Listers, I first met Michael in early 2005 while researching on backward and forward linkages between Large and Small Enterprises. After several attempts to secure an appointment, Michael agreed that I meet him after hours around 5.30 pm. He seemed busy but nevertheless he accepted that I interview him. We moved to a mall waiting room with his usual impatience written all over his face. I got want I wanted and bid him goodbye. Months later I was to be PS in the Ministry and later Safaricom Board member. Here I got to know Michael better. Many a time he thought of my ideas as wacky and impossible but this was him. Never rushed at decision making. In short I concluded that he is a reflective person and uses that practice to manage a complex situation. It is almost practically impossible to wiggle around Kenyan Politicians and remain relevant in modern world. How Michael managed to stay sane and move Safaricom forward, it requires a whole book-- Reflections of Kenyan Politicians. Reflective practice in management is referred to an active process which involves examination of past experiences and gaining some conclusions that can inform future activities. In my most desperate moment Michael applied this theory to change how things are in Kenya now. As we planned for Teams Cable, Michael hired the services of one prominent caucasian lawyer. In one of the meeting, the Lawyer said that this cable can never be built and only if Safaricom pays for it. He insintuated that we (Kenyans) were not cabable of doing such a huge project. I felt for once to do something I had never done in my life, to punch the guy and knock out his teeth and then resign the following hour but I decided to take a deep breath and said perhaps this would be the end of the project. I called the meeting off and decided to write a strong letter to Michael protesting the unwarranted attack by the lawyer. Michael appologised and later brought the issue of Teams to the Board. Although he too may have not believed that Teams would succeed, he surely reflected on the impact of the investment and decided to invest. On another significant project, Malili now Konza Technology City I asked Michael to put up a Safaricom Towers. He quickly said never . How do you buy just a plain piece of land out of nowhere I dont know how you think. Later he had different views on Malili ..he may have reflected once again.
From my interview to Teams and Malili, it is evident Michael indeed reflects on what he does and possibly we should all emulate that. In the field of reflective practice in Management, one only needs to ask him/herselve the following four simple questions: What should have happened? What actually happened? What were the differences? What did we learn?
I am looking forward to a book from Michael. On my part, I shall at least have a chapter. As a student of Management, I urge Michael to take up a start up and apply the same principals he did on Safaricom. This is what will create new theories of Management. We shall miss you from the Safaricom pinacle and hopefully not from our sector. Ndemo.
Hi Listers
I like the comments that are coming through and the theories behind MJ tenure - Sam for example offer scientific proof that MJ is not the first born in his family a key contributory factor. Do you agree?
Edith points out what the successor to MJ should do. This is our opportunity to shape that transition the successor and the destiny of Safaricom going forward
MJ has been around for 10 yrs and know the ICT terrain well and has largely shaped it . as he hands-over the reins of power and glory , what advice should he tell the successor?
What should MJ tell the successor in your view to maintain the momentum of ICT development ?
cheers
Muriuki Mureithi
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