Navigating Business Challenges

The Trust Gap in Corporate Sustainability 🌎 A significant portion of consumers remain skeptical about corporate sustainability claims. Recent data shows that 52% of consumers believe companies mislead or provide false information about their sustainability efforts. This trust deficit poses a serious challenge for businesses striving to establish credibility in sustainability. Greenwashing is a key factor behind this skepticism. When companies exaggerate, misrepresent, or selectively disclose their sustainability initiatives, they erode public trust and invite reputational risks. Consumers are becoming more informed and critical, making superficial sustainability narratives less effective. Regulators, investors, and stakeholders are increasing their scrutiny of corporate sustainability claims. Companies that fail to back their commitments with verifiable data and clear methodologies risk legal, financial, and reputational consequences. Transparency is no longer optional—it is an expectation. Independent verification and standardized reporting help address credibility concerns. Third-party certifications, audited sustainability reports, and science-based targets provide assurance that environmental and social commitments are backed by real action. Without these measures, claims can appear unsubstantiated. Setting clear and measurable sustainability goals is essential. Businesses that define their objectives, track progress, and disclose performance in a structured manner distinguish themselves from those relying on vague or aspirational statements. Evidence-based reporting is key to overcoming consumer skepticism. Beyond compliance, addressing greenwashing is a strategic necessity. Companies that communicate sustainability efforts with integrity gain competitive advantages, strengthen brand loyalty, and reduce risks associated with misleading claims. Trust, once lost, is difficult to regain. #sustainability #sustainable #business #esg #climatechange #greenwashing

When you’ve worked so hard to reach the top, why does self-doubt creep in even stronger? For many successful women leaders, loneliness and isolation at the top can amplify feelings of inadequacy and self-doubt, commonly known as imposter syndrome. Even the most accomplished leaders get affected by this. As I climbed the ladder in my leadership journey, I expected to find greater confidence and validation. However, reaching the top brought about an unsettling mix of self-doubt and isolation. The paradox of feeling successful yet profoundly disconnected. Looking back, I can see some of the things that fuelled this sense of disconnect. This included lack of relatable peers locally (being CEO at 32),, the increased pressure to build on the work of my predecessor, fewer opportunities for honest reflection with trusted peers, and the absence of a sounding board to bounce off the high stakes decisions. Thankfully, loneliness doesn’t have to be a permanent part of leadership. As woman in leadership, you can combat both isolation and imposter syndrome by building intentional support networks and seeking mentors who can relate to their unique struggles. So, in addition to the list from yesterday, here are a few more on some of the ways to reclaim your confidence and connection. 1. Engaging in women's leadership groups. Professional groups focused on women in leadership provide spaces to connect with others who understand the specific challenges of being a woman at the top. These communities offer valuable reassurance and validation that help women combat feelings of inadequacy and gain strength from shared experiences. Some of the communities I have seen here on LinkedIn include The Ladies Book Breakfast Forum, WOMEN IN HR KENYA, and Women On Boards Network Kenya among others. Search for your industry group and be part of its activities and engagements. 2. Seek out mentorship   A trusted mentor can be a powerful ally against imposter syndrome. By connecting with someone who has walked a similar path, you can gain perspective from someone else's own journey and learn strategies to manage self-doubt. Mentorship also helps reinforce their accomplishments and provides guidance, helping them see themselves as competent and capable. 3. Finally, practice self-validation techniques.   Journaling, self-affirmations, or setting aside time to celebrate achievements can help counter the negative self-talk that loneliness and imposter syndrome trigger. Remember who you are. Recognize and acknowledge personal wins, no matter how small. These help to foster your confidence and reduces reliance on external validation. In this journey, success and self-belief can thrive together. Imposter syndrome can make the journey to success feel lonely and filled with self-doubt, but it doesn’t have to be this way. What are other networks available here on LinkedIn? Tag and help a sister 😀 #africa #leadershipdevelopment #professionalwomen #personaldevelopment #

Leadership Lessons from Africa: Building Business Resilience in Uncertain Times   As global markets navigate these periods of uncertainty, I find myself reflecting on my years leading businesses across Africa— where managing volatility isn't just a skill; it's about survival.   In 2024 in Nigeria, markets have seen the 5th benchmark interest rate hike to curb inflation; there have been 11 power grid collapses; the currency has lost 70% of its value against the dollar since May 2023. Within this environment, businesses adapt and innovate. Some even thrive.   Here are five lessons I learned:   1. Political Uncertainty: Success means playing the long game. In one role, I operated through three different administrations. Maintaining relationships across the political spectrum while upholding strong governance is crucial. Our government affairs strategy had to go beyond election cycles.   2. Policy Shifts: We developed operating models that could pivot quickly.  Import Tariffs would change without warning. We always had backup plans ready—whether carrying extra inventory or activating alternative business lines.   3. FX availability and price: Survival meant securing the cash first, then solving for profitability. We had multiple supply chains with different risk profiles and developed flexible pricing strategies that could adapt. Not without significant pain.   4. Infrastructure Gaps: At one company, poor power supply birthed a solar business. In another, we built roads to our factories (one across a swamp!). A gas availability problem created a thriving alternative fuels business: waste, rice husks, palm kernel shells to energy. This fed the factories and created employment for local communities. Infrastructure challenges forced innovation.   5. Market Constraints: As purchasing power drops, companies have responded with "sachet economics"—offering smaller pack sizes… (an environmental headache)….. to maintain affordability   We learned that resilience isn't about avoiding challenges; it's about building systems that can absorb shocks and adapt quickly.    Luckily, most global CEOs will not face these multiple onslaughts, but will be building resiliency strategies to navigate today's uncertainties.   What strategies have helped build resilience in your companies?   #Leadership #BusinessStrategy #GlobalBusiness #Resilience #Innovation #EmergingMarkets  

