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Friday, 19 April 2024

Is the BPP Worth its Salt? – In Response to Takula Lenyatso


Kago Mokotedi

We read with shock the statement of one Takula Lenyatso of the BPP in the local media in which he attempts to ridicule the statement by UDC President Cde Duma Boko on the death of Fidel Castro. It is not in my nature to respond to ideologically-naked and pubescent statements but I felt compelled to do so in this instance in defence of Fidel Castro, socialism, and the unity of the UDC.


This statement is neither an isolated incident nor a frank and honest criticism of Boko’s stance in celebrating the life and legacy of Castro. The statement is a culmination of many controversial incidents and statements by the BPP’s young turk. These political gymnastics and acrobatics of Mr Lenyatso and the BPP must be confronted head-on in defence of principle and the legacy of Fidel Castro.


It seems clearer by the day that the BPP cadres (mainly the ‘flat cap arrivalists’) have adopted a pernicious and reactionary marketing strategy in which its young cadres will provoke the mighty BNF and its leader to make newspaper headlines and in the process positioning their party in the public discourse.


It doesn’t end there. The young folks have gone further and adopted a provoke-and-later-apologise strategy in which they provoke the BNF and after causing uproar, pen an apology to calm the storm.     


For the record, I am a student of Marx and Lenin, and wholly subscribes to the ideal of open, frank and honest criticism even from within party ranks. Lenin characterises this open and frank criticism as one of the fundamental components of cadre discipline.


Mr Lenyatso in his latest onslaught on Cde Boko writes that ‘President Boko recognised Fidel Castro as his inspiration, and hailed the Commander as a hero. Duma Boko was wrong’. This is astonishing to say the least. Mr Lenyatso betrays his already-in-doubt Pan Africanist credentials by denouncing the legacy of Fidel Castro.


He comes across as a piecemeal reader of the Cuban Revolution and the role of Castro in Africa. I posit that Castro played a decisive role in assisting many Pan-African and Marxist oriented political formations at the height of decolonisation. Unlike Takula’s liberal’s friends who shunned liberation struggles waged by the peoples of Africa against colonial rule, Castro supported the struggle.


He was an astute internationalist who valued solidarity. As a progressive, Castro rejected racism, imperialism and the exploitation of the African resources.  Castro dared to confront mankind’s worst enemy- Capitalism and exploitation. Surely Castro passes the test of being a hero and an inspiration. Boko was correct to honour this stalwart.


Takula and the BPP depict an acute misreading of history and the contribution of Castro in the liberation of Africa. Who can forget the watershed and decisive cuito cuinavale victory in which thousands of Cuban lives were lost for the independence of Africa?


 Mr Lenyatso’s piecemeal critique on the legacy of Castro does not account for Castro’s active and practical involvement in the dismantling of Apartheid in South Africa.  It is disappointing for a man of Mr Lenyatso’s intellect to analyse Castro from a laissez-faire prism of human rights and democracy without appreciating the geo-political context under which the Cuban revolution was waged on.


I wonder if Mr Lenyatso is aware that western democracy is not the sole omnipotent system which is God-given or inherently natural.  The Cuban context required a tailor-made equitable system to address the injustices of fascist oppression which oppressed the Cuban people for decades. Castro hated, with passion the people who presided over the murder of Sankara, Mondlane, Cabral and many heroes and heroines of the African struggle.


I must admit that the legacy of Castro is subject to many interpretations and misinterpretations. However, it is nerve wrecking for a member of a dinosaur Pan Africanist movement to delegitimise the role of Castro in defending human rights and supporting the people’s revolutions across Africa, Latin America and the Caribbean. 


Castro is known for his contribution in fighting an evil system called Apartheid and racism. Castro was a champion of the poor and he enormously assisted the peoples of Africa in areas such as health care and education. I suspect that even in Mr Lenyatso’s native village, Castro’s footprints are visible in that Cuban doctors have served across the length and breadth of Botswana.


After reading Mr Lenyatso’s diatribe I wondered what will Motsamai, Matante, Mandela, Neto, Cabral, Mondlane, Machel, Garvey, Malcolm X and all other Pan-Africanist would have said if they were still alive. My guess was that they would have remarked; Is the BPP worth its salt? This question is an indictment on Mr Lenyatso and the BPP leadership to answer and convince some of us to the contrary.


