Author: CIO Times

When you think of innovation, it’s easy to get caught up in buzzwords like ‘digital disruption’ and ‘cutting-edge technology.’ But for Absa Bank Botswana, digital banking is more than just about staying ahead of the curve; it’s about using technology to amplify human potential. It’s about crafting solutions that are inclusive, accessible, tailored to uplift those who need it most, and address real-world challenges.

Absa Bank, with its long-standing legacy and deep roots in the country, has embraced the digital era not as a disruptor but as a catalyst for positive change. Whether it’s through pioneering innovations like turning smartphones into point-of-sale machines or launching financial products that cater specifically to underserved communities, Absa’s journey is one of purpose-driven transformation. At its core, the bank’s story is about using technology as a force for good, about merging the power of innovation with the values of empathy and inclusion.

Absa Bank has pioneered a movement that’s transforming Botswana’s financial landscape, not by chasing trends, but by redefining what it means to be a financial institution in today’s world. And at the helm of this movement is Keabetswe Pheko-Moshagane, the Managing Director, who believes in going far by going together, pushing boundaries, and empowering others to do the same.

A Legacy Rooted in Botswana’s Financial Development

Established in 1950, Absa Bank Botswana is one of the oldest financial institutions in the country. Its long-standing presence has allowed it to witness and actively contribute to Botswana’s transformation from a developing nation into one of Africa’s fastest-growing economies.

The bank’s journey began with a focus on providing basic banking services to a largely underserved population. Over the years, it has evolved into a key player in Botswana’s economic development, offering a wide range of financial solutions tailored to meet the needs of individuals, businesses, and communities.

Absa’s resilience over the decades is a testament to its ability to navigate economic challenges, adapt to regulatory changes, and stay ahead of technological advancements. The bank’s strategic partnerships and integration with Absa Group Limited, a pan-African financial services provider, have given it the global backing needed to maintain its competitive edge while retaining a strong local focus. Today, Absa Bank operates with a robust network of branches, ATMs, and digital platforms, making it one of the most accessible financial institutions in the country.

A Leader Driven by Purpose and Passion

Keabetswe Pheko-Moshagane’s journey to becoming the Managing Director of Absa Bank is as inspiring as it is instructive. From her early career days in South Africa as a consultant for the telecommunications and banking sectors to leading one of Botswana’s most prominent banks, Keabetswe has consistently demonstrated a passion for financial inclusion and economic empowerment. Her leadership style is characterized by a unique blend of empathy, strategic foresight, and a deep commitment to making a difference in people’s lives.

For Keabetswe, her fascination with finance was sparked at a young age by watching her parents manage the family budget. Growing up in a developing economy, she witnessed firsthand the struggles that many families faced due to limited access to financial services.

This early exposure to financial inequality fueled her determination to create opportunities for others, especially in communities that are often overlooked by traditional financial institutions. Today, as Managing Director, she leverages her extensive experience and passion for financial inclusion to lead Absa Bank Botswana in developing innovative solutions that address the needs of underserved communities.

Navigating Challenges with Compassionate Leadership

The Covid-19 pandemic was one of the most challenging periods in recent history, and for Keabetswe and her team at Absa Bank, it was a true test of leadership. The pandemic brought about unprecedented levels of uncertainty and disruption, requiring swift decision-making and a compassionate approach to leadership.

Under Keabetswe’s guidance, the bank implemented a robust communication strategy that kept stakeholders engaged and informed during the crisis. This was accompanied by the adoption of new technologies to facilitate remote work and collaboration, ensuring that the bank’s operations remained uninterrupted.

Keabetswe’s approach during this crisis was grounded in empathy. She recognized that employees were dealing with a range of challenges, from health concerns to adjusting to remote work, and she made it a priority to lead with understanding and care.

Absa Bank’s commitment to supporting its customers during this difficult time was equally unwavering. Absa introduced a range of financial solutions to help clients navigate the economic challenges brought on by the pandemic, reinforcing the bank’s role as a trusted partner in times of need.

Embracing Digital Transformation

In a world where technology is redefining how businesses operate, Absa Bank has positioned itself as a leader in digital innovation. The bank’s strategic focus on becoming a digitally powered financial institution is not just about staying competitive; it is about leading the way in creating a more inclusive and accessible banking environment. Under Keabetswe’s leadership, the bank has launched a series of innovative digital solutions designed to meet the evolving needs of its customers.

One of the standout initiatives is the launch of Absa Mobi Tap, a software application that turns smartphones into point-of-sale (PoS) machines. This innovation is a game-changer for small businesses and entrepreneurs, allowing them to accept card payments with ease. By enabling even the smallest vendors to participate in the digital economy, Absa is contributing to the creation of a more inclusive financial system.

Another key initiative is the bank’s agency banking model, which was introduced to enhance financial inclusion in underserved areas. By leveraging existing retail networks and technology, agency banking makes it easier for people in remote areas to access banking services. This model not only reduces costs but also extends the bank’s reach beyond traditional branches and digital channels, bringing more people into the formal financial system.

Empowering Communities

Absa Bank’s commitment to financial inclusion goes beyond digital innovations. It is rooted in empowering communities, particularly those that have been historically underserved. Two of the bank’s standout initiatives in this regard are the SHE business account and the Enterprise and Supplier Development (ESD) program, both of which have made significant strides in enhancing financial inclusion and supporting local entrepreneurs.

The SHE business account is designed specifically to promote women’s financial inclusion and provide targeted support for Batswana women entrepreneurs. Recognizing that women play a vital role in driving economic growth, Absa Bank launched this account as part of its broader strategy to bridge the financial gap for female business owners.

The SHE account offers tailored financial solutions, networking opportunities, and mentorship programs aimed at equipping women with the tools they need to grow and sustain their businesses. Through this initiative, Absa Bank is not only fostering entrepreneurship but also contributing to the empowerment of women in Botswana’s business landscape.

In addition to the SHE business account, Absa Bank has also invested in developing ESD centers that focus on providing resources and support for small and medium enterprises (SMEs). These centers are part of the bank’s larger Enterprise and Supplier Development program, which is designed to help SMEs thrive in a competitive market.

