There is a publicist in camouflage cargo shorts jostling for space at the table next to me. He has a video camera wedged next to my elbow. The camera is running. Once in a while, when I get into his shot, he taps my arm gently. It’s annoying, but I’m in his territory: I’m interviewing his boss, Stella Mwangi or STL, by the pool at Nairobi’s Tribe Hotel.
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Talent management features prominently on the agenda of most CEOs around the world. Once only of concern to HR, it is now among CEOs’ most pressing responsibilities. Strong talent management leads to greater workforce productivity and other benefits and companies are increasingly realising that they cannot be successful unless they have a good strategy for developing talent.
Family Bank’s CEO, Peter Munyiri, has a big ambition: to transform the former building society into a top bank not just in Kenya, or the region but in Africa. Focusing on becoming a leader in the local market he says, is aiming too low. With considerable confidence and enthusiasm, he says the bank has what it takes to rise to the top of the banking industry.
It is eight o’clock at night in Narok, about 140 kilometres away from Nairobi. Ms Naisola Supejo is agitated and confused at the same time. The meager wages the mother of two earns cannot see her through the month. She’s unable to purchase medication for one of her children who is down with pneumonia.
It is believed that the amount of cash generated from the economy around Lake Naivasha has no parallels anywhere in Sub-Saharan Africa. For example, the horticultural and flower farms generate approximately Ksh70billion a year and employ about 30,000 people who support other people indirectly, and promote other businesses such as transport and food-related enterprises.