Alesimo Mwanga: A Catalyst for Inclusion in Global Entrepreneurship

Imagine being born on the edge of two nations, and then catapulting into a life that would span continents, connect cultures, and ignite change in the corridors of global development. We’re talking about Alesimo Mwanga, a name you probably haven't heard but should definitely know.

Alesimo's life reads like a roadmap of aspirations, from her birth in Sokoto, Nigeria—a city flirting with the borders of the Republic of Niger—to her formative years in South Africa's rustic landscapes. Every twist and turn of her upbringing has led her to places you'll find in global headlines: OECD Headquarters in Paris, Johannesburg's bustling entrepreneurial scene, and the classrooms of Cape Peninsula University of Technology where she now serves as Advisory Board Chairperson.

What sets Alesimo apart? It's not just her stint as the youngest co-author of the South African Global Entrepreneurship Monitor (GEM) report, nor is it her role as Executive Director of PAWA Africa, a hub for women and youth projects. It's the way she melds passion with action, transforming abstract concepts like "economic transformation" and "mainstream economic participation" into tangible progress.

You'll see her fingerprints on projects ranging from community building in Johannesburg to facilitating think tanks for global non-profits. You'll hear her voice resonating at international conferences, advocating for women and youth. You'll even find her expert opinion valued by entities like the United Nations and the World Economic Forum.

In the following conversation, we get up close and personal with Alesimo, unraveling the extent of her expertise. Her discussion is full of insights but also clarity of thought—below, you’ll find the structured knowledge of a woman who knows her field and is an expert at sharing that knowledge. In this way, Alesimo embodies the potential of thoughtful, purpose-driven leadership. So buckle up and get ready to explore a world where borders are mere stepping stones, and one woman's vision is a bridge to a future that's as diverse and dynamic as she is.

Alesimo, you are the Executive Director of PAWA Africa, which focuses on women and youth's economic participation. Could you elaborate on some of the specific strategies or initiatives your organization employs to promote and support these groups?

We are passionate about creating safe spaces for growth, sharing positive success stories that enable aspirations and resilience for women and youth to thrive economically. The continent is yet to tap into its potential ability to enhance economic participation that address socio-economic barriers that will yield long-term commercial returns.

Entrepreneurship and Skill Development Programs: We work in collaboration with stakeholders to implement programs in various areas such as business management and compliance, financial literacy, and experiential learning. By equipping women and youth with practical skills, we empower them to start their own businesses and secure meaningful employment.

Access to Finance: We understand that lack of access to finance is a major barrier for women and youth in pursuing economic opportunities. We collaborate with organisations to provide women and youth with access to financial tools and services, including facilitating microloans, business development support and providing learning platforms for financial literacy and business management.

Mentorship and Networking: We facilitate mentorship and networking opportunities for women and youth, connecting them with experienced professionals and successful entrepreneurs.

Technology and Innovation: We organize bootcamps, and challenges that encourage women and youth to harness technology to solve local challenges by creating innovative solutions.

Data Collection: Our organization leverages on the data collection process of initiative. This data-driven approach informs the design and implementation of our initiatives..

Collaboration and Partnerships: We believe in the importance of collaboration, shared interest, and shared benefits with a diverse range of partners, including NGOs, government agencies, corporate entities, and academic institutions. These collaborations amplify our reach and enable us to pool resources and expertise.

As a co-author of the South African Global Entrepreneurship Monitor (GEM) report, what key insights did you gain from the experience, and how do you think such reports contribute to the development of entrepreneurship on a global scale?

I had the honour of being a contributor in a unique and exceptional opportunity—the co-authoring of the Global Entrepreneurship Monitor (GEM) 2016/2017 report. I owe gratitude to my former employer, whose unwavering encouragement propelled me to become an integral part of the report. Some of the key insights from this experience where the following:

• Entrepreneurial Activity Varies Across Economies: Different regions and countries exhibit varying levels of entrepreneurial engagement, influenced by cultural, economic, and policy factors.
• Female Entrepreneurship is a Growth Catalyst: Encouragingly, the GEM report highlights the increasing trend of female entrepreneurship. However, it also underscores that gender disparities persist, and women continue to face unique challenges in accessing resources and support.
• Entrepreneurial Ecosystems are Complex: Understanding the multifaceted nature of entrepreneurial ecosystems is critical for fostering a conducive environment for startups.
• The Migration of African Entrepreneurs to developed countries is a complex phenomenon with both challenges and opportunities, which ultimately leads to further brain-drain that has an impact on aspects of development and growth needed in the region.
• Diaspora Networks: The African diaspora in developed countries can be a valuable resource for entrepreneurs. Diaspora networks can provide access to markets, funding, and mentorship, creating a supportive ecosystem for African entrepreneurs in their new environments.
• Remittances and Investments: African entrepreneurs who migrate to developed countries often send remittances back to their home countries. These remittances play a crucial role in supporting families and communities and can also contribute to investment and development initiatives in Africa.

Stakeholder management is crucial in project management. How do you approach building and maintaining strong relationships with various stakeholders, including government entities, communities, and other development stakeholders?

Building and maintaining strong relationships with stakeholders is indeed important for us as an organisation and to successfully collaborate on the execution and implementation of sustainable projects. We have aimed to focus on these key principles with the work that we do:

• Establish Trust and Credibility: We aim to consistently deliver on promises and commitments. Building trust and credibility with stakeholders is crucial for long-term relationships.
• Tailored Communication: Adapt our communication style and content to suit each stakeholder group. Corporate and government partner entities may require formal reports, while communities may benefit from more accessible and relatable information.
• Engage Early and Often: Initiate engagement with stakeholders as early as possible in the project lifecycle. Regularly communicate with them to keep them informed about project progress, challenges, and milestones.
• Transparent and Open Communication: Foster a culture of transparency by sharing both positive and negative project updates. Be honest about challenges and potential risks and involve stakeholders in finding solutions.
• Celebrate Success Together: Celebrate project successes and milestones with stakeholders. Acknowledge their contributions and recognize their support in achieving project goals.