By offering training, financial guidance, and access to financing options, the ESD centers play a crucial role in enhancing the capacity of local businesses to scale and compete effectively. The program is aligned with Absa Bank’s vision of promoting inclusive growth by ensuring that even the smallest enterprises have access to the resources they need to succeed.

Both initiatives reflect Absa’s holistic approach to customer engagement, where the bank doesn’t just offer financial products but also creates ecosystems that support long-term growth and development. By focusing on specific community needs, such as female entrepreneurs and small businesses, Absa Bank is strengthening its position as a bank that truly understands and responds to the needs of its diverse customer base.

At the Core of Absa Bank’s Vision

Absa Bank Botswana’s commitment to sustainability goes beyond corporate social responsibility; it is embedded in the bank’s strategic vision. The institution is deeply committed to integrating sustainable practices across all aspects of its operations, from lending criteria to energy consumption. In line with global Sustainable Development Goals, Absa has taken significant steps to lead the way in sustainable finance.

In 2022, Absa became the first bank in Botswana to publish a Sustainable Finance Issuance Framework (SFIF), a landmark initiative that sets guidelines for originating and raising green, social, and sustainable instruments. This framework aligns with international best practices and positions the bank as a key player in promoting environmentally and socially responsible investment in Botswana. Shortly after publishing the SFIF, Absa Bank issued its first sustainable bond on the Botswana Stock Exchange, a move that underscored the bank’s commitment to supporting the country’s transition to a more sustainable economy.

The bank’s sustainability agenda also includes initiatives aimed at reducing its carbon footprint and promoting renewable energy projects. By integrating sustainability into its core business strategy, Absa is not only contributing to the growth of Botswana’s economy but also ensuring that this growth is inclusive, equitable, and environmentally responsible.

Balancing Technology with Compassion

While digital transformation is central to Absa Bank’s strategy, the bank remains deeply committed to the human element of banking. Keabetswe believes that technology should enhance, not replace, human interaction. This philosophy is evident in the bank’s approach to customer service, where digital platforms are complemented by personalized support. Whether it’s through mobile banking apps or in-branch services, Absa ensures that customers have access to the assistance they need, delivered with empathy and care.

The bank’s commitment to ethical data usage is another area where technology and compassion intersect. Absa leverages data analytics to better understand customer needs and deliver personalized services, all while maintaining the highest standards of privacy and transparency. By prioritizing trust and integrity, the bank strengthens its relationships with customers and builds a foundation for long-term success.

Fostering a Culture of Collaboration and Diversity

At Absa Bank, diversity and collaboration are more than just catchphrases; they are fundamental to the bank’s success. Keabetswe understands that true diversity goes beyond gender and includes different skills, experiences, and perspectives. This holistic approach to diversity is reflected in the bank’s leadership team, which comprises individuals from various professional backgrounds and nationalities.

Collaboration is at the heart of Absa’s culture. The bank actively encourages cross-functional teamwork by creating opportunities for employees from different departments to work together on key projects. This approach not only fosters innovation but also strengthens the bank’s ability to respond to complex challenges with agility. Keabetswe herself leads by example, promoting a culture of openness, inclusivity, and continuous learning.

To support the development of its employees, Absa has implemented a range of programs focused on leadership development, mentorship, and skills training. The bank’s investment in human capital is not just about preparing employees for their current roles; it’s about equipping them with the tools they need to thrive in a rapidly changing world. By fostering a culture of growth and collaboration, Absa ensures that its workforce is ready to meet the challenges of tomorrow.

A Strategic Vision for the Future

Looking ahead, Absa Bank Botswana’s strategic vision is anchored in three core pillars: innovation, inclusion, and sustainability. The bank aims to be the leading financial services provider in Botswana by continuing to invest in cutting-edge technology, expanding its reach to underserved communities, and embedding sustainability into every aspect of its operations.

The bank’s digital strategy is centered on creating seamless and consistent customer experiences across all touchpoints. Whether it’s through mobile apps, digital wallets, or contactless payments, Absa is committed to making banking as convenient and accessible as possible.

At the same time, the bank recognizes that financial inclusion is not just about providing access to banking services; it’s about empowering people to achieve financial independence. Through initiatives like Spark by Absa, a digital wallet designed to serve both urban and rural populations, the bank is helping to bridge the financial divide and create opportunities for economic growth.

Sustainability remains a key focus for the bank as it continues to lead the way in promoting environmentally and socially responsible practices in Botswana. By aligning its business strategy with the Sustainable Development Goals, Absa is positioning itself as a catalyst for positive change in the financial sector and beyond.

A Legacy of Empowerment and Innovation

Absa Bank’s story is one of resilience, innovation, and a deep commitment to the people and communities it serves. Under Keabetswe’s visionary leadership, the bank has not only maintained its position as a market leader but has also set new standards for financial inclusion, digital transformation, and compassionate leadership. As the bank looks to the future, its focus remains on driving meaningful change, empowering communities, and building a more inclusive and sustainable financial landscape in Botswana.

In a world where banking is often viewed through the lens of profit and efficiency, Absa Bank Botswana stands out for its belief that banking is ultimately about people. Whether through pioneering digital solutions, promoting financial literacy, or leading sustainability initiatives, the bank continues to prioritize the human connection, ensuring that its progress is both inclusive and transformative.

A Tradition of Community, Innovation, and Elevated Experiences

In the spirit of empowering communities and nurturing meaningful connections, Absa Bank continues to redefine what it means to be a bank in today’s ever-changing landscape. This year has been marked by remarkable initiatives and significant milestones, reflecting the bank’s unwavering commitment to progress, innovation, and people-first values.

A Celebration of Resilience and Partnership

On October 4th, Absa Bank Botswana proudly hosted its 3rd annual Golf Day—an event that has quickly become a cherished tradition, uniting valued customers, partners, and stakeholders for a day of friendly competition, camaraderie, and shared purpose. In her welcoming remarks, Keabetswe Pheko-Moshagane, Managing Director, set the tone for the event by reflecting on the resilience that both the sport of golf and the business world require. “This year has been characterized as challenging, but it is heartening to note that we all have sailed through the challenges, partly because we managed our business with determination and focus,” she said. “Just like in golf, we may have missed a few targets along the way, but we never abandon the game—we keep going.”

