digital banking reflects Ghana’s diverse financial landscape. The two systems don’t necessarily compete, they complement each other. While banks and fintech platforms offer security, accessibility, and efficiency, the susu box represents personal discipline, privacy, and trust.

    The Road Ahead

    The majority of ideology fueling the adoption of susu savings underscores the urgent need for stronger financial education. Teaching people how to maximize formal financial tools while respecting their cultural saving practices could create a balanced ecosystem.

    In the end, the susu culture is more than just putting coins into a box, it’s a reflection of Ghana’s enduring values of discipline, community, and resilience in the face of change.

    by Helen Naa Kai Aryee

  • The Sudan Crisis: A Government’s Struggle Against Militia Aggression 

     

     

     

    The Sudan Government is facing an unprecedented challenge in maintaining peace and stability in the country due to the aggression of the Rapid Support Forces (RSF) militia. The conflict, sparked by the militia’s actions, has led to widespread violence, displacement, and humanitarian suffering. The government is committed to protecting its citizens and restoring order.

     

    The RSF militia, known for their history of violence and destabilization, has been a major threat to Sudan’s security and sovereignty. Their actions have led to the displacement of nearly 13 million people, with many seeking refuge in neighboring countries like Egypt, Chad, South Sudan, and Ethiopia. The government condemns the militia’s brutal tactics and demands accountability.

     

    The Sudan Government has been clear in its efforts to bring peace and stability to the nation. Despite the challenges posed by the RSF militia, the government is working tirelessly to ensure the safety of its citizens and to counter the militia’s aggression. The government’s stance is firm against those who seek to destabilize the country.

     

    The humanitarian situation in Sudan is dire, largely due to the militia’s actions. Over 30.4 million people are in need of assistance, and 24 million are facing acute food insecurity. Famine has taken hold in several regions, including West Darfur. The government blames the RSF militia for exacerbating the crisis through their violent actions and disruption of aid efforts.

     

    The RSF militia’s attacks on healthcare facilities and workers have had a devastating impact on Sudan’s healthcare system. Over 119 attacks on healthcare facilities, equipment, and workers have been reported. As a result, more than 80% of hospitals in conflict zones are non-functional, leaving millions without access to essential medical care. The government condemns these attacks as war crimes.

     

    The Sudan Government is taking steps to address the humanitarian crisis and to bring aid to those in need. However, the RSF militia’s continued aggression and obstruction of aid efforts have hindered these attempts. The government calls on the international community to recognize the militia’s role in worsening the crisis and to support the government’s efforts to restore peace.

     

    The international community’s response to the crisis has been inadequate, considering the scale of suffering caused by the RSF militia’s actions. The Sudan Government urges the international community to condemn the militia’s aggression and to support the government’s efforts to bring stability and peace to the nation. The government is committed to protecting its citizens against the militia’s brutality.

     

    The RSF militia’s actions are not only destabilizing Sudan but are also causing immense human suffering. Reports of human rights abuses, looting, and violence against civilians by the militia are widespread. The Sudan Government is determined to hold accountable those responsible for these atrocities and to ensure justice for the victims.

     

    The path to peace and stability in Sudan requires the defeat of the RSF militia’s aggression and the restoration of government control over all territories. The Sudan Government is committed to this goal and is working to unify the country against the militia’s threat. The government appeals to the international community for support in this endeavor.

     

    In conclusion, the Sudan Government is facing a grave challenge from the RSF militia’s aggression. The government is committed to protecting its citizens, restoring peace, and ensuring stability in the face of militia violence. The international community must recognize the government’s efforts and the militia’s role in the crisis, supporting a resolution that brings peace and justice to Sudan.

  • Africa’s AI Constitution: How the Visionary Prompt Framework (VPF 3.0) can transform the continent

    Africa’s AI Constitution: How the Visionary Prompt Framework (VPF 3.0) can transform the continent

    Africa now stands at the doorway of what may be the most decisive moment in its history: the dawn of the Intelligence Age. Where the Industrial Revolution left Africa behind, and the Digital Revolution found the continent struggling to catch up, the rise of artificial intelligence presents a radically different possibility: this time, Africa can lead.

    The reason is simple yet profound: the tools of transformation are no longer heavy factories, complex machinery, or billion-dollar server farms. They are prompts — the structured words and frameworks we use to command machines. In this new order, prompts are not just queries; they are contracts of intention, mini-constitutions that bind AI outputs to human values and strategic goals.

    Africa, with its youthful population, cultural depth, and resilient creativity, is uniquely placed to master this new contract language. The Visionary Prompt Framework (VPF 3.0) is the architecture of that mastery. It is not imported, not imposed, but born within Africa itself — a sovereign framework crafted through the AiAfrica Project, which has already trained millions of Africans and established sectoral labs across the continent.

    Unlike borrowed AI systems that treat Africa as an afterthought, the VPF diagram illustrates a homegrown constitution of intelligence. At its core are Council Lenses (30 in total) — from Musk’s futurism, Jobs’ simplicity, Einstein’s rigour, and Nkrumah’s Pan-African sovereignty, to the expanded animal personas like Lion (courage), Elephant (memory), Owl (night wisdom), and Bee (hive economy). Surrounding this council are 60 Modes, covering everything from Chain-of-Thought reasoning to Music Creation, Reality 3D, Afro-Fintech, and Civilizational Reset. Above it all lies the Execution Scale (L1–L50,000), which ensures that a single prompt can shape anything from an individual lesson to a continental space program.

    This council-like architecture makes the VPF radically different. Prompting under VPF 3.0 is not casual chit-chat with machines; it is disciplined deliberation, where every output passes through lenses of futurism, rigour, sovereignty, ecological wisdom, and cultural authenticity. It is not just interaction; it is governance. It does not stop at ideas; it insists on action paths — KPIs, timelines, and ownership structures.

