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

by Aisha Adan/

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

Aisha Adan

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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

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The power and practice of impact networks: Lessons from food systems transformation

by Stella Odhiambo/

The power and practice of impact networks: Lessons from food systems transformation

Claudia Piacenza

Claudia Piacenza

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Networks that bring together cross-sector leaders to work on shared problems super charge impact in complex environments.

In Africa, the challenges of hunger and malnutrition remain stark: one in five people – over 282 million – are undernourished (State of Food and Agriculture (FAO 2019)), and 30% of children under five suffer from stunted growth. Despite some progress, these figures highlight how far we are from achieving key nutrition and health targets.

Compounding the issue, Sub-Saharan Africa loses over 30% of its total crop production every year – equivalent to more than USD 4 billion in value. These losses not only strain food security but also undermine efforts to lift millions out of poverty.

Amid these challenges, could the power of networks offer solutions?

Why networks (and not just collaboration) matter

One of the biggest challenges when working on complex problems is adapting to an ever-changing context.

One of the pre-conditions for operating in an adaptive way is dynamic learning. When we approach issues from just one angle, one niche expertise, or one specific or static point of view, we risk falling into the well-known trap of the blind scientist who, touching an elephant’s ear believes that she is touching a fan.

It is only by bringing together diverse perspectives that we can truly see the “big picture” (or in other words, the whole elephant).

Spoiler alert: the “big picture” is not just big – it’s rich and multifaceted.

For example, let’s look at the average age of farmers in Africa. Many organisations are working to engage youth in agriculture, recognising the importance of securing the next generation of farmers.

These efforts rightly focus on making agriculture more attractive for young farmers by lowering barriers to access it, increasing the role of tech and digital tools, and reframing the narrative around entrepreneurial opportunities.

At the recent Kenya Transform Food Festival hosted by the African Food Fellowship, we worked around this very issue – engaging youth in agriculture.

By bringing in different perspectives, the conversation quickly moved beyond traditional business models and the cost of agricultural inputs to collective narratives and educational approaches. Suddenly, we looked at a very familiar problem in an unfamiliar way.

We dived into cultural insight: in many rural areas, schools and families use farm work as punishment for undisciplined children. This shift in focus – from economic barriers to cultural narratives and educational practices – was a revelation to many. Suddenly the problem took on a new dimension, leading us to explore how to reshape perceptions about agriculture and food production, starting with very young children in schools.

While this idea may seem obvious to a sociologist or anthropologist, it was an eye-opener for participants from the private and public sectors.

So why was this breakthrough possible?

It came down to one critical approach that defines how networks work: we placed our shared objective at the centre of our discussion, rather than starting with a particular solution or organisational point of view.

As one of our Fellows once said: “Leave your logos and egos at the door and focus on the common purpose.”

The role of trust in building networks

Of course, for networks to work, we need trust at their core. I’ve heard from many leaders that building trust is the foundation for real collaboration.

Trust allows us to share not just knowledge but resources, shifting from a learning phase to actionable plans. It’s about helping everyone see each other as partners rather than competitors.

In practice, trust takes time and care – it grows as we consistently show up, follow through on commitments, and invite open dialogue. This way, networks become not only strong but safe spaces for everyone involved. We create an environment where funders, local organisations, and practitioners feel comfortable sharing ideas, knowing they’ll be met with respect and openness.

Trust is the foundational pre-condition to move from a competitive approach to a place of collaboration.

When we curate a network that wants to stimulate action (and ultimately deliver impact) we tend to focus on the support provided in the form of grants, technical assistance, facilitation and so on. If we don’t intentionally invest in building trust, our efforts are at high risk of not delivering the expected results.

Systems leadership: The key to lasting impact

Ultimately, networks are a means to an end. The end here is to improve the way people eat, their health and the health of our planet, and their inclusion in economies and societies.

Leading change that transforms our current food systems takes a special kind of leadership. Leadership that drives system transformation requires mastery of complex thinking, adaptive management, and collective action.

A recent study by the African Food Fellowship shows that while technical skills are essential, they are not enough. On top of being agronomists, food safety scientists or nutritionists, food system leaders must embody the qualities of a businessperson, an advocate, a communicator, and an organiser.

Do such leaders exist? And what is the right balance between the skills that we need to develop as individuals versus those we cultivate as part of a collective entity?

How do we know if a network is having an impact?

It’s one thing to build a network, but how do we know it’s truly making a difference? There are two indicators that matter most: network health and impact.

A healthy network is one with active participation, where each member feels valued and connected.

A healthy network provides an opportunity to engage in a variety of ways, based on individual gifts, traits, and life stages.

Impact, on the other hand, is harder to attribute directly to the work of networks. For this reason, we focus more often on contribution and influence.