The Golf Day was more than a sporting event; it was a celebration of Absa’s continued commitment to its community and its role as a trusted partner in Botswana’s financial landscape. The event also highlighted some of Absa’s key developments since last year’s Golf Day, including the repositioning of the Absa brand earlier this year. “In February this year, we repositioned our brand in the market, and we continue to amplify what we stand for as a brand. Absa is committed to showing human-centred empathy in all we do and providing a seamless experience to our customers because ‘Your Story Matters’.”

Attendees were also treated to updates on the bank’s enhanced offerings, such as the development of new solutions and products designed to meet customers’ evolving needs. This includes Absa’s enhanced insurance offerings to ensure clients’ peace of mind, the introduction of unsecured loans of up to P200,000 for SMEs, and the launch of unsecured bid bonds for business and corporate banking clients, all of which reflect its purpose of empowering Africa’s tomorrow, together, one story at a time.

Additionally, the top four winners of the tournament were given the incredible opportunity to travel and participate in the prestigious Magical Kenya Open ProAM Tournament in February 2025, fully funded by Absa. This gesture of recognition underlines the bank’s dedication to rewarding loyalty, talent, and perseverance.

A New Era of Exclusivity

Just a few days later, on October 7th, Absa Bank Botswana launched its exclusive Signature Card, crafted in partnership with Visa. Designed for a select group of Affluent and Premier customers, this sleek, metallic card offers access to a world of privileges that redefine the banking experience for Botswana’s top-tier clients. The Signature Card is not merely a payment tool; it is a symbol of exclusivity and luxury, offering benefits that elevate daily living.

Speaking at the launch, Keabetswe Pheko-Moshagane highlighted Absa’s mission to go beyond traditional banking and deliver experiences that matter: “The Signature Card is not just a payment tool but a symbol of exclusivity and luxury. It offers unmatched benefits and services tailored for those who value convenience and premium experiences.” With benefits such as global airport lounge access, exclusive discounts on luxury accommodations, tailored lifestyle rewards, preferential lending, negotiated rates, and priority banking services, the Signature Card positions Absa Bank Botswana as a leader in offering personalized, premier banking solutions designed to meet the evolving needs of its customers.

A Community Commitment

Absa Bank Botswana’s journey of transformation and growth also took a significant step forward with the official opening of the new Galo Branch in Francistown on October 23rd. The new and consolidated Galo Branch, strategically located in the revamped Galo Mall, merges the former Francistown Main and Galo Branches into one convenient location, offering a more efficient and accessible banking experience.

During the opening ceremony, Managing Director Keabetswe Pheko-Moshagane reiterated Absa’s commitment to the people of Francistown, stating, “Today, we celebrate the opening of our new branch and our continued dedication to serving the city’s residents and businesses.” Valeta Mthimkhulu, Retail Director, echoed this sentiment, emphasizing the importance of the new branch in enhancing customer experience through expanded facilities and digital offerings.

Beyond providing exceptional banking services, the Galo Branch embodies Absa Bank Botswana’s dedication to being a force for good within its communities. Initiatives such as the Ready to Work Programme, scholarships through the F.G Mogae Scholarship, and financial literacy trainings underscore the bank’s ongoing investment in uplifting the communities it serves. The new Galo Branch not only aims to make banking more accessible but also reflects Absa’s broader vision of empowering Botswana’s citizens through inclusive growth and development.

A Vision Rooted in Empowerment and Innovation

From Golf Day celebrations to the launch of premium banking solutions and the opening of state-of-the-art branches, Absa Bank Botswana remains steadfast in its mission to transform Botswana’s financial landscape. Each of these milestones—whether rewarding loyalty, enhancing customer experiences, or deepening community ties—is a testament to the bank’s enduring vision: to empower Africa’s tomorrow, together, one story at a time.

Through a people-first approach, Absa Bank Botswana demonstrates that true innovation is not just about technology; it’s about understanding the human experience and crafting solutions that elevate lives, communities, and possibilities for all. The future for Absa Bank is not only bright but shared, as it invites every customer, partner, and community member to be part of a journey defined by progress, resilience, and compassion.

Manuela Montagna is a dynamic and forward-thinking business leader, renowned for her innovative approach to digital transformation and data governance. With a proven track record of driving growth and efficiency, Manuela has successfully led numerous high-impact projects that have reshaped the digital landscape of her industry. Her expertise in leveraging cutting-edge technologies and her unwavering commitment to excellence have established her as a respected figure in the business world. Manuela’s vision and leadership continue to inspire her team and set new benchmarks for success in the ever-evolving digital business environment. Notably, she served as a judge for the inaugural and second editions of the Antonio Meucci Telco Awards (2023 and 2024) and was also a judge for the Genesis Lions’ Den in 2024.

The Journey

With over 30 years of experience in the Telco industry, Manuela has always been passionate about the technical side of mobile network implementation. She stepped into the telco industry from the university and just applied for a job that sounded interesting even though she knew close to nothing about it. She spent a few good years working at the core network vendor side and in R&D departments. In those years 2G was starting to be deployed, so Manuela became familiar with technical specifications (by ETSI at that time) and was able to provide implementation guidelines. 

Math’s, R&D and vendor experience have been the key pillars of her professional journey and the foundation for building her growth in the telco industry. Later in her career, she took a big step forward when she moved to the operator side and then joined CKH Innovations Opportunities Development (CKH IOD). 

Working for mobile operators, especially in the technical department gave Manuela the opportunity to develop a new perspective in approaching new challenges and her background facilitated reaching objectives. 

“Those were the years when I developed a passion for providing technical guidelines.

Working in an international environment and a mixed cultural and background team became a way of work that even increased my passion. More recent years in CKH IOD, as a member of the International Carrier Service departments (ICS), are the years when I have been able to express myself in a more complete way, where my background showed his value and it was crucial in bringing me to the professional level I am in now,” she shares.

