Unfortunately that definition is still too complicated :-), which is
why we encounter challenges some people equate nurture to free milk
given during the Nyayo era which had a corresponding effect on school
attendance , some removal of VAT on computers and ICT equipment like
it was during the Kibaki era which had a corresponding effect on the
ICT Sector.

Kongoi as we we say in Mogotio

On 2/22/17, Admin CampusCiti <info@campusciti.com> wrote:

Nurture:-

In English:-

Care for and encourage the growth or development of..

In Kiswahili:-

Kulea, kubembeleza kwa miajili ya kukuza na kufanisha

In Mogotio, Kenya

Someone who speaks Tugen, Pokot or Njemps please help translate the above..

:-) I'm at my wits end.. :-)

Have a lovely day

Ali Hussein

Hussein & Associates

+254 0713 601113 / 0770906375

Twitter: @AliHKassim

Skype: abu-jomo

LinkedIn: http://ke.linkedin.com/in/alihkassim

Blog: www.alyhussein.com

"Discovery consists in seeing what everyone else has seen and thinking what

no one else has thought".  ~ Albert Szent-Györgyi

Sent from my iPad

On 22 Feb 2017, at 6:24 AM, Barrack Otieno via kictanet

<kictanet@lists.kictanet.or.ke> wrote:

Hi Ali,

Kindly define nurture as you would to a District Commissioner in Mogotio.

Regards

On 2/22/17, Ali Hussein <ali@hussein.me.ke> wrote:

Barrack

Im one of those old enough to remember. :-)

However my take is this:-

The markets have evolved so much and the dynamics of innovation, the

market

place and the consumer changed so much that the the Heavy Hand of

Regulation

must now be tampered by the light touch of nurturing and encouraging

innovation and the market players to act and behave in a responsible

manner.

Failure to which the Market will deal with them in a most ruthless

manner.

The market won't break you up. It will decimate you and leave you for

the

dead. Just ask Telkom Kenya, Posta, Nokia and other once 'Dominant'

global

players.

I think we are focusing on the wrong things. By all means, keep a leash

on

the lean, mean fighting machine that is Safaricom. But also nurture home

grown players -The PesaPals, the Cellulant, the WayaWayas, the Anganis,

the

Zuku's and Jamiis to ensure that we build such a deep bench of players

that

this Dominance conversation will be placed where it belongs - in the

dustbins of history.

Ali Hussein

Principal

Hussein & Associates

+254 0713 601113

Twitter: @AliHKassim

Skype: abu-jomo

LinkedIn: http://ke.linkedin.com/in/alihkassim

"We are what we repeatedly do. Excellence, therefore, is not an act but

a

habit."  ~ Aristotle

Sent from my iPad

On 22 Feb 2017, at 5:27 AM, Barrack Otieno <otieno.barrack@gmail.com>

wrote:

Hi colleagues,

I need an explanation like a two year old on this whole dominance

debate. Maybe Walu can help me here. Safaricom was a subsidiary of

Telkom Kenya focused on the mobile phone (GSM) Segment. Looking back

into the past and as a result of Liberization, the then giant Kenya

Posts and Telecommunications Corporation was split into , Telkom

Kenya, Communications Authority of Kenya (CCK then as the regulator

and Posta to handle the post office. We need to step back and

interrogate the real reasons as to why Progress of Telkom Kenya and

Posta has backfired in a maximum of ten bullet points. On the other

hand, we also need to figure out how Safaricom (a subsidiary of Telkom

Kenya which is now a public company bolted out of the stable and

became a success). My simple questions:

1. Will a split of Safaricom yield the desired effect?

2. Is it in the interest of Safaricom (the company or organization

that is a legally recognized person by the laws of the land to split

so as to suit the competition.

3. Can someone share case  studies of where this has worked before?

Walu or anyone as old as Kenya Posts and Telecommunication Corporation

please help.

Following...

On 2/22/17, Ali Hussein via kictanet <kictanet@lists.kictanet.or.ke>

wrote:

@Mwendwa and all

it looks like that's what the consultant is suggesting.

Here are two other excerpts from the report that I find interesting:-

The most draconian of the prescriptions is the proposal to

functionally

separate M-Pesa from Safaricom. This is tantamount to proposing a

break-up

of Safaricom because in terms of growth revenues, M-Pesa is on track

to

reach 50 per cent of the company’s net revenues. The consultants have

also

proposed what they call “mandatory wallet-to wallet interoperability”,

a

system where a consumer can keep cloud accounts across the platforms

of

different mobile companies, making it possible to move and shift money

between accounts as one chooses.

I have said before and I'm happy to repeat this again. Separating

M-Pesa

from Safaricom should not be forced on Safaricom. In my humble opinion

Safaricom should by now have done this voluntarily as a strategic

imperative

to transform itself into the De-Facto National (Regional) Mobile

Payment

System. I think the lost opportunity here can be seen by the KBA

launching a

rival Mobile Platform called PesaLink.

The mandatory 'Wallet to Wallet' interoperability is an interesting

angle

and needs to seriously be considered. This sort of compliments my

point

above.

They have also recommended a system that they call “agent to agent

interoperability”, where agents will be able to support multiple

mobile

money platforms using what is described in technical language as “a

single

float”.

This is certainly interesting. In as much as this supports the notion

of

'User or Customer Experience'  I think the Regulator and the Telcos

should

work towards ensuring this becomes a reality. In essence this could be

a

solution to the allegations that Safaricom discourages its agent

network

from dealing with rival Telcos.

