Lessons from the JKIA Towering Infernal as Opportunities in the 21st Century Keep Beckoning
Perhaps you are like me still coming to terms with some dark forces associated with our nation. Rarely does the month of August pass without one calamity or the other that is marked by trails of destruction or even loss of live(s). During this August, there has been loss of lives here and there especially through road carnage. Nevertheless, the destruction of the international arrivals terminal, at the Jomo Kenyatta International Airport will be a memorable experience, for this nation for many years to come.
The Airport is no doubt the main transit link between us and the outside world. How it could encounter a small fire which quickly develops into a towering infernal is still mind boggling. Actually, it may be a serious case study of not just disaster management, but rather reactive (crises) management that we are commonly known for. In the absence of willful incapacitation, high degree of disconnection between the internal stakeholders and their respective responsibilities is easily noticeable. Why so?
There were no operational fire engines in the whole airport, until those of the County authority were called upon from 25 Km away. Further, water hydrants at the airport were either empty or dysfunctional. Yet, all this was happening in an installation that supposedly operates 24 hours a day throughout the year.
Meanwhile, recent research indicates that 40 % of entire workforce or 2 out of every 5 employees are disconnected with their employer’s mission, yet still in employment. Seemingly, these figures could be a little generous if applied to our situation, especially in the management our international airport.
Further, related and well documented research indicates that de-motivated employees unleash only 10-20% of their performance potential. That means just enough to ensure that they remain in employment without being ejected one way or the other. Again, it seems that one needs not go further than the recent fire experience to realize how real those assertions are likely to be. But, what could really be happening in a nation that wishes to be in the middle income categories by year 2030? Are the work fundamentals really up-to speed?
Seemingly, they are wanting. A recent tete a tete with a friend economist could probably confirm this. Indications are that our national systems are seriously pre-occupied in employment creation for the youth who comprise 70% of the population. Quality of the jobs is of little concern though. All that matters is directing the immense energy of the youth into some positive engagements. Consider employment creation through kazi kwa vijana (jobs for the youth), labourers in construction industries and other similar initiatives. That diverts them from crime and other negative occupations. Doesn’t it? But, is this a sustainable approach to employment creation and economic development?
On the other hand, a sizeable population of the youth is now schooled. Again, you need to forget the quality. Being able to read and write is quite an achievement, if that was to be attained nationwide. Therefore, being educated up-to university is more than good enough. Forget the quality once more. Hey! Personal, organizational and even national progress is highly threatened if we continue being largely driven by such ideas.
Indeed, the world has moved on from hunter gatherer age to Agricultural age and to Industrial era of the 20th Century, where we most probably seem to be mentally stuck. In the 21st century, the world has been in the information or knowledge age and is now quickly settling into talent era. Notably, the different eras are largely separated by continually increasing efficiency, especially with regard to exploiting both existing and emergent opportunities. The same is also synonymous with increased technological advancement and innovations, which prescribe less usage of labour. Nonetheless, that does not mean loss of employment opportunities. On the contrary, it yields increased employment creation through higher quality jobs. How many sustainable jobs for instance has the ICT industry created either directly or indirectly? Actually, it is difficult to fathom the massive numbers.
Ideally, being in tune with the mental dynamics of the 21st century puts our work ethics and motivations in line with global trends. Above all, it precludes us from wasting personal, organizational and national resources as happened through the towering infernal at the Jomo Kenyatta International Airports international arrival terminal.
So, the utmost consideration for now should be; is your team or teams compliant with those work ethics and motivations of the 21st century? If still largely driven by the well known monetary rewards, it may be necessary to get back to the drawing board. And that needs to happen pretty fast. Why? There may be great risks of missing out on the opportunities presented by the 21st century that are continually beckoning.
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