EDUCATIONAL OUTCOMES LIKE FARMING YIELDS ARE PLANNED
Last week I intimated that our education system continues to let us down despite spending close to P12 billion from our public coffers annually. I also offered a possible solution that could be implemented if the powers be really wanted to improve our education fortunes. I want to continue this week to try to explain further why I believe the results we get from our education system are what the authorities have inadvertently planned for.
They say if you fail to plan you are planning to fail. If we want different results we must simply plan; plan differently and meticulously. I will also repeat the Finnish education experience for emphasis and public internalisation.
Few weeks ago I was in South Africa with my family. My wife made a very profound observation that left a lasting impression on me. As we drove past some maize and dairy farms, with a keen eye she observed that the quality of maize and dairy cows in the farms were strikingly high and very impressive. She was delightedly amazed. ‘Look at this corn field, the maize is all remarkably green, standing equidistant apart, all of them same height and each carrying three healthy cobs; how is this possible,’ she remarked rhetorically.
As we passed a dairy farm, she made the same observations on the dairy cows in the field; we slowed down to have a closer look; they all looked decidedly the same and very healthy. She commented that it looks like each one of these cows will produce the same amount of quality milk daily. I said to her, how amazing? Although, the observations may seem mundane to some, they remained tightly stuck in my head as I pondered on our agricultural and other similar situations back home.
Pondering on, it became very clear in my mind that each plant and each cow receives the same quality treatment. How is this possible, I wondered quietly? It means that the farmers do not only plan meticulously but they also execute the plans meticulously.
They leave no room for chances. The farmer must know exactly what is required to achieve a certain yield in his farm. This yield must be what the market requires and it must be achieved at all costs. He must then understand what nutrients the field needs and in what quantities; how much water is required when; what is the best watering method; what is needed to prevent crop damage and failure. He must know what resources and supervision is required to achieve the desired yield.
The dairy farmer must also have planned meticulously to achieve a certain yield from his dairy cows to meet the market needs. Only natural disasters would prevent these farmers from achieving the required yields from their farms. The observation remained tightly stuck in my head; it will continue to challenge me and hopefully many of us to plan, execute diligently and meticulously going into the future.
Later during the week I was having a conversation with one of my colleagues and we talked casually about our failing education system. He then said to me, ‘education is like farming, imagine if you are a farmer and only prepare a tenth of your farm well, you apply the right amount of fertilizer, you plant in rows and you apply the required insecticides, you irrigate regularly and you look after the crop well following a prescribed plan until harvest time; you do this only on the 10 % patch of your farm.
In the remaining 90 % of the farm you rip the ground apart with a tractor, you scatter the seeds, you apply no fertilizer, no insecticides; you pass by the field once a while’, what do you think the yield from the two sections of the farm would be? I said, ‘it’s obvious; the 10 % of the field is likely to produce a yield that would by far exceed the yield from the 90 % of the field by whatever measure you would apply. ‘This is what is happening in our education system’, he said. The private schools are well resourced compared to the public schools and you know the results they achieve annually.
So we are only investing adequately on 10 % of our population leaving the rest to struggle on their own for survival.
From my last week submission, this observation is correct for our education system. In 2014, 7.84 % of the students who wrote the secondary leaving examination where from the well resourced private schools. So it is true, only about 10 % of the population is likely to succeed and benefit disproportionately from our natural resources, leaving the rest behind lingering in the streets, doing ipelegeng and any other odd jobs.
Like the farms we casually observed in South Africa, our education system can achieve high quality yields if we apply uniform standards across all schools; treating all our children the same way, giving them the same educational infrastructure and resources, ensuring that the quality of teachers is same, then expecting and demanding exceptional performance from each child.
I would like to repeat the Finnish education experience here, hoping that our leaders will pick it up, interrogate it and run with it as possible.
I have borrowed some few lessons from Finland below with the hope of motivating our leaders to do something different for our education system, if they really what a world class education system for all our children.
Finland is one of the world’s leaders in the academic performance of its secondary schools; a position she has held for many years since 2000. This performance is remarkably consistent across all schools. There is political will and consensus to educate all children together in a common school system; there is an expectation that all children can achieve high levels of performance regardless of family background, financial status or regional circumstances; there is a single minded pursuit of teaching excellence and collective responsibility for learners who are struggling; the modest financial resources available are tightly focused on the classroom and there is a strong climate of trust between educators and the community.
The ‘Finnish schools have become a kind of tourist destination, with hundreds of educators and policy makers annually travelling to Helsinki to try to learn the secret of their success.’ Maybe we should send an apolitical delegation to have a look. The average per pupil expenditure on education is well below that of the highest spending countries in their region including the United States of America.
Remarkably ‘teaching has become the most popular profession among Finnish young people attracting the top quartile of high school graduates into its highly competitive teacher training programmes.’ The question is what specific steps were made to make teaching so competitive and rewarding to these young people?
The key drivers for this success seem to be political consensus across party lines and the nation at large for an education system that reflects the aspiration of the ordinary Finnish people; a collective vision for an education system that is responsive to the growing demand for equitable opportunities for all young people; an equitable, humanistic, child centered, common education system that serves all children equally regardless of social status.
To support this, the quality of teachers and their motivation is outstanding; the self driven quality assurance and accountability is remarkable; the curriculum is a guideline for the teacher; the teacher is responsible for shaping the curriculum depending on the needs of his or her students, the success of the student is paramount; a high level commitment to education and to the child is visible across the nation; It is not about the money spent on education, teacher’s salaries are modest, school budgets are modest, schools are small with minimum overheads, principals teach and resources are squarely focused on the classroom.
The key seems to be the strong political will; the autonomy of the schools and the teachers; the trust between the teachers, the school, the community and the political leaders; the total focus by all to get the best educational experience for each child.
In conclusion, yes, it possible to have an all inclusive education system in Botswana that produces 100 % pass rate each year. All we need is the political will to have a child centered education system where success is not measured by the number of years at school or the depth of the child parents pockets, or the area the child comes from but the performance achieved by each child regardless of circumstances? We also need to motivate the teachers and the communities to play their role.
Yes, It is possible, we can achieve 100% pass rate, we can do it, we must do it, we owe it to our children to do it and we must do it fast. The future belongs to all our children and it is our responsibility as a nation to prepare all of them for the future they deserve and for us as a country to be able to achieve our developmental aspirations.
Opinions
IEC Disrespects Batswana: A Critical Analysis
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.
Conclusion:
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.
Opinions
Fuelling Change: The Evolving Dynamics of the Oil and Gas Industry
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
Opinions
Brands are important
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 serviceâ€. 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.
cliff@armourgeton.com