Newsletter #7: Agility & Adaptability

Welcome to the 7th edition of the AXIAN Group newsletter!

Inside, discover the latest Group news, essential industry analysis, and more as we continue our journey of shared learning.

Agility & Adaptability: a human perspective on corporate culture

With Trish Kalombola

In today's corporate landscape, buzzwords like "agility" and "adaptability" often circulate with a certain vagueness. Yet, at their core, these concepts reflect fundamental human capabilities now being tested in the world of work. To understand their true meaning and impact, we turn to Trish Kalombola, CEO of TowerCo of Africa in the Democratic Republic of Congo. With over a decade of experience navigating the dynamic African telecommunications sector, Kalombola offers a grounded perspective on how agility and adaptability play out in today's working culture.

While dictionaries define agility as the ability to move or think quickly and easily, and adaptability as the capacity to adjust to new conditions and find new purpose, Trish Kalombola offers a more immediate definition for her daily context: "The ability to make fast, informed decisions and, more importantly, to adjust quickly and respond in real-time to market changes." Addressing the potential misconception that agility means a lack of foresight, she explains, "We need to ensure we don't lose sight of the broader vision. Traditional strategic planning often relies on static, multi-year roadmaps – what we also call long-range plans. These plans often assume a certain level of stability”. She elaborates, "We don't make assumptions that things will go drastically wrong over the next five years; we simply say, 'Let's plan for 2030.' But in markets like ours—especially in the DRC—volatility is the norm. Being agile is about responding smartly—and with a clear purpose.” 

Given the rapid changes inherent in volatile environments, adaptability becomes a critical skill for organizations, particularly in the diverse African context. "When you're in Africa," Kalombola emphasizes, "no two countries operate the same way. And even within larger countries, two regions can function completely differently. What worked yesterday simply won't work tomorrow. For organizations, this means we need to cultivate the ability to reconfigure operations, relocate resources, and pivot strategies without becoming entrenched.”

Kalombola's perspective is clear: "Those who thrive are the ones who stay grounded in purpose but are flexible in execution." Turning to the individual level, she paints a clear picture: "It means staying curious, embracing ambiguity, and—very importantly—being willing to unlearn and learn. Otherwise, we get stuck.”

“Adaptability is essential because uncertainty is no longer the exception—it’s the rule. Markets shift, regulations evolve, and technologies leapfrog.

The word "flexibility" also emerged frequently in this conversation. Kalombola illustrated its importance with a stark example from her current context in the DRC: "Let's say you have to deploy sites. Right now, in the DRC, we're facing a situation where a region is suddenly at war."

She explains that it often comes down to a crucial choice: "Either you stop your deployment, or you proactively go to your customer and say, 'You know what? I was supposed to deploy 10 sites for you in this part of the country. I can't. But here's what I propose instead: I'll deploy 10 other sites in a different area. And this is already underway, even before you asked, to ensure your deadline is met.’"

This proactive approach, she argues, is an essential asset for everyone. "We need to adapt to the reality. It's not something you just 'wing.' You plan for the worst-case scenario and ensure that when things shift unexpectedly, you're ready to find a solution quickly.”

African telecom: challenging volatility, regulatory hurdles, and infrastructure gaps

Kalombola approaches these challenges with realism and discipline. "Our strategies are based on three main pillars.”

"The first is local agility: Each region—or, at the group level, each market—is treated according to its own logic. You're not going to roll out the same organizational structure in a big market like TowerCo Madagascar as you would in a smaller one like the DRC. Even within the DRC, our regional structure differs from that of our headquarters. We adapt our structure, execution, and models to the local reality—whether that's operational, regulatory, or compliance-related.” 

"The second is lean operations: We control costs tightly and prioritize high-impact investments. This helps us remain profitable even when hit by external shocks. Financial pressure directly affects returns, growth, and profitability, so leanness provides resilience.”

"The third pillar is proactive engagement. Too often, organizations—and people in general—fail to build the relationships they need.”  

"Navigating uncertainty starts with building human relationships”

Proactive engagement means building relationships early—with communities, regulators, and partners—before friction arises. These relationships enable us to anticipate potential issues and co-create solutions with stakeholders. For example, a strong relationship with a regulator can lead to involvement in shaping new legislation, whereas a lack of such a relationship can result in the imposition of new laws without any prior input.