Community building is one of your areas of expertise. Can you share an example of a project where you successfully engaged the community, and what impact did it have on the project's outcomes?

We were appointed by the Affirmative Action Finance Action for Women in Africa (AFAWA) an initiative by the African development bank to enable financial inclusion for 5000 Women Small and Micro Enterprises (WSMEs) in South Africa. This is an ongoing project that started in August 2022 and will end in January 2024. This project is in collaboration with Akiba Digital which is a fintech platform that provides a marketplace for borrowers and lenders, as well as Xero cloud-based accounting software for small and medium-sized businesses through their South African implementation partner E’lique Advisory.

Our strategic approach primarily focuses on onboarding project beneficiaries and facilitating informative sessions to provide them with tools that they can implement in their business. The aim really is to provide WSMEs with practical financial management practices, thereby improving their financial behaviour and enabling access to lending facilities through Akiba Digital's platform.

Our goal is to reach 5000 WSMEs by 2024, with the aim to assist WSMEs access lending facilities by – assisting them with financial literacy resources, financial tools, and business development support. As of now, we have successfully onboarded 45% of the target.

Since the project's inception in August 2022, our interventions have demonstrated significant progress, and it’s encouraging to note the positive shift in the financial behavioural patterns of WSMEs as they navigate the phases of this initiative. This transformation signifies their increasing readiness to engage with formal financial tools and establish a more robust foundation for their businesses.

Ultimately, our overarching ambition remains steadfast: to establish a resilient pipeline that facilitates potential access to lending facilities. This forward-looking approach not only bolsters the capabilities of WSMEs but also amplifies their positive impact on the broader economy.

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In your opinion, what are the most significant challenges or barriers faced by women and youth in mainstream economic participation, and how can these challenges be effectively addressed?

Cultural and Societal Norms: Particularly in Africa, cultural and societal norms often reinforce traditional gender roles, limiting women's and youth's economic opportunities and decision-making power.

Informal Economy and Vulnerable Employment: A significant portion of women and youth in Africa work in the informal economy, which offers little job security, limited benefits, and low wages. It is important to continuously support and encourage the formalization of informal businesses, and promoting decent work standards can provide more stable economic opportunities.

Limited representation in decision-making positions: We have wonderful policies that have the potential to create the economic inclusion that is needed on the continent. However, women and youth are often underrepresented in decision-making positions, both in the public and private sectors. Over the past decade there has been a positive shift in prioritizing the economic participation of women and youth; however it is important to appoint champions and representatives with the ability and skills to be included in leadership roles with decision making ability to see a shift in the implementation of inclusive policies and economic opportunities.

In your experience, how do you handle unexpected changes or disruptions that may arise during project implementation, and what advice would you give to other project managers in dealing with such situations?

Before starting any project create contingency plans in advance for potential disruptions. These plans should outline steps to take if specific disruptions occur.

Assess the situation before reacting to the unexpected changes because your actions could make matters a whole lot worse. Gather as much information about the nature and scope of the disruption to understand the potential impact on project timelines, resources, and objectives. Involve your team and key stakeholders in brainstorming solutions and making decisions to review project plan and objectives considering the disruption. Then determine whether adjustments are needed to accommodate the new circumstances. After the disruption is resolved, conduct a post-mortem analysis to identify lessons learned and areas for improvement. Ultimately through experience I have had to approach disruptions as opportunities for learning and growth.

My advice to other project managers, consultants or freelancers that may face unexpected changes to stay calm and assess the situation rationally. The key to approaching any project disruption would be to have a proactive and adaptable mindset, and most importantly maintain open and transparent communication channels throughout the process.

Looking to the future, what trends do you see emerging in the field of project management, and how do you envision PAWA Africa staying at the forefront of these developments?

Gig economy: Our aspirations for strategic presence in diverse regions, leveraging the gig economy's potential. By tapping into local talent pools, we can offer specialized expertise and tailored solutions that cater to specific market needs.

Sustainability and Social Impact: Increasing emphasis on sustainability and corporate social responsibility means organisations are compelled to incorporate environmental and social considerations into project planning.

Value-focused “asset” consulting: We hope to identify strategic partnerships and shared values with consulting firms, technology providers, or industry experts to provide additional “value-focused” returns with them aim to deliver comprehensive solutions.

Finding new sources of revenue and introducing more offers: we aim to introduce subscription-based models. These models will provide clients with continuous support, regular performance assessments, and access to a wealth of valuable resources, fostering sustained success.

Remote and Distributed Teams: The trend of remote work and virtual teams has accelerated due to global circumstances.Management and advisory companies need to adapt to managing teams across different time zones and cultures.

Artificial intelligence (AI): The integration of advanced technologies such as artificial intelligence (AI), machine learning, data analytics, and automation into project management processes is becoming more prevalent.

Leveraging impact funding:  Management and advisory services with a focus on Environmental, Social, and Governance (ESG) projects can strategically position themselves to attract funding from sources prioritizing social and environmental impact.

What's your one guiding principle in both life and work?

Strive to find joy and fulfilment in your work and life. Embrace moments of happiness, celebrate achievements, and cultivate a sense of contentment through the meaningful pursuit of your principles.

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Images courtesy of: Alesimo Mwanga