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Winning at interview and preparing for AI-infused recruitment
If your CV was good enough to get you an interview, that’s great, but looking good on paper is just the starting point. At interview, you have to demonstrate that you have the skills to do the job and will be a good fit with the team.
Your audition
An interview is an audition – your opportunity to shine and prove you are the perfect person for the role. The actor Harlan Hogan is famous for delivering the catchphrase, ‘you never get a second chance to make a first impression…’ and it certainly pays to be well prepared.
The interview is not, however, just an exercise in self-promotion. The hiring manager has a specific brief and, in effect, you are there to convince the interviewer that you can solve their hiring problem. An interviewer will focus on gaining an understanding of you and your motivation and how these fit with the role, existing team and organisational culture.
Be prepared to show how you will add value and that you are the best candidate to help the organisation succeed. When you are asked to tell the interviewer about yourself, what this request really means is that you should show ‘what value would you bring to us?’
Thorough preparation and the way in which you present yourself are crucial to success; but, since performance at interview is not a reliable indicator of job performance, interviews these days tend to be quite structured and often concentrate on competencies with targeted behavioural questions.
The basics
Clarity and brevity are your touchstones. Show you are articulate and able to think on your feet while communicating effectively under pressure. Be ready to provide work-related examples that show your personality and how you operate and illustrate that you will be a good fit in the role. Ensure you pinpoint your strengths and expertise and emphasise your points with examples that showcase your achievements. Show how you will make a real difference when you are appointed.
You may be asked some tricky questions as interviewers probe to assess how you react. Keep your answers concise and relevant. You are likely to be asked competency-based questions relating to your previous roles, so make sure you have plenty of examples prepared.
Employability skills are also an important factor for success at work and showing that you have these skills and focusing on them during the interview process, along with your technical expertise, will help differentiate yourself from the competition. Concentrate on showcasing good communication skills, commercial awareness, a commitment to lifelong learning, problem-solving skills, and professional manner and attitude.
Demonstrating your skills at interview is not easy and we all have ‘off days’ but interview practice will help. If you can, get a friend, colleague, career coach or mentor to help with some sessions to rehearse your responses, improve your confidence and hone your performance.
The changing face of recruitment
HR now use robotics to enhance and expedite the recruitment process and leave hiring managers free to concentrate on more complex tasks. AI is supposed to remove human biases that adversely affect some candidates and it seems that nearly all Fortune 500 companies are using some form of automation to enhance hiring processes.
It’s interesting to consider what changes job seekers are likely to see as robots are used in the interview process more often. A large Swedish recruitment specialist, TNG, has been experimenting with such a system to offer candidates job interviews that are free from the unconscious biases that managers and recruiters may bring to the hiring process. The idea is to make the experience ‘seem human’ while ‘background-blind’ AI programmes manage tests and perform initial online interviews.
The robot interview doesn’t indulge in pre-interview small talk and asks all questions in an identical way, in the same tone, and typically, in the same order. This is believed to create a fairer and more objective interview. Recruiting managers are then provided with transcripts of the interviews so they can decide which candidates to move to the next stage of the process, based on their answers alone.
Impressing the algorithm
Interviewees can’t relax too much in this context as the AI programme records and analyses responses, and where there is a video interface, monitors facial expressions. Some candidates will find they are comfortable with such an interview, as they will perceive it as a non-judgmental, non-threatening and non-invasive means of interaction which affords them scope for presenting themselves in a relaxed manner. Others may find talking to a screen and recording their answers more challenging.
There is some discussion around the issue of bias and AI. After all, the algorithms at work here are programmed by people who have flaws, biases and preconceptions that are all too easily inherited by an AI system. That said, many candidates seem happy with these developments. Randstad, a Dutch multinational recruitment firm, found that a majority of US job candidates believe technology, AI included, has made applying for jobs more efficient. These same candidates also felt more respected and engaged in the recruitment process as they received automated updates.
Impressing a robot at interview may require candidates to adjust their focus. Answering questions that will be analysed by an algorithm means your responses must focus on the job specification, using words and phrases directly related to the role. You cannot rely on building rapport with the interviewer because a robot is not interested in bonding with you. It will still be important to be well prepared for the interview, having read not just the job description but also the organisation’s website information to see what qualities they prioritise and the culture they portray.
The plain fact is that a robot can interview many more candidates per day than a person can and will also review a candidate’s social networking activity thoroughly and quickly. At least in the early stages of the recruitment process, we are likely to see automated AI powered systems being used as a matter of course. Whether the interviewer is human or machine it remains important that the applicant makes a good impression.
