Entries by Stella Odhiambo

,

Turning shared ambition into coordinated action

Turning shared ambition into coordinated action

Stella Odhiambo

Latest posts

Share:



How Wasafiri helped align partners to move Grow Africa from vision to implementation and collective momentum

Many multi-stakeholder initiatives stall not because ambition is lacking, but because alignment never fully happens.

The vision is strong. The partners are credible. Political will exists. And yet progress moves far more slowly than expected.

More often than not, the challenge is alignment.

When the World Economic Forum and partners shaped Grow Africa, the ambition was clear: to strengthen collaboration and mobilise investment in African agriculture. Governments, businesses and development actors were engaged. Energy was present.

But ambition alone is not enough to move a system.

In complex environments, actors operate with different incentives, accountabilities and time horizons. Without deliberate alignment, even committed partners can pull in parallel rather than in concert. This is a familiar pattern in complex initiatives. Partners agree on the destination, but struggle to agree on priorities, sequencing, and how their efforts fit together in practice.

Our role was to help partners move from shared aspiration to clearer direction and coordinated action. This meant creating space for honest conversations about roles, priorities and decision-making. It meant looking at the system as a whole — where influence sat, where friction lay, and which shifts could unlock progress.

Rather than adding another layer of strategy, the emphasis was on strengthening the collective ability to decide and act together, and to adapt as conditions changed. This is where our Systemcraft approach became important.

Rather than focusing only on plans or individual actors, Systemcraft helped us look at the incentives, relationships, power dynamics and decision-making structures that shape how change actually happens. By helping partners surface these dynamics together, the process created shared clarity on priorities, roles, and points of leverage.

In practice, this helped partners see how their individual efforts connected to a wider agenda, where coordination was needed, and what practical pathways could move the platform forward. The focus was not simply on designing a strategy, but on strengthening the system’s capacity to align, decide and act collectively.

Over time, the platform reported clearer priorities and stronger coordination across participating actors. Conversations shifted from broad aspiration to practical next steps. Participants were better able to see how their contributions connected to a shared agenda, reducing duplication and strengthening confidence in the platform’s direction.

Grow Africa helped catalyse more than US $10 billion in private-sector investment commitments in African agriculture, with over US $1.8 billion implemented1. Public reporting also indicates these investments reached more than 8.6 million smallholder farmers and created around 58,000 jobs.2

While no single intervention can claim sole credit in a system of this scale, the experience reinforced a core insight: coordinated action is what enables ambition to translate into credible outcomes. For leaders responsible for turning ambition into movement, this capability can be the difference between activity and traction.

Facilitating Action Planning for Systems Change is one of the ways we support partners working on complex challenges. If you would like to explore how this could strengthen your own initiative, please reach out to Ian Randall.

1Partnering to Achieve African Agriculture Transformation (Grow Africa report)

2Grow Africa Leadership Council CoConveners Statement (African Union)



Read more Wasafiri blogs



Download Systemcraft

Share:



March 6, 2026 by
,

Wasafiri’s leadership transition is rooted where our work is

Wasafiri’s leadership transition is rooted where our work is

Stella Odhiambo

Latest posts

Share:



Over the past decade, Wasafiri has grown into a trusted partner for systems change work across Africa and beyond. By 2025, more than 90% of our work and our team was based on the continent. That shift had already begun to shape how we worked, who we partnered with, and what we were learning about how meaningful change actually happens.

In early August 2025, we aligned our leadership with this reality. This leadership transition marked a new chapter for Wasafiri. It reflected a long-held ambition to root our leadership, voice, and decision-making in the places where the systems we work on are lived and shaped every day.

A legacy that made this possible

This moment built on the stewardship of Alex Rees, who led Wasafiri as Managing Director through a period of growth, learning, and increasing impact. Under his leadership, Wasafiri strengthened its reputation as a consultancy grounded in systems thinking and committed to making good change happen, particularly across Africa.

That legacy included a clear strategic direction: as our work and team increasingly centred on Africa, so too should our leadership. Alex’s transition out of his executive role and into an advisory position created space for that ambition to fully take shape. We remain deeply grateful for his leadership and continue to benefit from his guidance in an advisory capacity.

