The initiative, supported by Centenary Bank was launched with a groundbreaking ceremony at St Francis Hospital Nsambya, bringing together hospital management and staff, Centenary Bank Managing Director Godfrey Byekwaso, bank representatives and other stakeholders.

As a healthcare institution that has served generations of Ugandans, St Francis Hospital Nsambya continues to expand its services to meet the needs of the growing number of patients it serves. The investment in effective waste management is therefore an important step towards ensuring that the quality of healthcare is complemented by safe and responsible handling of waste generated within the facility.

Speaking at the groundbreaking ceremony, Centenary Bank Managing Director, Godfrey Byekwaso said the initiative reinforces the importance of creating healthcare environments that protect patients, health workers and communities.

“Today, as we launch this waste management system, we amplify the value of creating a safer, cleaner and healthier environment for patients, healthcare workers and the surrounding community,” Byekwaso said.

The initiative also reflects the growing importance of responsible healthcare waste management in protecting public health and the environment. Safe healthcare waste management is an essential component of a well-functioning healthcare facility, ensuring that waste generated by medical services is handled safely and responsibly.

“The facility whose construction we begin today will improve the segregation, handling and safe disposal of healthcare waste. It will protect our patients, staff, surrounding community and environment, while helping the Hospital meet the standards expected of a modern healthcare institution,” Dr. Andrew Muyingo Ssekitooleko, the Chief Executive Officer, St. Francis Hospital Nsambya, said.

For Centenary Bank, the support is built on a longstanding partnership with the Rotary Club and St Francis Hospital Nsambya. Through such partnerships, the Bank has supported the Rotary Cancer Run and the establishment of the Rotary-Centenary Bank Cancer Centre at Nsambya Hospital. The latest contribution extends into another area that directly contributes to health, safety, and environmental sustainability, with health and community well-being remaining important areas of the bank’s Corporate Social Responsibility agenda.

Centenary Bank annually allocates 1.5% of its previous year’s profits to Corporate Social Responsibility initiatives focused on healthcare, education, environmental stewardship, community development and the Social Mission of the Church. Based on this foundation, the Bank contributed UGX 20 million towards the waste management project as part of its commitment to supporting initiatives that enhance the community.

Byekwaso commended the management and staff of St Francis Hospital Nsambya for prioritizing responsible waste management and continuously seeking ways to improve the environment in which healthcare is delivered.

“We aspire to see this project deliver sustainable impact long after today’s launch. We remain committed to partnerships that go beyond banking and contribute meaningfully to the wellbeing of the communities we serve,” he said.

He added that sustainable partnerships between institutions are essential to addressing challenges affecting communities, noting that a healthier community ultimately contributes to a stronger society.

Centenary Bank continues to support partnerships and initiatives that create meaningful and sustainable impact in the communities it serves.

Speaking during the handover ceremony, Prof. Alinaitwe described his appointment as both an honour and a profound responsibility, expressing gratitude for the opportunity to lead the Board of one of the country’s most important public utilities. He also paid tribute to the Corporation’s Management and staff for their dedication over the years and congratulated the outgoing Board, led by Eng. Dr. Badru M. Kiggundu, for the significant progress achieved during its six-year tenure.

Looking ahead, the new Chairman acknowledged that while NWSC has made remarkable strides in expanding access to water and sanitation services, several critical challenges will require continued strategic attention. Among these, he identified non-revenue water, driven largely by pipeline vandalism and illegal water use, as one of the Corporation’s key operational priorities.

Prof. Alinaitwe also highlighted the increasing pressure created by rapid urbanisation and population growth, noting that demand for water services continues to rise faster than the expansion of existing infrastructure. He observed that parts of Kampala’s water network have now served for more than five decades, underscoring the need for sustained investment in rehabilitation and network expansion. He further pointed to the rising costs of electricity and water treatment chemicals, together with the need to expand sewerage coverage, as issues that will continue to shape the Corporation’s investment priorities in the years ahead.