Liz Sebag-Montefiore is a Director and Co-Founder of career management firm, 10Eighty and has provided HR solutions to a wide range of industries since 2005.
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Perspectives on Asia Pacific business education
Business School leaders from across Asia Pacific talk exclusively about the challenges and opportunities facing them. Interviews by Jack Villanueva and Kevin Lee-Simion
Yang Yang, CEO and co-founder of iPIN
Can you introduce yourself?
I am a founder of an AI company in China, which is developing a platform that will allow people to make applications to help college and high-school students in their personal career development plans, and also help students complete applications for Schools.
A big challenge of AI is that machines cannot understand highly abstract words such as the US or AMBA. However, all the business areas people need AI to understand, relate to these words.
In order to overcome that, we built a social-economic graph and used it to model the whole economic development of China. This way, machines can understand highly abstract words such as ‘companies’, ‘Schools’, ‘majors’, ‘occupations’, and ‘cities’. Because of this, we can provide some applications to help people plan their career path or help recruiters to recruit people by quickly finding the best candidates among millions of applicants.
How can AI help foster innovation and entrepreneurship in tomorrow’s leaders?
AI gives innovators a lot of new tools. For example, there were a lot of people who wanted to do something before, but they couldn’t because they were lacking AI technology. Now, because of things like deep learning, machines can do many different kinds of work, especially classification work, better than human beings. This has created many new opportunities in many business areas.
How has the use of AI changed the business landscape in China?
AI in China is growing very fast. Many companies in China are using AI to solve different kinds of problems in areas such as finance, education, manufacturing and e-commerce. China has a huge population and can generate large quantities of data, especially data around personal behaviour, and this can help businesses and entrepreneurs in China. This can also help machines better understand people’s behaviour in many different dimensions.
Suresh Mony, Director of the Bangalore Campus of Narsee Monjee Institute of Management Studies (NMIMS)
In your mind, what does a ‘great’ Business School programme look like?
Educators have a big role to play in creating jobs in society. With the advent of AI, jobs are really being threatened. World Bank research finds 69% of the jobs in India and more than 70% of the jobs in China will disappear within the coming decade. So we must do something drastic. It is SMEs that will create the most jobs per unit of capital invested. The world before 1820 was known as an entrepreneurial society, but everyone had small businesses. With the advent of the large-scale enterprises, it became a society of employees. If jobs are going to become scarce, we need more enterprises and Business Schools should be more instrumental in that.
The great programmes generate graduates who are analytical, who can synthesise ideas and manage businesses. They are probably not the best at creating businesses.
Entrepreneurship requires people who have critical thinking skills, tolerate ambiguity, and can create. The curricula and pedagogy will have to be tuned to help students create value.
Pedagogy is still classroom orientated. We’ll have to have less of the classroom and more action in terms of enabling students to observe, be apprentices, go out in the market, make their own studies, and make their own decisions. This will help them create a value proposition for the customer.
Do you think today’s students and subsequent graduates are being taught the skills they need to succeed?
Sadly, no. A recent US survey found only 11% of Business School graduates set up their enterprise and of those, only 7% raised capital.
The mind set for Business Schools is to train students for industry and capture low-hanging fruit. This makes students more job orientated. And the fact that Schools are able to land students good jobs in industry means the hunger is missing in students.
Business Schools have to have a different structure for entrepreneurship and education, and for faculty. They should not be judged by the workloads or research output, but by how they can create entrepreneurs.
How can Business Schools work to support students’ development of knowledge of entrepreneurship?
A Masters in Entrepreneurship Education, would be a distinct programme and Business Schools should develop it as a two-year long programme with sufficient focus on the action learning part of it; action learning for innovation, and action learning for entrepreneurship.
It would need to be seperate to the conventional MBA, which supplies talent to industry so graduates can become executives. You have to have a different pool of students for entrepreneurship. If you have a creative outlook and innovative ability, I think you will go for entrepreneurship education.
Those who come from business families, even if they do an MBA, after one or two years go back to their businesses, or they go and set up their own enterprise.
Sherry Fu, Director, University of Manchester China Centre
How can Business Schools better support students to participate actively in their own futures?
Business Schools need to provide systematic business knowledge which should build a solid foundation for students. This requires curricula to be continually updated so they keep up with social and economic developments.
Schools need to pay more attention to extra-curricular activities that support students’ career aspirations. The extra-curricular activities and career support are vital.
In terms of career development, we need the right people to be career advisors. These people don’t have to be academically strong, but should be practical, have real industry experience, and insight into specific sectors that they can share.