George and Ian

Leadership rooted in the region

Following this transition, George Kaburu and Ian Randall stepped into strategic leadership roles to lead Wasafiri’s next phase.

George Kaburu took on the role of Executive Director (Operations), leading our consultancy work and team from our Nairobi headquarters. Ian Randall, a founder of Wasafiri, continues as Executive Director (Strategy), guiding our offer to clients and partners.

Together, they represent a leadership model that is globally connected, but with proximity to the communities and organisations we engage with across Africa.

As George reflected at the time, “I am looking forward to working with such a talented and hugely experienced team, working with clients and partners to solve some of the world’s most complex problems.”

Localisation matters for systems change

For donors and practitioners working in systems change, the importance of place-based approaches is increasingly clear. Systems are shaped by history, relationships, culture, and lived experience. Being close to communities, institutions, and partners is a practical choice.

Locating leadership in Kenya has strengthened our ability to listen more closely to local and regional actors and respond more appropriately to emerging dynamics. From our Nairobi headquarters, the transition affirmed what had always been our intended trajectory: to move our centre of gravity closer to the systems and communities we serve.

We are proud of this transition. It was aligned with our purpose, and it continues to position us to support ambitious systems change efforts across the region.



Read more Wasafiri blogs



Download Systemcraft

Share:



January 21, 2026 by
,

School feeding initiatives, a game-changer for East Africa

School feeding initiatives, a game-changer for East Africa

Stella Odhiambo

Latest posts

Share:



School feeding programs are more than just meals on a plate. When designed well, they create jobs, strengthen local food systems, and support children’s health and education. Yet, despite their potential, investment remains alarmingly low across Africa.

The reality is stark: while governments, NGOs, and development partners have made strides, the scale of the challenge far outweighs current efforts. With school feeding at the intersection of nutrition, local economies, and food security, it is clear that no single organisation can solve this alone.

Wasafiri works with a broad network of partners to convene, coordinate, and unlock solutions that drive systemic change. But time is running out. If we want to make school meals a truly sustainable solution, the world needs to act – and invest – now.

A missed opportunity for food systems actors?

Across East Africa, school meals are often the only reliable source of daily nutrition for millions of children. In Kenya, for example, nearly 4 million children benefit from school feeding programs. Yet these initiatives remain largely dependent on donor funding and food imports, failing to harness the full potential of local economies.

Home Grown School Feeding (HGSF) presents an opportunity to shift this paradigm. By sourcing food from local smallholder farmers and micro, small, and medium enterprises (MSMEs), school feeding programs can:

  • Boost rural economies by creating predictable demand for local produce.
  • Improve food security by strengthening regional food systems.
  • Enhance nutrition by prioritizing diverse, locally available foods.
  • Increase resilience by reducing dependence on external food aid.

Despite these benefits, only a fraction of Africa’s school feeding programs are meaningfully linked to local food systems. A scoping review conducted by Wasafiri found that while 76% of school feeding initiatives claim to support small-scale farmers, only 43% have preferential contracting for them, and a mere 7% have legal frameworks to ensure their inclusion. In other words, the potential of HGSF remains largely untapped.

The question is not whether HGSF works; it does. The question is, why is Africa still struggling to make it the norm rather than the exception?

Unlocking the potential of local farmers and MSMEs

While school feeding should be a win-win for both children and local food producers, smallholder farmers and MSMEs face significant barriers to entry. Wasafiri is involved in CCHeFS, a project funded by IDRC aimed at integrating MSMEs and smallholder farmers into school feeding initiatives. Our research reveals some of their challenges:

  • Market access: Many smallholder farmers lack the scale and consistency required to meet the demands of school feeding programs.
  • Financing constraints: MSMEs and farmer cooperatives struggle to access the credit needed to expand production or invest in better infrastructure.
  • Procurement barriers: Government procurement processes often favour large suppliers, sidelining small-scale producers.
  • Logistical hurdles: Weak supply chain networks mean that even when smallholder farmers can produce sufficient food, getting it to schools efficiently is a challenge.