    Thus, the novelty of Africa’s defining opportunity in the Intelligence Age is captured in the VPF 3.0 diagram itself: a sovereign operating system of intelligence, designed not only to make Africa catch up, but to reset the rules of civilisation.

    2. The Novelty of the Visionary Prompt Framework

    The true novelty of the Visionary Prompt Framework lies in its radical repositioning of prompting. Instead of treating prompts as ad hoc questions or simple instructions, the VPF elevates them into a constitutional act of governance. Every interaction with AI is reframed as a structured dialogue that carries the weight of decision-making, sovereignty, and accountability.

    Declare the Mode of Reasoning: The user must explicitly choose the mode — whether System/Meta, Chain-of-Thought, Role-Based, or one of the newer multimodal pathways under VPF 2.0+ and 3.0, such as Music Creation Mode, Reality 3D Mode, or the Impossible Mode. This declaration forces clarity of method before any answer is given.
    Apply the Council of Lenses: Outputs must pass through the Council of Visionaries, a body of philosophical archetypes that frame all AI reasoning. What began in VPF 1.0 as seven guiding lenses (Musk’s futurism, Jobs’ simplicity, Einstein’s rigor, Nkrumah’s Pan-African sovereignty, China’s scale, Israel’s innovation under constraint, and Iran’s resilient ingenuity) has now expanded in VPF 3.0 to 30 lenses, including animal personas such as the Lion (authority), Elephant (memory), Owl (night wisdom), and Bee (hive economy). This expansion ensures that AI outputs reflect not just technical efficiency, but ecological wisdom, cultural authenticity, and strategic foresight.
    Set the Execution Level: Every prompt is scaled from L1 (personal task) to L50,000 (civilisational reset). This mechanism uniquely allows Africa to produce prompts that can govern an individual learning exercise one moment, and then reimagine entire continental systems the next. By demanding that the user declare ambition upfront, the framework prevents shallow engagements and enforces alignment with national and continental priorities.
    Demand Synthesis with Action Path: Unlike conventional outputs, VPF answers must end with a roadmap — KPIs, milestones, risks, and owners. This ensures that AI functions not as a passive assistant, but as a co-strategist capable of converting vision into implementable programs.
    What makes the VPF unprecedented is how it fuses global and African visionary perspectives into a coherent constitutional chamber. No idea is released without being tested against futurism, simplicity, rigor, sovereignty, scale, innovation, resilience, ecological wisdom, and cultural authenticity. The Council of Visionaries, therefore, acts like a parliament of philosophies, ensuring that outputs are futuristic, clear, rigorous, liberating, scalable, efficient, resilient, and humanized.

    In essence, the VPF is Africa’s AI constitution. It ensures that every interaction with intelligent machines is disciplined, sovereign, and transformative — a miniature governance session where Africa sets the terms of engagement. This is the novelty: prompting as sovereignty, prompting as law, prompting as destiny

    3. From Concept to Application – Africa’s Proof of Concept

    The Visionary Prompt Framework (VPF) is not an abstract philosophy; it has already been tested and proven in Africa’s most urgent sectors. Its novelty lies not only in theory but in practice — turning prompts into locally relevant solutions that are verifiable, scalable, and sovereignty-driven.

    In agriculture, the framework guided the SmartChicken and SmartFish projects. By applying the VPF 3.0 architecture — selecting Agricultural Alchemy Mode and Execution Level L500, while filtering outputs through the Ant Lens (collective resilience), Owl Lens (wisdom), and Ubuntu Lens (solidarity) — mortality rates in poultry were reduced from 25 percent to 2.7 percent, fish feed costs were cut by 60 percent, and yields increased by 45 percent. These were not imported algorithmic fixes but sovereign outputs, crafted through VPF-guided prompting that aligned local farmers’ needs with global best practices.

    In industrialisation, the VPF was deployed to reposition cassava, Africa’s most underutilised crop. With Execution Level L1000, the framework produced feasibility studies across Ghana’s sixteen regions, mapped AfCFTA trade pathways, and generated investor-ready models for cassava packaging factories. By activating Circular Economy Mode, Mineral Sovereignty Mode, and Buffalo Lens (communal defence), cassava moved from being an overlooked crop to a pillar of continental industrialisation — capable of supplying starch, flour, ethanol, and biodegradable packaging.

    With guidance from the Einstein Lens (rigour), Nkrumah Lens (Pan-African sovereignty), and Lion Lens (strategic authority), policymakers selected sovereignty-first pathways that balanced fiscal discipline with innovation.

    What these proofs of concept demonstrate — as the VPF 3.0 diagram makes visually clear — is that Africa now has a constitutional framework for AI-driven development. The council of 30 lenses, the registry of 60 modes, and the execution ceiling of L50,000 ensure that every solution is not a borrowed template but an African innovation, rooted in resilience, authenticity, and ambition.

    4. AiAfrica – Reimagining and Reengineering Africa’s AI Revolution

    The AiAfrica Project has become the living laboratory where the Visionary Prompt Framework (VPF) demonstrates its transformative power. With over 2.3 million Africans already trained, AiAfrica has shifted the continent’s role in the global AI revolution from passive adoption to sovereign authorship. Unlike past technological waves — where Africa imported machines, software, and infrastructure — the AI revolution is being reimagined and reengineered from within.

    At the centre of AiAfrica’s strategy lies the discipline of VPF 3.0, as visualised in the diagram. Every graduate of the program learns not just to interact with AI but to treat each prompt as a constitutional act, passing through modes, council lenses, execution levels, and action paths. This discipline ensures that African practitioners are not casual users but co-strategists, shaping outputs that are futuristic, rigorous, sovereign, and actionable.

