Most organizations don’t grow because they don’t change. They tweak processes, play with new products, or shift people around, but real transformation? Rare. UGAFODE Microfinance Ltd, however, didn’t just grow, it tripled its size, doubled its loan book, expanded into refugee settlements, and became a leader in financial inclusion. And no, this didn’t happen because of luck or market conditions. It was engineered. Back in 2021, UGAFODE was just a decent microfinance institution facing critical challenges. With UGX 84 billion in total assets, a loan portfolio of UGX 56 billion, and deposits at UGX 32 billion, most of which was fixed deposits, implying high cost of funds, growth was happening, but not at the pace or scale required to create industry leadership. The market was shifting, competition was heating up, and COVID-19 had left scars and uncertainties which demanded a new level of strategic thinking away from the usual talk of predictable KPIs, scorecards and such stories. More than ever, Ugafode needed more than just a strategy document, it needed a transformational game plan and leadership that could translate into bold action, not another round of corporate meetings producing forgettable PowerPoint slides. That’s where Mr. Strategy (Mustapha B. Mugisa) of Summit Consulting Ltd stepped in. Our role? To make strategy real. To go beyond talk and guide leadership in making choices to win. The engagement was not about delivering another strategic document; it was about empowering leadership to think and act strategically, ensuring that every decision aligned with the institution’s long-term vision and growth objectives. The focus was clear: move beyond reactive decision-making, embed a performance-driven culture, and unlock the full potential of the leadership team to drive execution at scale. We started with a board engagement, then engaged with management and carefully selected strategy champions, including facilitating town hall meetings to empower all staff, including frontline people, to think big-picture. This created ownership and clarity of focus. Source: Audited Reports 2021, 2022, 2023 The impact of this collaboration speaks for itself. By 2023, Ugafode’s total assets had surged to UGX 133.8 billion, its loan portfolio rose to UGX 81.4 billion, and customer deposits had nearly doubled to UGX 60.8 billion, driven by a higher current asset, savings assets (CASA) mix instead of highly priced Fixed Deposits which make access to finance difficult. This was a deliberate strategic move. Most significantly, profitability skyrocketed from UGX 473 million in 2021 to UGX 7.2 billion in 2023, reflecting stronger operational efficiency and financial sustainability. But this transformation was not just about numbers, it was about market positioning, impact, and leadership. Ugafode expanded from 12 to over 20 branches, extending its footprint to 107 districts across Uganda. It also became a pioneer in financial inclusion, leading the way in refugee finance by establishing the first-ever microfinance branch inside a refugee settlement. In brief, this is what changed… From playing safe to bold expansion: In 2021, Ugafode had 12 branches. Today? 20+ branches, 3 service centers, and presence in 107 districts. From good intentions to actual financial inclusion: It became the first microfinance bank in Uganda to operate in a refugee camp, serving 10,000+ refugees with tailored loans. From slow growth to a financial powerhouse: Loan portfolio – From UGX 56B (2021) → UGX 81.4B (2023) Customer deposits –UGX 32B → UGX 60.8B Total assets –UGX 84.3B → UGX 133.8B Net profit –Record-breaking UGX 5.28B in 2023 This isn’t magic. It’s what happens when leadership commits to real change and brings in the right strategy partner. At the core of this success is Shafi Nambobi, whose leadership ensured that strategy was not just a high-level discussion but a lived reality within the institution. When leadership is empowered to think and act strategically, transformation is inevitable. Shafi assembled the right team and brought in the best strategy expert – Mr Strategy. With the right strategic guidance, UGAFODE’s leadership team did not just manage change, they led it. They embraced a structured, execution-focused approach, making strategic clarity and decision-making the backbone of their operations. The result? A microfinance institution that is not only bigger and more profitable but also more resilient, efficient, and future-ready. The Mr. Strategy effect Most consultants will give you a strategy document. We gave UGAFODE a growth engine. We aligned leadership – clarity over confusion. We trained teams to execute – no excuses, just results. We built a strategy with actual impact – not just “more loans” but a smart approach to financial inclusion, profitability, and resilience. Ugafode is now one of the fastest-growing financial institutions in Uganda. But here’s the truth: this could have gone the other way. Without a clear, execution-focused strategy, they’d be another MFI struggling to survive. The lesson? This journey reaffirms a critical business truth: growth is not about luck. It is about strategy. Organizations that work with the right strategy experts to equip their leadership with strategic thinking and execution discipline consistently outperform those that operate without structured guidance. Strategy alone does not drive results, leaders who are trained to execute it do. Most businesses talk about change. Few commit. UGAFODE did and that’s why they are thriving. Want real transformation? Let’s talk. At Summit Consulting Ltd, we mean business. Think of your organization as a powerful car, but if you have dead spark plugs, misaligned tires, and leaking engine oil, no matter how hard you push the accelerator, you won’t get far. Our role? We assess what’s not working, identify challenges, and co-develop fixes as part of the change process while training your team to ensure effective execution and sustained performance. Want to experience real transformation? In the box Mr Strategy or contact us at www.summitcl.com. #StrategyThatWorks #Transformation #Growth #Leadership