Their bona fides and commitment to regime change seems unsatisfactory.  The silence of the BPP leadership and its inaction to put a leash on Mr Lenyatso invites nausea and revulsion on my part. On the eve of Kalakamati bye-elections, the same bandits pulled stunts and made some Judas Iscariot pronouncements which compromised the unity of the UDC ahead on an important bye-election.


The silence of the Pan-Africans within the   BPP in the midst of irresponsible and knee-jerk utterances made by Mr Lenyatso remains a paradox!  Without a doubt, an attack on the credentials and legacy of Fidel Castro is an attack on Pan Africanism (by extension the BPP).


Mr Lenyatso knows internal party processes in which he could have advanced his anti-Castro stance and persuaded the leadership to be indifferent on his death. Instead he engages in an egoist crusade to attack the leader of the BNF/UDC in the media and belittle the legacy of Castro.


That cannot be constructive, honest and frank criticism as Lenin conceptualised cadre discipline. With this response Mr Lenyatso (and your handlers, if any), be informed that we will meet eyeball to eyeball to defend the BNF and the unity of the UDC. This time around, your provoke-and-later-apologise strategy won’t stick. Is the BPP worth its salt- I wonder!!!


As progressives, we are advised by Chairman Mao to be always vigilant in the midst of ideologically impotent sections of the society such as Mr Lenyatso. Without vigilance, these characters will pollute the rank and file of a mass based organisation and potentially derail the revolution.


It is common cause that Mr Lenyatso’s record in opposition politics is somewhat untidy and in suspect. I remember whilst at the University of Botswana, he was a member of the BMD. After realising that his lust for power and position will remain unconsummated within the BMD, he jumped ship to the BPP after some spell in the cold.


Without any congress held, we learn that Mr Lenyatso is now the president of the BPP Youth League!!  How does one lead a youth league of a party that he has not even spent atleast a year?  Stuff of legends! We should not allow rented BDP mercenaries who masquerade as Pan Africanists to derail the UDC- the people’s project.


Mr Lenyatso must know that we are aware that his political persuasions differ depending on his geographical location. Back home, I am told that he is famed to have played a leading role in the campaigns and subsequent victory of MP Butale. In Gaborone, he is a different political animal altogether.


The question is why is the BPP leadership indifferent and unable or unwilling to reprimand Mr Lenyatso? The silence of the BPP leadership in the midst of Mr Lenyatso’s provocative behaviour is too loud to ignore.  


Kago Mokotedi is a concerned BNF member, Gaborone 

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IEC Disrespects Batswana: A Critical Analysis

10th November 2023

The Independent Electoral Commission (IEC) has recently faced significant criticism for its handling of the voter registration exercise. In this prose I aim to shed light on the various instances where the IEC has demonstrated a lack of respect towards the citizens of Botswana, leading to a loss of credibility. By examining the postponements of the registration exercise and the IEC’s failure to communicate effectively, it becomes evident that the institution has disregarded its core mandate and the importance of its role in ensuring fair and transparent elections.

Incompetence or Disrespect?

One possible explanation for the IEC’s behavior is sheer incompetence. It is alarming to consider that the leadership of such a critical institution may lack the understanding of the importance of their mandate. The failure to communicate the reasons for the postponements in a timely manner raises questions about their ability to handle their responsibilities effectively. Furthermore, if the issue lies with government processes, it calls into question whether the IEC has the courage to stand up to the country’s leadership.

Another possibility is that the IEC lacks respect for its core clients, the voters of Botswana. Respect for stakeholders is crucial in building trust, and clear communication is a key component of this. The IEC’s failure to communicate accurate and complete information, despite having access to it, has fueled speculation and mistrust. Additionally, the IEC’s disregard for engaging with political parties, such as the Umbrella for Democratic Change (UDC), further highlights this disrespect. By ignoring the UDC’s request to observe the registration process, the IEC demonstrates a lack of regard for its partners in the electoral exercise.