An invitation to join the journey

Do you want to bring organisations and individuals together around a complex problem? Are you interested in exploring the intersection between network curation and system thinking? Get in touch! Reach out to Claudia on [email protected].

The African Food Fellowship recruits new Fellows every year. We will soon be inviting food systems leaders in Rwanda and Kenya to join the Fellowship, which offers a much-needed community of change-makers, learning opportunities about food systems leadership, and chances to collaborate with others working on similar problems.

Visit the African Food Felowship’s website for more information and keep an eye out for calls for application.

Photo by Francesco Rosati

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African Food Fellowship hosts 3rd annual Kenya Transform Food Festival

by Stella Odhiambo/

African Food Fellowship hosts 3rd annual Kenya Transform Food Festival

Jaqueline Kubania &
Stella Odhiambo

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Happy smiles! Kenya Food Fellows pose for a picture during the Kenya Transform Food Festival.

The African Food Fellowship on 8 November, gathered farmers, researchers, entrepreneurs, government officials and other food systems practitioners in Nairobi for the Kenya Transform Food Festival 2024. The festival, now in its third edition, celebrates leadership action as a key catalyst for transforming food systems in Kenya.

It provides opportunities for like-minded individuals who share a passion for food systems to connect, interact and collaborate to create healthy, inclusive and sustainable food systems. This year’s festival was an immersive and inspirational experience showcasing how the Fellowship is championing food systems actions, which are initiatives that address complex problems within food systems and shift the underlying conditions that cause them. 

“Although there is a lot of good work happening in the agricultural sector in Africa, there hasn’t been a great understanding of how to act systemically. The African Food Fellowship was borne of a need to link people already operating within food systems, and get them to ask: how do we collaborate and shift food systems to be good for people and the planet?”, said African Food Fellowship Deputy Director and Wasafiri MD Alex Rees in a keynote speech given at the event.

First Daughter Charlene Ruto (left) and Prof Ruth Oniang’o (right) interact with Kenya Food Fellow Janet Ngombalu during the festival.

Guests included renowned nutrition expert and food systems leader Prof Ruth Oniang’o, and Kenya’s first daughter and founder of SMACHS Foundation, Charlene Ruto, who both lauded the Fellowship for its efforts to nurture leadership in Kenya’s agricultural sector.

During the event, Fellows had an opportunity to showcase their food systems actions and give guests a look at their personal journeys. They invited guests to make the experience their own by asking questions, giving feedback, and even joining in as collaborators.

“I am collaborating with two other Fellows to make school meals more nutritious for children. We want indigenous foods like cassava, omena, and traditional vegetables included in school feeding programmes because these foods are more nutritionally dense and better adapted to adverse weather conditions,” said Sylvia Kuria, an organic farmer who joined the Fellowship in 2022.

Kenya Food Fellows Auleria Apopo (left) and Sylvia Kuria (centre) take guests through their food system action which addresses childhood malnutrition.

Robert Shumari, who is also an African Food Fellow, showcased his efforts to diversify nutrition and livelihoods in arid Kajiado County, where he is running aquaculture learning hubs to teach the pastoralist Maasai community how to rear fish.

“My community loses a lot of livestock during droughts, which leaves them impoverished and unable to meet their families’ nutrition needs. I am teaching them to farm fish in a sustainable way so that they have food and income even during the driest months,” he said. He noted that so far, over 300 people have attended his workshops and almost 200 of them have started farming fish. Among his biggest collaborators are the county government of Kajiado and the local community, whose buy-in and participation is essential for long-term success.

Kenya Food Fellow Apollo Karugah contributes to discussions at the festival.

The festival also featured a live podcast session where economist Sarah Wachekeh and agri-entrepreneur Mutuma Muriuki took guests through the vulnerable art of building collaborations as a path towards Food System Actions. They got candid about the opportunities that collaborations open up (that are not accessible to singular actors), the challenges and tensions they have had to navigate while working with others, and what success looks like when collaborations work.

“The days of working in silos are over,” noted Sarah. “You have to bring on board as many actors as required in order to achieve meaningful impact.”

Kenya Food Fellows Mutuma Muriuki and Sarah Wachekeh on stage during the live podcast recording at the festival.

The African Food Fellowship approach to food system transformation is built on collaborative leadership. By creating an enabling environment for food system actors who work in different parts of Kenya’s food system to collaborate, they are equipped with analytical, methodological and design skills to address familiar issues in unfamiliar ways, focusing on drivers of systemic change. These initiatives provide creative solutions to the most pressing challenges facing food systems today, including climate change, malnutrition and poverty.

African Food Fellowship learning programme lead Riti Herman-Mostert (left) and Kenya Food Fellow Richard Midikira keenly follow proceedings during the festival.