Despite these challenges, the incoming Chairman expressed confidence in NWSC’s ability to deliver on its mandate, citing the Corporation’s extensive national footprint, strong technical expertise, committed workforce and sound governance systems as key strengths that provide a solid platform for continued growth. He also commended the Corporation’s customer-focused culture and the quality of water services it continues to provide across the country.

Prof. Alinaitwe reaffirmed his commitment to building on the achievements of the outgoing Board, emphasizing that the next phase of the Corporation’s journey will be guided by continuity, innovation and a shared commitment to delivering reliable and sustainable water and sewerage services for all Ugandans.

The ceremony also provided an opportunity for members of the outgoing Board to reflect on their six years of service. Delivering the vote of thanks, Rt. Hon. Daniel Kidega described his tenure on the Board as both rewarding and transformative, expressing appreciation to NWSC’s Management and staff for the collaboration, trust and professional support they extended throughout the Board’s term. He noted that the Corporation’s deliberate investment in strengthening corporate governance had equipped Board members with valuable leadership experience and contributed significantly to the institution’s success.

As the ceremony drew to a close, the incoming leadership formally signed the SCALE Area Performance Contracts, reaffirming their commitment to accountability and improved service delivery under the Corporation’s new performance management framework. The event concluded with an awards ceremony in recognition of the outgoing Board’s dedicated service, marking the end of one successful chapter and the beginning of another as NWSC continues its journey towards delivering safe, reliable and sustainable water and sewerage services across Uganda.

This is because customer experience does not begin when a customer walks into a branch, opens an app or calls a contact centre. It begins much earlier with the people, culture and systems that shape every interaction behind the scenes.

This was one of the strongest messages to emerge from the Annual Customer Experience CEO Breakfast, where business leaders reflected on how organisations must rethink the role of customer experience to remain relevant in an increasingly competitive environment.

Speaking at the event, Centenary Bank Managing Director Godfrey Byekwaso argued that organisations often focus on what customers experience when they interact with the business. The real differentiator lies in what happens when customers are not there.

“Customer experience is not just about what people feel when they come to us, but also about what we do when they are not there. Behind the curtains, behind the doors, what are we doing to make sure there is sustenance of that experience?”, Byekwaso said.

For many organisations, service delivery has traditionally been viewed as a support function responsible for resolving complaints, monitoring service standards and tracking satisfaction scores. While these remain important, they are no longer enough.

When the customer journey is treated as the responsibility of one department, organisations often limit it to frontline staff. Yet customers rarely judge a business solely by the interaction they have with a teller, relationship manager or call centre agent. Their experience is shaped by every process working behind the scenes, from how quickly systems respond and how efficiently products are designed to how effectively different departments collaborate.

“At Centenary Bank, our mission of transforming lives guides every interaction with customers. We provide financial solutions appropriately and conveniently, but the ultimate purpose is the transformation of lives. If we all wake up every day asking whether we have transformed somebody’s life today, there is no way we are going to lose the customer,” Byekwaso commented.

He challenged customer experience professionals to move beyond measuring complaints resolved or service requests handled and instead become business leaders who use customer insights to improve operations, identify efficiencies and design products that create lasting value.

However, customer experience cannot improve if employee experience is overlooked.

Employees cannot consistently deliver exceptional service when they are constrained by inefficient processes, disconnected systems or limited collaboration across departments. The quality of the customer experience will always mirror the quality of the internal experience.

Centenary Bank’s Chief Manager, Customer Experience, Antonina Agatha Odhiambo echoed this thinking by emphasising that customer experience is built through people and the processes that support them. While customers remain at the centre of every business, delivering consistently positive experiences requires organisations to intentionally invest in employees and the systems that enable them.

Technology will undoubtedly continue to transform how organisations engage customers. Artificial intelligence will personalise services, data analytics will anticipate customer needs, and digital platforms will become faster and more intuitive. Yet, Byekwaso cautioned that technology should never come at the expense of understanding people.

He noted that customer needs are far from uniform, requiring organisations to design experiences that reflect the realities of different customer segments.

