#53
EDWARD MWASI
CEO, CENTRE FOR BUSINESS INNOVATION AND TRAINING (CBIT)
My leadership career has been a fascinating one, distinguished by the various pathways I’ve taken through the media industry. It began as a simple way of living but grew into a profound and long-lasting responsibility. Today it drives my purpose. Throughout, I’ve made a commitment to define the milestones for each obligation I’ve taken on. I am certain that there is no widely approved leadership guidebook, so I run things my way.
It is critical to identify one’s goal in any life endeavour, especially in business, whether consciously or implicitly. A well-defined objective generally demands a clear vision, whether short-term or long-term. In my leadership experiences, I’ve learned that overcoming hurdles, failing, and even pushing others along is necessary for success. A leader makes both comfortable and very uncomfortable decisions.
Let’s relook at the position of Chief Executive Officer (CEO). CEOs are paid to carry the vision of their organisation as well as make decisions. Some say that part of their job is to make managers uncomfortable. If they stay contented, the organisation’s growth typically stagnates.
I’ve been frequently described as someone who takes great pride in their work and doesn’t require supervision to excel in any task. My last Board of Directors described me as one who’s so passionate about the ICT sector and the media industry, in particular. This work ethic stems from my early upbringing by my mother. This has shaped my career and professional journey, as I consistently treat every business endeavour as if it were my own.
My media journey began in a small advertising agency after college. As a Creative Director, my role demanded innovation and analytical thinking to secure contracts with potential clients. This involved a deep understanding of clients’ needs and the creation of innovative solutions to meet them. Leadership skills were crucial in managing diverse project teams, nurturing relationships, and showing a keen interest in each team member’s role. Success required personal determination and treating each assignment diligently. Often, we worked late without extra compensation, finding satisfaction in a job well done. I eagerly anticipated the growth of our portfolio and revenue streams.
In the advertising industry, having critical market insights and the ability to provide data that illuminates clients’ business trajectories is essential. Staying ahead of clients is a must, which means continuous reading, researching, and occasionally visiting clients to better understand their businesses.
Small organisations have their advantages that many job seekers today may not appreciate. While some might point out lower pay and job security concerns, I benefited from the small structure, where I took on multiple roles, from pitching for work to generating ideas, commissioning, presenting, and even representing the Managing Director (MD) in client meetings. This gave me a comprehensive understanding of various business aspects.
Strong presentation skills and efficient project execution were necessary to maintain the agency’s performance and profitability. Losing a client was a painful experience, so our presentations had to be top-notch. Deep comprehension of the business, including wise sourcing of raw materials and effective management of production teams, was crucial. Innovation and a profound understanding of the industry drove us to win more client portfolios.
Transitioning to the media industry, I was tasked with bringing change to a well-established publishing house. Moving to a larger organisation was a point of pride, but it also came with culture shock, as structures were well-defined, and reporting lines were clear, unlike smaller entities. At the time, Nation Media Group (NMG) held a dominant market share, and I could have maintained the status quo. However, my determination and conviction pushed me out of my comfort zone. This endeavour required a fast and creative approach. I started by modifying front pages and introducing elements to enhance communication, which was initially uncharted territory in the media landscape. This transformation celebrated professional designers and their ability to fuse creativity and innovation into newspaper packaging. By the time I was leaving the newspapers, I had set the standards for newspaper design and had risen to the position of Chief Graphic Designer.
Entering the government sector presented a unique challenge due to its bureaucratic nature and strict adherence to mandates and statutes. Effecting change required a discerning mind, the ability to understand complex details, and conveying them to bureaucrats in the most convincing way. Lobbying and supported presentations, backed by thorough market research and regulations, were essential. Government officials often felt secure in adhering strictly to documentation and established procedures, regardless of their impact on growth. In short, the Government is a creature of documentation and procedures.
Taking on the role of CEO in a government institution marked a significant shift. It coincided with discussions about merging the institution due to its overlapping functions with the National Museum of Kenya – a bigger entity. This presented an interesting challenge, albeit a daunting one, as the board members’ terms were ending, and we needed policy direction.
To sustain the organisation, we needed to communicate our value proposition effectively and convince the government to retain the State Corporation. This effort led to a comprehensive recovery strategy, including decisive actions to reposition the organisation positively, as to address the government’s development priorities. Generating income became a priority, leading us to explore innovative funding approaches, creating new revenue streams and reducing over-reliance on the conventional budgeting systems. Kenya Yearbook Editorial Board is a non-commercial state corporation.
We employed Business Process Reengineering to streamline production timelines and costs, and incorporate effective business models for efficiency. To ensure business continuity and stability, we introduced clear and sustainable policies and guidelines in all our departments.
Some of my decisions, like laying off non-contributing staff, led to legal challenges. However, as a responsible leader, I had to make calculated choices to protect the organisation.
Throughout this journey, leadership and innovative thinking were critical for cost management, efficient product delivery, and staying relevant in the digital age and changing political landscapes. Adapting to market needs and demands with agility played a crucial role in maintaining success, while also influencing market rules when necessary.
On September 8, 2023, Edward Mwasi was handpicked by the Cabinet Secretary (CS) of Information, Communication and the Digital Economy (ICDE) to join the Sectoral Working Group, responsible for streamlining the sector; serving as a pinnacle moment in his career.
Edward Mwasi is the immediate former CEO of Kenya Yearbook Editorial Board, a state corporation under the Ministry of Information, Communications and The Digital Economy. He is also a Media Industry Strategy and Innovation Consultant.