A Role Full of Opportunities

In her role of Quality of Service (QoS) and Customer Experience Manager, Manuela is responsible for providing competitive QoS level of Outbound and Inbound international Roaming of Operating Companies. The role evolved over time. First, a new mindset was necessary to approach roaming QoS in a holistic view. To do that she set up a new framework that included processes and tools engaging all Opcos. The main purpose was to best share experience, knowledge, and support and to coordinate a QoS “Virtual” Team that focuses on Quality of Services results. QoS Virtual Team is made of references within each Opcos organisation: every single member belongs to his local organization & all members work together in analysing the quality of services monitoring results, support each other in troubleshooting and sharing best practices. The team is using a single system to measure roaming quality and has access to each other measurement details to facilitate cooperation and best sharing. All of the above was the foundation of the role, then QoS monitoring became BAU activity and QoS became a familiar topic at various management levels in the company. 

But QoS is a technical topic. To be recognized for its value it must be communicated in an agile and “easy to sell” way, and Manuela thought that what is provided by the industry specialized in the matter, although fundamental, is not good enough to meet that scope. She then took a step forward and implemented a new concept for measuring the Quality of Services: a Single Quality Indicator (SQI) provides a single number to measure quality, aggregating a single number to measure services, for each technology and from each type of traffic (i.e. live traffic, test traffic, network related traffic, device-related traffic).  

SQI has a layered structure to deep dive into, from the top level which is the single number down to the bottom level which is the single KPI. The new SQI concept was awarded among “THE MNO INNOVATORS 2021” (Rocco Award) where CKH IOD received third place as MNO INNOVATOR. Manuela was awarded among ROCCO100’s “Top 10 Most Influential People in Roaming and Interconnect 2022”. CKH IOD QoS monitoring solution set CKH IOD among the front runners and models in the QoS space. In more recent years Manuela engaged with the industry and supported the implementation of new guidelines (GSMA) QoS related by chairing a few working groups.

Overcoming Challenges and Emerging a Leader

Manuela had to overcome prejudices, for being a woman working in a technical environment that for too long was considered almost off-limits to women. She was too young, not prepared to react and not able to stand up and stick to her point. It was a long time ago and this industry has come a long way. Unfortunately, one cannot avoid such an attitude to show up, and when it happened again later in the years, she was strong enough to confront it and stop it. 

“The only strength to help in such circumstances is the confidence in yourself, and confidence can only come with awareness of one’s abilities. If you are confident in yourself, you cannot go wrong. I am proud to work now in a company where such attitude is unknown,” she says.

As a leader, Manuela has a lot of experience in managing big teams. That experience gave her the opportunity to work closely with different personalities and attitudes and to learn how to adapt her leadership skills according to circumstances. 

In CKH IOD she is coordinating a team that she does not manage since each team member belongs to his own organisation: respect, open mind, a sharing approach, welcome every single member’s contribution to global performances facilitated the creation of a strong team that grown in confidence and became more and more autonomous in QoS monitoring performances.

In a different environment (GSMA working groups) Manuela is leading working teams where members come from mobile operators, vendors, and highly knowledgeable profiles with various levels of seniority. She coordinates the teams bearing in mind that each member’s contribution is fundamental to achieving the objectives. She must be humble enough to acknowledge that she does not necessarily need to have all the right expertise(!), while the team does! She has to guarantee that every single contribution is welcome and makes the team achieve its objectives. 

“In a more broad sense, my leadership in the QoS space as one of the front runners in the matter has been recognized by the industry. That gives me the opportunity to support with more strength ICS projects,” says Manuela.

The Company

CKH IOD adds value and efficiency that OpCo’s can’t create on their own. It was created in 2017 with the agility, fast pace and high energy of a start-up and backed by the stability and security of a big corporation. Various departments in CKH IOD contribute to the objective:

• Enterprise Services, working with the customers helping them to boost efficiency and drive growth through better connectivity, mobility, communications and collaboration.
• MVNO & IoT, to access to a world-class global network and the core systems that will transform how the customers offer their services.
• Digital Products, building the best digital services portfolio to be able to support current and future consumer needs.
• CK Delta, innovating with data to deliver transformational business performance and creating measurable and impactful solutions through data-led design.
• Group Technology, developing and supporting CKH IOD solutions.
• International Carrier Services, Single point of contact for negotiating wholesale roaming and carrier services with CK Hutchison’s mobile networks.

Key Factors Driving QoS

Quality of Service (QoS) in telecommunication was considered for too long as to be provided only in “best effort”. It is only during the last few years that the industry realized that it has to be provided with the support of proper framework, processes and tools and therefore no more as best effort but as regular activity.

Manuela shares that the major key factor to drive QoS is to realize that it does not come guaranteed! It could sound like an obvious sentence, but it is not: it was the underlying approach of a “best effort” mode. Quality of Service needs to be measured, and to be measured it needs to be monitored, and to be monitored it needs to have the right framework in place. That is why “QoS” on its own could be too vague, while QoS monitoring conjugates better what quality of service is about. 

Telecommunication services can degrade in quality since telco networks can be affected by faults and faults may have an impact on services. Depending on the type of faults, the service offered to customers can have a minor impact that can be unnoticed or a major impact that can prevent the service from being used. 

Without a proper framework in place, in best-effort mode, mobile operators can only react to a service degradation that has affected end customers. There is a way to detect service degradation in time, so as to avoid the end customer having to suffer to use a service. Technology is there to support; implementation guidelines are there to support (by GSMA) and quality of service monitoring is the answer. With new technologies, especially with 5G SA in the international roaming environment, QoS monitoring plays a crucial role, from core network implementation to roaming agreement negotiation.

Ensuring a High-quality Customer Experience 

CKH IOD puts in place a QoS monitoring framework that allows them to measure the quality of roaming services that their customer get when roaming abroad, as well as to measure the quality of services that they offer to customers roaming into their networks.

They measure all service-type quality in a proactive way. They try to detect quality issues in advance, prior to the customer experiencing the fault. The best example of their proactive approach benefit was monitoring during the pandemic: without roaming traffic, they generated test traffic to measure the quality of services and were able to spot and fix quality issues.