“The Fellowship believes that systemic leadership can be taught. We back people working on systemic change and give them the support they need to do good work,” said Brenda Mareri, African food Fellowship Kenya Dean and Implementation Lead and Wasafiri’s Senior Manager for Food Systems.

Festival guests pose for a group photo.

This article was originally posted on the African Food Fellowship website.

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Return of the hero: Systems leadership needs individuals willing to step up

by Stella Odhiambo/

Return of the hero: Systems leadership needs individuals willing to step up

The idea of leadership as an activity for a heroic few has been well critiqued. But as we confront a climate crisis and growing social polarisation is it time for a rethink?

Kate Simpson

KATE SIMPSON

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For the last decade or so leadership thinking has encouraged us to see ‘leadership as a team sport’.  Collaboration, distributed action, innovation, participation are the sources of power that leadership draws on and unleashes in the many, not the few. And this is undoubtedly a good thing.

However, as we confront a climate and biodiversity crisis; as we wrestle with growing inequality and polarisation; and as we search for new forms of economy, new forms of national and global governance, and if we are to create private firms capable of more than just maximising share holder profit –  maybe we are going to need a few more heroes to show up? 

We will never deal with the complex and ambiguous challenges we face if we just wait for some sort of heroic leader to show up. That is, someone who seems to have more courage, more certainty, more insight, more knowledge, more passion, more hair, just more… than we have. They are not coming. Mostly because they don’t exist. But also because no one person, however brilliant, and well intentioned can tackle complex problems alone. Collective action is the only form of action. 

However, the sort of challenges we face are going to require significant disruption of the status quo. They are going to require businesses to internalise things that they have long externalised – like their impact on their environment, or on the health and wellbeing of staff. Government departments  need to change how they relate to citizens; academic institutions need to take responsibility for both who they educate and who (and why) they exclude. International NGOs will need to let go of some of the resources they control and let others control them if decolonisation and localisation are to be realised. What ever sector you sit in there are deep changes to make in who has power, who is served, who is excluded. And as with all systems level change, there will be resistance. 

Significant shifts in power have never come through consensus. They have been pushed for and demanded and alternatives built to prove what’s possible. And people have taken risks to do these things. Personal risks – with their own careers, assets, popularity, credibility and even their bodies. And this is the sort of heroic leadership we are going to need. The sort where individuals are willing to risk things that matter to them; and to be seen to do so. 

But it is not an either or. We are going to need both heroic leadership acts and mass unleashed, collaborative, participatory, experimental, unstoppable, relentless leadership. So there are a few caveats in my call for a little more heroism: 

 

All heroes need (a lot) of friends

For change to happen a lot of people need to take a lot of actions. When Rosa Parks decided to claim her right to sit on the bus she put her body on the line. She risked her freedom, her physical safety.  The year long Alabama bus protest which followed saw hundreds of people wear their shoes out as they walked to and from work. 

The ensuing dismantlement of the racist Jim Crow Laws was an outcome both of the action of heroes (of which Rosa Parks was one) and of a legion of people who did the long slow personal work of following. Systems change needs both – the individual heroes who stand out and the masses who stand up. Most of us won’t have what it takes, or the opportunity, to be heroes but we can respond to them when they shown up.

The unsung heroes matter

One of the big problems with ‘hero leadership’ is that it tends to just focus on the internal story of the person and not the wider context they were in. Sometimes the same action done by a different person or in a different moment has much less impact. A few months before Rosa Parks there was Collette Colvin – who also claimed her right to sit where she chose on a bus. Her action was the same, her impact was not. 

Perhaps because of who she was (younger, less well connected) perhaps the moment wasn’t quite right. Likewise, Greta Thunberg was not the first person to mount a school strike for the climate. Systems change is a dynamic thing. There are windows of opportunity that are hard to predict till after someone has charged through them. So if we need heroes then we need a lot of them, and only a few will get their stories told. 

Heroic acts not heroic people

The problem with people who do heroic things is that they always turn out to be flawed. If we are going to ask more of ourselves and each other in terms of visibility and boldness then we also have to accept individuals’ abilities to be both wonderfully right and good and also wrong and flawed. This is not some sort of offset scheme where the good and bad are tallied and an average found. Rather it is an acceptance that both will exist in all of us.  

Ultimately, we can not leave the climate crisis, social justice and the building of a more peaceful and equitable world in the hands of the few. It is going to need collective action. But nor can we expect to make a difference without being seen, without being willing to spend some of the things many of us have carefully built – our careers, our popularity, our security, our networks, our perceived competence, our invisibility.

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Wasafiri’s License to Lead programme enters year two

by Aisha Adan/

Wasafiri’s License to Lead programme enters year two

Aisha Adan

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Aisha Adan was the pioneering candidate for Licence to Lead. She sits down with Stella Odhiambo to talk about the DEI initiative that’s advancing leadership development for Wasafiri’s African and Africa-based staff.

