Covid 19, Risk
Omodele Jones
Part 6 - Mitigation - The Gambian View from ...

This is Part 6 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 6 interviews Lamin Manjang, the Group CEO for West Africa operations of Standard Chartered Bank. His previous assignments with the Bank recently included a stint as Group CEO of the Bank's East Africa operations.

In Part 6, Lamin responds to the second of three questions:

"How well did Corporate Africa mitigate the risks of the COVID 19 pandemic? What lessons have been learnt?".

Part 6 - Mitigation - The Gambian View from Nigeria: COVID 19 & Corporate Africa
Covid 19, Risk
Omodele Jones
Part 5 - Mitigation - The View from Eastern ...

This is Part 5 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 5 sees the return for a second question of Stanley Tsikirayi, a highly experienced governance practitioner who serves on Boards in Eastern & Southern Africa.

Part 5 - Mitigation - The View from Eastern & Southern Africa: COVID 19 & Corporate Africa
Covid 19, Risk, Corporate Governance
Omodele Jones
Part 4 - The West African View from Ghana: ...

This is Part 4 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 4 interviews Sadia Chinery-Hesse, Group Head, Legal & Company Secretary, Enterprise Group West Africa. Enterprise are an insurance company headquartered in Ghana, with operations in Nigeria and The Gambia.

Part 4 - The West African View from Ghana: COVID 19: The Experience of Corporate Africa
Risk, Covid 19, Corporate Governance
Omodele Jones
Part 3 - The Pan-African View from Nigeria: ...

This is Part 3 of a 9 part series of 4 min interviews with Corporate Leaders on the COVID 19 experience of Corporate Africa. Part 3 interviews Mr Lamin Manjang, the Group CEO for West Africa operations of Standard Chartered Bank. His previous assignments with the bank recently included a stint as Group CEO of the bank's East Africa operations. In Part 3, Lamin responds to the first of three questions: "In the African context, how foreseeable was a pandemic?".

Part 3 - The Pan-African View from Nigeria: COVID 19: The Experience of Corporate Africa
Omodele Jones
Part 2 - COVID 19: The Experience of Corporate ...

Part 2 of a 9 part series of interviews with corporate leaders on the experience of Corporate Africa with COVID 19

Part 2 - COVID 19: The Experience of Corporate Africa
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Shock Absorber or Shock Amplifier? Spotting Good Governance in Fair Times and in “Covidian” Systemic Stress…

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Shock Absorber or Shock Amplifier? Spotting Good Governance in Fair Times and in “Covidian” Systemic Stress…

A Guide to the fundamentals of sound Board governance

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RED ALERT: AUDITORS, CORPORATES, RELIEF CHARITIES & IGOs: face elevated COVID Related Risks

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RED ALERT: AUDITORS, CORPORATES, RELIEF CHARITIES & IGOs: face elevated COVID Related Risks

RED ALERT: AUDITORS, CORPORATES, RELIEF CHARITIES & IGOs: face elevated COVID19 related risks

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Managers vs Leaders: the Limits to Board Effectiveness on Corporate Strategy?

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An interesting short read on what makes a useful independent non-executive director. Thanks to Soula Proxenos for pointing out! It highlights the importance of the Board's contribution to #strategy: "...Effective Boards spend up to [12] days a year on strategy, compared with just [4] for low impact Boards which adds to the non-executive’s time commitment. These factors will result in the executive team genuinely valuing the contribution of the NEDs and being more willing to engage effectively with the Board..." I am not sure of the evidence base for "12 days". My experience tells me that, for Board contribution to strategy, #quality counts far more than quantity! The #boardofdirectors can give valuable shape and polish to a competent strategy process led by the executive. That requires visionary, principled and stakeholder-goal-congruent #leadership in the executive. Given an executive that is afflicted by " #managers" who can only administer and are absorbed with short term self-interest, the best Board in the world would be hard pressed to be effective!

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the Profound Account of the Virus Hunter's Personal Battle with COVID

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the Profound Account of the Virus Hunter's Personal Battle with COVID...After fighting viruses all over the world for more than 40 years, I have become an expert in infections. I’m glad I had corona and not Ebola, although I read a scientific study yesterday that concluded you have a 30% chance of dying if you end up in a British hospital with COVID-19. That’s about the same overall mortality rate as for Ebola in 2014 in West Africa...Many people think COVID-19 kills 1% of patients, and the rest get away with some flulike symptoms. But the story gets more complicated. Many people will be left with chronic kidney and heart problems...Let’s be clear: Without a coronavirus vaccine, we will never be able to live normally again...Today there’s also the paradox that some people who owe their lives to vaccines no longer want their children to be vaccinated. That could become a problem if we want to roll out a vaccine against the coronavirus..."