We should manage students’ career expectations. Career support doesn’t mean holding the student’s hand; it’s about giving the right advice. We don’t guarantee students a job, secure a job for them, or find a job for them. However, some students will have those expectations that when they sign up to the MBA programme; they will get their ideal job, a promotion in their company, or a better paid role. Students need to take ownership of their own career development.
What we do as Business School educators is support, give advice and make sure we work with students to help make things happen so they can achieve their career goals.
Do you think it’s also about pushing students to become entrepreneurs rather than just employees?
Entrepreneurship is a trend in China because society is encouraging young people to run start-ups and the government has policies to support start-up companies.
We encourage students to have an entrepreneurial spirit so they can be more passionate, but I think Business Schools also provide career support so that students can become more senior within big organisations.
On the one hand, we encourage students to move forward to gain senior roles, but for those people who want to run their own companies, we can give them more ideas or more education on innovation
and entrepreneurship.
At Manchester Business School, we have an enterprise centre and an incubator for students who want to set up their own companies. The School will invest in them, financially support them, and give them an education in entrepreneurship and innovation.
How can Business Schools nurture the skill sets employees need to succeed?
There are four key areas around which we nurture our students’ skills. The first area is about core skills and the core employability sessions that we deliver via webinars. These webinars are about careers and are given
by industry speakers, practitioners, and our professors.
Second, we make sure each centre has dedicated staff to tailor sessions to our students with the right information to fit in the local market.
Third, we provide tailored one-to-one sessions and employ career advisors to provide consulting to students. We ensure the people working for us have real business knowledge and an understanding of the jobs market.
The fourth way in which we nurture our students’ skills is by running events to which we invite industry speakers and we make sure our current students and alumni attend. This means students can learn and get opportunities from their peers, get the right skills sets for career development, and build networks.
We don’t want students just to master the main theories of business. The key is whether they can use these theories to
handle the challenges in the workplace and make a contribution.
As a Business School, we should make sure our students are socially responsible. They shouldn’t just care about making money, they should contribute to their organisation and the wider community.
Robert Yu, Head of China, Lego Education
What’s the concept of Lego Education?
Lego Education believes in learning through play. We empower students and teachers to become lifelong learners through playful learning experiences with our digital and physical education solutions.
Education is about empowerment. At Lego Education we’re very fortunate that we started a journey of this empowerment in 1980. Over the past 37 years, we have learned a lot, experimented a lot, and gained a lot.
Delivering playful experiences at Lego Education is about four things. These are encouraging cultivation of computational thinking; encouraging the building of STEM curriculums; helping and investing in the professional development of teachers globally; and investing in the ecosystem
with global partners.
How does playful learning fit into the Business School?
A playful learning experience should be joyful and socially engaing so that, students find meaning in it. That’s how we define ‘playful’.
We feel Business School students are facing too many challenges in finding a job, stepping into a career, and solving real-life business problems.
Can you explain some of your work in encouraging students to be more creative?
We help teachers learn what it means to be a lifelong learner, to be creative, and actively engaged in the classroom. Only when teachers are empowered to deliver a creative classroom can any of type learning happen and that kind of study habit can be cultivated through the teaching process.
We encourage teachers to design a lesson plan, promote different solutions in the classroom, and encourage them to ask students to come up with different solutions and communicate them and in the process, evaluate and reconsider options. Through these processes, students develop computational thinking. They learn to deconstruct tasks, to generalise, and come up with solutions which they will evaluate. At the end, they learn to look objectively at their conclusions which is what we want out of a creative experience.
Does learning in a more creative and playful way lead to innovation?
We have research showing that playful experiences induce deep learning. It’s not just about engaging or creating learning spaces to encourage creativity, it’s about the playful experience itself that includes deep learning which will help learners develop different kinds of skill sets.
Why do you think it’s important for MBAs to collaborate and be lifelong learners?
We live in a world of change and we adapt to this by continuing to learn, being curious, being innovative in the process of solving problems, and coming up with solutions that can help build abstractions. These are all things we are trying to promote, and encouraging learners and teachers to develop throughout the learning experience.
I feel Business School leaders realise that learning is an experience, and this can be enhanced through different approaches; whether that’s action learning, playful learning, case studies or internships. Once we look at holistic learning in this way, students can benefit immensely.
Why is it important to have that balance between the digital and physical approach to creative and playful learning?
We integrate a digital experience into our entire solution because we know that students are using digital technologies every day, and they will face more digital options in the future.
We believe it is important to give them an understanding and a framework blending physical and digital experiences in a leaning scenario, early on.