In the unfortunate events of faults affecting customer experience, with the right process in place, CKH IOD’s QoS Virtual team can take action quickly, replicate in a test environment the fault and fix it, and then double-check on live traffic. The process is circular until the issue is finally resolved.

CKH IOD measures services on all different technologies, including the latest one which is 5G (NSA). They apply technical guidelines (by GSMA) with Manuela being active in the QoS monitoring guidelines area and the chair of the working team that is delivering guidelines to cover the 5G environment. They will be ready to measure the quality of 5G SA as soon as technical guidelines for 5G SA are released.

Working in an international roaming environment CKH IOD liaises with roaming partners to ensure high quality experience. They also benchmark QoS per country. On their roaming inbound, they support RP complaints troubleshooting. They reassure RP’s concerns about quality by adapting their QoS model to the partner’s needs. They also provide QoS monitoring for partners roaming into their networks and on their roaming outbound they provide QoS assessment to RP’s.

Innovation for Enhanced Quality

CKH IOD supported Manuela with no hesitation when she first came up with the idea of the Single Quality Number, and that was not obvious, since she was deconstructing a concept that was used for years. That was the turning point in embracing innovative practices to enhance service quality. 

CKH IOD QoS model started to be exposed to the industry and it became one of the models to inspire others. The whole team she is working with (ICS) is supporting her. It is feeding her with inputs and innovative proposals that are integrated into their QoS model to adapt to new needs, with a common purpose to ensure a competitive level of QoS for outbound and inbound roaming.

CKH IOD recently submitted a QoS Initiative proposal to the industry (IO) to highlight the benefit of QoS monitoring and to stimulate the discussion around the reasons why mobile operators are not up to speed yet with a proper QoS model. They have had a model in place for a few years, they can understand objections and constraints that operators might raise, and they can support the discussion in identifying and overcoming showstoppers. Manuela and the team identified major questions to be asked to mobile operators to identify obstacles for setting up QoS monitoring and a survey has started.

Trends in Customer Experience Management 

Manuela believes that customer experience management needs to adapt to a variety of customers expecting exciting experiences. Customer demand has changed, voice data and SMS which have been driving customer experience until now, are now overtaken by what customers expect to get. She also refers to the experiences offered by new technologies. 

“New terminologies like Augmented Reality, Self-driving car, Smart Home, and Smart City, are familiar to customers in these days, not to mention Gigabyte per second’s power! Customers demand those types of experiences! It is our responsibility to meet customer experience but also to be realistic and offer an experience that is manageable, and not all the above are at this point in time. The whole industry is working to implement all new futuristic scenarios, but we all know that the future needs time to become a reality,” says Manuela.

Her excitement is to keep up as fast as possible with new scenarios, and to be ready as quickly as possible to measure the quality of new scenario services! The QoS model that CKH IOD has in place is already considering customer experience when measuring quality, where customer experience is a subjective experience while network performance is by definition an objective measurement. The next ambitious step will be to incorporate in QoS Model 5G new customer experiences.

Focusing on the Goals

In the international roaming space, Manuela shares that the main goal is to be ready to use new technologies and to implement new use case scenarios. Quality of roaming services cannot be statically provided since roaming services are evolving. QoS they are used to knowing is becoming obsolete: the new objective is to evolve QoS so as to incorporate the newest technology which is 5G SA. 

In 5G SA QoS has a fundamental role, since 5G core network implementation is based on a QoS model, whose core is QoS flow. 5G services QoS monitoring is based on the QoS model, whose core is network performance and customer experience. The ambition is to combine those 2 models, so as to have a comprehensive QoS monitoring capability and the work has already started.

“Another big goal is to be ready when the time will come that a Roaming Service Level Agreement will be required, and for 5G SA, it won’t be an option any longer. QoS control is a fundamental procedure in 5G: in a roaming relationship scenario, both network parties must be able to ensure that the QoS parameters of roamers are within the limits of the roaming agreement. The only way to ensure that, is to have in place the right QoS monitoring framework and the work has started,” concludes Manuela.

Kashifu Inuwa Abdullahi, a distinguished Nigerian technocrat, currently serves as the Director-General of the National Information Technology Development Agency (NITDA). With a career spanning over two decades in both the public and private sectors, Abdullahi has been instrumental in driving Nigeria’s digital transformation.

His leadership at NITDA has seen the implementation of strategic initiatives aimed at fostering innovation, digital inclusion, and job creation. A Cisco Certified Internetwork Expert (CCIE) and an alumnus of prestigious institutions like MIT and Harvard, Abdullahi’s expertise and vision continue to shape Nigeria’s IT landscape, making him a key figure in the nation’s journey towards a robust digital economy.

The Professional Journey

Kashifu’s professional journey started from childhood because he believes his community and his family’s core values are what shaped and created his own career profession. He was born and raised in a community full of artisans; a community where every person stands out and gets noticed. “If you are looking for the best carpenter, best bricklayer, or best artisan in my society, you need to come to my community. My family core values are essential. My dad was always insistent that we need to be different and create value in whatever we do. This really helped shape my career,” he proudly shares.

Kashifu was inspired by an artisan who repairs electronics to study computer science. After his degree, he was also inspired by colleagues during his NYSC to challenge himself, to challenge the status quo, and do something different that can create value. After testing his skills in computer science, Kashifu found himself moving files from one office to another on a 9 to 5 basis. He challenged himself, asking why he should be a computer scientist just moving files. He requested his supervisor to give him an opportunity to develop a website for the organization he served with. He told Kashifu, “This is a government company. We don’t have money.” He replied that he could use his monthly allowance to fund it. So, Kashifu used his NYSC monthly allowance to pay for the domain name and hosting.

This opportunity allowed him to create value and get noticed. After developing the website, Kashifu included his details, and within five months, he was contacted by a company to develop a website for them, which they paid him 1.5 million Naira in 2003. Starting his career as a network engineer, Kashifu always had the urge to make a difference and avoid routine tasks. He supported customers to solve problems, eventually becoming the lead of the IP backbone, which is the highest networking site in the world. 

