Most strategy reviews are decided before the meeting starts. Three habits separate boards that steer from boards that simply receive.

A twelve-week assessment across governance, financial management, human resources and service delivery, closing with a costed three-year strengthening plan.

After a year of practitioner clinics in Kampala, the same five problems came up again and again — and almost none of them were about indicators.

A regional convening on what institutional resilience to climate shocks actually requires beyond infrastructure spending.

Working with growing enterprises in and around Kampala, the binding constraint is rarely capital. It is the absence of systems that let a founder stop deciding everything.