Nanda Scott, Group Chief Transformation and People Officer at Cassava Technologies
The success of any significant organisational change has less to do with the technology or strategy and everything to do with the people. In practice, it often raises questions and uncertainties. This is where leaders, with their ability to provide clarity and confidence, play a crucial role, creating a safe environment for change and securing the path forward.
Many of the challenges businesses face today, especially as a result of advancing technologies, are new. No leader can be expected to have all the answers, but they can make decisions with courage and openness, even when the way forward isn’t obvious. What matters most is the ability to inspire confidence in teams so that together, they can adapt and succeed, instilling a sense of inspiration and confidence in their teams.
With more than half of Africa’s CEOs anticipating that technology will impact how they create, deliver, and capture value in a digital future, companies will inevitably need to reinvent themselves to keep pace. And this calls for effective strategies that lead companies forward without losing sight of their people. It also calls for leaders who are willing to galvanise teams around new visions, challenge comfort zones, and make the unknown feel possible, always with purpose and empathy.
The good news is that with the right approach, change can be a positive experience. This comes from being authentic enough to earn trust, clear enough to articulate a vision, courageous enough to follow through, and brave enough to make difficult decisions when necessary.
Authenticity, clarity, and courage
Authenticity often determines whether change efforts succeed or falter. Leaders who are genuine in their intentions and consistent in their actions create environments where people feel safe to voice concerns, test new ideas, and step beyond their comfort zones. When teams believe leaders have their best interests at heart, trust follows. And with trust, even the most difficult conversations become easier to navigate, empowering and enabling everyone involved.
Being authentic isn’t about perfection, but acknowledging what you don’t know, while also showing conviction as you pursue solutions. Aligning words and actions consistently means that people don’t doubt your motives. This builds not only respect but also resilience, because instead of being participants in a process, people know they’re partners in progress, making them feel respected and valued.
Equally important is clarity of vision. We need to guard against change for change’s sake, and leadership should agree on the direction, goals, and process to be followed before engaging with stakeholders. Effective leaders understand that articulating a compelling vision, then working backwards to build the strategies and approaches needed to achieve it, is key to gaining buy-in. It’s about explaining what’s changing, why it matters, and how people fit into the bigger picture.
True leadership is most evident not in moments of comfort, but when confronting hard choices while keeping people at the heart of the decision, considering how their role contributes to the collective mission. This is where leadership matters most; sometimes it could mean changing course when the original plan no longer fits the current reality. Leadership is knowing when to persevere, when to adjust, and when to let go, without losing sight of the bigger goal.
It is critical to remember that it is people who carry organisations forward. Organisations where leaders listen closely to their people, focus on strengths, and are the ones that create teams that are engaged and resilient. It’s a process of connecting hearts and minds, not just processes and systems.
This is an approach that we’ve followed at Cassava Technologies as we deliver on our vision of being the leading digital solutions provider in our chosen markets. Our experience has taught us a simple truth: brave leadership isn’t just about strategy or technology. It’s about seeing, valuing, and empowering people. Because when people feel seen, they don’t just participate in change; they become its most powerful drivers. Acknowledging and working with this, instead of against it, helps organisations move forward with purpose, adapt to disruption, and create real, lasting change.
