Recently, I had a rare opportunity to engage with Church leaders from across the country at Uganda Martyrs University (UMU) during an on-campus leadership training. It was a room full of priests, nuns, and lay leaders, men and women deeply committed to mission, but also going through modern leadership challenges that Sunday sermons do not quite prepare one for. After the presentation, I received an email from one of the participants who said, “Mr. Strategy, why do some members avoid tough conversations?” A very good question. My response from my experience with public and private boards is not related in…

If your teams are disengaged, your meetings are performative, and your best people are quietly quitting, you don’t have a performance problem. You have a culture problem. And culture doesn’t change by writing values on the wall. It changes when leaders behave differently. At Summit Consulting, we do not do feel-good workshops. We run culture interventions, sharp, structured, and tied to your strategy. We show your leaders how to walk the talk, kill passive-aggressive habits, and build a culture of execution, trust, and accountability. Let’s audit your culture and design one that drives results. Book your Culture Transformation Session now. Contact us. 0782610333…

I served as Secretary to the Council at the Institute of Corporate Governance of Uganda and had the privilege of working there. I served as Secretary to Council at the Institute of Corporate Governance of Uganda and had the privilege of working closely with exceptional leaders on the Institute Council. One of the greatest opportunities the role gave me was access, real access, to boardrooms, directors, and live governance in action. Not theory, not policy. But how decisions are made, and how power works behind the glass walls. Years later, while supporting the Corporate Governance Awards, I saw something that…

In 2018, I sat in a boardroom in Nairobi, staring across the table at a defeated CEO. He had just returned from a disastrous regional performance review. Sales had dropped for the third consecutive quarter. Staff morale was at its lowest. The board was growing impatient. “But we promoted the most experienced person,” he kept insisting. I asked who. He said, proudly, “He’s been with us 18 years, he knows the company inside out.” And there it was, the real problem, not the market, not the product, not even the competition, but the real issue was leadership appointments based on time…

A great board is like an expert football coach. They do not rush onto the pitch and don’t take the penalty kicks. But they watch the game closely, read every move, adjust the strategy when needed, and hold each player accountable. They do not interfere, but their influence is unmistakable. Weak boards? They fall into two extremes. Some cheer blindly, clapping at every decision without question. Others storm the field when the game is already lost, trying to do in panic what they failed to guide in peace. Over the years, I’ve seen boards of all shapes, some passive, some…

What are we auditing that no longer moves the dial? And what are we ignoring that will sink us in 18 months? Most audit plans are tombstones of yesterday’s risks. You are auditing inventory while AI is writing fake invoices. You are counting laptops while algorithms are manipulating procurement. Stop asking for past data, start interrogating future failure. Build a live, dynamic risk radar, use AI signal tracking, and predict disruptions before they become KPIs. Audit what has not gone wrong, yet. You are not preventing fraud,d but you are avoiding the need for fraud. That is ROI no spreadsheet…