Sustainable Progress Demands Realigned Approach to Utility of the Human Capital

By Mwangi  Wanjumbi – Newtimes B.S. CEO & Chief Consultant/Trainer

Finally, Kenya has realized the existence of oil deposits. Indeed, that is very good music for our ears, even if the drilling may only materialize after 5 years. Never mind that commercial viability has not been established as yet.  Even more concern is on how long this invaluable resource will be exploited for the benefit of this great nation. Additionally, when will the benefits cascade to each one of us as individuals, if at all?

Since it may take a long while to get answers to these concerns, we had better get going as if nothing has happened, even as we remain hopeful as always. Meanwhile, in strategy and change management of whatever situations, the SWOT analysis has been an invaluable tool of giving direction. Actually, it has been difficult discussing even personal careers without considering the prevalent strengths, weaknesses, threats and opportunities in the different situations.  But, the world around us is changing rather fast.

Agreeably, the fundamentals of SWOT analysis are key considerations, which guide us towards success in our various endeavors. But, in a highly competitive global village, part of which we have now become, understanding the prevailing strengths and weaknesses versus the respective threats and opportunities is not enough. Why?

Others too are continually working on their SWOT analysis and building on the same. So, there must be something more to it than just relying on this SWOT analysis, for consistently conquering the forces of competition. That is why more efforts are today dedicated to identifying our distinctive or competitive advantages. It does not matter whether we are dealing with personal or organizational situations. What then are these competitive advantages?

Actually, they could be any type of resource or competence that uniquely contributes to driving of the mission and therefore achievement of the desired objectives. The Arab World for example is largely endowed with voluminous deposits of oil and petroleum products. The equatorial region is endowed with all round access to the sun’s radiation; therefore ease of exploitation of solar energy. Even Kenya’s endowment with oil deposits in the Turkana region of the Rift Valley could be an unprecedented milestone.

But, competitive advantages are not just confined to natural or even physical resources. One of the greatest drivers of global progress is technology. However, technology on its own may not be a competitive advantage. It keeps changing radically to suit innovation needs. So, it is upon us the users of technology to be innovative if we expect to gain maximum advantage from the advancements. Ideally, the competitive advantages need to be continually sustainable and therefore not one-off experiences. So, how do we ensure that the distinctive advantages are sustainable for the long haul?

Nothing works better for us than recognizing that no matter the advancement of technology, we must always need the human capital. In any case, is the same technology not initially invented by humanity? Naturally, it is the human beings that engage in the thought process of taking the same technology to the next level. That is where innovation or continuous improvement processes become critical.

Therefore, innovation is needed continually for sustenance of competitive advantages. As has been noted, this ability to innovate only exists in the thinking human beings and is therefore the crux of the matter. Incidentally, research has continually indicated that all of us are endowed with ability to innovate one way or the other. But, why then do we not always practice that which seems natural?

My guess is very simple indeed. One can only be creative in something that he/she is endowed with unique personal abilities. In other words, I am saying that you can be your own Bill Gates or even Oprah Winfrey. You can be your own Steve Jobs (May he continually rest in peace). You do not even need to go far. How many ‘sleeping’ Eric Wainaninas, Daniel Ndambukis, (Churchill), Caloline Mutokos and more are we having who may be either surviving hand to mouth or rotting in abject poverty?

Good people! It can no longer be business as usual in a highly competitive world. We cannot continue to claim that we are looking for work opportunities for the sake of working. Our focus towards work must aim beyond putting food on the table. In organizations, we can’t continue engaging our friends and relatives in positions that they may have no unique competencies. Indeed, we can’t continue engaging new employees only on the basis of holding university degrees or such other qualifications. Do you recall a 2007 Nairobi visit by Tom Peters, a renowned Management Guru? It is still memorable how he impressed upon his CEO delegates present at Safari Park Hotel, to embrace talent alignment as key to organizational development.

Even at the national level, leaders will in due course find it hard to reward cronies with appointments, which are not backed by unique competencies. In fact, we may not afford to have doctors serving in positions better served by accountants or vise versa.  Further, we may not progress in a highly dynamic global village if ‘professional jobs’ are only going to be awarded on the basis of tribes and gender parity. That is a naked truth unpalatable as it may seem. Indeed, fate is demanding that we do things right not only for the love of this nation but also the welfare of future generations.

Indeed, let the teacher be a teacher capable of progressing to the highest level of seniority, without being taken to administer things he or she may never excel in. Let a researcher be a researcher even up-to the level of permanent secretary without necessarily being made one. Ideally, let work opportunities be aligned to the requisite skills.

Actually, we owe it to ourselves to create passionate work teams at whatever level. That passion can only be unleashed when we decide to respect, recognize and reward personal orientations leading to unique personal competencies. Only then can we acquire sustainable organizational and national distinctiveness in the best interests of posterity. Organizations! Be aware that we can through our organizational culture change/employee re-branding programs, immediately help you to make the best out of the existing organizational human capital.