The Strategy Center

06/08/2026

Every industry has them. You're probably wondering, 'Who?'

Let's talk about the customers you've already accepted as 'impossible to serve.' The ones you consider:
🔽 Too expensive to acquire.
🔽 Too small to be worth the effort.
🔽 Unlikely to understand your value.
🔽Too demanding or requiring too much support.
🔽 Simply "not our market."

But what if they're not? What if the very customers you've written off are your next biggest breakthrough?

Some of the greatest growth opportunities don't come from competing harder for the same customers everyone else is chasing. They come from rethinking how to create value for the people everyone else has overlooked.

The customers your competitors ignore may be the very ones who unlock entirely new markets.

They're not impossible.They're simply 'uncharted.'

So here's my question for you: Which customer segment has your organization written off as "impossible to serve"? And more importantly... What would have to change in your business model, your offering, or the way you deliver value, to make serving them not only possible, but profitable?

Lets talk!

Email us on [email protected] or Call us on 0718500370

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04/08/2026

Have your retreats delivered a real impact or just great photos? More importantly, have they actually moved the needle on ex*****on?

03/08/2026

It's the first Monday of August. How is your North Star looking?

🔽Is your strategy still aligned with your vision?
🔽Are your KPIs telling the right story?
🔽Are you creating value or simply keeping busy?

Happy new Month!

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29/07/2026

Does your organization have the discipline to sunset a project that scored below 6/10?

I've been talking your ear off all year about the Balanced Scorecard, and I'm not stopping anytime soon.

Here's one reason why:

A well-designed BSC doesn't just help you identify high-performing initiatives. It also forces 'zombie projects' out into the daylight.

If an initiative consistently scores below your agreed threshold, the discussion shouldn't be about defending the investment or justifying the sunk costs. It should be about reallocating people, time, and resources to initiatives with greater strategic value.

Stopping something isn't a sign of incompetence but rather a sign of 'strategic maturity'.

Organizations that excel at strategy aren't just good at choosing what to start; they're disciplined enough to decide what to stop.

Imagine adopting a simple 'Sunset Rule': Any initiative scoring below 6/10 on the Balanced Scorecard is deprioritized unless there is a compelling strategic reason to continue.

The Balanced Scorecard isn't just a performance measurement tool; it's a decision-making framework that helps leaders make better portfolio choices and avoid the sunk cost trap.

What criteria does your organization use to decide when it's time to stop a project?

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15/07/2026

Let's be honest,sympathy sells.
A child crying, a mother struggling, a community on its knees. We have all seen it. We have all felt it. And for decades, this has worked.But Burkina Faso just said enough.They banned NGOs from using degrading images of vulnerable people. And the humanitarian world is divided.

Some call it a crisis for fundraising. Others call it long overdue.
Here is what the research actually says; respectful storytelling produces better long-term results. And poverty p**n? It has a wearout effect.

In Kenya, there is a new wave of awakening happening, there is a quiet but growing rage against a certain type of representation; the one that packages African suffering just to feed the "West’s" savior complex. A demand to be seen as traders, innovators, and problem-solvers, not just as victims waiting for a handout.

And yet; the question remains.
Is sympathy the only vehicle?
Drop you thoughts on the comment section.

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14/07/2026

13/07/2026

History's most iconic underdog victory wasn't won by matching strength with strength. It was won by refusing to play the game everyone expected.

One side trusted size, experience, and conventional weapons. The other trusted speed, precision, and a completely different approach.

Most organizations assume the path to growth is becoming a better version of the market leader; matching their products, lowering prices, copying their processes.

But strategy isn't about becoming the best player in the existing game.It's about changing the game so the old advantages no longer matter.

The greatest competitive advantage isn't bigger resources. It's refusing to compete where everyone else already is.

This week, folks, let's walk the narrow and straight path, shall we?

You can reach us on 0718 500370 or email [email protected]

10/07/2026

Our youth are incredibly hungry to create better lives for themselves.

Today, the President presided over the launch of 'Phase II of the NYOTA Project', Let's talk about the young CEOs we've had the pleasure of working closely with.

Walk into one of our sessions, and you'd be met with a million and one business ideas. (beauty, creative arts, agriculture, tech; I could on...) The level of creativity and innovation was inspiring. We spent hours discussing what was working, what could work, what hadn't worked, and how to refine ideas into viable businesses.

The first phase saw participants launch innovative ventures, proving that with the right skills, mentorship, and determination, great ideas can become real businesses.

One of the biggest transformations we witnessed was confidence. As participants developed their entrepreneurial and business skills, they also grew in their belief that they could build something meaningful.

Financial literacy was another key focus area. Many participants initially found it challenging, but seeing them begin to understand budgeting, pricing, record-keeping, and business finance was one of the most rewarding parts of the journey.

As Phase II begins, I'm excited to see a new generation of young CEOs embrace this opportunity, sharpen their skills, and build businesses that create opportunities for themselves and their communities.

Here's to the next wave of CEOs

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09/07/2026

The Balanced Scorecard GOATs 🐐

30/06/2026

Are your ducks in a row?

Ask yourself:
✓ Is our strategy clearly defined?
✓ Are our people aligned with our objectives?
✓ Do our KPIs measure what truly matters?
✓ Are departments working toward common goals?
✓ Is leadership communicating one clear vision?
✓ Are we investing in learning and growth?

If you hesitated on any of these questions, your ducks may not be in a row.

A Balanced Scorecard brings strategy, people, processes, and performance together—so the entire organization moves in one direction.

Aligning those ducks is the language we speak. Call/Whatsapp us today on 0718 500370 or Email us at [email protected]