Trust is built in drops and lost in buckets, and we’re running out of buckets. If you're leading teams through #AI adoption, navigating #hybrid work, or just steering through the tempest that is 2025, there's a crucial factor that could make or break your success: #trust. And right now, it's in free fall. Edelman's Trust Barometer showed an "unprecedented decline in employer trust" -- the first time in their 25 years tracking that trust in business fell. It's no surprise: midnight #layoff emails, "do more with less," #RTO mandates, and fears of #GenAI displacement given CEO focus on efficiency are all factors. The loss of #trust will impact performance. The Institute for Corporate Productivity (i4cp) research shows high performing organizations have 10-11X higher trust between employees and leaders. Trust impacts #engagement, #innovation and #technology adoption, especially AI. My latest newsletter gets beyond the research and into what leaders can do today to start rebuilding trust You can't command-and-control your way through a complete overhaul of how we work... Trust is a two-way street. Leaders need to go first, but we also have to rebuild the gives-and-takes of employer/employee relationships. Three starting points: 1️⃣ Clear Goals, Real Accountability. Stop monitoring attendance and start measuring outcomes. Give teams clear goals and autonomy in how they achieve them. 2️⃣ Transparency with Guardrails. Break down information silos. Share context behind decisions openly - even difficult ones. Establish guardrails for meaningful conversations internally (instead of rock-throwing externally). 3️⃣ Show Vulnerability. Saying "I don't know" isn't weakness–it's an invitation for others to contribute. The word “vulnerability” seems anathema to too many public figures at the moment, who instead are ready to lock themselves in the Octagon with their opponents. But what’s tougher for them: taking a swing at someone, or admitting to their own limitations? This isn't just about CEOs. Great leaders show up at all levels of the org chart, creating "trust bubbles:" pockets of high performance inside even the most challenging environments. If you're one of those folks, thank you for what you do! 👉 Link to the newsletter in comments; please read (it's free) and let me know what you think! #FutureOfWork #Leadership #Management #Culture

There’s been a lot written about how founders are treated differently, particularly when it comes to gender. And here’s what I know: the playing field is far from level. Female founders are often held to higher standards, questioned more, and supported less. We’re expected to prove ourselves in ways that our male counterparts are not. We’re put under a microscope, often as a way for those in power to assert who’s in charge in their minds. How dare she outshine me or do what I cannot? That’s not to say that male founders don’t face challenges or stereotypes like the “he can’t take it home” narrative, but for women, the scrutiny is far more intense and frequent. And that’s not to say that all men are this way or that all investors are this way either. But the type of investors that I am describing are definitely active. Yet, despite these challenges, female founders persist. We build, we innovate, and we lead. The reality is that the system may not always be fair, but that's exactly why we must keep pushing, breaking barriers, and holding those who perpetuate these double standards accountable. Because when we rise, we bring others with us. #FemaleFounders #Leadership #Innovation #BreakTheBias #WomenInBusiness #Hint #LevelThePlayingField

In the fiscal year 2023-24, Indian health insurers processed over 3 crore claims totaling approximately ₹1.2 lakh crore, settling 71.3% of this amount, as reported by the Insurance Regulatory and Development Authority of India (IRDAI). Public sector insurers exhibited the highest incurred claims ratio at 103%, indicating payouts exceeded premium collections, particularly in government and group health schemes. Private insurers maintained a more favorable overall claims ratio of 88.7%, with individual policies at 81.2% and group policies at 90.8%. Standalone health insurers reported the most profitable operations, achieving a claims ratio of 64.7%. Notably, three public sector insurers—National, Oriental, and United—reported negative solvency ratios as of March 31, 2024, raising concerns about their financial health. Additionally, the insurance ombudsman received 34,336 health insurance-related complaints during the year of which 6235 were decided in the favor of the policyholder, highlighting ongoing challenges in claim settlements These figures underscore the critical need for policyholders to thoroughly understand their health insurance terms and for insurers to enhance transparency and efficiency in claims processing. #insurancenews #Health #claims #getyourclaim #KYP #polifyx https://lnkd.in/g5gdNHxj