Having recently completed the programme, I know that License to Lead (L2L) has benefited me tremendously. So, imagine my excitement when the second candidate was announced! L2L is designed to not only nurture much-needed leadership skills but also to ensure that our leadership reflects the diversity of the communities we serve. It’s a thrilling time as we continue this important work.

In my conversation with Stella, I wanted to understand her motivations and aspirations as she embarks on this journey. Here’s what she shared.

Well, congratulations, Stella! What motivated you to apply for Licence to Lead?

Thank you, Aisha! As Communications Manager at Wasafiri for the past two years I’ve am lucky enough to interact with colleagues and consultants across the business. These are some of the most inspiring, brilliant and passionate people I have ever worked with. 

The more I learn from them and dive into my role which I really enjoy, the more I realise I want to step up my game. L2L feels like the perfect opportunity to do that—to learn, grow, and become a stronger and more capable leader.

What’s the one thing that excites you the most as you begin this programme?

With a background in media, publishing, and communications, I’m looking forward to stepping out of my comfort zone, picking up new leadership skills, and getting a taste of what it’s like to be at the helm of strategic decision-making at an organisation like Wasafiri.

L2L is a good next step in my journey. I will not only learn how to navigate challenges confidently but also prepare myself for my future aspirations.

What specific leadership skills are you hoping to develop through L2L?

I’m looking to level up my skills in a few key areas: team management, decision-making, and strategic thinking.

I know that leading a team involves more than just having the answers—it’s about inspiring others to bring their best selves to the table and work toward a shared vision. I’d love to get to the point where I can walk into any situation, make clear and confident decisions, and guide a team without feeling like I’m just figuring it out as I go.
CKW_7505 (11)

What three words best describe Stella?

Driven, compassionate, and underestimated.

Who has been your biggest inspiration and influence in life and what lessons have you learnt from them?

I draw immense inspiration from people who come from the most shocking beginnings to not only survive but thrive and surpass all expectations. Actress Viola Davis springs to mind. Look up her story.

Looking ahead what do you hope your legacy to be both personally and professionally?

Personally, I hope to be remembered as someone who brought people together and encoureged others not to sweat the small stuff – someone who infused positivity into every interaction.

Professionally, I want to inspire others to tackle complexity with creativity and passion.

Well, congratulations again, Stella. Enjoy it. I cannot wait to compare notes and see what this does for your growth!

Thank you – neither can I. Watch this space, same time next year.

Aisha was the inaugural candidate for Licence to Lead and is currently Wasafiri’s Peace & Inclusion Senior Manager. Read about her L2L journey here.

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Diversity in leadership: Aisha’s License to Lead journey

by Aisha Adan/

Diversity in leadership: Aisha’s License to Lead journey

Aisha Adan

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Aisha Adan, Wasafiri’s Inclusion and Peace Senior Manager, shares her journey through the License to Lead (L2L) pilot programme. A programme designed to cultivate diverse leadership within Wasafiri.

Introduction

Recently, I had the privilege of completing Wasafiri’s License to Lead (L2L) program, a transformative experience that has significantly impacted my leadership journey.

Designed to equip emerging leaders from Africa with essential management skills, L2L has set a foundation for personal growth and professional impact.

Wasafiri launched the L2L program with a commitment to increasing diversity, equity, and inclusion within our leadership. Recognising the gap in leadership opportunities for Africa-based staff, L2L builds critical skills in strategic decision-making, transfers institutional knowledge, and empowers employees in participatory roles.

This blog reflects on how L2L has impacted me personally and professionally.

Reflections on License to Lead and its Impact

At its core, L2L is about creating a resilient, adaptable team structure that empowers each member to play a participatory role in decision-making. This unique approach felt refreshingly aligned with Wasafiri’s principles of adaptive organisation and responsive leadership.

Through the program, I had the chance to dive into various critical topics: from business strategy to communications. Under Business Strategy, for instance, I gained a deeper understanding of what it takes to formulate and execute a strategy within an organisation and how influential leadership can drive that strategy forward. This set the stage for practical discussions on Commercial and Business Development, where I gained insight for business growth and development—skills that are crucial as we seek to make a bigger impact.

Other essential things I learned were foundational knowledge of financial management, something that is critical in project planning and ensuring accuracy in operations, and how teamwork and diverse strengths can elevate project management. Even the Communications sessions covered the art of strategic messaging, helping me align our communications with Wasafiri’s goals to build trust and clarity both internally and externally.

One of the standout aspects of L2L was its emphasis on leadership agility. The program encouraged me to think on my feet, understand various perspectives, and make collaborative decisions.