Wasafiri, alongside its partners, is working to identify practical ways to integrate MSMEs and smallholder farmers into school feeding supply chains. We are exploring financing models, capacity-building programs, and policy shifts that could make HGSF scalable. However, the reality is that these efforts, while necessary, are just a drop in the ocean. What is needed is serious, long-term investment.

Where will the investment come from?

The need for financing in HGSF cannot be overstated. While national governments have made commitments, budget constraints mean that school feeding programs often remain underfunded and inconsistent.

Private-sector engagement is almost non-existent in many cases. Yet, major global players such as impact investors, philanthropic foundations, and large agribusinesses have the resources to fill this gap. Organisations such as the Rockefeller Foundation, Novo Nordisk Foundation, and the Bill & Melinda Gates Foundation have invested heavily in food systems transformation. But school feeding has yet to receive the level of attention (and funding) it deserves.

We believe this must change. The case for investment is clear:

  • Return on investment: Studies show that for every $1 invested in school feeding, there is a $9 return in improved health, education, and productivity.
  • Impact on local economies: Research from the CCHeFS project demonstrates that integrating MSMEs into school feeding programs can create thousands of jobs and increase farmers’ incomes by 30-50%.
  • Climate resilience: Sourcing food locally can reduce the carbon footprint of school meals while promoting climate-smart agriculture.

The question is: who will step up?

A call to action: We must act now

Wasafiri has spent years working to understand the complexities of school feeding in Africa. We have conducted research, convened stakeholders, and supported policy discussions. But we cannot do this alone.

If we are serious about transforming school meals into a tool for systemic change, we must move beyond pilots and fragmented projects. We need:

  • Large-scale investments to support smallholder farmers and MSMEs in becoming viable suppliers.
  • Policy shifts that prioritise local procurement and reduce barriers for small businesses.
  • Multi-stakeholder collaboration, bringing together governments, donors, and the private sector.

If you are a funder, policymaker, or organisation that cares about the future of school feeding, now is the time to engage. The solutions exist. The question is whether we have the will to implement them at scale.



Read more Wasafiri blogs



Download Systemcraft

Share:



April 16, 2025 by
,

Building peace in East Africa: A conversation with Wasafiri’s peace and inclusion lead

Building peace in East Africa: A conversation with Wasafiri’s peace and inclusion lead

Stella Odhiambo

Latest posts

Share:



From Northern Kenya to Ethiopia, Aisha Adan’s work reflects her belief in local leadership, collaboration, and research that drives action. Her passion for stable, peaceful communities shines through in every project she touches—and serves as a powerful reminder that the solutions to big challenges often start at the grassroots.

When it comes to peace, stability, and inclusion, Aisha believes in practical solutions that put people at the centre. With years of experience tackling governance issues, extremism and conflict in Kenya’s most vulnerable regions, Aisha has seen firsthand what works – and what doesn’t.

From engaging communities to driving research that matters, her approach is clear: meaningful change starts with those closest to the challenges.

I sat down with Aisha to learn more about her work, her reflections on the region, and what excites her about creating solutions that stick.

Can you share a moment when you saw meaningful change happen in a project you were part of? What made it work?

One moment that stands out is our Community-Led Research and Action (CLRA) experimentation initiative with a marginalised community on the Kenyan coast.

This was an intervention designed to let communities take the lead in solving their own problems. They conducted their own research, identified solutions that could work, and took action.

The impact was incredible. We saw individuals develop critical thinking, a stronger sense of belonging, and a real understanding of their own communities.

What made it work? Well the people themselves did. Their lived experiences gave the project its heart and focus, making sure that the solutions were practical and sustainable.

Aisha

In your experience, what’s one small but powerful way communities can promote peace?

It starts with open and inclusive dialogue—creating spaces where everyone, no matter their background, can be heard and respected. Trust grows from these conversations, and from trust comes collective problem-solving and small steps towards changing mindsets.

What do you think is the biggest barrier stopping women and young people in East Africa from influencing decisions about their future?

Structural inequality. Socio-cultural norms hold many women and young people back. They often don’t have the resources, opportunities, or platforms to shape their futures. Without agency and economic independence, they’re stuck on the sidelines.