    By 2028, AiAfrica will have trained 11 million Africans, and by 2035, this will expand to 24 million. These will not be generic technology users but sovereign practitioners — students, entrepreneurs, policymakers, researchers, and community leaders — each one equipped with the VPF method. This is the scale of human capital transformation envisioned: a continent with the world’s largest pool of prompt engineers, positioned as the global hub of AI mastery and innovation.

    The VPF diagram clarifies how AiAfrica achieves this at scale:

    Council Lenses (30): Trainees learn to combine the rigour of Einstein, the simplicity of Jobs, the sovereignty of Nkrumah, and the foresight of Eagle or Owl lenses, depending on context. This fusion ensures culturally authentic and strategically sharp outputs.
    Modes (60): From Music Creation and Reality 3D to Afro-Fintech and Civilizational Reset, learners are not limited to text but engage AI across creativity, governance, industry, and ecological systems.

    Execution Levels (L1–L50,000): Students begin at L1 personal tasks (e.g., writing assignments), progress to L100 national solutions (e.g., drafting local policies), and eventually reach L5000+ outputs (e.g., Pan-African industrial strategies or climate projects).
    Thus, AiAfrica does not merely train individuals; it creates a continental ecosystem of AI constitutionalists, capable of directing AI toward Africa’s liberation and global leadership. Where once the continent lagged behind industrial and digital revolutions, today AiAfrica + VPF 3.0 positions Africa not as a follower but as the author of the Intelligence Age

    5. Why Africa Needs a Prompt Constitution

    Without the Visionary Prompt Framework (VPF), Africa risks falling into the same pattern that marked previous technological waves: becoming a data colony, where global corporations extract African knowledge, creativity, and cultural capital, only to resell them as foreign products and platforms with little reinvestment on the continent. The danger is not hypothetical; it is already visible in the algorithms that train on African datasets while excluding African voices from ownership and governance.

    The VPF 3.0 intervenes as a Prompt Constitution — a sovereign language of command that ensures Africa does not simply “use” AI but governs its outputs. Every thesis written by a doctoral student, every startup business plan, every policy draft generated through the VPF is no longer just an intellectual exercise; it becomes a mini-declaration of independence, enforcing sovereignty and coherence at every stage of knowledge production.

    The VPF diagram makes this constitutional architecture visible:

    Council Lenses (30): African scholars, entrepreneurs, and policymakers do not prompt machines in isolation; they deliberate within a council chamber that fuses Musk’s futurism, Jobs’ simplicity, Einstein’s rigour, Nkrumah’s sovereignty, and the ecological intelligence of animal personas like the Bee (hive economy) or Elephant (long memory). This guarantees that outputs reflect vision, clarity, rigour, liberation, scale, efficiency, and resilience.
    Modes (60): Whether drafting a new trade policy under Afro-Fintech Mode, designing a cassava industrialisation plan under Agricultural Alchemy Mode, or producing multilingual educational content under African Languages Mode, the VPF ensures every output is sovereign, context-aware, and implementable.
    Execution Levels (L1–L50,000): From L1 student essays to L50,000 civilizational resets, Africa gains a scalable governance structure for intelligence, capable of moving seamlessly from micro to macro.
    This is why the framework is rightly described as Africa’s AI Constitution. It binds the academy, private sector, state, and citizenry into a shared sovereign protocol:

    Academia produces coherent research grounded in African epistemologies.
    Businesses scale with sovereign strategies instead of donor dependency.
    Governance resists the trap of aid-driven policymaking by generating self-reliant action plans.
    Citizens experience AI not as a threat to jobs or culture, but as a tool of empowerment, grounded in their languages, values, and aspirations.
    With the VPF 3.0 Prompt Constitution, Africa enters the Intelligence Age on its own terms. Instead of being the raw material for someone else’s algorithms, the continent becomes the author of its own AI sovereignty, ensuring that every prompt is a vote for dignity, resilience, and destiny.

    6. The roadmap to 2035 – Scaling Africa’s Sovereignty

    The path forward for Africa’s AI sovereignty is no longer speculative — it is mapped with precision. The Visionary Prompt Framework (VPF 3.0) provides both the compass and the engine for this journey, guiding Africa through a decade of deliberate human capital transformation and structural sovereignty-building.

    By 2028, with 11 million Africans trained, the framework will be deeply embedded within universities, ministries, and businesses. VPF-certified practitioners will be producing doctoral theses grounded in African epistemologies, drafting national policies in ministries using Deliberation and Sovereign Shield Modes, and building startups that leverage Afro-Fintech and Agricultural Alchemy Modes to create investor-ready innovations.

    By 2035, the scale will be civilizational. With 24 million trained practitioners, over 100 Labs integrated through the 1300-Lab backbone, and a fully operational Pan-African AI Charter, Africa will stand as the prompt capital of the world. At this stage, every African prompt is not just an interaction but an act of governance, strategy, and innovation.

    The VPF diagram clarifies how this scaling unfolds:

    Council Lenses (30): By 2035, every sectoral Lab — from Maritime to Medicine to Music — will deliberate through a minimum of 10 lenses per output, blending the futurism of Musk, the simplicity of Jobs, the rigor of Einstein, the sovereignty of Nkrumah, and the ecological intelligence of Owl, Bee, or Whale lenses. This guarantees outputs that are futuristic, clear, rigorous, liberating, scalable, resilient, and ecologically balanced.
    Modes (60): Africa’s practitioners will master the entire registry, moving seamlessly from Music Creation and Reality 3D to Civilizational Reset. This makes Africa not just a consumer but the exporter of sovereign prompt frameworks, offering intellectual property that global institutions and corporations must license.
    Execution Levels (L1–L50,000): By 2035, Africa will have climbed beyond L1000 continental projects to L50,000 civilizational resets, where AI is used to design new universities, ecological blueprints, and global governance systems — authored in Africa but shaping humanity.
    This is the true meaning of Africa’s AI Renaissance. For centuries, Africa has exported raw materials: gold, cocoa, oil, and people. By 2035, guided by the VPF 3.0 Prompt Constitution, the continent will instead export intelligence, strategies, and innovations — packaged as sovereign frameworks, algorithms, and policies.