This training has already made an impact on my role; I’ve taken on complex projects that required adaptive thinking and the ability to balance diverse team dynamics. The positive feedback from colleagues on these projects has been a meaningful reminder of how far I’ve come, as well as how much potential the L2L program has unlocked in me.

Aisha

Personal growth

One of the program’s biggest gifts has been a new sense of confidence. I’ve become more comfortable in navigating complex situations, contributing to strategic discussions, and trusting my instincts in leadership roles. It has fundamentally shifted my mindset to one that is adaptable and resilient, which I believe will serve me in any future role or challenge.

Looking forward, I’m excited to carry these skills with me as I take on greater leadership responsibilities. As someone who aspires to drive impactful, sustainable development, I know that my L2L experience will continue to guide me. As the founder of a nonprofit, the lessons learned here—from strategy development to financial planning—are not only valuable to Wasafiri but are also transferable to any future initiatives I pursue.

I am truly grateful to Wasafiri for this invaluable opportunity and for the strong focus on DEI, which has opened doors for African and Africa-based staff to move into senior roles. I’m also deeply appreciative of the support from my colleagues, especially Alex, Chiara, Stuart, George, and Stella, who encouraged me throughout this journey.

As I look ahead, I’m excited to keep learning, growing, and contributing to initiatives that lead to positive change.

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Re-wiring how leaders connect to transform Africa’s food systems

by Alex Rees/

Re-wiring how leaders connect to transform Africa’s food systems

Alex Rees

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We were at the Africa Food Systems Forum (AFSF) in Kigali which presented us with lots to ponder. Perhaps the most important being that food systems leadership critically needs investment for food systems transformation.

H.E. Hailemariam Desalegn, Chair of the Africa Food Systems Forum Partners, and Ethiopia’s ex-Prime Minister, opened Africa’s leading Summit in Kigali on food systems in early September 2024. He set the scene for Africa’s food systems transformation.

Three messages from Hailemariam and one from Lawrence Haddad (the fourth), GAIN’s Executive Director, resonated with me:

  • “Food systems transformation is urgent!”
  • “We must tap youth creativity to bring it about”
  • “If governed differently food systems could change and be a lead for other sectors”
  • “Africa has a policy implementation capacity gap”

Africa is currently off-track having failed to achieve the Malabo Goals for 2025 that were set in 2014. At the Summit panellists described myriad challenges from poor resilience of food systems due to climate change; to lack of access to finance and infrastructure including energy, inputs and mechanisation; to low political attention and losing ground on technology.

Africa’s growing food importation bill, including receiving grain from Ukraine, a nation in significant conflict, served as a totem of the challenges. The opportunity is for African soils and ingenuity to feed itself and other regions in the decades ahead if structural challenges are put right.

While positive things were said at the Summit, even a few solutions, and it was a fantastic networking opportunity, I was one of many I spoke to who attended and left with little genuine optimism that the ‘change’ many hope for is in the air. Answering three questions might help us:

  • Where can we source the energy for change?
  • What do we mean by food systems leaders?
  • Why is cultivating food systems leadership considered only ‘nice to have’?
Alex with the African Food Fellowship Team
Alex with the African Food Fellowship Team

Sourcing energy for change

Energy for change can come in two forms: the upcoming Kampala Declaration in January 2025 which has a new Africa-wide vision for the period 2026-2035 bringing a food systems approach; and leveraging new generations of diverse younger change makers working across food systems particularly those in their 20s, 30s, and 40s who wish to positively challenge the status quo with action.

The Kampala Declaration is important as it frames continental ambition in political terms. It provides a locus for African institutions and international actors.

The main shift for the decade ahead is a new focus on a broader agri-food systems approach as agriculture, nutrition and economic development are understood and applied together:

“Policies must be integrated to address trade-offs and interlinkages between sustainable practices, value chain complexity, and nutrition, among other food system factors. The Kampala Declaration also seeks to strengthen institutional capacity, foster transparency, accountability and inclusive stakeholder participation in the governance of agri-food systems.”

None of this is feasible without deeper and broader investment in people, i.e. emerging generations of food systems leaders who can work with complexity and tread a new collaborative path forward.

The latter is where sustained energy for change and action can be unleashed. Financial resources invested in younger resourceful people is a no-brainer.

The world needs change agents, people who make change happen, like never before. And leadership is the much-needed currency to drive that change. Business unusual means equipping, connecting and supporting large numbers of diverse leaders to lead change in sectors across complex food systems.

Partnerships do not exist yet to do this at scale. There are promising initiatives (such as African Union’s Agriculture Mission; the African Food Fellowship and AWARD and up to 15 others) but they are not yet organised for collaboration.

Efforts are afoot to find new means to collaborate and organise collaboration to ensure policy profile and investments are commensurate with the opportunity.

