The United Nations Thematic Think Piece that defines the Post 2015 global development agenda recognizes science, technology and innovation (STI) as essential in the promotion of sustainable and inclusive socio-economic development.
The Post 2015 Development Agenda states that, “Access to new and appropriate technologies promote steady improvements in living conditions, which can be lifesaving for the most vulnerable populations, and drive productivity gains which ensure rising income.”
The emerging agenda states that innovation driven growth is no longer the prerogative of high income countries alone and observes that some developing countries have achieved significant economic growth through the creation and deployment of STI capacity.
However, this has not been the case for all countries, especially the least developed countries which require dedicated support to bolster their efforts to build STI capacity. The agenda emphasizes the importance of integrating STI into public policy goals, giving particular focus to the nexus between STI, culture, education and development.
The ongoing STI commemoration month initiated by the Southern African Development Community (SADC) Science and Technology Ministers is a commitment to building innovation capacity that creates a vibrant science, technology and innovation ecosystem in the region.
The Ministers observed that awareness in science and technology is very low in the region and acknowledged the importance of technology and innovation for catch up socio-economic growth and competitiveness. They resolved to make, “STI more participatory and inclusive so that there is public engagement in the scientific endeavor from the full spectrum of social actors, including women, young people and indigenous communities.”
In Botswana, the inaugural STI commemoration month is driven by the Ministry of Infrastructure, Science and Technology (MIST) and was launched by Hon. Nonofo Molefhi on 4th August, 2015 in Gaborone. The ministry has partnered with the Department of Research, Science and Technology (DTRS), Botswana Institute for Technology, Research and Innovation (BITRI) and Botswana Innovation Hub to commemorate the STI Month with a series of activities lined up to build awareness and nurture interest in science, technology and innovation as well as encourage investment in research and development (R&D).
STI are recognized as the vehicle which drives successful economies cross the world. However, it is estimated that developing countries expenditure in R&D accounts for less than 1% of GDP compared to 3% in developed countries. Locally, the revised Research Science Technology and Innovation Policy of 2011 supports an increase of 2% of the GDP in R&D investment. It is widely acknowledged that increased public awareness and private sector participation in science, technology and innovation provides an incentive for business enterprises and governments to invest in R&D.
Botswana Innovation Hub will host the Innovation Vendor Day and Exhibition on Tuesday 18th August, 2015 at the Botswana Innovation Hub Science and Technology Park as part of the STI Month initiative. The Innovation Vendor Day is a technology and innovation exhibition that celebrates local innovations, builds awareness and promotes the uptake of local technologies by key users.
The exhibition is intended to increase public awareness and private sector participation in science, technology and innovation by showcasing national innovations, especially those emanating from Botswana Innovation Hub registered companies and companies registered with the Botswana Innovation Hub’s technology entrepreneurship development programme, First Steps Venture Centre (FSVC).
The daylong event comprises of exhibitions, panel discussions, pitch sessions and guided tours of the park for potential tenancy clients and those looking for land to develop. The panel discussion titled, “Are Botswana Innovations Fundable?” responds to prevailing concerns where local innovators struggle to secure funding from commercial banks and the absence of local Venture Capitalists, Private Equity Investors and Angel Investors.
By hosting the event at the Science and Technology Park, the Botswana Innovation Hub accords stakeholders the opportunity to appreciate progress on its development. The Science and Technology Park is strategically located on a 57 hector site, near the Sir Seretse Kham International Airport and adjacent to the Diamond Technology Park in Gaborone’s Special Economic Zone (SEZ) development node of Block 8 area.
The Park is an ideal location for technology-driven and knowledge-intensive businesses to establish themselves, develop and compete in the region and global markets.
Construction of the parks Icon Building commenced in August 2014 and is scheduled to be completed in July 2016 in line to be commissioned as part of the country’s 50th anniversary of Independence celebrations on 30th September, 2016. The parks construction is a major national project that represents a significant investment in the country’s infrastructure development. Its central buildings are a world class, iconic masterpiece of architecture whose designs won the 2013 Auto Desk Design Awards.
With 24,000m2 of commercial development space, the Icon Building will house both local and international innovative businesses and institutions thereby creating a network that fosters entrepreneurship, technology transfer, and innovation. On completion, the Science and Technology Park will offer high quality road infrastructure, street lightening as well as uninterrupted water, power and ICT connectivity.
In addition to creating jobs, the Icon Building tenants will create other spin-off benefits that will spur economic growth. Prospective clients and the public will be able to appreciate progress on construction of the state-of-the-art buildings and facilities.
The Innovation Vendor Day will also accord Botswana Innovation Hub the opportunity to disseminate information on its innovation support programmes. The company currently has five innovation support programmes that foster entrepreneurship, enhance innovation capacity, create job opportunities, and contribute towards diversifying the economy and moving the country towards a knowledge-based economy. Programmes currently running are Microsoft Innovation Centre (MIC), Southern African Innovation Support Programme (SAiS), Technology Transfer Office, FSVC, Clean-Tech Centre and Cyber City Kgotla.
These programmes are accessible to individual and institutional clients from the public and private sector and are aimed at fostering collaboration between academia, business and government in designated priority economic sectors.
The Innovation Vendor Day is a celebration of the very best home grown innovations that also promises to be an engaging and informative platform that builds awareness and nurtures interest in science, technology and innovation. Botswana Innovation Hub, the home of innovation welcomes the public to the inaugural Innovation Vendor Day. Innovation is happening here, come and join us…
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.
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 onÂ transitioning towards renewable energy sourcesÂ 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 companiesâ 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 Botswanaâs 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 Botswanaâs growth. Â 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 BankingÂ (CIB), Stanbic Bank Botswana
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, thereâd be possibly some isolated complaint thrown. However, if the same companyâs marketing expert or agency cooks up a tasteless brand there is a country-wide outcry. Why?Â 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 – âA brand is a personâs 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 doesnât 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 âbrand bondsâ 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 ârelationshipâ 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 â˘ exercise wherein we test peopleâs 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 âtheirâ brand. They simply wonât easily âbreakupâ with it. Doing so can cause brand âheart acheâ. 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. Itâs fragile. The question marketers ought to ask themselves before gleefully jumping into the hot rebranding cauldron is â 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 youâve 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 weâve not been privy to the important but probably blinkered âstrategy sessionsâ ongoing behind the scenes. Revolutions are often messy. They are often hard reset about-turns aiming for a total new look and âfeelâ.
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 âsome of the commenting described the new packaging as âuglyâ âstupidâ. 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 itâs 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.Â Sir Ketumile Masire Teaching Hospital was badgered with complaints till it âadjustedâ 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 companyâs vision.
Weâre 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.
Weâre 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.
Weâre struggling to raise our prices and increase our profit margins. We want to expand our influence and connect to new audiences. Weâre 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 Thanosâ 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 âmake a planâ 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 strategyÂ distils why your business exists beyond making money â its âwhyâ. 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 donât buy nails for the nails sake. They buy nails to hammer into the wall to hang pictures of their loved ones. People donât 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 youâve done the important research and strategy work. Itâs still possible to bungle the final look and feel.Â 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 âlandâ 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 countryâs 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 â 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.