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Huawei stresses its commitment to inclusive and sustainable digital transformation at the Africa CEO Forum 2023

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On 5 and 6 June 2023, Côte d’Ivoire’s capital hosted this year’s Africa CEO Forum at the Sofitel Abidjan Hôtel Ivoire. Now a major must-attend event, the Africa CEO Forum has been bringing together the key players working to shape a competitive, resilient and sovereign Africa since 2012. Huawei’s participation is a clear reflection of the company’s commitment to encouraging public-private dialogue in Africa and actively contributing to the continent’s socio-economic development.

This year, the high-level international summit brought together 2,000 participants, comprising business leaders, investors, representatives of financial institutions and political decision-makers. The latter particularly recognized the importance of public-private dialogue in Africa’s rise to an emerging economy. Under the theme ‘From 300 to 3000: how to accelerate the emergence of the next generation of African champions’, delegates were able to participate in conferences, debates, workshops and high-level meetings focusing on the essential role of the private sector in driving economic activity in sectors of strategic importance to the continent and its people.

Huawei has been operating in Africa for over 20 years and, as a leading player in the telecoms infrastructure sector, is deeply committed to supporting its customers and partners in their digital transformation, as this is one of the main pillars of growth for the continent as a whole. Demonstrating the company’s commitment to sustainable and inclusive digital development, a delegation of high-level Huawei representatives, comprising Tonny BAO, Vice President, Huawei; Philippe WANG, Executive Vice President, Huawei Northern Africa; and Vincent SUN, President of Orange Key Account, Huawei, took part in the 9th Africa CEO Forum.  Over the course of the two days, they shared their views and expertise on the opportunities and challenges presented by the emergence of an African digital economy.

This year’s program also included a panel discussion hosted by Huawei on Monday 5 June on the theme of ‘Unleash Digital for a sustainable and inclusive Africa’. Tonny BAO, Vice President, Huawei, gave the opening speech, during which he emphasized the importance of the vision set out in the African Union’s Agenda 2063 for transforming the continent’s economy, saying “The African Union’s Agenda 2063 points out that building a fully digital and inclusive Africa has become a common development objective for African countries. Africa’s digital transformation will enable the continent to lead the way towards rapid and sustainable growth that will benefit countries’ economic and social fabric”.

Amadou COULIBALY, Minister for Communication and the Digital Economy and Spokesman for the Government of the Republic of Côte d’Ivoire, took part in the panel discussion, explaining that “Coal was the energy that accelerated the industrial revolution in Europe in the last century, and today digital is the energy that is propelling Africa towards its industrial revolution”.

Lacina KONÉ, CEO, Smart Africa, stressed the need to encourage “local financing, but also the confidence of local authorities” in the role that start-ups can play in accelerating the economy of countries, while Valérie LEVKOV, EDF Senior Vice-President Africa, Middle East & East Mediterranean, pointed out that “digital (…) can contribute up to 20% of the world’s carbon reduction through digital optimization and operational efficiency”. Other high-level participants included Adnane BEN HALIMA, Vice President in charge of Public Relations, Huawei Northern Africa, Brelotte BA, Deputy CEO and Chief Operating Officer, Orange Middle East & Africa and Jeremy AWORI, Group CEO, Ecobank.

The presence of these prominent personalities on the panel confirms the mobilization of a strong ecosystem to successfully bring about this digital revolution, especially in light of the imperatives imposed by climate change. The message is clear: it is crucial to seize the opportunities offered by new technologies, while adjusting them to today’s challenges, especially the objectives of carbon neutrality and reducing our ecological footprint.

Why the fourth India-Africa forum summit should happen during Delhi’s G20 presidency

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Holding IAFS IV before the G20 summit may sound hurried, but it is perhaps the best way to enhance the G20 presidency

