AMI partners with South Africa’s Zevoli Growth Partners to deliver MSME Future Forge programme
AMI has partnered with South Africa’s leading enterprise and supplier diversity advisory and project management firm, Zevoli Growth Partners to strengthen the performance of Micro, Small, and Medium Enterprises (MSMEs) that support the mining sector with a comprehensive business development programme.
Five things female leaders and owners of MSMEs are doing differently across Africa that sets them apart
The stories, trends and findings from our 2021 Impact Report that uncover five things female leaders and owners of MSME's who participated in AMI business growth programmes did differently that might set them apart.
AMI Celebrates the Tourism and Hospitality Sector’s Impact in Rwanda
Rwanda’s tourism and hospitality industry has been experiencing significant transformation and growth, providing high potential for employment opportunities to young Rwandans. AMI’s unique approach to entrepreneurship and business management training has been preparing businesses and their workforces for any challenging situation, enabled them to seize growth opportunities, and rethink tourism.
Encourage initiative if you want to go far together
I wonder whether paradoxically getting too involved in your own business could actuallydamage it. The proverb, “If you want to go fast, walk alone. But if you want to go far, walk together” can be applied to business
Africa’s food systems need to be reimagined – CALA forum to chart ways forward
AMI is the lead learning partner for the AGRA-led Centre for African Leaders in Agriculture (CALA). As part of the annual AGRF conference, CALA announced the second cohort of 80 leaders from 8 countries to be unveiled as delegates gather for the first in-person Leadership Forum in Kigali, Rwanda
Requiring respect at work counters toxicity and builds health
Mental health problems at work are infectious. Of course they are not physically infectious, but depression, anxiety, and stress-related disorders spread between and within organisational boundaries through social contagion.
Deciding when to go
In this series on coaching managers in SMEs I have moved up the ladder of seniority. This time I look at when to leave as the leader of the company. You mentioned that you would need at some point in the future to consider stepping aside to allow someone to bring different skills to the company. You are creative, have ideas, and enjoy initiating new things, but you don’t think you are so good at keeping things going over the years.
AMI’s 2021 Impact Report: Skills to power growth & impact
In our recently released AMI 2021 Impact Report: Skills to power growth & impact we share how AMI’s work in 2021 - building skills for growth with businesses and their teams – helped unlock business growth, create jobs, improve livelihoods and strengthen whole systems to withstand the turbulence of our times and support thriving communities.
The Development Bank of Rwanda and African Management Institute Enable Rwandan Businesses to be Resilient to Risk
Following the training, 94% of them reported an increase in revenue, 79% reported an increase in profit and 68% reported to have created jobs.
The opportunities and threats of taking charge.
Taking a management role will offer a chance to develop greater self-reliance and heightened judgment. Leadership requires being comfortable with paradoxes and trade-offs. You have to balance short term and long term results.
Stanford Social Innovation Review features AMI in ‘Pacing Entrepreneurs to Success’ Article
In the 2022 summer edition of Stanford Social Innovation Review, the African Management Institute (AMI) was featured in the article “Pacing Entrepreneurs to Success”.
Moving from an operational to a strategic role
The third coaching letter in a series offered as part of AMI co-founder and chairman Jonathan Cook's regular columns in BusinessLIVE, responding to real questions managers in small or medium enterprises have asked.