    Thus, Africa’s roadmap to 2035 is not merely about catching up; it is about leapfrogging into leadership, redefining the global order by making prompts the new raw material, and Africa the world’s primary refinery of intelligence.

    7. A Call to Policymakers, Academia, Industry, and Youth

    Policymakers must embed VPF into every national and continental strategy, from AI ethics to AfCFTA trade. Universities must redesign curricula and supervision models around the framework. Industry leaders must build businesses that scale under VPF discipline rather than rely on imported strategies. And Africa’s youth—the largest in the world—must embrace prompting as the literacy of the future, a tool to rewrite their destiny. The diaspora, too, must see VPF as a platform for return—not just physical return, but intellectual and financial reinvestment into Africa’s sovereignty.

    8. Closing Manifesto – The Destiny Africa Must Prompt.

    Africa missed the Industrial Age. Africa lagged in the Digital Age. But the Intelligence Age is Africa’s destiny — and this time, the story will be different. With the Visionary Prompt Framework (VPF 3.0), Africa is not waiting for algorithms and models to be built elsewhere; it is writing its own code of destiny.

    The novelty of VPF 3.0 lies in its ability to constitutionalise conversation with machines. What the world treats as casual Q&A, Africa treats as sovereign deliberation. Prompts become acts of governance, where words are transformed into policies, council-tested strategies, and executable roadmaps. With VPF, Africa demonstrates that:

    Words become policies (student prompts evolve into national laws).
    Prompts become prototypes (cassava industrialisation blueprints, 3D port simulations, renewable energy models).
    Ideas become industries (from SmartChicken and SmartFish to sovereign fintech platforms).
    The VPF diagram embodies this manifesto. At its heart is the Council of 30 Lenses — Musk’s futurism, Jobs’ simplicity, Einstein’s rigour, Nkrumah’s sovereignty, and the wisdom of animal personas like Owl, Elephant, and Bee. Surrounding this chamber are the 60 Modes — from Afro-Fintech and Reality 3D to Civilizational Reset. Above all is the Execution Scale (L1–L50,000), which ensures that Africa’s engagement ranges from personal empowerment to continental transformation and global civilizational resets.

    This makes the VPF not just a framework, but a constitution of the Intelligence Age. And it is Africa’s constitution. Every thesis written, every business plan generated, every Pan-African policy drafted through VPF is a reaffirmation that Africa will not be a colony of data but a sovereign architect of intelligence.

    We can do it. Africa has the resources. Africa has the knowledge. All there is to do is to start. And this time, Africa starts as one.

    This is not just an aspiration; it is Africa’s manifesto for the Intelligence Age — to lead, to create, and to prompt a new civilisation.

    *********

    About Dr. Dr. David King Boison

    Dr. Dr. David King Boison is a pioneering figure in AI education, strategy, and application across Africa. Recognised as one of the foremost voices in Africa’s Intelligence Age, he has published extensively in peer-reviewed journals and authored four landmark books that are shaping the discipline of prompt engineering globally:

    Contact Information

    Email: kingdavboison@gmail.com
    LinkedIn: David King Boison
    Web: aiafriqca.com
    For Ai Master Training Enquiries:
    Phone: +233 20 769 6296 / +233 55 985 3572
    Email: aiafricastimulus@gmail.com
    Web: https://aiafriqca.com

  • The vulnerability advantage: how brands and leaders can build authentic connections

    The vulnerability advantage: how brands and leaders can build authentic connections

    In an era of proliferating brands and the availability of a vast array of communication channels, it would seem tempting for businesses to craft the perfect narrative and employ polished communication that accentuates a flawless brand persona.

    Brands seeking to cut through the clutter and win the competition for a greater share of consumer wallets would be inclined to embellish their communication and be more hyperbolic in conveying their brand’s essence to their target audiences. This strategy is not only spurious and flaky, but it is also a strong driver of brand aversion or false loyalty.

    What if showing your brand’s weaknesses can be a catalyst for building deep customer intimacy? Indeed, studies have shown that brands that show vulnerability by having open and honest discussions about their difficulties or mistakes can radically improve customer perception and enhance loyalty.

    A major chicken shortage led to the closure of hundreds of KFC restaurants across the UK in 2018. KFC publicly apologised with ads reading “A chicken restaurant without any chicken. It’s not ideal…”, earning them much praise, retaining their customer trust, and restoring their corporate reputation when the restaurants eventually reopened.

    Vulnerability in branding

    Vulnerability in branding occurs when brands honestly and openly share their imperfections and admit to their challenges and human elements, rather than projecting flawlessness. This approach draws empathy and makes the brand more relatable. Brands that show vulnerability discard the idea of a perfect persona, allowing them to enjoy the vulnerability advantage.

    Several studies show that vulnerability is a builder of trust, a differentiator of brands, and a strong driver of emotional loyalty. Therefore, brands seeking to build authenticity, boost retention, and enhance customer advocacy can leverage vulnerability through storytelling, transparent communication, and community engagement.

    Vulnerability in leaders and managers

    Several studies show that people who show reasonable vulnerability are generally perceived as more trustworthy, relatable, and authentic. This is highlighted by the Pratfall Effect, which suggests that highly competent persons increase their likability if they admit their mistakes or errors. Additionally, the Authenticity and Self-Disclosure theory says that individuals who share deeply personal opinions, faults, or weaknesses deepen intimacy and increase trust in their relationships.