With the resurgence in India’s support for the priorities of the Global South, there is an expectation of a revival of institutional arrangements with regional fora. The visit of Prime Minister Narendra Modi to Papua New Guinea in conjunction with his visit to Australia revived the Forum for India-Pacific Islands Cooperation. External Affairs Minister S Jaishankar has revived consultations with the 15-member Caribbean community and the eight-member SICA of Central America. He has recently been to South Africa and Namibia and last month to Uganda, Ethiopia and Mozambique.
The most visible aspect of India’s cooperation with the Global South is its engagement with Africa. After three India Africa Forum Summits in 2008, 2011 and 2015, the fourth has been considerably delayed due to the pandemic. This upset the scheduling of summits that the African Union had envisaged. Now that the AU is holding summits with its partners, it is time for India to hold IAFS IV during its G20 presidency in 2023.
Holding IAFS IV before the G20 summit may sound hurried, but it is perhaps the best way to enhance the G20 presidency. It is preferable to do it in a functional manner. But how can this be done practically?
First, it is Africa’s turn to host IAFS. The first and third summits were in India, while the second was in Addis Ababa, the seat of the AU Commission. Three years ago, the AU had recommended holding the IAFS IV in Mauritania. But, Mauritania does not have the facilities for a large summit. Discussions have shifted now to find a viable host location. Did the external affairs minister during his visits to African countries bring up the search for a host? I believe that Addis Ababa is the best suited for this task as it has the facilities for holding such large summits.
Second, the size of the fourth summit. The first two summits were held under the Banjul formula with 15 African countries and the AU Commission participating. At IAFS III a massive event for all 54 African countries was held. The IAFS has a three-tier platform of the AU, the eight regional economic communities of Africa and important bilateral participants. The options are whether to invite all African countries or return to the Banjul formula. A large summit is time-consuming and is best used when inviting leaders to India. When holding the summit in Africa, the Banjul formula of engaging 15 countries is more manageable. It abides by the AU principles and would serve the purpose of handling IAFS IV efficiently and quickly.
Third, who will attend the summit. The Banjul format has permanent and rotational members. The five permanent members are the founders of the New Economic Partnership for African Development. South Africa, Nigeria, Senegal, Algeria and Egypt are important countries, but lack adequate regional representation from all parts of Africa; the Regional Economic Communities (REC) provide that balance. Africa has more than 40 such communities with overlapping memberships. When the AU emerged in 2002, it recognised eight RECs. The countries which chair these eight are invited.
Further, the current chair of the AU is invited along with the immediate past chair making it a total of 15 countries. The AU Commission is the 16th participant. Some countries may hold two positions in this framework, effectively reducing the number. At IAFS II it was decided to seek adequate participation by inviting the deputy chair of the REC whose chairman also had another hat.
The five permanent invitees have frequent interaction with India. The Banjul format increases interaction with countries which are not normally on the horizon of bilateral engagements. An example of this is Comoros, which is now chairing the AU on behalf of Eastern Africa. Comoros is a strategically important country, but engagements with it are rare.
If the Banjul format is followed, which countries are expected to participate in IAFS IV if held this year?
The five permanent invitees should be there. The South African president is having a rough political ride. Nigeria has a new president. Senegal has an established president in Mackey Sall, who chaired the AU effectively in 2022, but faces internal turmoil presently. Algeria and Egypt have steady leaders, though their record in participating at IAFS is inconsistent. The AU Chair Comoros and Senegal as the past chair are part of the format. The AUC is represented by Moussa Faki Mahamat, the second-term chairperson from Chad. He and the president of Comoros are also the African nominees to represent the AU at the G20 summit in September. Egypt and Nigeria are invited as guests to G20 by India.
There are eight other representatives who would be invited. The seven-member East African Community is currently chaired by Burundi. The 19-member COMESA is chaired by Madagascar. The Democratic Republic of Congo is the current chair of the Economic Community for Central African States and the 15-member Economic Commission for West African States (ECOWAS) is chaired by Guinea-Bissau.
The largest REC is the 29-member CENSAD. It was dormant and is being revived. The chair is Niger. The eight-member Inter-Governmental Authority on Development for the Horn of Africa is chaired by Sudan, which is currently in the throes of civil war. A separate stable country from its fold, like Kenya or Uganda, should be invited.
The eighth REC is the five-member dysfunctional Arab Maghreb Union. It is the smallest, but the most fractious due to differences between Algeria and Morocco. It is unclear who chairs this organisation since no summit has been held for years. Inviting Morocco will be the best since Algeria and Egypt are already on the list.
This format, along with locating the summit in Addis Ababa will be a feasible way forward. It will augment India’s G20 presidency in real terms.