“A farmer in Kabale is different from an entrepreneur in Owino. Their needs are different. Yes, we invest in technology because our customers need convenience, but we also maintain the human touch through our 81 physical branches because it brings empathy, trust and understanding.”

This philosophy is reflected in the bank’s continued investment in both digital channels and physical branches, recognising that while customers increasingly value convenience, many still rely on personal interactions to make important financial decisions.

Businesses that will distinguish themselves over the next decade will not simply be those with the most advanced technology. They will be those that build cultures where employees are empowered, departments collaborate seamlessly and every decision is made with the customer in mind.

As organisations prepare for Customer Service Week in October, the conversation is shifting beyond service excellence to employee experience and customer obsession. Increasingly, businesses recognise that customer loyalty is no longer won at the point of service. It is earned much earlier in the boardroom, through organisational culture and in the everyday experiences of employees.

Ultimately, customer experience is not defined by a single interaction, but by every decision an organisation makes long before a customer arrives. It is shaped by the culture leaders create, the employees they empower, the technology they invest in and, above all, the trust they build every day. Businesses that recognise this will not only deliver better service culture but also build stronger loyalty and sustainable growth in an increasingly competitive marketplace.

Speaking at a recent Rotary Cancer Run activation held at St. Francis Nsambya Hospital, Centenary Bank Managing Director Godfrey Byekwaso highlighted the importance of taking action against cancer beyond the annual race, noting that the fight must begin with awareness, education, early detection and collective community action.

“The fight against cancer does not begin on the day of the race. It begins with awareness, education, early screening and our collective community action,” he said.

The call comes at a time when cancer continues to touch families across Uganda, with personal experiences shared during the activation highlighting the human cost of delayed diagnosis and treatment.

Byekwaso noted that many people only seek medical attention when cancer has already advanced, making awareness and early detection critical in changing outcomes. Through initiatives such as the Rotary Cancer Run, communities are encouraged to overcome fear, seek screening and pursue timely medical attention.

“Awareness is important so that people can go for treatment,” Byekwaso emphasised, highlighting the need to create an environment where people feel encouraged to talk about cancer, get tested and seek treatment early.

Centenary Bank’s involvement in the Rotary Cancer Run reflects a commitment to supporting the well-being of the communities it serves. The Bank has now supported 13 editions of the Cancer Run, contributing more than Shs3 billion to the fight against cancer over the years and taking part in over 300 health camps with Rotary across the country. This year alone, it has committed Shs500 million to the race, on top of more than Shs300 million towards other Rotary activities. The Bank noted that its role in society extends beyond providing financial services to investing in areas such as healthcare, education and community wellbeing.

This year’s campaign is focused on raising funds towards the construction of radiotherapy infrastructure, highlighting the importance of collective action in strengthening Uganda’s healthcare system and expanding access to critical cancer care.

The Bank further emphasised that partnerships remain central to creating sustainable impact, with organisations and individuals coming together around a shared goal of improving healthcare outcomes for Ugandans. Every year, Centenary Bank sets aside a share of its net profit for corporate social investment; this year that stood at 2 per cent, close to Shs6 billion, supporting youth, women, refugees, children, the elderly and the business community.

“As a bank, we remain committed to partnerships that create lasting change,” Byekwaso reaffirmed, adding that it would continue its commitment to the radiotherapy initiative.

The Rotary Cancer Run activation therefore serves not only as a mobilisation platform ahead of the race, but also as a reminder that addressing cancer requires sustained action throughout the year. By encouraging early screening, promoting awareness and supporting critical cancer treatment infrastructure, stakeholders are working towards a stronger and more responsive cancer care system in Uganda.

Centenary Bank continues to encourage communities to join the collective effort against cancer and support initiatives that contribute to better health outcomes for individuals and families across the country. Byekwaso urged individuals, families, companies and institutions to sign up for the Cancer Run, buy a kit from a Centenary Bank branch, mobilise their teams and donate what they can. “I commend the Rotary fraternity for their relentless commitment, year after year. I invite every Ugandan to walk with us on this journey to run, to give and to care,” he said.