Peter Helis, CEO, Helis & Associates
Why is it important for Business Schools to collaborate and build partnerships?
The difference between partnerships and competition is that one is positive and the other is negative. Partnerships are about talking with each other and competition is more about organisations assuming, or not knowing, what is going on in their markets, and not dealing directly with each other.
I would always prefer a partnership because one plus one becomes a lot more than two. We’ve seen that in China, where corporates are very keen to have partnerships with the Western world. Sometimes this is viewed as a joke because people in the West still see China as a competitor, instead of a place for potential partnerships.
In terms of China and Asia Pacific, do you have any examples of exciting and interesting partnerships that you’ve worked on or are working on?
Think of our company as a platform. We don’t build the partnerships directly, we build a platform where people can meet and exchange ideas.
We organise conferences, matchmaking and delegation trips for both sides. We’ve organised very large conferences in southern China and western China. We’ve also organised conferences in Munich and Berlin.
Through these conferences, or platforms, people meet. And then once they meet we can follow up on this.
When we look at APAC, Vietnam and Myanmar are doing very well, but China is really like a continent, and there are so many untapped areas with huge potential. We can basically copy and paste some of the principles that you’ve already applied in the region in which you’re based.
If you venture to central, western, or southern China, you still have a lot to do before you go to the other APAC countries.
How can a Business School begin to work out a partnership?
Start by doing some research at home and see what areas are interesting. Then, if you don’t have a plan for China in motion, engage with a company such as ours and explore how you can approach potential customers or business partners. If you already have a business in China, take the next step.
Look beyond your current surroundings and try to set up businesses in southern or western China.
Martin Lockett, Dean of the Nottingham University Business School in Ningbo, China
What are the main elements of evolution for the MBA?
It’s about improving the skills of people who come as students onto the MBA. Some of that will be about deepening knowledge, but a lot of MBAs spend too much time on knowledge and not enough on attitude.
You can give people learning experiences that enable them to experiment safely with new ideas, so they learn the skills needed.
At a Business School where I used to work, we asked students to develop a new business idea. Then we reflected afterwards to get people to think about questions such as ‘what did this mean for me?’ and ‘what can I learn from this?’
In our MBA we ask students to develop a business plan, and we hope they will take that forward. They can experiment and learn in a safe environment and develop their skills as a leader – whether that’s for their own business, developing innovate ideas in an organisation, or for a more general role in an established business.
Focus on business education in Latin America
Heads of Business Schools from Latin America discuss Business School programmes in their region and how these are developing and interacting with business. Interviews by Jack Villanueva and Kevin Lee-Simion
Jorge Talavera
President, ESAN Graduate School of Business, Peru
What does a ‘great’ MBA programme look like?
Great MBA programmes support the best product – students. To support them, we need to provide them with the key factors for success which include knowledge, soft skills, leadership and team work.
How has international business developed in Latin America?
To develop international business, we developed our students. We established very good connections with the business sector. We provided them with the leaders, and they told us what we have to teach in order to be relevant.
How are MBA programmes similar across the world, and how do they differ?
In the past they were quite similar. People in developing countries followed the programmes in the US and Europe, but MBA programmers try to solve the problems in the region. So now we have to adapt programmes and develop our own, to give our students the ability to solve problems in our society.
Do you think the MBA mindset has changed?
I don’t think so. People have always studied for MBAs because they want to lead institutions, and Schools have provided students with knowledge to lead institutions.
What are the main challenges Business Schools face?
Coping with change in terms of technology, and dealing with competition due to globalisation. We have to compete to provide solutions for society, and good quality professionals.
Should there still be a focus on local businesses and local economies as well as the international business economy?
You have to be good in your own country first. Then you can take your success abroad and provide other societies with solutions.
How important is it for Business Schools to continue to innovate in order to compete with businesses around the globe?
Innovation is important but sometimes innovation is confused with change. Organisations change and say they are innovative because they changed – but then go bankrupt. You need to innovate and it needs to be successful, otherwise it doesn’t mean anything.
Xavier Gimbert
General Director of the Graduate Business School of Universidad del Pacifico, Professor of the GBS of Universidad del Pacifico and Professor of ESADE Business School
How do you see the decision-making process changing over the next few years?
The decision-making process has to be strategically ongoing, because the environment is changing every day. Also, decision making is becoming more collaborative.
Decision making is the most important process in managing an organisation. If you don’t have the best people and a good process, it will be a disaster.
How are strategic models beneficial to a business?
Models are guides and their objective is to help you to think, reflect, and make decisions. In a decision process, a model gives you different steps you have to think about in order to make decisions.