You’re currently working on a sustainable peace project in Ethiopia. Who will this project benefit, and what excites you most about it?

This project benefits Ethiopian communities most vulnerable to conflict by helping policymakers and local leaders become better at preventing and responding to external threats. It’s all about strengthening Ethiopia’s systems for conflict resolution and peacebuilding.

What excites me most is that Wasafiri is coming in to do the stuff we do well. In this case, our role is to produce timely, action-driven research. We’re leading efforts to create insights that inform the project’s strategy in real time, so our work can respond directly to what’s happening on the ground.

Finally, for someone who’s passionate about making a difference in this space, what advice would you give?

If you’re working on changing the system so that it works better, and for more people, I would say inviting diverse voices and perspectives as part of the decision-making process.

Conflict is inevitable, but violence isn’t. Real, transformational change happens when we work together inclusively.

Why people doing systems change work matter

People like Aisha, who are doing the slow work to shift mindsets and complex systems, amplify lesser-heard voices, and support communities to be more resilient in the face of changing socio-economic challenges, are the backbone of good, lasting change.

Their work reminds us that real transformation doesn’t happen overnight; it happens through sticking it out, building quality networks, and committing to meaningful collaborations and partnerships.

Whether you’re working on creating more inclusive spaces for marginalised youth who are vulnerable to radicalisation, or making Africa’s food systems more resilient to the effects of climate change, your contributions create ripples that lead to a more peaceful, equitable and sustainable world.

Photo by Bobby Randu



Read more Wasafiri blogs



Download Systemcraft

Share:



December 17, 2024 by
,

How can philanthropies drive systems change together?

How can philanthropies drive systems change together?

Latest posts

Share:



Systems change approaches offer the chance to accelerate impact but can be challenging to implement.

Every year philanthropic foundations spend billions of dollars to have an impact on complex issues related to food, climate, nature, poverty, health, peace and nutrition. And yet, despite much positive impact, the underlying causes of these issues persist.

Systems change approaches that are built to work with complexity, interdependence, emergence and the ever-present power dynamics that create inequality offer a way for foundations to tackle the underlying causes of the problems they care about. And consequently, many leading organisations are exploring and adopting them.

Each philanthropic organisation that embraces systems change is on a learning journey. They are codifying new language, analysis frameworks, and leadership forms. As we have worked with a growing body of philanthropists, we have come to recognise some common struggles, and the opportunity to learn faster by learning together.

Challenges shared by philanthropies that practice systems change

Strategic focus: Funding portfolios are often delineated by technical themes such as agriculture, gender, climate, or livelihoods. Yet these are entangled in the real world. How might philanthropic organisations support interventions layered together to achieve transformative impact? How can they set strategic boundaries that ensure discrete work delivers impact within indiscrete systems?

Working with grantees: Grant recipients often seek immediate impact on an issue and can lack the tools and motives to work on underlying conditions. How can philanthropies guide and support them in pursuit of systems change?

Power: Power inequalities underpin most systemic issues. How can philanthropies apply their funds in ways that rebalance these? How can they harness or even cede their high-level influence in ways that elevate the disenfranchised?

Collaboration: System change can take decades, yet funding cycles are measured in years. How can philanthropies structure collaboration that ensures support beyond their individual timeframes and mandates? How can they operate as an ecosystem in ways that catalyse rather than capture impact?

Monitoring, evaluation and learning: System change embraces emergence, experimentation, and agility. So, how can MEL focus on dynamically improving impact more than doggedly proving impact?

The response to each of these challenges may be different for different foundations, but there is much that they can learn from one another.

If we are going to realise the speed scale and lasting impact that systems change approaches offer – then we need to learn fast and we need to learn together.



Read more Wasafiri blogs



Download Systemcraft

Share:



June 7, 2024 by
,

Challenges faced by philanthropies and how Wasafiri can help

Challenges faced by philanthropies and how Wasafiri can help

Latest posts

Share:



Each year philanthropic foundations spend billions of dollars to have a positive impact on complex issues related to food, climate, nature, poverty, health, peace, and inclusion. When addressing complex social issues through a systems change lens though, philanthropic organisations often encounter unique challenges.