The EIB Global-Centenary Bank agreement, signed in 2024, aims to make €100 million (428 billion Ugandan shillings) available to private-sector enterprises in Uganda over seven years, with a focus on businesses led by women and on micro-enterprises located in rural areas. The accord involves an EIB Global credit line of €50 million to Centenary Bank, which specialises in microfinance and is matching the sum.

In latest figures, women represented more than 60% of beneficiaries – above a target of 50%, according to the first annual disbursement report. In addition, 75% of projects financed were in rural areas, exceeding a 60% goal. Trade was the leading sector, financed at 50%, followed by agriculture at nearly 40%.

“The funding opportunity offered to Centenary Bank is addressing the challenges of access to finance especially for women and rural communities,” said EIB Vice-President Marko Primorac. “This will continue to spur the private sector and resilient economic growth in Uganda.”

The credit line to Centenary Bank represents EIB Global’s largest microfinance loan in any country in the African, Caribbean and Pacific (ACP) regions. Its targeted final beneficiaries are micro-enterprises, which have fewer than ten full-time employees.

The operation advances the European Union’s “Global Gateway” strategy for sustainable development by boosting investments in agriculture value chains in Uganda. It also bolsters job creation and rural development in the country.

An EIB Global programme known as the “Africa Women Rising Initiative” to expand services for female clients is part of the operation with Centenary Bank. As a result, Centenary Bank has improved the design of its financial strategy and products as well as the promotion of services tailored for women entrepreneurs, who have also been offered training in business skills such as in financial literacy and record keeping.

In addition, Centenary Bank has increased the number of female clients by 21% and its non-performing loans for women have dropped by over 8%.

Centenary Bank aims to be the preferred provider of innovative financing in Uganda, particularly microfinance, and a strong catalyst for sustainable socio-economic change in the country.

“Our co-operation with EIB Global is making good progress and the next few years will continue to bring more tangible impact to the business community especially in rural areas,” said Centenary Bank MD and CEO, Godfrey Byekwaso. “Their financing support has helped us address local funding gaps and gives us a better opportunity to serve and grow small businesses thus successfully integrating them into the formal system.”

The EIB Global operation with Centenary Bank is taking place under an EU financial initiative called the European Fund for Sustainable Development Plus, or EFSD+.

“Access to finance is often what allows a small business to grow, hire and invest in the future to create jobs, support families, strengthen local communities and help economies become more resilient,” said European Commissioner for International Partnerships Jozef Síkela. “Through this partnership, tens of thousands of micro and small businesses in Uganda have received that opportunity. Its strong reach among women entrepreneurs and rural communities shows Global Gateway at its best: working with trusted local partners to deliver growth that is more inclusive, more sustainable and closer to the people who need it most.”

The benefits of the EIB Global-Centenary Bank operation extend to refugees in Uganda who are from countries such as the Democratic Republic of Congo and South Sudan. Of the total loans provided in 2025, 200 went to refugees to help them become more economically self-sufficient.

One recipient is a woman named Gissele Muganza, a refugee from the Democratic Republic of Congo who runs a children’s clothing store in Uganda. She received a loan of UGX 2 million to increase the capital in her business and to pursue a bachelor’s degree.  As a result, her monthly net profit has almost doubled to UGX 1.1 million and she has received her degree.

The new EIB Global-Centenary Bank operation builds on a partnership between the two organisations that dates to 2008. More generally, EIB Global has provided over €388 million since 1981 to support private-sector businesses in Uganda, targeting primarily agriculture and gender equality.

Background information

About the EIB:

The European Investment Bank (ElB) Group is the financing arm of the European Union, owned by the 27 Member States, and one of the largest multilateral development banks in the world. In 2025, the EIB Group signed €100 billion of new financing and advisory services for over 870 high-impact projects in eight core priorities that support EU policy objectives: climate action and the environment, digitalisation and technological innovation, security and defence, territorial cohesion, agriculture and the bioeconomy, social infrastructure, strong global partnerships and the savings and investment union.