He realized that if he continued focusing solely on networking, he would not grow, so Kashifu branched out to solution design. He was supporting a customer who paid a lot of money for an ERP system but wasn’t getting value for their investment. Kashifu realized that what they needed wasn’t an ERP; they could use Microsoft Excel to solve their issues. This led him to understand that technology is just a means to an end. The end goal is how to support customers in using technology to deliver value propositions.

Kashifu aspired to become a Chief Information Officer, and he got an opportunity to work with the Central Bank of Nigeria as a technology architect. His dream was to be the CIO of the Central Bank, but he also had the chance to work with the then DG of Media as a technical assistant. Eventually, he became the Chief Information Technology Officer of Nigeria, which is equivalent to the CIO of Nigeria. 

“From aspiring to be a CIO of a company, I found myself becoming the CIO of the country. That’s my career in brief,” he says.

Challenges in the role of Director-General 

For Kashifu, the most challenging task was managing people. Transitioning from managing devices to managing people was difficult. Starting as a network engineer, software developer, and technology architect, he suddenly found himself in a management role. This was the most significant challenge. Additionally, coming from a private sector mindset to a government organization like NITDA posed another challenge. The mindset of public servants differs greatly from that of the private sector.

The biggest challenge for him was setting the mindset of public servants to become a customer-centric organization. The organization needed staff to view their roles as a calling rather than just a routine 9 to 5 job. Kashifu initiated a change to make the agency a smart organization, focusing on resetting mindsets and developing skill sets. He established leadership principles, emphasizing clarity in everything the team did. 

He recognized that people often resist change because they don’t understand the reasons behind it. Therefore, he created clarity for every task, selected a vision for the agency, defined the core values, and conducted culture orientation. This helped unleash energy in the people, changing the mindset from “This is a government job; I will get my salary regardless” to a more engaged approach.

Building trust was crucial. Trust changes everything; when trust exists, people go the extra mile. Kashifu and his core team ensured clear vision objectives from the corporate level down to individual KPIs, holding people accountable with a reward and consequence system. This approach has helped NITDA achieve a lot as an agency. 

“Beyond that, we also focused on what lies ahead. If we only concentrate on today’s success, we risk losing out in the future. We have a dedicated team focusing on upcoming trends and how we can influence the ecosystem. These leadership principles really helped in changing mindsets, creating capacity, and fostering a psychologically safe environment where people can contribute and learn,” says Kashifu.

Committed to Growth 

National Information Technology Development Agency (NITDA) aims to train a million Nigerians in 12 skills that are in high demand globally, locally, and internationally. NITDA’s goal is to position Nigeria as a talent net exporter to bridge the global talent gap. The second pillar is to build a technology-robust ecosystem. It views digital literacy and talent development as quick wins, but also needs to invest in deep research in six emerging technologies: AI, IoT, UAV, blockchain, robotics, and additive manufacturing.

The third pillar focuses on strengthening policy implementation and the legal framework to create an enabling environment for Nigerians and businesses to thrive. The fourth pillar promotes inclusive access to digital infrastructure and services, with interventions in unserved and underserved communities. The fifth is to strengthen cybersecurity and enhance digital trust so that citizens can confidently use technology.

The sixth pillar nurtures an innovative and entrepreneurial ecosystem. As NITDA trains citizens and provides access to technology, it also encourages, mentors, incubates, and accelerates startups, providing funding for them to grow their businesses. The seventh pillar is forging strategic partnerships and collaboration, recognizing that success requires working together as an ecosystem.

Lastly, internal transformation is essential. 

“As we regulate and develop this emerging market, we must keep pace with rapid changes. We invest in training our people, changing mindsets, cultural reorientation, and using technology to automate processes for a more efficient organization. Strong institutions are critical for driving Nigeria toward achieving its vision for digital transformation,” explains Kashifu.

Initiatives Making a Difference

National Information Technology Development Agency (NITDA) has many initiatives, such as the Digital Learning Centers aimed at remote, unserved, and underserved communities. These centres provide access to technology, and a recent Google study shows that for every $1 invested, you can create $8 in economic value. NITDA has implemented more than 1,500 centres across the country.

Additionally, it is focusing on innovation hubs, aiming to establish one functional hub in every state. It’s not only about skills but also using those skills to solve local problems. It has partnered with donor agencies like JICA to implement the iHatch initiative, which started as a pilot in Abuja last year and has now expanded to six geopolitical zones and 36 states. Each state has a trained hub manager to help incubate ideas and support startups.

Significant Achievements 

Kashifu considers digital literacy and talent development as the key achievements for NITDA. Talent is the people component of technology; one cannot develop technology without skilled individuals. NITDA has implemented digital literacy initiatives and improved access to digital infrastructure and content, impacting over 3 million Nigerians through its Digital Learning Centers in the past four years. Recently, it received an award from Coursera as the most impactful organization for using their content to help Nigerians learn technology.

Promoting Digital Inclusion and Innovation 

National Information Technology Development Agency (NITDA) is implementing the Nigerian Startup Act, which encourages innovation. Prior to this, it had initiatives for learning centres and innovation hubs that helped turn ideas into products and services. These efforts have significantly boosted innovation and strengthened the ecosystem. Today, Nigeria boasts the most vibrant tech ecosystem in Africa, with six of the seven unicorns on the continent originating from Nigeria. Providing talent, infrastructure, enabling environments, policies like the Nigerian Startup Act, and access to seed funding have all contributed to this success.

Many startups have benefited, such as those from the iHatch initiative. For instance, Xolani Health generated $120,000 and went through our acceleration program, turning ideas into products. NITDA provided seed funding, and since then, they have raised over $60,000. It has also showcased many startups on international platforms like GITEX in Dubai and LEAP in Saudi Arabia, where two of its startups won $150,000 each during these events.

“We encourage co-creation and co-design in everything we do, fostering a participatory framework that builds a social contract with the ecosystem. In the past, the government created policies in isolation, but now we engage critical stakeholders to ensure every policy or regulation serves the ecosystem. This approach has been vital for our success,” concludes Kashifu.