The writer is former Indian ambassador to Ethiopia

How a designer’s chairs made it onto the set of a Hollywood blockbuster

Midway through “Black Panther: Wakanda Forever,” Namor, the king of Talokan, strikes Lord M’Baku, sending him crashing into the center of an outdoor cafe. While most moviegoers focused on Lord M’Baku heaving for air after being launched feet away, Jomo Tariku, a furniture designer in Springfield, Va., homed in on another detail.
Tariku, who was watching the film in the theater with family, spotted something familiar in a corner of the frame: a cluster of seats he designed, inspired by furniture from Ghana, Ethiopia and Mali. He tapped his son, 17, and nephew, 14, to point out the Baltic birch stools, but they were unimpressed. “Okay, we saw it,” they said. “All right.”
“Since they were little, I’ve had the prototypes of these things all over the house, so they’re not extremely unique [to them],” Tariku says. But as a furniture designer, the opportunity to see his work in a feature film is anything but ordinary.
If asked, most longtime furniture makers would say their ultimate career goal would be to have their work displayed in a gallery or museum, says Tariku. “I really doubt any of us would say, ‘I want my stuff to be in a blockbuster.’ This was never on my radar.” But his work, including a chair selected for an exhibit curated by “Black Panther” production designer Hannah Beachler at the Metropolitan Museum of Art, was well-known enough that he caught the attention of Molly Ebner, an assistant set decorator and buyer for the film.
Part of the art department, the set decoration crew is one of the most important albeit sometimes overlooked teams on a movie production. “Our sets are typically 360 degrees every detail down to what’s written on a piece of paper, on a desk, to what’s in the trash can. Every single book that’s on a bookshelf is specifically thought out, even if you don’t see it,” Ebner says.
The art department is led by the production designer, who’s “kind of like the architect,” she says. They have a grand vision for the look of each scene, but they don’t source individual items such as furnishings and props. That’s where set decoration comes in.
“We’re kind of like the interior designers,” Ebner says. “Wakanda Forever” was a massive production; the team, which also includes leadmen, set dressers and fabricators, among others, accumulated 2,337 boxes of materials for set dressing.
“Where it’s fun to do something super crazy and out there if it’s really called for, some things you just want to be a beautiful backdrop to let the real art shine, which I think is usually the actors and the story and most of the time [the wardrobe],” says set decorator Lisa K. Sessions, who led the team of a few dozen people working on “Wakanda Forever.”
Sessions, who also was the set decorator for films such as “The Suicide Squad,” “Dolemite Is My Name” and “City of Lies,” begins each job by reading the script with an eye for what props each scene requires and comparing it to the production designer’s look book. From there, she creates a budget that she negotiates with the film’s producers.
Prep time could vary from a couple of weeks to several months. Typically, the bigger the budget, the more time the team has to plan, says Sessions, who worked on “Wakanda Forever” for 14 months with a $2.5 million budget. By comparison, she worked on “Dolemite Is My Name” for five months with $400,000 to spend.
Ebner was hired as one of two buyers about four months before shooting began. “The first thing I do is either go through my library or purchase more design books and research a ton,” she says.
No matter how specific a request, she tries to find just the right items. “It’s my job to scour the internet, call as many people as possible and try to figure out what is this thing, where does it come from and how can we get it as soon as possible,” she says. “I’m not always on set, but I’m out in the real world speaking with vendors, talking with people and creating these relationships.”
The number of independent furniture artists whose work makes it into a film also varies. About a quarter of the set pieces for “Wakanda Forever” were from small artisans like Tariku, while “Dolemite” featured none, says Sessions. Many small manufacturers can’t produce items quickly enough for a film’s timeline, so a lot of items for the “Black Panther” film were built on set, Ebner says.
Tariku, for instance, had just two weeks to build, pack and ship a dozen raw stools that the set decoration crew painted black on-site. At the time, he worked full-time as a data scientist and graphic designer at the World Bank. “It did not sound doable, but I wasn’t going to say no,” he says. He spent late nights and weekends cutting, gluing, sanding and assembling furniture. “I don’t think I’ve ever worked at that pace, but I got it to them on time it was pretty exciting.”
Sometimes, Ebner says, artisans miss the opportunity because they don’t think the request is real. “I didn’t think Jomo was going to respond because his furniture is in museums,” she says.
And he was, in fact, skeptical. “A pretty simple email showed up one day that said, ‘We want to use your work for a movie,’” he recalls. He showed the message to his family and his son picked up on an “MCU” reference. “‘That’s Marvel Cinematic Universe,’” he said. And that’s when it clicked for Tariku. “It’s got to be ‘Black Panther,’” he thought. “What else could it be?”
In addition to purchasing the stools, Ebner rented Tariku’s “Nyala chair,” inspired by antelope from the Bale Mountains of East Africa. It was featured in the character Aneka’s home toward the end of the movie.
To research Mayan culture for the Talokan people, Ebner visited a Mayan exhibit at the Fernbank Museum in Atlanta, where the film was shot. While it’s convenient to source materials from local vendors, Ebner favored authenticity. So when searching for a Mayan-inspired hammock for one of Namor’s sets, she called Angela Damman, a sustainable designer she knew from previous work.
Coincidentally, Damman’s husband recently discovered agave sisalana, a plant endemic to southern Mexico that was thought to be eradicated, in a junglelike area of their property in the Yucatán. “We started cultivating it, and at the time of Molly’s inquiry, we were ready to start harvesting it,” says Damman. She had three months and a team of 20 people to design and create the hammock using the fibers harvested from the rare plant.
“To our knowledge, no one has made anything with this fiber since the Mayans were around,” says Ebner.
For Tariku, answering Ebner’s email put him on a path he’d never dared to dream about. Ebner has already asked to use his Nyala chair in another blockbuster film, he says.
“I’ve stopped count of how many times I’ve been mentioned by name within the design world, being associated with Wakanda,” he says.