Alex Rees with Brenda Mareri, Food Systems Senior Manager and Kenya Lead at the African Food Fellowship
Alex Rees with Brenda Mareri, Food Systems Senior Manager and Kenya Lead at the AFF

What is food systems leadership?

Thoughtful individuals are shaping a new sense of what food systems leadership is that is different from hierarchical approaches that have often shaped decisions in and between institutions. For example here on Medium by Debisi Araba and Brenda Mareri here: What is food systems leadership?

Efforts to enhance food systems leadership run the risk of being interpreted differently and being ‘washed’ to mean anything to anyone. Working systemically and with good knowledge of how food systems operate is key.

A successful food systems leader will draw from key tenets of systems leadership. They bring their leadership to share a path with others to knit together different food system interests.

For instance, they will acknowledge the complexity that exists and reach out to draw from multiple perspectives. They will focus efforts on improving the enabling conditions or root causes that give rise to today’s problems.

They will take decisions and experiment with actions and intentionally learn as they go, typically making decisions with insufficient information (which is often uncomfortable). They will be humble and collaborative leaders intent on sharing or giving the limelight to others.

They will seek a shared big change in food systems and bring attention to the collaboration needed for change, while cracking on with everyday decisions.

Food systems leadership can and should be learned. But how?

Cultivating food systems leadership at scale

Food systems leaders will drive positive change when they seek common ground with others.

How can we overcome the limitations of current institutions, organisations and businesses that are typically hierarchical and self-interested? And where key tenets of food systems leadership are not incentivised, how can we cultivate genuine food systems leaders? And at scale?

Imagine being part of a dynamic emerging leadership network, focused on transforming Africa’s food systems. A network that connects you in new ways to others you value for the next 10 or 20 years, helping you make informed decisions as you navigate the complexity of food systems, including as you move from one job to another.

This community not only supports your professional learning and growth, but also brings a sense of joy and purpose to your work in its connectivity. A professional association supporting you to be part of a growing army of food systems leaders in your country.

This is what the African Food Fellowship is here to be. Yet the Fellowship is one cog and the continental challenge demands a continental scale of response.

The Fellowship aims to collaborate with others to build an architecture cultivating new generations of food systems leaders. The Fellowship is partnering with the African Leadership University, and it is exploring partnerships, e.g. with AGRA’s CALA and AWARD, to bring food systems leadership development to scale.

I estimate that perhaps 3-6m USD annually is invested intentionally in food systems leadership development. This is tiny in the scheme of the tens of billions of dollars of decisions made by people in food systems each year.

What is the return on investment of tens of thousands of food systems leaders making better decisions that can reshape the drivers for food systems transformation month by month, year by year? It is high.

AGRA’s President concluded the AFSF Summit in Kigali calling for leadership in food systems to be prioritised in efforts to transform food systems. But transforming food systems in Africa will take time. It means rewiring how food systems leaders connect and how they act.

Organisations, institutions, and leaders from all places join us in this shared endeavour. Please reach out to me or anybody connected associated with the African Food Fellowship if you believe you can contribute to this new and exciting, and shared pathway ahead.

The opportunity is to transform food systems further and faster by going together (and not alone).

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A Movement to shift our Economic System: Reflections from the B Corp Festival

by Scott Hinkle/

A Movement to shift our Economic System: Reflections from the B Corp Festival

Scott Hinkle

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Our Systems Change Specialist Scott Hinkle was at the B Corp Festival in Oxford and shares his insights on what businesses need to do to become a force for good.

I recently had the privilege to attend the B Corp Festival in Oxford. It was a powerful and energising experience that showcased the community’s collective drive toward systems change.

With its impeccable organisation and inspiring content, the event reflected the growing momentum for building a better business ecosystem. However, a key challenge remains  – how do we truly incentivise all businesses to lead and embrace this change on a systemic level?

B Lab UK’s bold vision: Building a movement for lasting change

B Lab UK’s strategy focuses on building a real movement for change, where businesses unite to shift the way business is done, for the benefit of all people and planet.

It’s emphasizes shifting mindsets – moving from ambition and desire for change to taking collective action. The vision is that in 10 years, every business in the UK will be a force for good.

While we don’t yet know exactly what that will look like, the goal is to make “doing good” the norm for all businesses. A big part of this involves harnessing the power of people – connecting the 129,000 B Corp employees to drive change at a systems level.

They aim to expand business reach, create structural changes, and shift cultural narratives to make a real, lasting difference. It’s a bold plan, centred on creating long-term, systemic change.

My experience

Sharing my personal experience can hopefully help people connect with the festival’s impact, showing how the messages of systems change, collective action, and personal growth resonated with me and can inspire others to get involved. 