Quote: “NITDA’s role is to develop, regulate and advise on Information technology in the country through regulatory standards, guidelines and policies.”

Quote: “We drive digital transformation to empower Nigerians through digital innovation, accessibility and enabling regulations.”

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Kabbani Construction Group (KCG) is a prominent conglomerate within the construction sector, established in 1977. Since its establishment in 1977, KCG has continuously evolved its vision to meet the changing demands of the construction industry. It is renowned for providing comprehensive specialized contracting and engineering solutions, as well as professional maintenance and specialized services across the industry. Initially focused on traditional methods and basic infrastructure needs, KCG has expanded its expertise to encompass specialized areas like marine construction, tunneling, digital construction, and archaeology.

A Pioneer in Construction

With a focus on the MENA region, KCG offers a diverse range of services including infrastructure construction, oil & gas contracting, sustainable energy EPC, and transportation & utility tunnel construction. Additionally, the group manufactures high-quality heavy steel structures, precast concrete, and exterior insulation and finish systems (EIFS). KCG’s commitment to excellence extends to its maintenance and services division, which delivers an array of pre- and post-project services, encompassing civil & electromechanical maintenance, underground utilities, road and marine works maintenance, and more, ensuring a holistic approach to building and construction.

Recognizing the need for diversification, KCG has embraced a wider range of project types. A recent example is the comprehensive transformation of the King Salman Airbase in Riyadh.  This project involved a significant scope of work, including earthwork, asphalt work, concrete pavement, stormwater management, AGL (Above Ground Level) utilities, electrical work, communication systems, and airside assistance infrastructure. This complex project required meticulous planning and execution to ensure a smooth transition while adhering to strict safety regulations. KCG’s experience in various sectors, from infrastructure to demolition, proved instrumental in delivering this project on time and within budget.

In 2012, Hatem Salaheldin became the Group CEO at KCG. Under his leadership, KCG has grown significantly with revenue and profitability tripling. KCG has also expanded its services to include marine construction, tunneling, and digital construction. It has invested in port facilities, coastal protection structures, and offshore installations. The company has also embraced digital construction technologies like BIM, virtual reality, and artificial intelligence to optimize project planning and execution. KCG has also integrated archaeology into its vision, preserving cultural heritage in a region with a rich history. This approach positions KCG as a comprehensive solution provider in the construction industry, ensuring excellence and meeting market needs.

A Diligent Leader

Hatem’s career with KCG began in 1998, managing a joint venture between KCG – Isam Kabbani and Partners with Saudi Bin Laden Group for the Al Rehab Residential City project in Egypt. This exposed him to leadership in a large construction project. After the project, he helped establish KCG in new markets. In 2005, he launched the Dubai branch, securing the Dubai Mall project within a year. This success continued with branches in Abu Dhabi (2008), Oman (2010), and Kuwait (2012), securing major projects in each region. Since then, he’s been a part of the changes in the construction industry during this time at KCG.

In construction, new challenges are a daily occurrence. Hatem’s approach involves a data-driven, collaborative methodology:

• Information Gathering: He begins by gathering extensive data from various sources, including reports, and site personnel (planning, quality, operations, procurement, contracts), to thoroughly understand the problem and our current situation.
• Root Cause Analysis: Next, a comprehensive analysis takes place to pinpoint the exact problem, its magnitude, and KCG’s position within it.
• Solution Development: Here, Hatem involves all relevant parties, including those directly involved in the problem and experienced individuals, to brainstorm potential solutions.
• Implementation & Monitoring: Once a solution is chosen, clear communication ensures everyone understands their role and the project roadmap. He closely monitors the actions taken, assessing both their effectiveness and timeframe.

Delivering Consistently high-quality Projects Even Amidst Challenges

KCG employs an integrated system of Total Quality Management (TQM) to maintain high-quality standards across various sectors and countries in the MENA region. This approach encompasses a comprehensive set of processes implemented from labor to top management, ensuring that quality is ingrained in every aspect of the company’s operations.

Key components of KCG’s TQM system include rigorous quality control measures, continuous improvement initiatives, and alignment of management objectives with established standards. By systematically integrating quality management into its organizational culture and practices, KCG can consistently meet and exceed customer expectations while ensuring compliance with industry regulations and best practices. This commitment to quality enables KCG to uphold its reputation for excellence across diverse markets and sectors within the MENA region. For instance, its rigorous quality control measures include utilizing advanced inspection techniques throughout the construction process. 

Sharing one of the most challenging projects, Hatem speaks about the project that involved constructing 1,600 villas across eight remote locations in Saudi Arabia. While not inherently difficult, the project encountered several hurdles:

• Limited Flexibility: Working with a government client restricted adaptability during the project.
• Pandemic Impact: COVID-19 disrupted supply chains and caused delays.
• Inadequate Management: The initial team lacked the expertise to handle project complexities.

These challenges demanded decisive action. Hatem replaced the management team and implemented solutions to address supply chain disruptions and navigate limitations within the government contract. This experience highlighted the importance of agile leadership, robust supply chain management, and effective client collaboration for project success.

The Strength of Innovation 

Team KCG is committed to innovation in engineering solutions which is evident in its recent projects, where it implemented Building Information Modeling (BIM) and SCAN to BIM technology. By incorporating these advanced methodologies alongside the Revit program, the team was able to revolutionize the way it approached project design and execution.

“BIM engineering allowed us to create comprehensive digital representations of the project, enabling us to visualize and simulate various design scenarios before construction even began. This not only facilitated better coordination among different teams but also helped in identifying and resolving potential clashes or discrepancies early on, thereby enhancing project efficiency and reducing costly rework,” shares Hatem.

Additionally, the integration of SCAN to BIM technology further bolstered KCG’s capabilities by enabling it to convert point cloud data obtained from laser scanning into precise 3D models. For instance , the KAFD project which involved implementing real-time weld inspections using ultrasonic testing equipment, ensuring the highest quality in critical structural components. This not only provided them with accurate as-built information but also enabled them to seamlessly incorporate existing structures or conditions into KCG’s design process.