When I walk into an organization to drive culture transformation, I don’t start with posters, mission statements, or flashy words. I diagnose first just like a good doctor. I ask: What’s in the bloodstream of this organization? Culture isn’t what’s written; it’s what people do when no one is watching a)Values – If leadership doesn’t live the values, don’t expect employees to. I expose misalignments. If a bank claims “customer-first” but managers ignore clients, that’s not a culture it’s a lie. You have seen it the bank manager behaves like the President of a country. Not easy to meet. I heard someone advising a leader that “make it difficult for others to reach you, but so easy for you to reach anyone.” Well, if you are a leader of a country, that advice is correct. You need to be hard to reach so that you can focus. But a bank manager? Be welcoming to customers.   Mr Strategy’s insights: People believe what they see. If leadership demands punctuality but managers show up late, the culture is “lateness.” I use powerful visuals before-and-after workplace photos, culture graphs, and video case studies to show where they are versus where they need to be. Once, I posted a simple image of an overflowing trash bin in a financial institution’s lobby. That one image told the real culture story of neglect. It changed everything. Attitudes – A bad attitude will kill the best strategy. I rewire mindsets by exposing limiting beliefs. I once worked with a team where managers feared taking ownership. We reshaped their thinking through tough conversations and accountability. I have an exercise I call the hot seat we get a manager to sit on the Chair, and everyone asks them questions they always needed to ask but could not. It is an interesting experience. Strategy’s insights: People follow what they hear consistently. I use repetition, tone, and storytelling to drive home key messages. I once played two contrasting voice recordings in a customer service training one where an agent sounded engaged, and another where they were robotic. The room immediately understood: tone isn’t a detail, it’s culture. I also coach leaders on how their voice shapes culture Do they inspire, or do they drain energy? Knowledge – You can’t transform what you don’t understand. I run deep-dive sessions where teams learn what culture means not as a buzzword but as daily behavior. Before starting a culture transformation project, we sit with leaders and create a one-source-of-truth portal where we put all the information about the project. And provide a forum for anyone with questions to ask, to which we reply within 6 hours at worst. The idea is to prevent rumors and unfounded allegations about the project. Mr Strategy’s Insights: Culture isn’t words; it’s action. I make teams move, and leaders do the work. Role-playing is a must. If we’re fixing accountability, I create real-time scenario challenges where managers take ownership of problems instead of passing the blame. In one workshop, I made executives clean their workstations before starting a “clean desk” culture initiative. That physical act made the lesson stick better than a two-hour PowerPoint ever could. Skills – Culture isn’t just an emotion it’s execution. I equip teams with real tools: decision-making frameworks, conflict resolution, and leadership skills. No theory just practical action. Mr Strategy’s Insights: Culture has a scent. Walk into an office, and you smell the difference between a vibrant and a toxic workplace. A factory where I once worked as a risk consultant had a foul-smelling staff canteen telling me instantly how little management cared about workers. We fixed it. Sometimes, I introduce pleasant scents of freshly brewed coffee for morning meetings or lavender for de-stressing sessions to subconsciously reinforce positive emotions linked to change. Once in the MD’s office, a cockroach crawled from under his high-priced furniture and danced on the red carpet, in full view of all of us during a strategy town hall planning meeting. I broke the silence by saying, “This is a good metaphor- for strategy to succeed, we must be on the lookout for any cockroaches and snakes in the business and put them in the spotlight as change champions.” The MD liked the idea, and we laughed about it, as he called the PA to exterminate it and get the office fumigated. Culture shifts when behaviors change at the core. No shortcuts. No gimmicks. Just transformation is driven from within. That’s how I fix broken cultures. Are you concerned about your current culture? Let’s talk. How would you describe your current culture? Which of the VAKS do you find critical?      

In Spencer Johnson’s “Who Moved My Cheese?”, we encounter two mice, Sniff and Scurry, and two little people, Hem and Haw, navigating a maze in search of cheese a metaphor for the resources and success we seek in life. When their cheese supply is unexpectedly moved, the characters’ varied responses highlight the human reactions to change. While Sniff and Scurry quickly adapt and search for new cheese, Hem resists. However, Haw eventually learns to embrace the new reality. This story underscores the importance of anticipating change and being prepared to adapt when circumstances shift. When leaders of public or private enterprises approach me to facilitate their strategic planning processes, I often begin strategic retreats by distributing copies of Spenser Johnson’s book to all company staff as one of my top 3 must-reads, before the strategic planning process starts, regardless of their attendance at the retreat. This exercise encourages everyone to ponder the “what ifs”, and challenges entrenched ways of thinking, fostering a culture that is receptive to change and innovation. Recently, the U.S. Department of Government Efficiency (DOGE) has “moved the cheese” for many Ugandan organizations by suspending USAID funding. This abrupt shift has left numerous employers grappling with halted projects and uncertain futures. However, much like in Johnson’s narrative, this development presents an opportunity for introspection and strategic realignment. The suspension of USAID aid, while challenging, catalyzes Uganda to reassess its dependencies and chart a path toward self-reliance. It’s a clarion call for strategic resource diversification. By reducing reliance on external aid, Uganda and all organizations that rely on such support can strengthen its internal capacities, foster innovation, and build resilient systems that are less vulnerable to external policy shifts. While serving at one of the local NGOs as a board member, I always called resource diversification. I advocated for restructuring to set up a powerful Secretariate office and hire people with a business mindset and entrepreneurial acumen to run the resource diversification or development unit as part of future-proofing the enterprise. The business side looks for money and operates profitably, which in turn provides support to the community programming. I was labeled an alarmist. In essence, the “cheese” has been moved. The question now is: will we, like Sniff and Scurry, swiftly adapt and seek new opportunities? Or will we, like Hem, resist the change to our detriment? The choice lies in our strategic response to this pivotal moment. All leaders must learn from this experience. Nothing is permanent. Mr Strategy