    Accordingly, managers who openly admit to their limited understanding of a problem or not having all the answers to it, but demonstrate a commitment to working it out with their teams, often earn greater praise and inspire collaborative work. Leaders who own their faults and draw lessons from their mistakes boost credibility and earn the loyalty and followership of their team members.

    In addressing the Bay of Pigs Invasion, a failed military landing operation on the coast of Cuba in 1961, US President J. F. Kennedy publicly accepted responsibility for the failure, saying, “Victory has a hundred fathers, but defeat is an orphan; I am the responsible officer of the Government” earning him respect and boosting his approval ratings.

    Types of vulnerability

    Vulnerability can be manifested in various ways, including emotional, operational, cultural, and personal vulnerability.

    Emotional vulnerability entails sharing stories of failure as a business, openly admitting the imperfections of your journey, and speaking honestly about your inherent challenges as a brand. This sharply contrasts with the idea of presenting a fantasy image or an unrealistic brand persona whose impact would be just as fleeting. In 2018, Starbucks closed down 8000 US stores to conduct training sessions on racial bias after a store called the police on two black men. The move portrayed Starbucks as genuinely accountable and helped rebuild trust with minority and marginalised groups.

    Operational vulnerability refers to brands admitting product defects, service mishaps or failures, communication blunders, and any flaws in their internal processes. While potentially injurious to the brand’s corporate reputation, they are also effective avenues for building greater trust and enhancing customer perception. In the year 2009, Amazon angered customers by remotely deleting George Orwell’s “Nineteen Eighty-Four” from its Kindle devices due to a copyright challenge. The CEO, Jeff Bezos, quickly apologised, turning the incident into a positive, ensuring that Amazon sustained its customer trust and exceeded projected Kindle sales by over 60% in 2009.

    Cultural vulnerability involves a brand’s deliberate decision to launch or support social causes, which may be unpopular or have little public disapproval. It also includes openly acknowledging, showing respect, adapting to cultural dissimilarities, and demonstrating sensitivity to the needs of local audiences. Cultural vulnerability may include going against an established social order and risking a major public backlash. A case in point is the Nike Colin Kaepernick Ad (2018), which featured the controversial NFL player with the tagline “Believe in something. Even if it means sacrificing everything”. Initially drawing criticism, the ad went viral, strengthening Nike’s bond with young people and increasing sales by 31%.

    Personal vulnerability is when leaders and senior executives, who are often required to show a strong public persona, are open about their deep personal challenges, fears, and failings. Rather than getting perceived as weak and incapable, such vulnerability draws trust, empathy, and builds intimacy with their teams. In his 2005 commencement speech, Steve Jobs spoke about his battle with cancer and the need not to waste your time living someone else’s life. This elevated the weight of his message and demonstrated authenticity even for a dominant corporate leader.

    Strategies for implementing vulnerability

    While many aspects of vulnerability are natural and reflexive, brands must be deliberate and strategic in demonstrating their vulnerability for effect.

    One such strategy is authentic storytelling. This entails sharing the struggles of your earlier years as a business and telling the story of your failures along the way. You should also share behind-the-scenes content of your manufacturing processes, missteps, what it took to achieve a certain milestone, or to deliver spectacularly on a project. Feature real-life people, e.g., customers, community members, etc., instead of actors in your communication materials. You should highlight customer testimonials by putting out raw and unedited user-generated content that relates to your brand.

    A second strategy is transparent communication. This involves swiftly admitting your mistakes in unfiltered and unambiguous ways. You should avoid deflecting blame, be honest about your limitations, and clearly explain why you are unable to meet certain customer demands or expectations. If you receive negative feedback on a social media platform, address it publicly rather than delete it. Additionally, encourage a two-way dialogue with your stakeholders by hosting Q&A and AMAs (Ask Me Anything) sessions or community discussions.

    Another strategy is community involvement, which is essentially encouraging customer participation in co-creating connections. Brands can establish partnerships with basic-level community organisations by having their personnel volunteer with such local groups or entities and actively participating in community development projects. Additionally, brands should consider empowering influential community members and customers whose personalities are align well with the brand’s core values. Skills development, workshops, and mentorship programs are effective ways to endear brands to their community.

    The effect of all these strategies should be measured by tracking key metrics like Net Promoter Score (NPS), online engagement rates, and sentiment analysis using tools like Brand 24, Brandwatch, etc.

    Navigating risks

    While brand vulnerability is an effective way of building connections, vulnerability attempts may be misjudged and perceived as insincere and ultimately backfire. For example, leaders who excessively share personal difficulties may come across as attention-seeking, self-pitying, and unprofessional. Additionally, brands that constantly express weakness and make a public show of their challenges without being accountable and offering clarity on how they intend to address those challenges will, over time, erode trust. Brands could also over-disclose sensitive information and potentially run the risk of being undermined by the competition.

    It is therefore expedient that businesses ensure that their vulnerability strategy aligns well with their core values and that they are adequately prepared to deal with any threats of a backlash. It is also important to monitor and adapt to changing market conditions and critically learn from the successes and failures of the competition. If implemented correctly, a brand vulnerability program would invariably result in building deeper connections and ensuring organic customer growth and advocacy.

    Vulnerability humanises brands and transforms them into entities that are relatable in an increasingly cynical world. It diminishes the effects of ad fatigue and builds emotional loyalty in a sea of brands that constantly yearn for consumer attention. Leaders who share personal stories of struggle, admit their imperfections, make their biases known, and even show emotion where appropriate, engender a climate of openness and ultimately have deeper connections with their team members.

