Returning With Know-How
On my first return to
England, the country of my birth and childhood, I was visiting to acquire
equipment and software for a company in which I held a 30% stake as the
Technical Director. We called the company NextStep, and the know-how I was
bringing to it was large-scale desktop publishing, intended to replace
antiquated printing workshops.
Every computer shop I
walked into looking for a high-spec computer, a laser printer and a scanner was
staffed with people who could lay out the spiel. Rarely could they answer my
technical questions, and least of all demonstrate the early SCSI interface to
the scanner I wanted to buy. It fell to me, with my technical and hands-on
repair knowledge, to do what I needed to do to see things work.
The Phrase Du Jour
What this also
revealed to me was that I had expertise and marketable skills, and it
accelerated my decision to return to the UK soon after I had accomplished my
mission. Finding a job, however, was difficult. Beyond the difficulty of
accepting that out of Africa came this vastly knowledgeable chap, there was the
pushback that I did not have "UK-acquired experience"; that was the
phrase du jour.
What use is
experience if you do not know how and why things do not work in the first
place, and then how to fix them? I was apparently of no use if I was not going
to drive to customer sites replacing electronic boards and panels by trial and
error. I was not going to waste my knowledge on that. Eventually, I was given
an opportunity where most of my knowledge of hardware and software was useful.
Out of Africa too easily gets ignored.

An AI-generated infographic on the blog content. (Click to enlarge.)
Dipping A Toe
Almost forty years
later, I asked a question of a professional services firm that considers itself
global, yet whose footprint in Africa and South America amounts to little more
than dipping a toe in the water and withdrawing it before the temperature has
registered. I phrased the question along the lines of whether there was no
concept of talent or of a market in these geographies, and I was given the
concession that talent exists.
The company, however,
was more determined to grow its market in the United States. That was where the
money and the opportunity were. I appreciated the answer, candid as it was to
my hearing, and I do not pretend the difficulties are imaginary. The cost of
entry is real, currencies move against you, regulation varies from one border
to the next, and fees do not always compare with what the same work commands
elsewhere. None of that is trivial, and anyone who waves it away is not being
serious.
Still, I read more
between the lines: the firm had offices in only four countries in Africa, three
in South America and two in Central America. A global company in 50 of the 195
recognised countries in the world today, which is to say a quarter of the world,
and the richest quarter at that. That is hardly global. And in a professional
services firm, the people are the product. There is nothing else on the shelf.
Share Or Creation
What I heard in that
answer was a preference for taking business from competitors rather than
creating business where none yet exists. These are not the same ambition. One
is a contest over an existing pot, where every gain is someone else's loss and
the margins are argued down year on year. The other is the harder, slower work
of being first, of shaping how a service is understood in a place before anyone
else has bothered to turn up.
The first is
defensible. It is measurable, it reports well each quarter, and nobody loses
their job for pursuing it. The second is how firms become institutions. I would
only observe that a business which only ever competes for share eventually
inherits the market it fought over, and little else.
The Circle Closes
What struck me was
not that an old phrase had survived, but that the assumption behind it had. In
1991 the objection was that my experience had been acquired in the wrong place,
though it exceeded by some distance what was being asked for. Almost forty
years later, the objection is that there is no one to hire, no bench, no pool
to draw from. Both are versions of the same refusal to accept that out of
Africa comes expertise.
The loop is neat, and
it is self-sealing. A firm with no presence in a place has no sight of the
people there. Having no sight of them, it cannot staff a project. Unable to
staff a project, it does not bid. Not bidding, it books no revenue. Booking no
revenue, it concludes there is nothing there. The absence confirms itself, and
the conclusion arrives dressed as evidence.
More Than Raw
Materials
It made me wonder
what the Global South was good for, apart from the extraction of raw materials
and resources. Yet for those too myopic to see opportunities in Africa, because
the lure of spenders in other domains is too attractive to ignore, it is worth
remembering that many seeds of human progress, knowledge and development were
sown there.
The Romans had a
phrase for it, ex Africa semper aliquid novi, out of Africa always
something new, though they offered it as a remark about novelty and oddity
rather than as praise. Two thousand years on, the continent is still credited
with producing surprises and rarely with producing competence.
The richest man in
the world today, who has at times recently breached the trillionaire mark, came
from Africa. So did the yellow fever vaccine, and the mathematics behind the CT
scanner that sits in almost every hospital you will ever visit. The first human
heart transplant was performed in Cape Town in 1967, when the continent was
supposedly incapable of such things. Mobile money was ordinary in East Africa
years before tapping a phone to pay became unremarkable in London.
Nobel laureates in
the sciences have come out of Africa too, by ancestry, by birth, or by having
spent part of a childhood there, regardless of ethnicity. The point is not that
any one of them proves anything. The point is that the list spans medicine, physics,
surgery and finance across seventy years, and that it is still read as a series
of exceptions.
Someone will say they
left in order to succeed, and many of them did. Their African origin remains
significant all the same. Something in that background gave them the impetus to
strive, to persevere and to succeed in places that were initially alien to them,
and that something did not travel with the aeroplane; it was already there
before they boarded. Talent departing is not evidence that none exists. It is
evidence that someone else saw it first.
The Buy Side
The talent argument
is only half of it, because Africa is also a market, and a young one. The
median age across the continent is under twenty, which means the customers of
2045 are already in school.
The habits of a
market are formed long before its spending power is. Much of that market has
leapfrogged a generation of infrastructure altogether: it never had the branch
network, the landline or the chequebook, so it went straight to the handset. By
2022, roughly 28% of adults in sub-Saharan Africa held a mobile money account,
against 13% across developing economies as a whole. That is not catching up. In
places, it is being ahead.
Then there is the
question of whether a market exists at all in the regulatory sense, and a
continental free trade area signed by some 54 states is an answer to it,
however unevenly it is being implemented. Add universities producing graduates
faster than local economies can absorb them, and you have the two things a
professional services firm claims to want: clients with problems, and people
capable of solving them.
Out of Africa, for
those who can see the potential beyond the easy pickings and low-hanging fruit
of apparently developed economies, there is the scope to be a real global
company, an early mover in certain domains as well as a matured competitor with
the pedigree to seize the initiative. That is the case of having both the
vision to see and the mission to accomplish.
A Poverty Of Need
Which brought me,
unexpectedly, to an old line about how hard it is for a rich man to enter the
kingdom of God. I had always taken it as a warning about greed. I am no longer
sure that is the whole of it. The difficulty with having a great deal is that you
stop needing anything, and once you stop needing, you stop looking. Sufficiency
is comfortable, and comfort is incurious.
That is the poverty
in the riches: not a shortage of means, but a shortage of need, and therefore
of attention. A firm with enough business in the places it already understands
has no reason to learn a new one. It is not malice, and it is rarely even a decision.
It is simply what
satisfaction does to curiosity, a self-sufficiency born of contentment with
what you can already see. It comes at the cost of adventure and possibility in
unexplored lands, where usurping others in saturated markets is thought
worthier than creating entirely new markets.
So I am asking, and I
am genuinely asking, because I do not think the answer is obvious: what would
it take? If out of Africa is a difficult prospect, Africa is not the impossibly
impenetrable continent it once was.
I come in peace.