The Indian government is considering scrapping its plan to merge three state-owned general insurers (National Insurance, United India Insurance, and Oriental Insurance) and instead may privatize one of them. This decision comes after assessing the financial performance of these companies, which have been struggling with solvency issues. (Hindustan Times, Delhi, 24-Jan-2025) Background: - In 2018, the Union Budget proposed merging the three insurers into a single entity and listing it on the stock exchange. This merger plan has faced numerous delays and challenges.  - NITI Aayog recommended privatizing United India Insurance in FY22, but this plan has not been implemented. Current Situation: The government will now assess the financial performance of all three insurers in the coming quarters. Based on the assessment, one insurer may be selected for privatisation, while the others may receive additional capital to improve their balance sheets. The declared aim is to strengthen the financial position of these companies before considering any further mergers. Challenges: The three insurers have been facing solvency issues, with some having negative solvency ratios. The merger plan has faced opposition and delays, hindering its progress. Overall: The government's decision to potentially privatise one of the insurers reflects a shift in strategy. Instead of pursuing a merger, the focus is now on strengthening the financial health of these companies through recapitalisation and potential privatisation. This approach aims to improve the efficiency and competitiveness of the state-owned insurance sector.

While scaling up your business, access to finance is a critical hurdle, and for women, this challenge often presents unique contours. Through my experiences and conversations with fellow women entrepreneurs, it's evident that the playing field isn't always even. The reaction when I mention having a male co-founder versus when discussing purely women-led startups is palpably different. However, the landscape is shifting. There's a growing network of support systems and funding opportunities tailored to empower women with great ideas, aiming to bridge the gap in financial accessibility. Yet, to truly level the playing field, a shift in the mindset of VCs and investors is necessary. We need investors who are not just looking for quick wins but are committed to understanding and supporting the long-term visions of women entrepreneurs. They must recognize the dual challenges—personal and professional—that women often navigate. A woman's career is a long game filled with pauses and shifts. This reality must be acknowledged and supported by the investment community. The path forward requires a new playbook—one that includes investing in diverse leadership and acknowledging the unique challenges and perspectives that women bring to the table. It requires collaboration and a deeper understanding of diversity as a strength. Let's work together to create an ecosystem where great ideas, irrespective of gender, have the support to succeed. By fostering an environment of inclusivity and understanding, we can ensure that every entrepreneur has the opportunity to thrive. #leadership #entrepreneurship #fundraising #women #growth #future #success

In my decades as a private capital investor, I have witnessed firsthand how fear and the confidence gap holds us women back, shaping not just our leadership style but the trajectory of our businesses. Research show that women-led businesses in male-dominated industries tend to be larger, more profitable, and just as competitive as their male-led counterparts. So why do barriers persist? The challenge isn’t competence; it’s access, networks, and the confidence to claim space. Too often, women hesitate to position themselves as industry leaders not due to lack of skill, but because of societal conditioning and systemic biases. This chronic self-doubt often translates into less risk-taking, fewer ventures in high-growth sectors, and businesses that don’t reach their full potential. The real game-changer? Mindset. Shifting how women see themselves may hold the key to unlocking their full entrepreneurial power In my latest blog, I explore how the confidence gap shapes women’s leadership, why fear holds us back, and what it takes to break through. I also share insights from panel conversations with global leaders — including Babatunde Raji Fashola and Joe Tsai — on how courage fuels success; and how Alitheia Capital supports our portfolio companies to overcome fear and build confidence. Read here:

Does assigning CSMs quotas impact customer trust? Yes. Trust is harder to build. Why? Three reasons: perception, motivation, and choice. Scientists commonly define trustworthiness as a perception of another’s ability (competence and consistency), benevolence (caring and commitment to shared goals), and integrity (fairness and honesty). And for decades, experiments with economic games have consistently shown investment levels drop when people suspect a partner is acting in their own interests. Even the appearance of a conflict makes people less likely to take someone’s advice. Trust affects revenue, too. In several loyalty studies, trust in the brand and the people representing it moderates repurchasing intentions. The greater the perceived risk, the more trust matters. Earned trust has ROI. Unfortunately, incentive systems impair trust. Carrots and sticks shift focus to the short-term over the long-term. For sales roles, meeting monthly quotas is beneficial to the salesperson and their company. But when customers have just purchased a product, they’re more concerned about achieving long-term impact than buying something new. This puts goals in conflict, which lowers the customer’s perception of the CSM’s benevolence, thereby reducing trust. In practice it also means CSMs can sometimes face a tough choice. They can either spend time helping customers achieve their desired outcomes or spend time selling. Even if a new customer isn’t pressured to buy more, they’re left to fend for themselves. Once again this erodes trust, since the CSM’s behavior is seen as inconsistent. Does assigning a quota guarantee lower trust? No. Many customers indeed trust their salespeople. But there’s no free lunch. And when a quota-carrying CSM is also tasked with onboarding, earning trust becomes more difficult. So to sow and later reap the financial rewards of higher trust, is one conclusion that Customer Success should be a specialized role rather than one blended with sales? What do you think? #customersuccess #customersuccessmanagement #saas #cco