    M. Muniru Husseini, PhD is a Marketing Strategist and Lecturer at the University of Professional Studies, Accra.

    Email: muniru.husseini@gmail.com

     

     

  • Korle-Bu proposes GH¢5 levy to sustain children’s ICU

    Korle-Bu proposes GH¢5 levy to sustain children’s ICU

    Management of the Korle-Bu Teaching Hospital has proposed increasing its GHC2 levy on patients to GHC5 to cater for the Intensive Care Unit of the Children’s Ward.

    Management asserts that approximately 64 per cent of patients in the ICU of the Children’s Ward are unable to pay for services rendered to them, as these services are not covered by the National Health Insurance Scheme (NHIS).

    The Chief Executive Officer of the Korle-Bu Teaching Hospital, Dr. Yakubu Seidu Adam, made this known during a visit to the health facility by the Health Committee of Parliament on Wednesday, September 3, 2025

    “We’re making a case to engage NHIS. We’re also proposing that we increase the levy from GHC2 to GHC5 for patients who come here [Korle-Bu]. Some small levy,” he said.

    The management added, “64% of the bill is outstanding. The social welfare unit keeps them, because you cannot keep them here; if you do, you have to feed them. Here, there’s no NHIS.”

     

     

  • GRNMA leadership heads down

    GRNMA leadership heads down

    The leadership of the Ghana Registered Nurses and Midwives Association (GRNMA) has issued an unqualified apology to the Minister of Health, Kwabena Mintah Akandoh, following recent media attacks directed at him.

    The apology follows the August 17, 2025, incident at the Greater Accra Regional Hospital’s Emergency Department (GARH), where some individuals who sought medical care allegedly assaulted nurses and hospital staff on duty. The incident sparked widespread public outcry after video footage of the confrontation went viral.

    During a meeting with the Minister on Wednesday, September 3, the GRNMA apologised for how the aftermath of the incident was handled and engaged in discussions on strengthening collaboration between nurses and the government.

    Mr. Akandoh accepted the apology and encouraged the Association to prioritise dialogue and constructive engagement with the government.

    He reaffirmed his commitment to fostering strong partnerships with healthcare professionals to improve service delivery nationwide.

    Highlighting the government’s achievements, the Minister pointed to the integration of 13,500 nurses onto the government payroll, the establishment of the Ghana Medical Training Fund (GMTF), and the retooling of various health facilities.

    He also cited the settlement of arrears on nursing training allowances and National Health Insurance claims, as well as government’s decision to absorb half of admission fees for nursing training institutions.

    The Minister further pledged to ensure the full implementation of the collective bargaining agreement to improve conditions of service for nurses, while supporting ongoing reforms in the health sector in line with Universal Health Coverage (UHC).

    Mr. Akandoh appealed to stakeholders and the public to remain calm, assuring that government remains committed to resolving challenges in the sector.

    The GRNMA leadership also raised several concerns affecting healthcare professionals and called for urgent government attention to improve service delivery.

    Those present at the meeting included former President Alice Darkoa Asare-Allotey, immediate past President Dr. Krobea Asante, current President Perpetual Ofori-Ampofo, and General Secretary Dr. David Tenkorang-Twum.

    Meanwhile, video evidence submitted to the Ridge Assault Investigative Committee showed a verbal altercation between Mr. Ralph St. Williams, some riders, and hospital staff.

    However, no video or eyewitness account confirmed a physical attack. The alleged victim, Ms. Rejoice Tsotso Bortei, a rotation nurse, reported pain in her left hand the following day.

    Medical records confirmed she suffered no fractures or dislocations and was treated with pain relief and psychological support.

  • The Honey Badger: A Role Model for Winning Sales Attitudes and Strategies

    The Honey Badger: A Role Model for Winning Sales Attitudes and Strategies

    The honey badger is one of the most interesting characters in the animal kingdom. I came across this creature on the animal world channel for the first time in a documentary and it has remained a fascinating character for me.

    It is a medium-sized mammal (a little bit longer than a grasscutter) with thick skin, sharp claws and has a good sense of smell. It is also called ratel and it’s native to Africa and Asia. It got its name, the honey badger, from its unrestrained love for honey as it would do anything including climbing and entering holes in trees for honey despite bees’ sting. It is known for its toughness, intelligence, determination, resilience and resourcefulness. This little creature is worth studying as it has a lot to teach mankind for survival.

    One of the areas of business that holds the key to its survival in a competitive world is sales and marketing. Without a thriving salesforce, no business can thrive irrespective of the support system in place.

    A lot more people shy away from sales because it is considered a battlefield for a business and a hard ground. The qualities needed to succeed in sales I believe can be traced in honey badger through its approach for survival, therefore becoming a role model for developing winning sales attitudes and strategies for the average sales professional in Ghana and elsewhere. This article therefore seeks to draw an analogy between the honey badger and a professional salesman.

    Understanding the Honey Badger
    The honey badger is a medium-sized mammal with a robust build, sharp claws, and an incredible sense of smell. Its thick, loose skin serves as natural armor, making it difficult for predators or prey to harm it. Its fearless attitude allows it to take on creatures much larger than itself, including venomous snakes and even lions.

    It is considered nature’s resilient predator.
    In hunting, the honey badger is a master strategist. It uses persistence and intelligence to locate and secure food, often digging deep into the ground or breaking through barriers to reach its prize. Its ability to adapt to its environment ensures its survival in some of the harshest terrains, from dry savannahs to dense forests.

    For sales professionals, this combination of fearlessness, resilience, and adaptability mirrors the qualities needed to thrive in a challenging and ever-changing market. Without courage, the salesman would often look at the assigned target as mountainous and may often find reason not to achieve citing impossibilities. No matter how daunting the target may be, the fearless salesman would always make a headway.