Rebuilding Trust and Credibility:

While allegations of political interference and security services involvement cannot be ignored, the IEC has a greater responsibility to ensure its own credibility. The institution did manage to refute claims by the DISS Director that the IEC database had been compromised, which is a positive step towards rebuilding trust. However, this remains a small glimmer of hope in the midst of the IEC’s overall disregard for the citizens of Botswana.

To regain the trust of Batswana, the IEC must prioritize respect for its stakeholders. Clear and timely communication is essential in this process. By engaging with political parties and addressing their concerns, the IEC can demonstrate a commitment to transparency and fairness. It is crucial for the IEC to recognize that its credibility is directly linked to the trust it garners from the voters.


The IEC’s recent actions have raised serious concerns about its credibility and respect for the citizens of Botswana. Whether due to incompetence or a lack of respect for stakeholders, the IEC’s failure to communicate effectively and handle its responsibilities has damaged its reputation. To regain trust and maintain relevance, the IEC must prioritize clear and timely communication, engage with political parties, and demonstrate a commitment to transparency and fairness. Only by respecting the voters of Botswana can the IEC fulfill its crucial role in ensuring free and fair elections.


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Fuelling Change: The Evolving Dynamics of the Oil and Gas Industry

4th April 2023

The Oil and Gas industry has undergone several significant developments and changes over the last few years. Understanding these developments and trends is crucial towards better appreciating how to navigate the engagement in this space, whether directly in the energy space or in associated value chain roles such as financing.

Here, we explore some of the most notable global events and trends and the potential impact or bearing they have on the local and global market.

Governments and companies around the world have been increasingly focused on transitioning towards renewable energy sources such as solar and wind power. This shift is motivated by concerns about climate change and the need to reduce greenhouse gas emissions. Africa, including Botswana, is part of these discussions, as we work to collectively ensure a greener and more sustainable future. Indeed, this is now a greater priority the world over. It aligns closely with the increase in Environmental, Social, and Governance (ESG) investing being observed. ESG investing has become increasingly popular, and many investors are now looking for companies that are focused on sustainability and reducing their carbon footprint. This trend could have significant implications for the oil and fuel industry, which is often viewed as environmentally unsustainable. Relatedly and equally key are the evolving government policies. Government policies and regulations related to the Oil and Gas industry are likely to continue evolving with discussions including incentives for renewable energy and potentially imposing stricter regulations on emissions.

The COVID-19 pandemic has also played a strong role. Over the last two years, the pandemic had a profound impact on the Oil and Gas industry (and fuel generally), leading to a significant drop in demand as travel and economic activity slowed down. As a result, oil prices plummeted, with crude oil prices briefly turning negative in April 2020. Most economies have now vaccinated their populations and are in recovery mode, and with the recovery of the economies, there has been recovery of oil prices; however, the pace and sustainability of recovery continues to be dependent on factors such as emergence of new variants of the virus.

This period, which saw increased digital transformation on the whole, also saw accelerated and increased investment in technology. The Oil and Gas industry is expected to continue investing in new digital technologies to increase efficiency and reduce costs. This also means a necessary understanding and subsequent action to address the impacts from the rise of electric vehicles. The growing popularity of electric vehicles is expected to reduce demand for traditional gasoline-powered cars. This has, in turn, had an impact on the demand for oil.

Last but not least, geopolitical tensions have played a tremendous role. Geopolitical tensions between major oil-producing countries can and has impacted the supply of oil and fuel. Ongoing tensions in the Middle East and between the US and Russia could have an impact on global oil prices further, and we must be mindful of this.

On the home front in Botswana, all these discussions are relevant and the subject of discussion in many corporate and even public sector boardrooms. Stanbic Bank Botswana continues to take a lead in supporting the Oil and Gas industry in its current state and as it evolves and navigates these dynamics. This is through providing financing to support Oil and Gas companies’ operations, including investments in new technologies. The Bank offers risk management services to help oil and gas companies to manage risks associated with price fluctuations, supply chain disruptions and regulatory changes. This includes offering hedging products and providing advice on risk management strategies.

Advisory and support for sustainability initiatives that the industry undertakes is also key to ensuring that, as companies navigate complex market conditions, they are more empowered to make informed business decisions. It is important to work with Oil and Gas companies to develop and implement sustainability strategies, such as reducing emissions and increasing the use of renewable energy. This is key to how partners such as Stanbic Bank work to support the sector.