Lastly, I would largely concur with Jaindi Ksero's conclusion (sort

of)

that

the Consultant has displayed a lack of knowledge in the functioning of

our

national payments system. I would however like to add one for the

road:-

Are our Regulators (CA, CAK and CBK)  prepared to empower, grow and

regulate

with a light touch the seemingly fluid Telco, Banking, Payments and

Fintech

Spaces while ensuring that:-

a) They embrace innovation and new thinking while protecting National

Interests and consumers at the same time?

b) They work together without resorting to Turf Wars as evidenced in

the

tiff between the CA and the CAK in 2015.

http://www.businessdailyafrica.com/Corporate-News/Competition--telecoms-watchdogs-to-seek-truce-over-Safaricom-/539550-2707286-lqu5sez/index.html

c) They consider creating a Joint Task Force to monitor, encourage and

empower players in the spaces mentioned to become Regional and Global

Players? I have often wondered aloud about the CBK's core mandate of

protecting Depositors' funds and wondered (again aloud) whether this

mandate

is outdated and that it should be expanded to that of becoming an

empowering

public entity that encourages research, innovation and

entrepreneurship

in

the burgeoning convergence of Banking, Telcos, Payments and Fintech

Spaces.

d) Regulatory tools need to be rebooted and upgraded to reflect the

times.

The current scenarios are such that one doesn't even know anymore

which

industry one operates in.

This is a plea for the Regulation Mandates to drastically change and

embrace

the now and the future.

Can the Future Czars step up?

Ali Hussein

Principal

Hussein & Associates

+254 0713 601113

Twitter: @AliHKassim

Skype: abu-jomo

LinkedIn: http://ke.linkedin.com/in/alihkassim

"We are what we repeatedly do. Excellence, therefore, is not an act

but

a

habit."  ~ Aristotle

Sent from my iPad

On 21 Feb 2017, at 11:12 PM, Mwendwa Kivuva via kictanet

<kictanet@lists.kictanet.or.ke> wrote:

So technically, we want to break up Safaricom so that these companies

can gain some traction  "Airtel, has made cumulative debt to date of

Sh51 billion, according to latest audited accounts for the financial

year 2015. Indeed, in the league of loss makers, only Kenya Airways,

with their Sh54 billion lost in the most recent years, compares to

Airtel. As a matter of fact, the numbers in the company’s annual

accounts show that Airtel is insolvent and only surviving on life

support from the parent company in India. Safaricom’s only other

rival, Orange Telkom, has gone through exceedingly difficult trading

and financial conditions over the past decade. This a firm that is

technically insolvent. It has gone through several episodes of

restructuring that have not materially changed its circumstances."

______________________

Mwendwa Kivuva, Nairobi, Kenya

twitter.com/lordmwesh

On 21 February 2017 at 23:48, Grace Githaiga via kictanet

<kictanet@lists.kictanet.or.ke> wrote:

Jaindi Kisero gives us a glimpse of the competition study in the

telecommunication sub-sector undertaken by Ms Analysys Mason on

behalf

of

CA. See full article:

"I recently came across a report by the consulting group Analysys

Mason

entitled "A telecommunication competition market study in Kenya".

Readers

will recall that these consultants were retained by the market

regulator

–

the Communications Authority of Kenya – to conduct a study whose

results

were to inform the crafting of a new framework for regulating abuse

of

market dominance by the big players.

As expected, one of the key findings of this study is that

Safaricom’s

market share in both the mobile communications and mobile money

segments

far

exceed the thresholds where firms are typically presumed to be

dominant."

http://www.nation.co.ke/oped/Opinion/consumer-protection-a-means-of-cutting-safaricom-dominance/440808-3822560-jsmlpbz/index.html

Best regards

Githaiga, Grace

Co-Convenor

Kenya ICT Action Network (KICTANet)

Twitter:@ggithaiga

Tel: 254722701495

Skype: gracegithaiga

Alternate email: ggithaiga@hotmail.com

Linkedin: https://www.linkedin.com/in/gracegithaiga

www.kictanet.or.ke

"Change only happens when ordinary people get involved, get engaged

and

come

together to demand it. I am asking you to believe. Not in my ability

to

bring about change – but in yours"---Barrack Obama.

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regulation. The network aims to act as a catalyst for reform in the

ICT

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development.

KICTANetiquette : Adhere to the same standards of acceptable

behaviors

online that you follow in real life: respect people's times and

bandwidth,

share knowledge, don't flame or abuse or personalize, respect

privacy,

do

not spam, do not market your wares or qualifications.

--

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+254721325277

+254733206359

Skype: barrack.otieno

PGP ID: 0x2611D86A

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The Kenya ICT Action Network (KICTANet) is a multi-stakeholder platform

for people and institutions interested and involved in ICT policy and

regulation. The network aims to act as a catalyst for reform in the ICT

sector in support of the national aim of ICT enabled growth and

development.

KICTANetiquette : Adhere to the same standards of acceptable behaviors

online that you follow in real life: respect people's times and bandwidth,

share knowledge, don't flame or abuse or personalize, respect privacy, do

not spam, do not market your wares or qualifications.

--
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+254721325277
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KICTANetiquette : Adhere to the same standards of acceptable behaviors online that you follow in real life: respect people's times and bandwidth, share knowledge, don't flame or abuse or personalize, respect privacy, do not spam, do not market your wares or qualifications.