    1. Resilience: Bouncing Back from Setbacks
    One of the honey badger’s defining traits is its resilience. When attacked, it doesn’t retreat or surrender it fights back, no matter how tough the opponent. Similarly, in sales, setbacks such as customer rejection, unmet targets, or fierce competition are inevitable. A resilient salesperson sees these challenges as opportunities to learn and improve, not as failures.

    A young entrepreneur in Accra selling locally made fruit drinks for example may face initial resistance from customers accustomed to imported brands. Instead of giving up, she/he may press forward by using another strategy where samples can be offered free of charge to clients so they can judge for themselves the taste of these drinks. A thriving business can be made out of clients who would endorse the taste and make recommendations thereafter.

    2. Fearlessness: Moving Forward in the Face of Challenges
    The honey badger’s fearlessness enables it to tackle daunting tasks, such as confronting venomous snakes for a meal. In sales, being fearless means having the confidence to approach high-value clients, negotiate deals, or try unconventional methods to achieve results. It means no target is too big to be avoided. I must admit however that not all targets would require the same approach but the emphasis is that every target within your market is reachable and must be considered for prospecting. For example, a car dealer in Sunyani can win the contract for supplying Parliamentarians cars if they are not afraid to say that this is highly competitive and strategically make a move to compete, which would mean increased sales. I am guided by this quote in Latin “fortuna fortiter favet” which means “fortune favors the brave”.

    3. Strategic Thinking: Adapting to the Environment
    The honey badger doesn’t rely on brute force alone; it’s a strategic thinker. It studies its environment, adapts its tactics, and uses its unique strengths to achieve its goals. The honey badger goes to the extent of intentionally going for snake/scorpion bites to toughen its skin and also develop antibodies against these antigens. This is in preparation towards future expeditions in its environment. Sales professionals must do the same by understanding their target audience, adapting to market trends, and leveraging available resources. A thorough understanding of the sales environment is a key requirement for success particularly in highly regulated industries. A sales approach that integrates technology in the 21st Century environment is like record sustainable gains.

    4. Persistence: Never Giving Up
    The honey badger is relentless in its pursuit of food, often digging tirelessly to uncover prey. If it smells food/prey in an ant-hill for example, it would dig until it reaches the prey; it doesn’t back-down. In one of the videos, the honey badger was seen being beaten by a large swamp of bees to the extent that it got a swollen face but it didn’t give up due to the sweetness in the honey. It has the right motivation not to give up on any hunting expedition. This persistence is a valuable lesson for salespeople, who must stay determined and keep following up on leads until they close a deal. Remember, results matter not efforts. I will make reference to a quote by Martin Luther King Jnr which says “if you can’t fly then run, if you can run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.”

    5. Leveraging Unique Strengths: Standing Out in the Market
    The honey badger’s unique physical attributes and fearless nature make it one of the most formidable animals in the wild. In sales, professionals must identify and leverage their unique selling points (USPs) to stand out from the competition. For instance, I know a fashion designer in Accra who has carved out a niche by utilizing traditional Ghanaian fabrics to make modern stylish outfits that are selling both locally and abroad. The strategy is using what sets you apart from the competition as a selling proposition in customer persuasions.

    Conclusion: Be the Honey Badger in Sales
    The honey badger’s makeup and behavior provide helpful lessons for sales professionals. By embracing resilience, fearlessness, strategic thinking, persistence, and uniqueness, the average Ghanaian salesperson can face challenges head on, seize opportunities, and thrive in their markets. The right motivation could translate sales into a successful enterprise making it fun for the sales team. The honey badger has the right motivation for food, especially honey.
    In a country where innovation and determination drive success, adopting the honey badger spirit can transform sales strategies and lead to remarkable results. Whether you’re selling in the busiest streets of Makola or the quiet towns of the Bono Region, remember: the honey badger doesn’t give up, and neither should you.

    Gilbert Sebe-Yeboah is the Head of Consumer Finance Department, Agricultural Development Bank Plc]

     

    By Gilbert Sebe-Yeboah

  • MIIF’s 2024 financial performance: A beacon for State-Owned Enterprises in Ghana

    MIIF’s 2024 financial performance: A beacon for State-Owned Enterprises in Ghana

    This paper examines the exceptional financial performance of the Minerals Income Investment Fund (MIIF) in 2024, highlighting its relevance as a beacon for state-owned enterprises in Ghana.

    Based on the MIIF 2024 audited financials, this study reveals a record net profit of GH¢1.906 billion, exceeding the combined profits of all preceding years since MIIF’s operationalisation in 2018.

    Introduction

    Ghana’s state-owned enterprises have historically struggled with poor financial results due to various factors such as political interference, poor management, and a lack of vision.

    However, MIIF has emerged as a shining exception, posting remarkable financial performances over the past three years.

    The performance of MIIF over the past three years, culminating in a record profit, speaks to the possibilities of state-owned enterprises in contributing to the economic fortunes of the country.

    Exceptional Financial Performance in 2024

    In 2024, MIIF achieved an extraordinary financial milestone, recording a net profit of GH¢1.906 billion, as per the 2024 audited financials. This positions the fund as potentially the most profitable state-owned enterprise in Ghana, surpassed only by GCB Bank and Ecobank in the broader financial sector.

    Notably, in 2023, the former CEO of the Fund, Edward Nana Yaw Koranteng, intimated at the MIIF Stakeholder Conference that MIIF would surely cross the GH¢1 billion profit mark and reach Assets Under Management of US$1.5 billion.

    A review of the Fund’s financials for 2024 reveals a year-on-year profit growth of 366% from GH¢408.8 million in 2023 to over GH¢1.9 billion in 2024. This is not only impressive but historic.