  • Professionalism at its best. This year’s B Corp Festival was one of the most well-executed events I’ve attended. The “blue jacket” volunteers brought energy and made everyone feel welcome. Overall, the event was meticulously organized, from branding and coordination to logistics, with inspiring speakers and an easily navigable venue, making it truly engaging and memorable. 
  • The topline messages were loud and clear throughout: Systems change, building a collective movement, and action being louder than words. There was a strong sense that the timing was right. Many participants were not only talking about systems change but were eager to learn how to apply it. 
  • The fringe-style events helped us experience the chaos of a systems change movement. The chaotic yet purposeful atmosphere highlighted the dynamic and often unpredictable nature of driving systemic change. By physically navigating different spaces, I experienced the complexities of navigating systems in the real world. This immersive experience deepened the understanding that systems change is not a linear process—it’s filled with twists, turns, and moments of discovery. These moments, full of uncertainty and excitement, are what fuel collective action and innovation. I felt what collective movement-building is like. 
  • Struck the balance between inspiration and information. I left feeling energised and ready to get more involved. The combination of practical takeaways and motivational content ensured that we left inspired and equipped with tangible steps to implement change. 
  • Stepping out of my comfort zone, finding joy in creativity: I had a lot of fun, which is so important. My favourite session, by far, was painting with Isabel. I hadn’t painted since I was a kid and honestly cringed at the idea of ‘doing art,’ but it brought me so much joy. Experiential sessions like this push people out of their comfort zones—crucial for this kind of work. The drawings now hang in my office as a reminder to try new things and not label myself. 
Lord Business
Lord Business
Scott portraits
Scott portraits

The critical challenge

One significant challenge, raised by a few during the festival, is the daunting task of incentivising all businesses – but especially corporaitons, to drive genuine systemic change.

As Anuradha Chugh said, many B Corps are still operating like “beach cleaners” – making positive impacts in their immediate areas but not yet catalysing the large-scale transformation needed.

Jo Alexander’s words also struck a chord. She shared her experience of trying – and failing – to create lasting change within BP, illustrating the deep resistance that exists within many corporations to embrace any type of real transformation.

To me, this question remains unanswered, but the next steps are clear, and they begin with making systemic change the norm, not the exception. Here are some ways we can move forward. 

Call to action

The B Corp community has made remarkable progress in building a movement, but the next step is clear: we must address the challenge of incentivising all businesses—especially large corporations—to lead the way in driving systems change.  

  • Join the B-Corp movement. The first step is getting more businesses to become B Corps. It benefits both your business and the movement, enhancing your reputation, building trust with customers, and connecting you to a like-minded community. By joining, you help drive systemic change, setting a new standard for responsible business that balances people, planet, and profit. 
  • Support the Better Business Act. The Better Business Act seeks to amend Section 172 of the Companies Act to ensure businesses balance people, planet, and profit. It would make it a legal duty for directors to advance the interests of shareholders alongside those of society and the environment. This change will apply to all businesses by default, empowering directors and requiring them to report on their impact. Getting involved is crucial to help create a more sustainable and responsible business landscape. 
  • Learn Systemcraft. For B Corps interested in driving practical systems change, exploring Systemcraft can provide the tools and frameworks needed to make a tangible impact. Systemcraft is Wasafiri’s change framework for how we believe anyone can catalyse systemic change. It helps people unpack the messy and dynamic nature of the problem, provides clear guidance on where to start, how to identify windows of opportunity and ultimately helps people take collective, adaptive, and experimental action on the complex issues they are facing. 

 At Wasafiri, we are always looking for creative and ambitious partners to tackle one of the most pressing issues of our time: building a more socially impactful and sustainable business ecosystem. If you have ideas and opportunities and would like to start a conversation, reach out to us at [email protected]. 

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What is food systems leadership – and can it drive transformation?

by Stella Odhiambo/

What is food systems leadership – and can it drive transformation?

Brenda Mareri

Brenda Mareri

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In the complex and ever-changing world of food systems, traditional approaches often fall short of addressing the root causes of challenges like malnutrition, hunger, food insecurity, climate change and environmental degradation. This is where the concept of Food Systems Leadership becomes crucial.

Food systems leadership is a term that’s easy to understand in theory or in high-level strategy meetings. But what does it actually mean in practice? When we talk about transforming the way we produce, distribute, and consume food, what does a food systems leader do?

We look at some of the drivers and components of this approach to leadership.

Drivers of Systems Leadership

Systems Mindset: Seeing the bigger picture

Food systems leadership begins with adopting a systems mindset, which means recognising the food system as a complex web of interconnected parts, from production and distribution to consumption and waste management. It’s about actively identifying how various elements like policy, agriculture, economics, and community health interact and impact one another.

For instance, understanding how local farming practices influence nutrition in schools can lead to initiatives that support both farmers and children’s health. It’s about seeing the whole picture so that every action you take addresses the root causes of issues, not just the symptoms.