The Manager

A manager’s job can be classified into four basic aspects: planning, organizing, leading and controlling. Effective managers create opportunities for workers and teams to perform well and feel good about it at the same time. We also see that managers work long hours, are usually very busy, are often interrupted, attend to many tasks at the same time, mostly work with other people and get their work done through communication with others. Mintzberg identified three major categories of activities or roles that managers must be prepared to perform on a daily basis, which are:
Interpersonal roles – working directly with other people.
Informational roles – exchanging information with other people.
Decisional roles – making decisions that affect other people.
With the above in mind, we are now in a position to try and find the answer to an important question: What does it take to be a successful or effective manager? In other words: What skills are required to achieve management success in the particular environment we are in?
A skill is an ability to translate knowledge into action, which in its turn results in desired performance. It is a competency that allows a person to achieve superior performance in one or more aspects of his or her work. Robert Katz offers a useful way to view the skills development challenge. He divides the essential managerial skills into three categories:
Technical skill – the ability to perform specialized tasks.
Human skill – the ability to work well with other people.
Conceptual skill – the ability to analyze and solve complex problems.
Technical skill involves being highly proficient at using select methods, processes, and procedures to accomplish tasks. Take for instance an accountant, whose technical skills are required through formal education. Most jobs have some technical skill components. Some require preparatory education, where others allow skills to be learned through appropriate work training and on the job experience.
Human skill is the ability to work well in cooperation with others. It emerges as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. A person with good human skills will have a high degree of self awareness and a capacity of understanding or empathizing with the feelings of others. This skill is clearly essential to the managers networking responsibilities.
All good managers ultimately have the ability to view the organization or situation as a whole and to solve problems to the benefit of everyone concerned. This ability to analyze and diagnose complex situations is a conceptual skill. It draws heavily on one’s mental capacities to identify problems and opportunities, to gather and interpret relevant information, and to make good problem-solving decisions that serve the organization’s purpose.
The relative importance of these essential skills varies across levels of management. Technical skills are more important at lower management levels, where supervisors must deal with concrete problems. Broader, more ambiguous, and longer-term decisions dominate the manager’s concern at higher levels, where conceptual skills are more important. Human skills are consistently important across all managerial levels. And it is here, where in Ethiopia we face some of the most important challenges in my opinion. In a culture where interpersonal relationships are considered important or a precondition before entering into a business contract or getting down to the tasks at hand, I don’t often see this ability to work well in cooperation with others being practised by managers. Instead, I observe the practice of a more autocratic style of management, whereby the concerns or suggestions of workers are not very well listened to or heard. We allow ourselves to get caught in our “busyness” and practise crisis management. As a result, workers may feel neglected, not valued, discouraged, or frustrated, which will be reflected in their job performance. Somehow, we seem to take on a way of behaving, which doesn’t blend with the culture and ability to genuinely enter into interpersonal relationships. Yes, we attend the weddings and funerals of workers and their relatives, but how involved are we really? Or is this rather a more superficial level of relating, not really intended to relate but to appear and avoid speculations as to why we didn’t turn up? I would say that there really is room for us to learn and develop the human management skill more. Where this skill is developed and practiced, there is a bigger chance that workers will feel respected, involved, and encouraged. As a result, the workers will be motivated to perform better and the manager is applying skills that serve the company’s purpose, which is to produce results over a sustained period of time. Consistency is key here. Consistency in the effort of the manager to apply his or her skills, more especially the human skills, is essential as the technical and conceptual skills alone will not take the manager very far.

Ton Haverkort