Innovation and agility in the digital age africa, the worlds laboratories of tomorrow

Innovation and Agility in the Digital Age Human Resources Management Set coordinated by Jean-Luc Cerdin Volume Innovation and Agility in the Digital Age Africa, the World’s Laboratories of Tomorrow Soufyane Frimousse First published 2019 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address: ISTE Ltd 27-37 St George’s Road London SW19 4EU UK John Wiley & Sons, Inc 111 River Street Hoboken, NJ 07030 USA www.iste.co.uk www.wiley.com © ISTE Ltd 2019 The rights of Soufyane Frimousse to be identified as the author of this work have been asserted by him in accordance with the Copyright, Designs and Patents Act 1988 Library of Congress Control Number: 2018965268 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library ISBN 978-1-78630-404-9 Contents Foreword vii Introduction xiii Chapter Disrupters, Breadcrumbs and the Managerial Revolution 1.1 Digital disruptions of management 1.2 New and fundamental insights 1.3 From pyramid to platform 1.4 Motivation by profit and especially by purpose 10 11 Chapter The African Continent: Laboratory Tomorrow’s World 15 2.1 The frog’s leap, the leopard’s run and agility 2.2 Rebel talents and serial learners in dynamic rootedness 2.3 Rooted leaders/entrepreneurs, adventurers and hustlers at the service of African singularities 2.4 An African citizen educated and trained to think within organizations, who can speak and must be listened to 16 26 30 49 Chapter The Mediterranean: Marrying the Future without Divorcing the Past 59 3.1 The Mediterranean: crossroads of civilizations, one-way street or dead-end street 3.2 Drawing from the Mediterranean thanks to people of transposition 3.3 Neither adoration, nor submission, but self-realization 3.4 Zones of fertility in “layer-cake” societies 61 74 94 115 vi Innovation and Agility in the Digital Age Conclusion 129 Postface 131 References 137 Index 149 Foreword Simply mentioning “Africa” as a reference in a particular model often involves a notorious misunderstanding of a continent whose land mass is larger than that of the United States, Oceania and Europe put together, whose number of languages is probably greater than 50,000 and whose cultural origins are among the most complex We often hear “Africans are this or that”, and quite often it is a coarse approximation of an infinitely more subtle reality However, what remains common to the African continent, without a doubt, is a lag in development compared to the rest of the world, generally described as a permanent stain whose effects continuously reappear in economic matters, in human development and in social, environmental and educational matters It seems to me that the real difficulty is in moving away from a given context to try to draw out long-term perspectives, without necessarily relying on identified trends, but trying to identify a few weak signals which might constitute overdetermining factors in the medium term In this regard, there is no doubt that development in Africa must experiment with new pathways, if only because current dynamics paint a picture of a continent with different characteristics: Africa will thus, like Asia, be more than others a continent of megacities, city-states whose populations will be higher than 10 million inhabitants The UNDP thus predicts that Africa will host no less than 18 of these (out of a total of 70 by 2050) Concerning energy, Africa could well be one of the first continents to implement smartgrids on a large scale (Huawei is currently viii Innovation and Agility in the Digital Age carrying out several experiments with these technologies in Addis-Ababa, Cairo and Nairobi), technologies in which much hope is placed to bring about a new model of electrical energy Finally, as for flows of technology and skills, the traditional North–South axis could quickly be challenged by a South–East axis, as not only China (with its immense “One Belt One Road” initiative), but now also India seem willing to develop long-term partnerships with many countries Yet, these three trends are only rarely emphasized by the media when Africa is discussed However, they will inevitably lead to the emergence of a model of development which, several decades from now, will be considered very different from what is observed in the West Consider also Korea or Japan, two countries who were not spared in the memoirs of General MacArthur: reading them shows how much the general thought them incapable of developing, particularly Korea However, not only has their expansion been remarkable (South Korea was poorer than Mali from then until 1960), but it has involved creating their own technological and especially managerial culture To bet that Africa might become a model for innovation and management seems very daring at first sight Few observers would risk such predictions As Soufyane Frimousse emphasizes in this work, the African model of management – as we perceive it – is too often one of the worst caricatures of the Western “command and control” type of model, inherited from the mills and forges of the 19th Century, which we never cease to try to eradicate in our own latitudes However, this is to ignore vast social spaces, those of the family, those of village circles and those of the informal economy, whose organizational capacities are remarkable in more than one way If these are not expressed in the productive base it is because the technologies, carefully imported from the West, have not been disassociated from the managerial cultures which came with them Quite often, African management has given up on its model of interaction and consultation, faced with technologyʼs potential for intimidation We might speak of the “magical” intimidation of technology; the technological supernatural representing a transcendent factor, situated above humanity and