Strategic focus

Funding portfolios are often delineated by technical themes such as agriculture, gender, climate change, or livelihoods. However, real-world issues do not exist in silos; they are interwoven and multifaceted.

For instance, improving agricultural productivity can also impact gender equality and climate resilience.

How we can help: Navigating interconnected systems

Philanthropies must adopt a strategic focus that recognises and addresses these interconnections. Through a decade of experience working on systems change, we understand that complex social issues demand nuanced, integrated solutions.

We can help philanthropies recognise interconnected issues and support in developing layered interventions across different thematic areas. This will among other things, allow for opportunities to organise for collaboration.

Our approach helps set strategic objectives that optimise for transformative impact.

Working with grantees

Understandably grantees often prioritise immediate, measurable impacts over long-term systemic change due to pressure from funders and the need to demonstrate positive results. However, addressing underlying conditions requires time and a shift in incentives.

How we can help: Guiding towards systems thinking

We offer resources (such as Systemcraft Essentials) and training that can support grantees in understanding and addressing the all-important root causes. By fostering a mindset that values long-term systemic change over short-term gains, we can help create incentive structures that reward grantees for efforts towards systemic transformation, encouraging them to tackle the deeper issues at play.

Power

Power imbalances are at the heart of many systemic issues. Traditional philanthropy can inadvertently perpetuate these imbalances by maintaining top-down structures where the system will continue to work well for some and less so for others.

How we can help: Rebalancing power inequalities

Our approach advocates for harnessing collective intelligence from the different players involved in a complex issue. We help address asymmetries of information, because these underpin the asymmetries of power. 

For instance, we often find that the communities impacted by these issues play an important role in providing information to help with the very issues. This approach not only empowers marginalised groups but also ensures that the interventions are more relevant and effective.

By implementing approaches such as CLRA, we can help elevate the voices of the disenfranchised and drive more equitable outcomes.

Collaboration

Systems change is a long-term endeavour, often requiring decades to achieve substantial or measurable progress. However, philanthropic funding cycles are typically much shorter, which can hinder sustained efforts.

Often, there’s no structure set up beyond individual timeframes and mandates.

How we can help: Catalysing long-term impact

We facilitate the creation of partnerships with other players and stakeholders to pool resources and expertise. By playing an important convening role and by structuring collaborations that transcend individual funding cycles, we ensure that support continues beyond timeframes and mandates.

This collaborative approach catalyses impact and fosters a shared commitment to long-term goals.

Monitoring, evaluation, and learning

Traditional monitoring and evaluation (MEL) frameworks focus on proving impact through inflexible and predefined metrics and outcomes. However, we know that systems change requires a more dynamic approach that values learning and adaptation over static measurement.

How we can help: Helping embrace agility

We help adopt MEL practices that emphasise continuous improvement and responsiveness. Using real-time data and feedback loops, we inform decision-making and continually adjust strategies as needed. By embracing emergence and experimentation, we help you stay agile and effectively navigate the complexities of systems change.

Why should you partner with us?

We have applied system change approaches to a vast diversity of issues such as countering violent extremism in East Africa, ocean-related solutions to the climate crisis, UK healthcare reform, and the manifold crises within food systems.

We work globally with foundations, NGOs, governments, the UN, and corporations in advisory roles, implementation support, and capacity building and most importantly, we understand the unique challenges that come with practising systems change.

Our Systemcraft approach is designed to support you in overcoming these obstacles.

Let us help you tackle these challenges head-on. Partner with us, and together let’s make good, lasting change happen.



Read more Wasafiri blogs



Download Systemcraft

Share:



May 27, 2024 by
,

We are looking for a Project Officer

We are looking for a Project Officer

Latest posts

Share:



Join our team!

We are looking for a Project Officer to play a varied project and operational support role within our operations team.

The Project Officer will be dedicated to supporting one or more projects, providing operational planning, logistics and administrative support to all aspects of the project cycle (identification, proposal development, teaming, implementation and close-down).

See the full description.

How to apply:

  1. Submit the cover letter and CV to opportunities@wasafirihub.com
  2. The CV should be no longer than 3 pages.
  3. Use the subject heading: Application – Project Officer
  4. Application deadline: 16 May 2024

Good luck!