Kalombola acknowledges that growth in the African market isn't always linear. "We need to stay close to the ground and plan for uncertainty to stay ahead”. She elaborates: "If I have strong relationships with my customers and there's a transport issue—even outside a war-affected area—I can explain why a site might not be delivered on time. If, for instance, our warehouse is in the East, and we can't transport the materials, I can manage customer expectations. Without that relationship, if I simply promise on-time delivery and then encounter problems, it's much harder to explain and find a solution. Proactive engagement with customers, regulators, and suppliers is therefore crucial.”

"Lean operations are equally critical. It's not about spending simply because the budget is available. If you have a budget, for example, you could renegotiate and create savings, providing a buffer to address unforeseen problems. It’s about delivering the best quality at the most efficient cost. This gives us the flexibility to respond effectively to challenges. And this agility extends to every level of our organization, down to individual team members.”

Meeting the need for agility with the necessity of building sustainable, long-term infrastructure in Africa 

Kalombola describes it as a "balancing act. The key is to design long-term infrastructure strategies that are modular and scalable, enabling adjustments as conditions change. For example, we might roll out an initial set of sites while simultaneously refining commercial assumptions for the next phase, rather than committing to the entire rollout at once. This allows us to establish a presence in the market, secure the deal, and begin implementation, while also optimizing the profitability of our offer.”

"It's about balance, but the key is alignment.”

"If you don't understand your customers' deployment plans, your investments could become obsolete. Therefore, close customer relationships and anticipating their needs are crucial."

Kalombola reframes a common misconception: "People often think agility means abandoning long-term thinking. On the contrary, agility means building long-term assets with short-term responsiveness. We establish a long-term plan with milestones that allow for ongoing adjustments.”

As a leader focused on people, she emphasizes three key elements:

"First: empowerment. I give my team ownership and trust, which is essential because agility requires decentralized decision-making. People need the autonomy to act quickly, knowing they have support, especially when problems arise. Otherwise, fear sets in, and decisions are delayed.”

"Second: clarity of purpose. Even when plans shift, the overall mission must remain clear. This alignment enables flexibility without creating chaos. Without a shared destination, different paths are unlikely to converge.”

 "Third: a learning mindset. We foster a culture of retrospective feedback and continuous iteration. We openly discuss what works and what doesn't. After customer meetings, for instance, I always have my team analyze: 'What worked? What didn't work?' Learning from our mistakes is crucial to avoid repeating them.”

 "In telecom, both creativity and discipline are essential. Agility is more than just speed; it requires intentionality, responsiveness, and continuous evolution. Today's agile approach may be obsolete tomorrow.” 

To empower people and provide ownership amidst challenges, Kalombola employs three guiding principles:

"Number one: 'Play the ball, not the person.' In chaotic situations, we focus on solutions, not blame."

"Number two: 'Speak with one voice.' Regardless of internal disagreements, once a decision is made, we present a unified front. Everyone, including those who initially disagreed, is expected to support and advocate for the decision.”

"Number three: 'One team, one goal.' We have a shared objective, and everyone supports each other in achieving it, especially during difficult times. As I often say: 'In times of celebration, a text or flowers might suffice. But in challenging times, you need to be physically present for those who depend on you.’"

Looking ahead: the future of African TowerCo business

Regarding the telecom sector, Kalombola explains, "We at TOA rely heavily on the Mobile Network Operators (MNOs), who are planning substantial growth. However, we're also a relatively new entrant in a market that was monopolized for a long time. This history has shaped the dynamics of trust between operators and infrastructure companies.”

She emphasizes the importance of rebuilding trust with customers: "2025 is a key year for us to demonstrate that our goal isn't simply to extract revenue, but to forge mutually beneficial partnerships. We aim to support MNOs in deploying more sites efficiently. If they revert to deploying individual sites per operator, it would lead to a significant waste of capital expenditure. Our role is to facilitate resource sharing and provide support.” 

"2025 is the year to solidify trust, proving that we're committed to supporting MNOs, reducing their costs, and achieving profitability together.” 