EIB Global is the EIB Group’s specialised arm devoted to increasing the impact of international win-win partnerships and development finance, and a key partner of Team Europe and the Global Gateway strategy. EIB Global brings the EIB Group closer to people, companies and institutions through its offices across the world.

About Centenary Bank

Centenary Bank is Uganda’s leading Commercial Microfinance Bank committed to transforming lives through inclusive and innovative financial solutions especially in rural areas sustainably serving over 3.4 million customers, with an asset base of UGX 9.5 trillion. Financial inclusion is key for us, and we are reaching out through 81 branches, 217 ATMs, close to 9,000 Agents, and several other digital channels including CenteMobile banking, CenteOnline banking and CenteVisa debit & prepaid cards.

Article is published by Beatrice Lugalambi, General Manager Corporate Communications and Marketing

The NWSC managing Director Dr. Eng Silver Mugisha said the corporation currently has sufficient capacity to produce water but the existing old systems especially the undersized pipes have limited its ability to deliver adequate supplies to some areas.

Mugisha was recently appearing before parliament’s committee on commissions, statutory authorities and state enterprises (COSASE). Mugisha alongside other officials had appeared to respond to the Auditor General’s queries for the period ending June 2025.

“Currently our efforts are being bogged down by the pipes that evacuate water from the reservoirs to customers because they do not have adequate capacity,” Mugisha told the MPs on the committee.

According to the MD, the problem mainly affects areas such as Kawempe, Matugga, Nsangi, Kyengera and Kyadondo.

Mugisha further explained that rapid population growth in the above areas has overwhelmed the existing distribution infrastructure.

He said NWSC is implementing a major distribution improvement project to increase the capacity of the network and ensure water produced at the Katosi Water Treatment Plant reaches consumers.

“The project involves installation of bigger transmission pipelines and constructing new storage facilities, including reservoirs at Kaburengwa and Kanyanya hill,” he explained.

“You must have noticed a number of activities especially installation of bigger pipes taking place,” Mugisha said adding that, “a tank is being put up at Kaburengwa in Wakiso town council and another one at Kanyanya Hill.”

He noted that all the above activities are aiming at evacuating water which is being produced from Katosi to make sure that it benefits people.

The Kampala area water general manager Mahmood Lutaaya assured the committee stressing that, “NWSC’s treatment plants are currently producing enough water to meet the demand.”

NWSC at the National level

THE NWSC FIVE YEAR STRATEGIC PLAN (2025 – 2030)

With the expansion of the country’s cities, municipalities, and towns,the Corporation has developed a Five-Year Strategic Plan (2025/26–2029/30) in compliance with Regulation 18 of the National Planning Authority (NPA) Development Plan Regulations (2018). The strategic plan is a roadmap crafted to advance the mission of delivering sustainable water and sewerage services to Ugandans.

The NWSC journey over the past few decades has been one of remarkable growth and resilience; from serving just three urban centers in 1972, NWSC now provides water to over 20 million people in 287 urban centers, with plans to reach 26 million people by 2030. The Strategic Plan (2025-2030) builds on this foundation, addressing critical challenges such as rapid urbanization, climate change impacts, and non-revenue water, while embracing opportunities to enhance service delivery and operational efficiency.

The NWSC Strategic Plan 2025–2030 is anchored on the NWSC Vision: “Water for All, for Health, and Prosperity”. The corporation’s mission: “To provide reliable, safe, and sustainable water and sewerage services for all while empowering lives, protecting the environment, and building a healthier future generation”. It builds on the achievements of the previous Strategic Plan and a comprehensive assessment of the emerging trends influencing service delivery.

The NWSC’s 2025–2030 Strategic Plan sets out a bold roadmap: one that balances infrastructure expansion, customer service, and environmental stewardship.The strategic plan recognizes the pressures of rapid urbanization, climate change, and financial sustainability, and positions NWSC as a key player in achieving Uganda’s Vision 2040, NRM Manifesto undertakings, and the UN Sustainable Development Goals.

