I am a risk taker. Yes. I started my consulting firm in 2007. I left a big-paying job and went to swim in the deep end—on my own. You learn a lot in the private sector. How to land your first job. How to hire your first employee. How to meet compliance. How to pay taxes on invoices even before you are paid. How to chase payments. How to survive. It’s brutal. But you learn in two years what the “safe players” won’t learn in twenty. Five years ago, when I was called into a manufacturing firm that was bleeding…

Mr Strategy’s Culture Health Check Every resignation letter is written long before it is handed in. The real exit begins the moment your best people stop feeling safe, stop feeling heard, or stop believing in the future you promised. Yet most leaders stay blind. Why? Because culture is invisible to those who benefit from it. You measure sales. You measure costs. You track KPIs to the decimal. But when was the last time you measured fear? Or silence? Or resentment wrapped in fake smiles? That is where the Mr Strategy Culture Health Check comes in. This is part of the…

When I was a teenager, we would climb trees to harvest wild mangoes and oranges. The ripe ones were often at the top branches, and some trees had thorns especially citrus. One day, I saw a friend wear thick gloves and a helmet. These were very rate items at the time. We laughed. He looked ridiculous. But when the ants came, he was the only one who didn’t jump down screaming. He was prepared for a war that should not have existed. Now imagine needing such armor just to enter your office every morning. That is not culture. That is…

Fellow Accountants, Let us not pretend this is just another routine vote. This is not about who has the best headshot. Or who has held the microphone longest. This is about impact. About choosing seven architects of the future, not custodians of the past. The Institute of Certified Public Accountants of Uganda (ICPAU) is not a retirement home for career professionals or a stepping stone for political aspirants. It is the engine room for economic discipline, public trust, and national integrity. Yet here we are, choosing seven council members from a lineup where some faces have turned the Council into…

In one of my first board advisory sessions for a mid-sized bank, a veteran director leaned back, chuckled, and said, “We already approved the strategy. Now it’s management’s problem.” It reminded me of a pilot who sets a flight path, locks the cockpit, and walks into the passenger cabin midair. That board was flying blind, and they didn’t even know it. Most board members think their job is to ask smart questions once a quarter, approve strategy, review risks, and nod at reports. This is a fatal misreading of modern governance. The times we live in today are very dynamic,…

It started with a strange email. The CEO of a mid-sized agri-processing firm I had supported years earlier wrote: “Mr Strategy, we’ve grown fast. But now, everything feels stuck. We’ve got good people… but somehow, no one knows who’s doing what anymore.” I was curious. This was a high-performing team. Or so it seemed. When I arrived, I started where I always do—diagnosis before prescription. I sat in on meetings. Read the emails. Observed the workflow. Within two days, the pattern was clear: everyone assumed someone else was handling it. It was a culture where no one took responsibility —…