Last but not least, Stanbic Bank stands firmly in support of Botswana’s drive in the development of the sector with the view to attain better fuel security and reduce dependence risk on imported fuel. This is crucial towards ensuring a stronger, stabler market, and a core aspect to how we can play a role in helping drive Botswana’s growth.  Continued understanding, learning, and sustainable action are what will help ensure the Oil and Gas sector is supported towards positive, sustainable and impactful growth in a manner that brings social, environmental and economic benefit.

Loago Tshomane is Manager, Client Coverage, Corporate and Investment Banking (CIB), Stanbic Bank Botswana

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Brands are important

27th March 2023

So, the conclusion is brands are important. I start by concluding because one hopes this is a foregone conclusion given the furore that erupts over a botched brand. If a fast food chef bungles a food order, there’d be possibly some isolated complaint thrown. However, if the same company’s marketing expert or agency cooks up a tasteless brand there is a country-wide outcry. Why?  Perhaps this is because brands affect us more deeply than we care to understand or admit. The fact that the uproar might be equal parts of schadenfreude, black twitter-esque criticism and, disappointment does not take away from the decibel of concern raised.

A good place to start our understanding of a brand is naturally by defining what a brand is. Marty Neumier, the genius who authored The Brand Gap, offers this instructive definition – “A brand is a person’s gut feel about a product or service”. In other words, a brand is not what the company says it is. It is what the people feel it is. It is the sum total of what it means to them. Brands are perceptions. So, brands are defined by individuals not companies. But brands are owned by companies not individuals. Brands are crafted in privacy but consumed publicly. Brands are communal. Granted, you say. But that doesn’t still explain why everybody and their pet dog feel entitled to jump in feet first into a brand slug-fest armed with a hot opinion. True. But consider the following truism.


Brands are living. They act as milestones in our past. They are signposts of our identity. Beacons of our triumphs. Indexes of our consumption. Most importantly, they have invaded our very words and world view. Try going for just 24 hours without mentioning a single brand name. Quite difficult, right? Because they live among us they have become one of us. And we have therefore built ‘brand bonds’ with them. For example, iPhone owners gather here. You love your iPhone. It goes everywhere. You turn to it in moments of joy and when we need a quick mood boost. Notice how that ‘relationship’ started with desire as you longingly gazed upon it in a glossy brochure. That quickly progressed to asking other people what they thought about it. Followed by the zero moment of truth were you committed and voted your approval through a purchase. Does that sound like a romantic relationship timeline. You bet it does. Because it is. When we conduct brand workshops we run the Brand Loyalty ™ exercise wherein we test people’s loyalty to their favourite brand(s). The results are always quite intriguing. Most people are willing to pay a 40% premium over the standard price for ‘their’ brand. They simply won’t easily ‘breakup’ with it. Doing so can cause brand ‘heart ache’. There is strong brand elasticity for loved brands.


Now that we know brands are communal and endeared, then companies armed with this knowledge, must exercise caution and practise reverence when approaching the subject of rebranding. It’s fragile. The question marketers ought to ask themselves before gleefully jumping into the hot rebranding cauldron is – Do we go for an Evolution (partial rebrand) or a Revolution(full rebrand)? An evolution is incremental. It introduces small but significant changes or additions to the existing visual brand. Here, think of the subtle changes you’ve seen in financial or FMCG brands over the decades. Evolution allows you to redirect the brand without alienating its horde of faithful followers. As humans we love the familiar and certain. Change scares us. Especially if we’ve not been privy to the important but probably blinkered ‘strategy sessions’ ongoing behind the scenes. Revolutions are often messy. They are often hard reset about-turns aiming for a total new look and ‘feel’.



Hard rebranding is risky business. History is littered with the agony of brands large and small who felt the heat of public disfavour. In January 2009, PepsiCo rebranded the Tropicana. When the newly designed package hit the shelves, consumers were not having it. The New York Times reports that ‘some of the commenting described the new packaging as ‘ugly’ ‘stupid’. They wanted their old one back that showed a ripe orange with a straw in it. Sales dipped 20%. PepsiCo reverted to the old logo and packaging within a month. In 2006 Mastercard had to backtrack away from it’s new logo after public criticism, as did Leeds United, and the clothing brand Gap. AdAge magazine reports that critics most common sentiment about the Gap logo was that it looked like something a child had created using a clip-art gallery. Botswana is no different. University of Botswana had to retreat into the comfort of the known and accepted heritage strong brand.  Sir Ketumile Masire Teaching Hospital was badgered with complaints till it ‘adjusted’ its logo.