At the core of the strategic plan are five clear objectives adapted from the NDPIV, that is:

Water for all: Extending piped water by rehabilitating, upgrading, and developing water and sewerage infrastructure to enhance access, reliability, and quality of services.
Environmental Protection: Compliance with national quality standards through the implementation of sustainable water supply and wastewater management practices.
Operational Efficiency: Strengthening institutional capacity to consistently and efficiently deliver the NWSC mandate and respond to emergencies and disruptions.
Customer Focus: Building customer satisfaction, stakeholder and community engagement through adaptive, responsive and quality service.
Financial sustainability: Ensuringthe financial viability and sustainability of the Corporation through effective utilization of the financial resources to provide satisfactory and equitable water and sanitation services.
To measure achievement toward the above objectives, the Corporation has developed primary key targets as the core measures of overall success.

NWSC’s 2030 performance targets demonstrate a bold commitment to transforming access to water and sewerage services across Uganda.

Serving a population of 26 million, the corporation aims to expand its water connections to 1.3 million households, ensuring more communities enjoy reliable and safe water. With an ambitious annual turnover target of UGX 768 billion, NWSC is focused on financial sustainability to support ongoing infrastructure investments and operational excellence.

Over the years, Centenary Bank has introduced several customer-focused solutions for the Chinese business community, including reduced account transaction charges, preferential pricing for telegraphic transfers (TTs), competitive foreign exchange rates through its Treasury team and a secure Corporate Internet Banking platform that enables businesses to transact efficiently from anywhere.

The Bank also offers dedicated relationship managers, guarantees, letters of credit, cash-in-transit services, import financing, competitive deposit rates and strategic financial support for businesses looking to expand through regional and international trade. In addition, the introduction of the Japanese Yen as one of the Bank’s trading currencies has provided greater flexibility for businesses engaged in international commerce.

These solutions have continued to earn the confidence of the Chinese business community, with the Bank welcoming several new Chinese business customers over the past year, reflecting growing trust in Centenary Bank as a financial partner for businesses operating in Uganda.

Speaking during the dinner, Executive Director Business, Joseph Kiwanuka Balikuddembe, acknowledged the significant role that Chinese businesses continue to play in Uganda’s economic transformation through investment, manufacturing, infrastructure development, trade and job creation.

“Chinese businesses continue to play a pivotal role in Uganda’s economic development. At Centenary Bank, we are proud to be your trusted financial partner, supporting your growth journey with solutions that enable you to focus on expanding your businesses while we take care of your banking needs,” Balikuddembe said.

The dinner provided an opportunity for the Bank and its Chinese clients to engage in meaningful dialogue on emerging business opportunities, understand evolving customer needs and identify new ways of strengthening collaboration to support sustainable business growth in Uganda and across international markets.

The Bank reaffirmed this commitment during its annual Chinese Clients’ Dinner held in Kampala, an engagement that brought together Chinese entrepreneurs, business leaders, representatives from various partners like Sino-Uganda Security Centre and Centenary Bank management to strengthen relationships and explore opportunities for continued collaboration.

China remains one of Uganda’s largest trading and investment partners, with Chinese enterprises playing an important role in infrastructure development, manufacturing, construction, energy and commerce. As trade and investment continue to expand, access to responsive and reliable banking services remains critical in enabling businesses to thrive across borders.

When committee leaders systematically abandon structured interrogation in favor of televised personal attacks and procedurally flawed fishing expeditions, they actively dismantle the credibility of the legislative process and signal to the public that personal political posturing matters far more than genuine statecraft.

This continuous drift by the Committee on Commissions, Statutory Authorities and State Enterprises is a stark reflection of that institutional failure. Rather than adhering strictly to the Auditor General reports and interrogating accounting officers on financial compliance, committee leadership repeatedly strays far beyond its constitutional boundary.

Just as previous leadership vulgarized the committee scope by prying into the private life, marriage, and personal background of Uganda Airlines CEO Jenifer Bamuturaki, Hon. Muwadda Nkunyingi is repeating the exact same procedural error with the Uganda Human Rights Commission.

