There comes a point in one’s journey when an idea does more than educate; it disrupts. It challenges assumptions, reshapes perspective, and forces a deeper reflection on how we operate. For many leaders, strategy has long been defined by competition. The focus has been on outperforming rivals, capturing market share, and optimizing within already crowded spaces. Organizations push harder, move faster, and fight more aggressively, yet often without meaningful progress. It is a cycle that feels active, but rarely transformative. This is the reality of what can be described as a “red ocean,” a space where everyone is competing for…

Why do people obey you in meetings, then quietly ignore you the moment you leave the room? I walked into a company celebrating a record quarter, with revenue up, costs down, and bonuses approved, yet in the same meeting, I watched a senior manager present numbers no one believed and challenged. Eyes dropped, pens moved, and one high performer leaned back, arms folded, already gone, and that was the moment it became clear the business was winning on paper, but losing in spirit. It reminded me of a village house painted for visitors, with fresh walls and clean roads, yet…

Great professionals are not manufactured in lecture halls. They are forged under pressure within real disputes, real transactions, and real consequences. It is in these environments that judgment is sharpened, resilience is built, and true competence is developed. Yet, the legal profession continues to lean on an outdated assumption: that capability is proven primarily through passing examinations. While assessments serve a purpose, they often function more as filters of entry than as true measures of excellence. They protect the profession, but do not always produce the level of practical competence the market demands. The global shift is already underway. Across…

In 2024, I stood at a crossroads that many professionals eventually face the choice between a structured, predictable path and an uncertain, demanding one. I had two clear options: A: Enroll in a PhD program B: Start a fintech Both were valid, both were meaningful but they were fundamentally different. One offered structure, recognition, and a defined journey. The other offered uncertainty, risk, and no guarantees. I chose to build a fintech today known as Twezimbe. At the time, it felt like a bold decision. In reality, it has proven to be one of the most difficult and stretching experiences…

Many boards acknowledge risk only after the organisation has already stumbled. By then, the board is managing consequences rather than guiding the future. The more disciplined boards recognise something different. Risk management is not a report prepared by management. It is a strategic lens through which directors guide the organisation. This is where Mr Strategy works with boards. Through focused board inductions and risk governance engagements, Mr Strategy helps directors sharpen their strategic oversight, strengthen boardroom conversations, and build practical systems that allow the board to see critical risks early rather than after damage has occurred. The engagement typically focuses…

I have learned that intelligence does not protect organisations from failure. In many cases, it accelerates it. In 1999, engineers finished the Millennium Bridge in London. On paper, it was flawless. Elegant design. Brilliant minds. World-class modelling. On opening day, the bridge began to sway, not because of poor engineering, but because people adjusted their walking unconsciously in response to movement. Each correction amplified the wobble. Intelligence created feedback loops no one anticipated. The bridge did not fail because it was weak, but because it was smart in the wrong way. That is how smart teams still make dumb decisions.…