How important is innovation in strategic management?
Innovation is one of the key elements of strategic management. But do you have to innovate in order to be successful? Innovation is something a company should have the option of doing, but doesn’t always have to do.
Do you think MBAs are learning the skills required to succeed in the future? Or do Business Schools need to evolve?
I think the content of the MBA is evolving as there are more soft skills, which are fundamental to getting a good job, managing companies, reading changes in the environment, making fast decisions, and adapting to change. These areas can’t be taught though ‘real’ content.
Why is it arguably more important than ever to create alliances?
We are in a global world and can’t do everything alone. In Latin America, it’s a way to improve, in terms of businesses and Business Schools. Alliances provide knowledge from abroad. It’s a very powerful tool. Nowadays, alliances are key and we have to see others not just as competitors, but as potential allies.
Martin Santana
Professor of Information Systems, ESAN Graduate School of Business, Peru
Should there be a greater emphasis on technology in MBA programmes?
I think there is an emphasis but it’s not significant. We are dealing with millennials, 75% of whom interact through technology. Our MBA programmes are not prepared for that, as technology is used more as a learning platform. But this is a different dimension we are talking about with the technologicalically savvy guys from the millennial generation.
How important is the role technology for Schools?
I think technology is key and Schools are using it to gain connections around the world, to provide a leaning environment, create alliances, and persuade prospective MBAs and faculty to come to their School.
What innovations have you seen in the world of digital business?
Change in the learning environment. It’s now an open environment with different technologies, but they are converging into one purpose for Business Schools – enhancing learning opportunities
for students. We are under pressure to create a learning environment for the millennial generation.
What are your thoughts on e-learning? How beneficial do you think it is to an MBA?
It’s very important, but I believe in a more blended methodology. A 100% online programme is not yet well accepted in Latin America as employers believe these are low-quality programmes. I believe blended programmes will be the solution but I’m not against having a 100% virtual programme.
In what ways could Business Schools use technology to
their advantage?
I think technology should be used to attract, retain, and train our students, and change the mindset of professors who are using technology for basic things. Technology is a key component of being successful.
Do you think technology and millennials are essential for Peruvian Business?
I believe so because more than 40% of the population is made up of millennials. In the near future, the majority of the workforce will be millennials, they will be future entrepreneurs and will be running most companies.
How will millennial leadership compare to traditional leadership?
Millennials care about a lot more than just being managers. For one, they expect to have good mentors, and this will be the model they use in the companies of the future. They will become mentors and transformational leaders – focused on the person rather than the activity.
Do you think millennials lack soft skills when you compare them to previous students?
Yes, remember we are still talking about young people and they are in the process of developing. They lack social skills but it’s our job to teach them these. We can change their mindsets and help shape them so they can be successful.
What do you think the future holds for the MBA?
There will be many different varieties of MBA programme, and they will come together with a blended methodology. This means you will be able to connect with anybody around the world, but we will have to change our methods of teaching, and our professors.
Matthew Bird
Professor, Universidad del PacÃfico Graduate School, Peru
Is there a big difference between how businesses are run and how the government is run?
There is in Latin America. There is a distrust between the government and the private sector. I believe many countries’ societies understand that they need one another, but the hard thing to do is to build the foundation for trust and identify those shared spaces for collaboration.
How important is innovation in solving social challenges?
Very important: innovation can be anything that is different and creates value. Understanding social systems creates opportunities to identify those small interventions where the government and private sector can work together.
To solve social challenges, do you think it is a one-size-fits-all solution all or is it case-by-case?
There are elements that are cross-cutting, and once you know how to tackle social issues, it’s down to harvesting local solutions to shared problems. This is one of the reasons I believe in design thinking because it really focuses people to listen, empathising first. Through that empathy, you can understand where the gaps are, and what people want, so you can collaborate better to deliver that.
In what ways will harvesting local innovative interventions solve common social challenges?
People look at social issues as problems, but people should see them as solutions. Take the informal economy. People originally viewed the informal economy as a problem. However, people were working in the informal economy. This means they were creating value through jobs, and therefore creating income. It was a solution.
How do you think the rise in digital technologies is affecting Business Schools?
Digital technologies are already transforming the way we teach and interact with students. Technologies are creating challenges, but also opportunities. For example, with virtual education, you are creating competition between Schools, but there are also opportunities for people to overcome historical geographic barriers and push education into areas that have been traditionally harder to reach.
What are some of the biggest challenges facing Business Schools in Latin America?