So if the landscape of rebranding is so treacherous then whey take the risk? Companies need to soberly assess they need for a rebrand. According to the fellows at Ignyte Branding a rebrand is ignited by the following admissions :

Our brand name no longer reflects our company’s vision.
We’re embarrassed to hand out our business cards.

Our competitive advantage is vague or poorly articulated.
Our brand has lost focus and become too complex to understand. Our business model or strategy has changed.
Our business has outgrown its current brand.
We’re undergoing or recently underwent a merger or acquisition. Our business has moved or expanded its geographic reach.
We need to disassociate our brand from a negative image.
We’re struggling to raise our prices and increase our profit margins. We want to expand our influence and connect to new audiences. We’re not attracting top talent for the positions we need to fill. All the above are good reasons to rebrand.

The downside to this debacle is that companies genuinely needing to rebrand might be hesitant or delay it altogether. The silver lining I guess is that marketing often mocked for its charlatans, is briefly transformed from being the Archilles heel into Thanos’ glove in an instant.

So what does a company need to do to safely navigate the rebranding terrain? Companies need to interrogate their brand purpose thoroughly. Not what they think they stand for but what they authentically represent when seen through the lens of their team members. In our Brand Workshop we use a number of tools to tease out the compelling brand truth. This section always draws amusing insights. Unfailingly, the top management (CEO & CFO)always has a vastly different picture of their brand to the rest of their ExCo and middle management, as do they to the customer-facing officer. We have only come across one company that had good internal alignment. Needless to say that brand is doing superbly well.

There is need a for brand strategies to guide the brand. One observes that most brands ‘make a plan’ as they go along. Little or no deliberate position on Brand audit, Customer research, Brand positioning and purpose, Architecture, Messaging, Naming, Tagline, Brand Training and may more. A brand strategy distils why your business exists beyond making money – its ‘why’. It defines what makes your brand what it is, what differentiates it from the competition and how you want your customers to perceive it. Lacking a brand strategy disadvantages the company in that it appears soul-less and lacking in personality. Naturally, people do not like to hang around humans with nothing to say. A brand strategy understands the value proposition. People don’t buy nails for the nails sake. They buy nails to hammer into the wall to hang pictures of their loved ones. People don’t buy make up because of its several hues and shades. Make up is self-expression. Understanding this arms a brand with an iron clad clad strategy on the brand battlefield.

But perhaps you’ve done the important research and strategy work. It’s still possible to bungle the final look and feel.  A few years ago one large brand had an extensive strategy done. Hopes were high for a top tier brand reveal. The eventual proposed brand was lack-lustre. I distinctly remember, being tasked as local agency to ‘land’ the brand and we outright refused. We could see this was a disaster of epic proportions begging to happen. The brand consultants were summoned to revise the logo. After a several tweaks and compromises the brand landed. It currently exists as one of the country’s largest brands. Getting the logo and visual look right is important. But how does one know if they are on the right path? Using the simile of a brand being a person – The answer is how do you know your outfit is right? It must serve a function, be the right fit and cut, it must be coordinated and lastly it must say something about you. So it is possible to bath in a luxurious bath gel, apply exotic lotion, be facebeat and still somehow wear a faux pas outfit. Avoid that.

Another suggestion is to do the obvious. Pre-test the logo and its look and feel on a cross section of your existing and prospective audience. There are tools to do this. Their feedback can save you money, time and pain. Additionally one must do another obvious check – use Google Image to verify the visual outcome and plain Google search to verify the name. These are so obvious they are hopefully for gone conclusions. But for the brands that have gone ahead without them, I hope you have not concluded your brand journeys as there is a world of opportunity waiting to be unlocked with the right brand strategy key.

Cliff Mada is Head of ArmourGetOn Brand Consultancy, based in Gaborone and Cape Town.

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