In an era of slowing growth, Africa is home to a trillion-dollar, resource-rich economy, and six of the ten fastest growing markets in the world. Success in Africa introduces the ambitious CEOs who are building the continent. These stories of growth, technology, and tradition bring life to one of the most important stories of the global economy: a successful Africa. The CEOs of General Electric, The Coca Cola Company, and Tullow Oil join Africa's leading CEOs to share insights on what wins in this fast-growth market. With twenty years of experience in frontier markets, including a decade working in Africa, author Jonathan Berman engages with top business leaders on the vast opportunities and challenges of the continent. Success in Africa pushes past the headlines on Africa's growth to answer the questions often asked by companies and investors: Who do I work with there and what drives them? How do I deal with government? What about war, disease, and poverty? What about China? How do I win? Success in Africa provides on-the-ground perspective, personal stories, and insight that Robert Rubin calls essential reading for all who are interested in Africa for reasons of business, investment, policy, or curiosity.

Takes an in-depth look at twenty-six economic and social development successes in Sub-Saharan African countries, and addresses how these countries have overcome major developmental challenges.

The Definitive Guide to Doing Business in Africa For global and Africa-based companies looking to access new growth markets, Africa offers exciting opportunities to build large, profitable businesses. Its population is young, fast-growing, and increasingly urbanized--while rapid technology adoption makes the continent a fertile arena for innovation. But Africa's business environment remains poorly understood; it's known to many executives in the West only by its reputation for complexity, conflict, and corruption. Africa's Business Revolution provides the inside story on business in Africa and its future growth prospects and helps executives understand and seize the opportunities for building profitable, sustainable enterprises. From senior leaders in McKinsey's African offices and a leading executive on the continent, this book draws on in-depth proprietary research by the McKinsey Global Institute as well as McKinsey's extensive experience advising corporate and government leaders across Africa. Brimming with company case studies and exclusive interviews with some of Africa's most prominent executives, this book comes to life with the vibrant stories of those who have navigated the many twists and turns on the road to building successful businesses on the continent. Combining an unrivalled fact base with expert advice on shaping and executing an Africa growth strategy, this book is required reading for global business executives looking to expand their existing operations in Africa--and for those seeking a road map to access this vast, untapped market for the first time.

Emerging Africa describes the too-often-overlooked positive changes that have taken place in much of Africa since the mid-1990s. In 17 countries, five fundamental and sustained breakthroughs are making old assumptions increasingly untenable: - The rise of democracy brought on by the end of the Cold War and apartheid - Stronger economic management - The end of the debt crisis and a more constructive relationship with the international community - The introduction of new technologies, especially mobile phones and the Internet - The emergence of a new generation of leaders. With these significant changes, the countries of emerging Africa seem poised to lead the continent out of the conflict, stagnation, and dictatorships of the past. The countries discussed in the book are Botswana, Burkina Faso, Cape Verde, Ethiopia, Ghana, Lesotho, Mali Mauritius, Mozambique, Namibia, Rwanda, São Tomé and Principe, Seychelles, South Africa, Tanzania, Uganda, and Zambia.

This book provides the first comprehensive overview of the history of democracy in Africa and explains why the continent's democratic experiments have so often failed, as well as how they could succeed. Nic Cheeseman grapples with some of the most important questions facing Africa and democracy today, including whether international actors should try and promote democracy abroad, how to design political systems that manage ethnic diversity, and why democratic governments often make bad policy decisions. Beginning in the colonial period with the introduction of multi-party elections and ending in 2013 with the collapse of democracy in Mali and South Sudan, the book describes the rise of authoritarian states in the 1970s; the attempts of trade unions and some religious groups to check the abuse of power in the 1980s; the remarkable return of multiparty politics in the 1990s; and finally, the tragic tendency for elections to exacerbate corruption and violence.

Sub-Saharan Africa faces three big inter-related challenges over the next generation. It will double its population to two billion by 2045. By then more than half of Africans will be living in cities. And this group of mostly young people will be connected with each other and the world through mobile devices. Properly harnessed and planned for, this is a tremendously positive force for change. Without economic growth and jobs, it could prove a political and social catastrophe. Old systems of patronage and of muddling through will no longer work because of these population increases. Instead, if leaders want to continue in power, they will have to promote economic growth in a more dynamic manner. Making Africa Work is a first-hand account and handbook of how to ensure growth beyond commodities and create jobs in the continent.

Only if they do the right thing at the right time will owners of small businesses succeed. Simple enough, but what are the factors in their psychological makeup that enable them to do it? Frese and his contributors have studied small businesses in four African countries from a psychological perspective—the first time this has been done—and report that it's the psychological aspects of their strategies, not just the strategies themselves, that contribute significantly to their success. They also prove that many of the stereotypes that seem to characterize the owners of microbusinesses are clearly incorrect. Executives, analysts, bankers, international entrepreneurs, and their academic colleagues will discover that many of the conclusions they have drawn from previous studies can not be generalized. Only by separating those that can be generalized from those that can not, can we get a true understanding of the small business entrepreneurial dynamic. Frese and his colleagues focus on South Africa, Zimbabwe, Uganda, and Zambia to produce a clear overview of the research on microbusiness and entrepreneurship in developing countries. They find that psychological strategies are closely related to entrepreneurial success, but because conditions in these countries differ widely, the particulars of certain strategies and their effectiveness may also differ. They show that a number of ideas prevalent among professionals and entrepreneurship researchers in developing countries need to be challenged. Among them, that microenterprise owners who started their companies because they were unemployed do worse than those who started for other, more positive reasons. Also, that human capital (education) represents the most important set of variables to be considered for success (it isn't), or that employing family members decreases success (it doesn't). Well written and impeccably researched, the book is an essential contribution to corporate and academic libraries, as well as to the knowledge of individuals in business, psychology, entrepreneurial and regional studies, and related fields.