The biggest challenge for Business Schools in the region is to move away from a strong focus on teaching, as there are opportunities for research. Research can still contribute to value creation, but its potential has still not been tapped.
How much of an impact does cultural influence play in economic decisions?
You define decisions and use certain frames – influenced by social cultural backgrounds – to justify them. Then you identify decision criteria, and then the choices. These choices are permeated by your culture.
Oscar Muartua de Romaña
Director de la Escuela de RR.II. y Gobierno de la UTP en Universidad Tecnologica del Peru (UTP)
How important is it for countries to work together?
It is an obligation and we have always demanded that the international community resolve these problems. The UN means there is an international community of 200 nations, and stability has a path through hard times.
Do you think volatility makes collaboration more difficult?
It is more challenging, but we can provide more effective reactions. One of the biggest challenges, but also the most fundamental aspect, is to have dialogue, because only through this will countries understand each other. Also, science and technology are providing us with enough arguments to build our future to benefit all humanity.
Do you think international relations impact business education?
Business Schools need international relations to prepare future professionals. MBAs have a moral function – they are embodying the values of society while trying to benefit society.
will it be difficult for Schools to implement the UN’s sustainable development goals?
It will be difficult to adapt to reform. But these principles are nothing new. So it is about doing as much as we can through investment in education and generalised development.
How do international relations impact Latin America?
International relations have helped us create Schools, bring in faculty, and establish MBAs. We’ve learned how development can create good results for a country, and we made this into a reality. International relations have also helped us become aware of innovation and entrepreneurship. Business has played an important role in the growth of Latin America.
How are Schools in Latin America preparing MBAs for the future?
Business Schools are preparing MBAs for an open economy, and everything that has been done by Business Schools is an investment in Latin America. MBAs are also learning about the linkage between the Business School, industry, and government, and the importance of moral values.
Racheli Gabel Shemueli
Research Fellow and Professor in the Graduate School of Business of the Pacific University in Lima, Peru
What do you look for in a prospective MBA student?
We want people who are different and who acquire knowledge and implement it. They have to be responsible leaders who want to create change. We are looking to the kind of person that makes a difference.
What are the challenges in attracting these students?
The challenge is to state that our Business School is different. We say we are looking for quality, and we are very demanding.
How important is it for MBAs to have cross-cultural experience?
When we think about inter-cultural experience, we also think about local experience because Peru is very diverse. Cross-cultural experience is not just about travelling the world, but about working with diverse people. For an MBA to be exposed to cross-cultural experiences, and know how to work with this is important, in order for them to lead.
In what ways can cross-cultural issues be addressed in the future?
In-house learning is important so we can see what our students understand. Then it is a matter of doing the exercise, and doing it in your own life.
Why is innovation important?
Learning is interactive. I am learning from my students and they are learning from me.
Professors are now just facilitators of limited information, and as a result, knowledge comes from both sides, the students and the professor.
Enhancing social innovation in Africa
With Africa’s population projected to grow to 2.4 billion by 2050, there is an urgent need for the emergence of more social innovators, operating at scale, to address pressing problems in sectors from education and healthcare to employment and housing, writes Ndidi Okonkwo Nwuneli
Oiginally labelled the ‘dark continent’ and largely unknown to the rest of the world, Africa is now being described as the ‘last frontier’.
Following decades of slow and uneven economic growth, the average growth rate across African countries is estimated at 5%, and more than two-thirds of the countries in the region have enjoyed 10 or more years of uninterrupted growth.
The majority of the countries are recognised as democracies and internal and cross-border strife has diminished significantly. An average African woman’s life expectancy rate has risen from 41 in 1960 to 57 years in 2017, and more than 70% of children are in school, compared to around 40% in 1970. Many of these advances can be linked to the work of a growing number of passionate and committed social innovators: individuals who have identified novel solutions to the continent’s most pressing problems that are affecting the masses. These innovators operate in the public, private and non-profit sectors and are concentrated in the health, education and energy landscapes, with a growing number emerging in financial services, agriculture and sanitation.
Their work is being propelled by the rapid advances in mobile technology, which facilitates mobile health, mobile education, payment systems and mobile money. In addition, they are gradually being supported by a range of initiatives including innovation accelerators, hubs, prizes, and fellowships.
The most popular Africa-based social enterprises include the African Leadership Academy and African Leadership University, Ashesi University, Bridge International Academies, One Acre Fund, Riders for Health and Sanergy. These organisations have received numerous local and global awards and prizes for their pioneering efforts, and have strong links to the international community, which has provided funding and support for their work.