Turning to the subject of 5G in the DRC, she notes, "MNOs are currently testing the technology, but widespread adoption will be gradual. To remain agile and adaptive, we're already exploring the necessary infrastructure requirements. However, given the current internet penetration rates and the cost of living, 3G and 4G technologies still have considerable room for growth.”

There's a book I admire, Who Moved My Cheese?, by Spencer Johnson, featuring a character named Sniff. Sniff embodies agility – he anticipates change and prepares accordingly, avoiding being caught off guard. That's the mindset we embrace. We're preparing for 5G, acknowledging that its full implementation will take time, but remaining optimistic about its potential."

The Fondation AXIAN & UNICEF combat child malnutrition!

The Fondation AXIAN is honored to contribute to UNICEF's Child Nutrition Fund (supported by the Bezos Family, Gates Foundation, and other global allies), is providing $100,000, doubled by the CNF, to deliver life-saving treatment to 5,000 children in Southern Madagascar.

This initiative aligns with the Nutrition for Growth Summit 2025 in Paris, where global leaders are making concrete commitments to address malnutrition.

Read more here: https://mediaroom.axian-group.com/actualite/the-axian-foundation-and-the-unicef-join-forces-to-combat-child-malnutrition-in-madagascar

Visit of the minister and delegation from the Ministry of Labour, Employment and Public Service of Madagascar at AXIAN Group

We had the honour of welcoming Minister RAZAKABOANA Hanitra Fitiavana and the delegation from the Ministry of Labour, Employment and Public Service of Madagascar to AXIAN Group’s premises, including Campus Yas Madagascar – 42 Antananarivo – and AXIAN University.

This visit provided a valuable opportunity to showcase our commitments and concrete initiatives in training, employee well-being, and talent development. It further strengthens our ambition to build a stimulating, inclusive, and respectful work environment where every team member can thrive and actively contribute to shaping a sustainable future for Madagascar.

Youth Gala match by Yas Madagascar

Yas Madagascar and its partners — with the support of the Ministry of Youth and Sports — hosted an epic Youth Gala Match between the Team of Heroes and the Madagascar All-Stars! It was the occassion to see legendary fooballers in the names of Emmanuel Adebayor, Robert Pirès, Christian Karembeu, and Jay Jay Okocha.

More than just a game, this event was a vibrant celebration of youth, unity, and Madagascar’s incredible cultural richness — all through the power of football.

Funds raised during the event will go towards the construction and renovation of sports facilities at CEG Ambohipo.  

Yas Tanzania welcomes new CEO, Pierre Canton-Bacara

Karibu sana Pierre Canton-Bacara !

Welcome to Pierre Canton-Bacara as new CEO of Yas Tanzania ! With his strong vision for the future, together, we are ready to embark on a new era of growth and innovation in Tanzania . It’s Our Time !

AXIAN Properties has a new CEO, Pedro Novo

Meet Pedro Novo, the new CEO of AXIAN Properties!

We're excited to introduce Pedro Novo as the new CEO of AXIAN Properties. Pedro brings over 22 years of experience, a sharp strategic mind, expertise in tackling complex challenges, and and a commitment to driving innovation and economic development.

AXIAN Group lands in 63rd place in Africa

AXIAN Group has climbed 24 places, reaching the 63rd position in the exclusive 2025 ranking of Africa’s 500 Champions compiled by Jeune Afrique. AXIAN Telecom, the Group’s subsidiary, has also made significant progress, now ranking 143rd, an impressive 53-place jump from last year.

As a pan-African group operating in 5 high-potential business sectors, namely telecoms, financial services, and energy, AXIAN continues to demonstrate steady growth and make a significant contribution to the continent’s economic development, with a turnover of 2.5 billion dollars in 2023.

Participation of AXIAN Open Innovation & Fintech at the Fintech Forum 2025

Five teams from Axian Open Innovation & Fintech’s brands—Mixx by Yas Togo, Mixx by Yas Tanzania, Mixx by Yas Senegal, MVola Madagascar, and MVOLA COMORES—came together for the Fintech Forum 2025. Joined by key members of our fintech cluster, board members, and industry leaders, they reaffirmed that collaboration is the driving force behind innovation.

More than just discussions, Fintech Forum 2025 was about action, insights, and a shared ambition to redefine financial inclusion in our markets. From strategy to execution, from technology to trust—this is how we create lasting impact.