imposing itself on all This is not a negligible factor: it was through taking account of a technological breakthrough – the atomic bomb – above and beyond everything known at the time, that the Empire of Foreword ix Japan and its emperor surrendered, as fanaticized as they were by the messianic nature of their war Although many decades ago, anthropologists identified the factors which have, in many regions of Eastern as well as Western Africa, given rise to significant social sophistication and harmony, rare are those who have risked translating this into the world of business Yet, several factors are actually in the process of creating a new model, in Africa The first of them is leaving the neo-colonial era behind: in many countries, particularly Francophone ones, the former master is still an economic, technical, social and political reference from the very fact of maintaining the links which were created over centuries However, though these links remain important, they are increasingly less determining or dominant The second consists of the emergence of a global digital culture: managerial reference points have been overwhelmed in the West as in Africa by the emergence of a culture based on open-source, collaboration, proceeding by iteration or “building to fail”, so-called “agile” processes, etc Now, this culture is particularly powerful and acts like a wave against an aging dike: it washes it away, allowing the reappearance of local cultural characteristics which had been buried but never quite disappeared The third consists of the nature of African innovation Inspired by massive necessity more than by industrial sophistication, constructed mainly outside of traditional scientific laboratories, African innovation is profoundly “jugaad”, to take up the concept promoted by Navi Radjou In a digital world dominated by the GAFAM companies and in a region where political, judicial and economic institutions are often unstable, it has developed rapidly and on a large scale, bringing forth a unique and diversified model These three factors, non-exclusive of the others mentioned in Soufyane Frimousseʼs work, are not negligible Whoever has the opportunity to meet African entrepreneurs, particularly in the digital field, can see that the time for condescension is gone Organizational models, business models and techniques emerge and develop effectively: mobile currencies (M-Pesa) and their associated services (M-Kopa for payments for solar electricity); renewable energy (the municipality of Kampala has just put out a call for tenders to reduce its energy consumption to 0% gas and carbon emissions) x Innovation and Agility in the Digital Age and open and collaborative services for trash collection (ArClean); medical tools for access to diagnosis and care (CardioPad); applications for checking agricultural prices (M-Farm); popular social networks (Mxit) and so on Solutions imagined and designed by individuals, entrepreneurs, students, researchers, scientists or artists may sustainably inspire the rest of the globe The entrepreneurial energies unleashed by the African economic boom should be sustained, improved and supported so as to participate in the invention – even the re-enchantment – of the world of tomorrow If we must globalize African innovation, we must also Africanize global innovation to instill a digital vision which is more inclusive, sustainable, creative and useful Although Western societies are currently remarkably efficient, they remain confronted with complex challenges: how to maintain technological and innovative leadership with a population whose aging is accelerating? How can we conceive of sustainability in a model which only tolerates reformist policies with difficulty, and breaking with models even less? These questions are not insignificant The study of history shows two impressive constants: the first is that nations have always neglected the factors that have led to their marginalization Thus, the Chinese empire was excessively welcoming to the British and Dutch who arrived to open trade offices and free ports, without realizing that the economic power of these merchants was powerfully defended by military power that would not hesitate to impose its conditions on the Qing dynasty after the Opium Wars The French empire did not understand that the British financial model, its legal stability, offered greater potential for development and thus a larger capacity for territorial expansion, and so on The second is that models of innovations are systematically condemned when they appear From the Jacquard loom, to Fordist organization, to Toyotism, to the Internet revolution, these have all been the object of critiques almost always coming from the most orthodox representatives of a generally dominant model Here, too, new tendencies are not generally detected However, if we watch what is happening in Africa, we can only observe that the coming generation is beginning to assert its vision, a mixture of an assumed expression of the principles of consultation belonging to ancestral cultures, a mastery of technological principles and the cultural models that this entails, a capacity to take large risks and a desire to self-emancipate from known frameworks These are some of the factors Foreword xi which underpin the managerial and innovation culture of Africa and, probably, of the world to come Gilles BABINET Digital Entrepreneur Digital Champion of France at the European Commission Vice-President of the National Digital Council of France References 143 Hussein, M (2009) Penser le Coran Gallimard Husser Par, J (2009) La théorie des conventions : Quelle organisationnelle ? 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inviting them into the company’s value chain (Colin and Verdier 2015) The Internet of Things multiplies points of contact with individuals and intensifies the