Bypassing clear audit findings to chase internal administrative squabbles, matters already explicitly assigned by the Speaker to the Committee on Legal and Parliamentary Affairs, is a reckless overreach that preempts sister committees while allowing a suffocating backlog of unreviewed audit reports to accumulate.

This persistent breakdown raises an urgent question regarding value for money and the taxpayer investment in these public officials. Citizens pay substantial public funds to maintain these lawmakers, complete with extensive technical support, allowances, and administrative backing.

Is the taxpayer getting any real return on investment when highly compensated representatives, guided by clear procedural frameworks, prove entirely incapable of reasoning logically within those established guidelines? It is baffling how individuals backed by such significant institutional resources continuously choose media antics over substantive oversight.

Are these members utterly uninducted on their legal scope, or are they consciously exploiting camera time to harvest cheap political capital because they fail to command the floor during plenary sessions? The quiet passivity of the technical staff makes the situation even worse.

Committee clerks and legal counsel are stationed in those chambers precisely to enforce the Rules of Procedure, keep proceedings grounded in empirical evidence, and prevent oversight from devolving into a media circus. When these highly paid technical experts remain silent while lawmakers dismantle statutory norms for personal visibility, the entire institutional framework fails the citizens who fund it.

”Yet if every organisation values teamwork, why do only a handful consistently outperform their competitors? Why do some teams repeatedly achieve extraordinary results while others, despite possessing talented individuals, struggle to fulfil their potential? The answer lies in a simple but profound truth: exceptional organisations are rarely built by exceptional individuals alone. They are built by exceptional teams. Talent may win admiration, but teamwork wins championships. As the familiar idiom reminds us, “The whole is greater than the sum of its parts.”The greatest competitive advantage in today’s economy is not merely having brilliant people; it is creating an environment where brilliant people think, collaborate and execute brilliantly together.

Peter Drucker observed that, “The leaders who work most effectively never say ‘I’. They think ‘we’; they think ‘team’.” This mindset distinguishes outstanding organisations from average ones. Super teams understand that individual brilliance is valuable only when it contributes to collective success. Personal achievement is celebrated, but never at the expense of organisational purpose. Ego gives way to shared ambition.
This philosophy explains why many teams composed of highly intelligent professionals underperform. Expertise alone does not guarantee excellence. Without trust, communication and alignment, talent often pulls in different directions.

Patrick Lencioni, in The Five Dysfunctions of a Team, identifies trust as the foundation upon which every successful team is built. He writes, “Teamwork begins by building trust.” Trust allows people to disagree honestly, admit mistakes openly and challenge ideas without fear of damaging relationships. In its absence, collaboration becomes superficial and innovation quietly disappears. Equally important is clarity of purpose. Simon Sinek wrote in Start With Why, “People don’t buy what you do; they buy why you do it.” The same principle applies internally. Great teams understand not only what they are expected to achieve but why their work matters. Shared purpose transforms ordinary tasks into meaningful contributions. It creates emotional commitment that extends far beyond contractual obligation.

Discipline is another distinguishing feature. Jim Collins, in Good to Great, observed, “Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice and discipline.” High-performing teams are remarkably consistent. They execute the fundamentals exceptionally well. They prepare thoroughly, communicate clearly, follow through on commitments and continuously refine their performance. Excellence is never accidental. It is the cumulative result of disciplined habits repeated over time. As the saying goes, “Practice makes perfect.” More accurately, disciplined practice makes excellence sustainable.

Perhaps the greatest misconception about super teams is that they avoid conflict. In reality, they embrace constructive conflict because they understand that robust debate strengthens decisions. Patrick Lencioni reminds us that healthy teams engage in passionate discussion without allowing disagreement to become personal. They challenge ideas while preserving respect for one another. Their focus remains firmly fixed on finding the best solution rather than protecting individual pride.