Green Initiatives

Elaborating on KCG’s initiatives towards incorporating sustainable practices in its projects, Hatem shares that KCG established a Sustainable Energy Services and Materials Division. It has opened a dedicated division focused on sustainable energy services and materials. This division is responsible for researching, sourcing, and implementing renewable energy solutions and environmentally friendly construction materials in KCG’s projects.

KCG is also focused on Carbon Emissions Reduction. It prioritizes reducing carbon emissions in its projects by implementing energy-efficient design principles, utilizing low-carbon construction materials, and adopting construction methods that minimize environmental impact. This includes employing technologies such as Building Information Modeling (BIM) to optimize energy usage and reduce waste.

“We actively pursue green building certifications such as LEED (Leadership in Energy and Environmental Design) and BREEAM (Building Research Establishment Environmental Assessment Method) for our projects. These certifications validate our commitment to sustainable construction practices and provide tangible evidence of our projects’ environmental performance. Our commitment to sustainable materials is evident in our work on the NEOM Construction Village project,” says Hatem.

KCG has also expanded its services to include renewable energy solutions. Expanding KCG’s services to include renewable energy solutions was a strategic decision driven by several factors. Firstly, it was inspired by a deep commitment to sustainability and environmental responsibility. Recognizing the urgent need to transition towards cleaner and more sustainable energy sources, Hatem saw an opportunity to leverage KCG’s expertise and resources to make a positive impact in this space.

Additionally, the growing global demand for renewable energy presents a significant business opportunity for KCG. With the Kingdom’s ambitious goals to diversify its economy and reduce its reliance on oil, investing in renewable energy aligns perfectly with its long-term vision for growth and diversification.

“Since venturing into renewable energy solutions under my leadership, KCG has experienced several positive impacts on the business. Firstly, it has allowed us to tap into a rapidly growing market segment, positioning us as pioneers in the field and opening up new revenue streams. By offering comprehensive renewable energy solutions, including solar and wind power systems, energy storage solutions, and smart grid technologies, we have been able to attract new clients and secure lucrative contracts both domestically and internationally,” he shares.

Making Technology its Ally

KCG is harnessing technology to revolutionize its construction methods on multiple fronts. Firstly, on an organizational level, it has implemented an advanced Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) system, coupled with a robust document management system. These tools streamline operations, enhance communication, and ensure efficient project management from start to finish.

Operationally, KCG is at the forefront of leveraging robotics in construction processes. For instance, it has integrated shotcrete robots into its workflow, significantly improving the speed and precision of concrete applications. This has increased concrete application speed while maintaining exceptional quality control, thereby enhancing both quality and productivity.

Moreover, KCG is embracing modern construction methodologies such as Prefabricated Prefinished Volumetric Construction (PPVC) and 3D printing. “PPVC enables us to construct modular components off-site, minimizing on-site labor and accelerating project timelines while maintaining stringent quality standards. Similarly, 3D printing technology allows for the creation of complex structural elements with unprecedented speed and accuracy, offering new possibilities in design and construction,” explains Hatem.

Trends in the Industry

Hatem and his team foresee several emerging trends that will shape the industry in the next five years:

• Green Construction: Sustainability is becoming increasingly important in construction projects worldwide. In Saudi Arabia, there’s a growing emphasis on green building practices to minimize environmental impact and reduce energy consumption. Embracing eco-friendly construction materials, energy-efficient designs, and renewable energy sources will be key to staying competitive.
• Smart Cities and Infrastructure: Saudi Arabia is investing heavily in smart city initiatives and infrastructure development to support its Vision 2030 goals. This includes the implementation of smart transportation systems, digital infrastructure, and sustainable urban planning. Aligning KCG’s services with the evolving needs of smart cities and integrating smart technologies into its projects will be critical for long-term success.
• Workforce Skills and Training: As construction methods become more advanced and technology-driven, there will be a growing need for skilled workers with expertise in digital tools, automation, and sustainable practices. Investing in continuous training programs, upskilling KCG’s workforce, and attracting top talent will be essential for meeting future project demands and maintaining its competitive edge.

To prepare the KCG organization for these emerging trends, Hatem and his core team will:

• Invest in Research and Development: Allocate resources to research emerging technologies and construction methods, and pilot innovations to assess their feasibility and effectiveness.
• Strategic Partnerships: Form strategic partnerships with technology providers, prefab manufacturers, and sustainability experts to leverage their expertise and stay at the forefront of industry developments.
• Talent Development: Establish training programs to upskill its workforce in areas such as BIM, sustainability practices, and digital construction technologies. Additionally, focus on attracting and retaining top talent with specialized expertise in emerging areas.
• Adaptability and Flexibility: Foster a culture of adaptability and innovation within the organization, encouraging employees to embrace change and explore new ways of working to meet evolving client needs and industry trends.

Greeting the Future

KCG’s future looks promising with its vertically integrated model and 20+ specialized contracting activities. Each unit operates efficiently, gaining expertise and positioning KCG as a regional construction leader. The goal is to be the largest contracting group globally.

KCG Prioritizes:

• Technology: Incorporating new technologies into processes.
• Market Education: Advocating for innovative and sustainable construction practices.
• High-Quality Execution: Completing projects with minimal environmental impact and superior quality.

“KCG is expanding specialized contracting while developing expertise in general contracting like infrastructure and special buildings. The focus is on quality growth, attracting selective clients, and building a foundation for regional and then international expansion,” concludes Hatem.

A Message for Aspiring Entrepreneurs

For aspiring entrepreneurs, Hatem asks them to focus on their core competence.

“Passion is important, but hone your natural talents and areas of expertise. Dedicate yourself to becoming the best in your chosen field – that’s where true achievements lie. If your passion aligns with your expertise, that is an ideal scenario, but prioritize your strengths for success.”

Quote: “Our mission is to provide the Arab world with local & reliable services in a variety of sectors and products.”

Quote: “My guiding principle is the belief that with faith and perseverance, we can achieve what we once thought impossible.”

Quote: “We are simply providing solutions for a future of success.”

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