Across Africa, organisations are hiring at pace. Growth strategies are ambitious, markets are expanding and demand for leadership and specialist skills continues to rise. Recruitment has become the default response to performance pressure. Yet despite sustained hiring, many organisations are asking the same question: Why does capability still feel constrained? The answer is increasingly clear. Hiring alone does not build capability. When recruitment is treated as the primary

Across Africa, growth ambition is not in short supply. From regional expansion to digital transformation, organisations are setting bold strategic agendas designed to unlock long-term value. Yet while many strategies look compelling on paper, far fewer deliver the outcomes expected. The difference rarely lies in vision alone. More often, it lies in whether organisations have the talent, leadership and capability required to turn ambition into execution. Strategy Is Only as St

Across the continent, the pace of economic transformation is reshaping what African businesses need from their workforce. Markets are diversifying, technology is accelerating, and expectations of work are shifting. Yet one part of talent strategy remains stubbornly traditional: the continued over-reliance on hiring only for proven experience. If African companies are to unlock the next wave of productivity and competitiveness, they must rethink the fundamentals of how they id

For more than a decade, organisations across Africa have invested heavily in employee engagement. Survey cycles, pulse checks and engagement scores became proxies for organisational health. Yet, despite this focus, many leaders still describe the same unresolved challenges: inconsistent performance, high turnover in priority talent segments, and difficulty in building a compelling employer brand that cuts through in competitive markets. The truth is increasingly clear: employ