    Key Highlights of MIIF’s 2024 Performance

    – Net Profit: GH¢1.906 billion, exceeding the combined profits of all preceding years since MIIF’s operationalisation in 2018.
    – Equity Growth: 1,128% increase from GH¢149 million to GH¢3.39 billion.
    – Free Cash Position: GH¢5.6 billion, providing substantial liquidity for strategic investments going forward.
    – Strategic Investments: Enhanced portfolio diversification, stronger returns from gold royalties, including the strategic inclusion of mid-tier gold mining companies, and investments in mining companies such as Atlantic Lithium and Asante Gold.

    Strategic Outlook and Future Prospects

    MIIF’s 2024 financial performance reaffirms its relevance in Ghana’s economic transformation agenda and its ability to act as a fiscal buffer, capital mobilizer, and partner for inclusive growth.

    The fund’s strategic outlook includes becoming a global and African reference point for sovereign mineral wealth management while delivering long-term value for the people of Ghana.

    With its capital base exceeding GH¢3.39 billion, MIIF is well-positioned to shape the future of Ghana’s mineral economy, supporting projects such as lithium processing plants, refinery infrastructure, and mineral-based industrial zones.

    The performance of MIIF amplifies the writer’s point that all is never lost for strategic state-owned enterprises. It is the hope of Ghanaians that the remarkable performance will be leveraged to create generational wealth for all Ghanaians.

    Conclusion

    MIIF’s exceptional financial performance in 2024 marks a turning point in Ghana’s resource governance, offering a new model for smart, accountable, long-term, and profitable state-driven investments.

    As a beacon for state-owned enterprises in Ghana, MIIF’s success story serves as a testament to effective management, strategic investment, and good governance.

    References

    – MIIF 2024 Audited Financials
    – MIIF Stakeholder Conference 2023

    by Cobby Brown

  • Afarinick, CJ Commodities and Oman Carbon to unlock carbon assets in Ghana’s cocoa sector

    Afarinick, CJ Commodities and Oman Carbon to unlock carbon assets in Ghana’s cocoa sector

    Afarinick, Ghana’s foremost leader in landscape restoration and farm management, CJ Commodities, a licensed Ghanaian cocoa buying company with a 10% market share in the 2024/25 season, and Oman Carbon, a pan-African Carbon Project Developer, on Thursday August 28, 2025 have announced the signing of a landmark Memorandum of Understanding (MoU) at the Africa–Singapore Business Forum (ASBF) 2025.

    The agreement launches four scalable carbon projects: agroforestry, clean water, clean cook stoves, and biochar, which are embedded directly within Ghana’s cocoa value chain.

    Together, the three partners are positioning Ghana’s cocoa sector as a new frontier for high-integrity, Paris (climate change agreement)-aligned carbon assets.

    “This MoU signals the maturation of Africa’s carbon markets,” said Kwabena Boamah, Director of Oman Carbon. “By structuring climate-smart cocoa projects under internationally recognized carbon methodologies, we are delivering measurable and tradeable credits at scale aligned with both investor expectations and community needs.

    “Cocoa is the backbone of Ghana’s economy, but its long-term sustainability depends on climate resilience,” said Joe Forson, CEO of CJ Commodities and Afarninick.

    “By embedding carbon finance into our vertically integrated operations, we are proving that cocoa can generate both export revenues and high-quality, verified carbon credits.”

    Over the next 10 years, the projects are expected to generate: 4.0 million tCO₂e removals → ≈ US$50–80M. Oman Carbon will lead project structuring, utilizing its partner ecosystem for Monitoring, Reporting and Verification (MRV) and carbon market placement.

    This ensures that every tonne of CO₂ reduced or removed is tracked across its lifecycle, from capture to credit issuance. This provides investors with complete transparency, traceability, and third-party certification.

    The signing at ASBF 2025 in Singapore underscores the strategic convergence of African natural capital with Asian financial markets.

    The Forum’s theme, “Bridging Capabilities, Charting Sustainable Growth,” captures the essence of the partnership: to unlock scalable climate investment opportunities in Africa’s agricultural backbone.

    Singapore’s Minister for Sustainability and the Environment, Grace Fu, urged African and Asian partners to strengthen cooperation on climate action and food security, emphasizing that technology and innovation are crucial for building resilient economies.

    She welcomed cross-border partnerships that align environmental objectives with sustainable development.

    Ghana’s President John Dramani Mahama highlighted Ghana’s role as a gateway for Singaporean firms into Africa, noting that Africa–Singapore trade increased by 50% between 2020 and 2024 to nearly US$14 billion.

    President Mahama stressed the need for reforms in the global financial system to close Africa’s financing gap and invited Singaporean businesses to explore opportunities in logistics, agribusiness, renewable energy, digital services, and advanced manufacturing.

    The partnerships were signed as part of this broader Ghana–Singapore collaboration, highlighting growing investor confidence in Ghana’s green economy.

    For international buyers and investors, the Afarinick–CJ–Oman Carbon partnership offers:

    •​Diversified carbon asset classes (agroforestry, water, cookstoves, biochar).

    •​High-integrity credits under VCS methodologies, with digital MRV for transparency.

    •​Scalability across Ghana’s cocoa belt, engaging hundreds of thousands of smallholder farmers.

    •​Risk-mitigated impact through vertical integration, local execution, and global market access.

    “This is more than a sustainability initiative; it is an investable platform,” said Joe Forson, CEO of CJ Commodities and Afarinick.

    “By aligning carbon markets with Ghana’s most strategic export crop, we are creating long-term value for farmers, investors, and the climate system alike.”

    This agreement positions Ghana as a trusted hub for high-integrity carbon projects in Africa. It signals the arrival of cocoa as a climate finance asset class.