A great example is the Home Grown School Feeding (HGSF) model which constitutes a school feeding approach that provides safe, diverse and nutritious food, sourced locally from smallholders employing sustainable farming practices, to children in schools. This model is being piloted across many countries in Africa and addresses issues of nutrition, market access, social inclusion and economic development.

By viewing the system as a whole, leaders can better understand the root causes of issues and develop solutions that address the broader picture rather than just the symptoms.

Collective Action: Mobilising real people for real results

At the heart of food systems leadership is the ability to mobilise collective action. This means bringing together farmers, policymakers, business leaders, and community organisations to work towards common goals.

An example could be forming coalitions that lobby for better food safety regulations or creating community-supported agriculture (CSA) programs that directly connect consumers with local farmers. It’s about harnessing the power of many to drive change that no single entity could achieve on its own.

Enabling Conditions: Laying the groundwork for success

Creating the enabling conditions that allow sustainable solutions to take root is key. This goes beyond addressing immediate problems; it’s about shaping the policies, investments, and infrastructure that support long-term change.

For example, advocating for government subsidies that encourage sustainable farming practices or securing investment for building local food processing facilities.

A great example is the Tax Incentives the Nigerian Government introduced in 2022 to scale the purchase and use of solar renewable energy products, this in turn is a positive shift to create an environment to allow sustainable transition into the Green Energy economy.

These are the actions that create the foundation upon which a resilient food system can be built.

Components of Systems Leadership

At Wasafiri, our Systemcraft approach offers a comprehensive framework for this transformation, centred on five core components that are essential for driving systemic change in food systems.

Vision setting: Defining clear, achievable goals (Set the direction)

A shared vision among stakeholders is essential. Clear, achievable outcomes that everyone can work towards will guide the creation of specific initiatives. It’s about setting a direction that everyone can follow, with clear milestones to track progress.

The Malabo Declaration of 2014 was a pivotal Vision Setting strategy that was adopted by the AU Assembly Heads of State and Government in 2014 and still provides the direction for Africa’s agricultural transformation for the period 2015 – 2025.

Windows of opportunity: Meeting you where it matters most (Make it matter)

A systems leader will leverage windows of opportunity that matter the most to stakeholders in the system.

An opportunity can arise for instance, when there’s a shift in public opinion, a new policy proposal, or a crisis that brings food issues to the forefront. A systems leader will spot the opportunity and be ready to act.

An example of this is how the French Revolution of 1789, was sparked by an unexpected window of opportunity, when King Louis XVI and Marie Antoinette living in extreme extravagance and nobility increased grain taxes that led to bread being too expensive. This sparked the revolution that the people exploited.

Ecosystem building: Creating networks that work (Organise for collaboration)

Building the networks and ecosystems that support ongoing collaboration and innovation will create an ecosystem for change. It’s about organising the right people, tools, and information to ensure that the food system functions smoothly and efficiently.

These networks can serve the sole purpose of creating a flow of information amongst stakeholders or more action-oriented networks striving for change at a systems level.

For example, setting up regular meetings between local farmers, policymakers, Market Owners or Associations and Buyers of produce, to discuss supply chain challenges or creating a digital platform where stakeholders can share resources and ideas.

Building incentive models: Aligning interests for change (Change the incentives)

For real, lasting change to happen, stakeholders need the right incentives. This could mean working with local governments to introduce tax breaks for businesses that reduce their food waste or creating financial incentives for farmers to adopt regenerative practices.

These incentive models help align the interests of different stakeholders, making it easier to achieve widespread buy-in and participation.

By addressing what motivates people—whether it’s financial gain, community recognition, or environmental stewardship—you can drive significant changes in behaviour.

Addressing Knowledge Asymmetry: Sharing information where it’s needed (Harness collective intelligence)

Finally, food systems leadership is about making sure that all stakeholders have access to the knowledge and information they need to make informed decisions.

This could mean creating educational programs for farmers on sustainable practices, setting up data-sharing platforms that track food supply chain efficiency, or organising workshops that teach consumers about the benefits of buying local.

Ensuring that knowledge flows freely and effectively among everyone involved could bridge gaps that can otherwise hinder progress.

Conclusion

Food systems leadership is not an abstract concept; it’s a hands-on, practical approach to transforming our food systems for the better. It moves beyond isolated interventions, focusing instead on the underlying conditions and collective actions needed to create lasting change – and in that sense, it is applicable to systems leadership when tackling any complex social issue.

By focusing on these practical aspects, we can drive the real, measurable change needed to build a more sustainable, equitable, and resilient food system for all.

Learn more

Are you interested in understanding how you can use Systemcraft to work out a complex problem you’re working on? Check out our Systemcraft Essentials course.

Brenda Mareri is a Senior Manager for Food at Wasfiri Consulting. Connect with her on LinkedIn.

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