There is also a growing number of organisations operating on the African Continent, which are essentially home-grown initiatives with minimal global recognition. They include:
- Action Health Incorporated established by Dr Uwem and Nike Esiet in 1999, to address the rising incidence of HIV / AIDS and teenage pregnancies in Lagos, Nigeria. Over a 10-year period, they designed and introduced sexuality and reproductive health curricula into public schools, fighting against the odds in a deeply religious society. Today, this curricula and its delivery has been adopted across the majority of the public schools in the country, and have played a key role in reducing HIV/AIDs and teenage pregnancies.
- CLEEN Foundation founded by Innocent Chukwuma, was established in 1998 to address rising crime rates in Nigeria’s major cities and create bridges between the police and citizens. Faced with stiff resistance from both sides of the divide from the onset, CLEEN worked with the Nigerian Police Force to revive and strengthen its internal accountability mechanisms such as the Police Public Complaints Bureau (PCB) in six Nigerian states. It also encouraged the police force to make its processes open and transparent, which ultimately exposed the gross misconduct of many police officers, leading to the dismissal of more than 5,000.
- IkamvaYouth in South Africa was established in 2003 by Joy Olivier and Makhosi Gogwana. The organisation equips students in grades 9, 10 and 11, from disadvantaged communities, with the knowledge, skills, networks and resources to access tertiary education and / or employment opportunities. These ‘learners’ eventually become volunteers and ultimately continue the cycle of giving back to the next generation of ‘learners’. IkamvaYouth operates in the Western Cape, Gauteng, KwaZulu-Natal, North West, and the Eastern Cape, reaching thousands of young people.
- The Ethiopia Commodity Exchange (ECX), was initiated in 2008 as a marketplace or platform that facilitates the trading of agricultural produce between buyers and sellers. It provides transparent price information for both farmers and buyers, and protects both farmers and traders from price drops and price hikes, respectively. ECX harnesses innovation, technology, and storage infrastructures to mobilise products from smallholder farmers and ensures product quality, delivery, and payment.
Challenges faced by social innovators
Social innovators operating on the African continent face challenges that are not unique to Africa, but are often more severe, with higher stakes. My interviews with more than 80 African social innovators have raised four critical shared challenges:
- lack of credible data for local communities, countries, and regions, which slows down the processes for planning, piloting, and scaling social innovations and hinders the ability of key stakeholders to measure their impact on society.
- heterogeneity within and across countries, which includes significant diversity in colonial histories, language, religion, culture, community assets, and social development, essentially means that there is ‘no single story’. Innovations must be tweaked or significantly altered to enable scaling from one community to another, which is not only more expensive, but also slows the scaling process.
- fragmented ecosystems, in almost every sector, especially the agricultural, education and health landscapes, limit the ability of innovators to reach large numbers of people in record time. Consider the agriculture sector, where 85% of arable land in Africa is cultivated by farmers with less than two hectares. This essentially means that any intervention that wants to scale up in this sector can only do so by working with farmer clusters as opposed to individual farmers. The process of creating clusters of farmers, hospitals, schools, small and medium-sized enterprises, and other sectors, and building trust among
- these groups, takes time and requires financial resources.
- significant talent, infrastructure and financing gaps which limit scaling. For example, only one-third of Africans living in rural areas are within two kilometres of an all-season road, compared with two-thirds of the population in other developing regions. This, in turn, makes it extremely difficult and expensive to extend healthcare, education, and agriculture innovations to communities in rural areas. Sadly, with underdeveloped distribution and marketing systems, social innovators essentially work along all aspects of the value chain, filling gaps that ordinarily would not exist in other markets to reach people.
Prerequisites for success
All social innovators need to invest in critical building blocks for success – rooted in sound management principles: clear missions, visions, and values. However, there are at least four prerequisites to establishing successful social innovations in the African context which deserve significant attention.
