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