Read more Wasafiri blogs



Download Systemcraft

Share:



April 17, 2024 by
,

Wasafiri’s License to Lead programme: Investing in tomorrow’s leaders

Wasafiri’s License to Lead programme: Investing in tomorrow’s leaders

We celebrate Aisha Adan, the inaugural candidate in the License to Lead programme, a key initiative fostering leadership development

Stella Odhiambo

Latest posts

Share:



At Wasafiri, we believe in the power of diversity, equity, and inclusion to drive positive change. Our commitment to a more diverse generation of leaders led us to recently launch the ‘License to Lead’ (L2L) programme as a pivotal component of our DEI agenda.

The programme is a five-year commitment aimed at nurturing and growing a diverse pool of leaders within Wasafiri, with a particular focus on our African and Africa-based staff. Recognising the need for more leadership and management development opportunities, we are dedicated to correcting this imbalance through targeted investment in everyone’s professional growth.

Goals and benefits

The L2L goals and benefits reflect our commitment to diversity, equity, and inclusion:

  1. Improving diversity, equity, and inclusion: By providing leadership opportunities to underrepresented groups, we aim to create a more diverse and inclusive work environment internally as well as with our clients, partners, and the communities we serve.
  1. Knowledge transfer and skill building: The programme will focus on transferring institutional knowledge and building leadership skills among emerging leaders, ensuring a robust leadership pipeline.
  1. Promoting responsibility and participatory decision-making: We strive to have participants take on more significant roles in decision-making processes, fostering a culture of collaboration and shared responsibility.
  1. Strengthening skills for managing complexity and diversity: In a rapidly changing business landscape, the programme equips participants with the skills needed to navigate complexity and embrace diversity.
  1. Fostering motivation and employee engagement: By investing in our employees’ professional development, we aim to enhance motivation and overall employee engagement.

Our inaugral candidate, Aisha Adan

Aisha Adan facilitating a workshop in Mombasa, Kenya

We are thrilled to announce Aisha Adan as the inaugural participant in the License to Lead programme for 2023/24. Aisha’s selection is a testament to her outstanding contributions and potential within the organisation.

As Wasafiri Managing Director Alex Rees rightly puts it, “Aisha is a key part of our future. I’ve no doubt she will make the most of the opportunity as she leans in as the inaugural winner of the License to Lead investment.”

On her win Aisha says, “This was not only incredibly gratifying but also marked a truly fulfilling milestone in my professional journey. I am eagerly looking forward to immersing myself in the L2L programme. Looking ahead, I believe that this will be a transformative journey and promises to shape  my trajectory towards impactful leadership within and beyond Wasafiri.”

As Aisha embarks on this journey, we look forward to witnessing the positive impact of the License to Lead programme on her professional growth and the broader Wasafiri community. Her success sets the stage for future leaders to emerge, contributing to a more inclusive and dynamic leadership landscape within our organisation.

L2L is not just an investment in one person, but a commitment to shaping the future we want at Wasafiri.

Congratulations, Aisha, and here’s to a brighter, more inclusive tomorrow.

Who is Aisha Adan? Click below to read more.



Read more Wasafiri blogs



Download Systemcraft

Share:



November 22, 2023 by
,

Wasafiri is looking for a Research and Learning Systems Lead

Wasafiri is looking for a Research and Learning Systems Lead

Stella Odhiambo

Latest posts

Share:



Join our team!

We are looking for a Research and Learning Systems Lead to lead research and MLE in thematic areas such as peace/stabilisation, inclusion, food, climate and nature working with governments, implementing organisations and businesses, leading philanthropic and bilateral funders, African and global organisations, and knowledge partners.

See the full description here.

How to apply

  1. Submit the cover letter and CV to opportunities@wasafirihub.com
  2. The CV should be no longer than 3 pages
  3. Use the subject heading: Application – Research and Learning Systems Lead
  4. Application deadline: 15th December 2023

Good luck!

 



Read more Wasafiri blogs



Download Systemcraft

Share:



November 15, 2023 by