1 Compelling business models: Social innovators need to develop compelling business models, defined by six critical components: demand driven, measurable impact, simple, engages the community, leverages technology and low-cost. These six components differentiate initiatives which die at the pilot phase or when the donor funding ends, from initiatives that are sustainable and able to achieve scale, spanning communities and even countries. Innovations that are demand driven essentially meet the needs of individuals, who value the product or service and are willing to contribute their time and financial resources, regardless of how minimal, to obtain them. In addition, the innovators have determined the most cost-effective approaches to deliver at scale and developed effective systems and structures to support their scaling effort. They often use simple payment mechanisms using mobile technology and support from microfinance partners, where applicable. These tools are highly dependent on a robust data – tracking system to gauge impact and usage. Two examples from the energy sector that demonstrate the power of demand-driven and sustainable business models are M-KOPA Solar and Off Grid Electric, which both operate in East Africa. They provide solar solutions to more than 550,000 households using a pay-as-you go model, and have demonstrated the tremendous potential at the bottom of pyramid
2 Talent for scaling: Talent on the African Continent remains a huge constraint for all growth sectors given the weak education systems and the global opportunities that are available to the best and brightest. As a result, every social innovator needs to invest in attracting and retaining a dream team composed of mission-driven high achievers. They also need to invest in recruiting a committed and independent board of directors, and engage volunteers, short-term consultants, and fellows. Organisations such as EDUCATE! In Uganda and Sanergy in Kenya, have designed and implemented creative strategies for attracting, retaining, and developing talent. They have also invested in building a culture of innovation and excellence, which attracts individuals from the private sector to their organisations.
They offer tailored training programmes, travel fellowships and significant job responsibilities for their team members and have also developed modular approaches for scaling talent.
3 Funding for Innovation: There is a broad range of financing options available to social innovators in Africa, depending on whether they operate for-profit, nonprofit or hybrid organisations. These financing options range from fee-for-service and cross subsidisation to externally generated funds such as grants, awards, fellowships, challenge funds, crowdfunding, impact investments and loans. In addition, the funding landscape, especially for impact investments, has expanded dramatically over the past 10 years, with cities such as Nairobi hosting more than 60 impact investment funds and other investment vehicles, where only a few existed 15 years ago. In-spite of the plethora of funds, most local social innovators struggle to obtain financing for their ventures, while funders complain that they cannot find initiatives that are investment ready. Indeed, external funders are only interested in engaging with organisations that have strong credibility, governance structures, financial management systems and controls and can demonstrate the ability to use the funds to achieve results.
Social innovators operating in Africa have obtained financing work diligently to establish and communicate a strong business case and theory of change, backed by sound data that establishes a clear need and sustainable demand. They also amplify their impact work through creative communication strategies to raise broad-based awareness and effectively differentiate themselves. In addition, they demonstrate strong transparent systems and structures, a culture of ethics and accountability, attractive return on investment ratios and exit options for impact investors, where applicable.
4 Partnerships with key stakeholders in the public, private and nonprofit sectors: Social innovators cannot achieve impact and scale without cross-sector collaborations, rooted in shared values and a desire to achieve collective impact. This is especially relevant in highly regulated sectors such as health and education.
Sadly, there are few examples of partnerships in the African context, largely linked to significant distrust among actors, the intense competition for the perceived ‘small pie’ of resources and support structures and the fear of giving up control. Partnerships are also challenging in an environment where there is a high level of bureaucracy and red tape within government institutions which ordinarily should serve as catalysts for collaborations and innovations. In reality, social innovators who successfully collaborate in this context, actively map the ‘ecosystem’, determining which stakeholders can serve as champions, opponents or even beneficiaries. They then develop strategies for interfacing with all key actors, proactively shaping their ecosystems and forming strategic cross-sector collaborations that foster impact and scaling.
Preparing for The future
With Africa’s population projected to grow to 2.4 billion by 2050 – more than 70% under the age of 30 years old, with 60% in cities and towns – there is an increasing need for the emergence of more social innovators, operating at scale. These individuals will essentially need to develop creative and innovative solutions in education, healthcare, employment, sanitation, security, electricity, transportation, and housing to meet the needs of the people.
The social innovators will need also need critical leadership and management skills, as well as the talent, financing and partnerships required to surmount the obstacles they will face to pilot and scale interventions.
Indeed, Business Schools in Africa and around the globe will have to play a critical role in preparing this next generation of social entrepreneurs and innovators.
The Bertha Centre for Social Entrepreneurship at the University of Cape Town is just one example of the numerous institutions in Africa and across the globe that are working to inspire, empower, and equip the social innovators.
I am convinced that the ability of more social innovators to pilot, establish and scale their initiatives to solve Africa’s most pressing problems will transform the continent and continue to ensure that Africa progresses from the last frontier to the brightest continent over the next decade.
Ndidi Okonkwo Nwuneli, Harvard MBA 1999; Wharton Undergrad 1995 is a serial social entrepreneur based in Lagos Nigeria. She is the founder of LEAP Africa – www.leapafrica.org, co-founder of AACE Foods Processing & Distribution Ltd. – www.aacefoods.com and co-founder of Sahel Consulting & Advisory Ltd – www.sahelcp.com. She is the author of – Social Innovation in Africa: A Practical Guide for Scaling Impact, published by Routledge in 2016.