Leadership also plays an indispensable role. John Maxwell wrote in The 21 Irrefutable Laws of Leadership, “Everything rises and falls on leadership.” Super teams do not emerge by chance. They are cultivated by leaders who model humility, encourage accountability and create environments where everyone can perform at their best. Such leaders spend less time seeking recognition and more time enabling others to succeed. They recognise that leadership is not about being the most important person in the room but about ensuring everyone else performs at their highest level.

This philosophy is beautifully reflected in Stephen Covey’s observations in The 7 Habits of Highly Effective People: “Strength lies in differences, not in similarities.” Diversity of thought is one of the greatest assets of exceptional teams. People with different experiences, perspectives and expertise approach problems differently. Rather than viewing these differences as obstacles, super teams treat them as strategic advantages. Diverse thinking broadens perspective, reduces blind spots and produces more robust decisions.

What truly distinguishes these teams, however, is their unwavering commitment to continuous learning. They celebrate victories but analyse failures with equal honesty. They understand that yesterday’s success does not guarantee tomorrow’s relevance. Markets evolve, customer expectations change and competitors improve. Learning therefore becomes part of their culture rather than an occasional activity.

Curiosity replaces complacency, and improvement becomes a daily discipline rather than an annual initiative.
Therefore, what sets super teams apart is not that they possess fewer problems or more gifted people. It is that they have learned to transform individual excellence into collective greatness. They understand that success is rarely the work of one remarkable person. It is the product of many committed people moving in the same direction, inspired by the same purpose and united by the same standards.
The writer is the General Manager Commercial Banking at Centenary Bank

The United States dollar funds were allegedly stolen from the office of Counsel Roberts Fridays Kagoro, while the Ugandan currency was reportedly stolen from the office of his co-managing partner, Counsel Frederick Jeremiah Muwema. Bizarrely, whereas fifteen police officers were present during the impugned exercise, the firm underscores that they did not bother to stop the violence, chaos and, criminal acts and impunity witnessed on that black day.

Instead, the police reportedly actively and directly participated in the commission of those crimes, benefitted from them, and supported, as well as encouraged on their alleged partners in crime.  The law firm explains that a lawyer company called Downtown Investments and its director, Puresh Kumar Ratital Mehta were the principal masterminds of the entire chaos.

They ostensibly acted alongside their lawyers, Rukia Adam, Ahmed Bongo and Fredrick Byatokoreire who are heavily blamed for reportedly abandoning their legal decorum to join armed goons in causing untold havoc, despite being officers of court and vanguards of due process.

Joining this park, the aggrieved law adds, was a security company known as A1 Security Systems. Together with the rest of the actors they allegedly ransacked the premises and dragged to the waiting get-away trucks confidential clients’ files, title documents and, valuable office equipment estimated at close to Ushs200 million.

The plaintiff emphasizes that whereas the actors concealed the impugned operation as merely a re-entry by the Downtown Investments, it was an illegal eviction conducted against the backdrop of a subsisting and ongoing court case. That original case had been filed by the company and it’s directors through their aforementioned lawyers, and it was intended to resolve the tenant-landlord lease-and-buy agreement status quo after the company claimed the tenant( Muwema and Company Advocates) had breached the contract and failed to pay rent.

The law illuminates that the security company was not legally permitted to participate in the operation – let alone considering it’s illegality- and yet the police and Downtown Investments lawyers supposedly simply looked on and just encouraged them as they reportedly broke all of the laws with reckless impunity. For the presumed illegal activities and negligence of the police officers present at the illegal operation, the law firm has joined the learned Attorney General  to the lawsuit to atone for their rogueness and unprofessionalism, crimes, and illegalities in damages.

In a recap, the law firm – now comfortably settled in the leafy Upper Nakasero part of Kampala Capital City- want all of the cited defendants to foot the cost with Ushs12 billion, excluding the legal fees to be quantified following the conclusion of the lawsuit. The defendants are legally expected to file their respective defenses within 15 days of being served with the necessary court process in regards to this lawsuit. We shall keep you posted about all of the breaking developments related to this matter.  Stay well and take care.