The CEO of Africa's largest bank states they strategically avoid being on the cutting edge. This "fast follower" approach allows them to adopt proven innovations responsibly while avoiding the high costs and risks of being a pioneer.

While international markets have more volatility and lower trust, their biggest advantage is inefficiency. Many basic services are underdeveloped, creating enormous 'low-hanging fruit' opportunities. Providing a great, reliable service in a market where few things work well can create immense and durable value.

The CEO advocates to bodies like the G20 and challenges ratings agencies, arguing that the perceived risk of African projects is higher than the data supports. This aims to lower the risk premium, unlocking more capital for the continent.

Companies like Optasia leverage mobile phone usage data from telecom partners to provide small loans to millions of unbanked individuals. This model of financial inclusion has created highly valuable "unicorn" companies on the continent.

Contrary to popular belief, successful entrepreneurs are not reckless risk-takers. They are experts at systematically eliminating risk. They validate demand before building, structure deals to minimize capital outlay (e.g., leasing planes), and enter markets with weak competition. Their goal is to win with the least possible exposure.

Institutions must manage four primary risks: failing to meet liabilities (shortfall), path-of-return volatility (drawdown), access to capital (liquidity), and the reputational risk of underperforming peers, which Matt Bank calls “embarrassment risk.” This last one is often the most delicate and hard to quantify.

Using the historical parallel of ATMs, CEO Sim Shabalala argues that AI won't eliminate human roles but will automate routine tasks. This frees humans for higher-order work involving empathy, complex problem-solving, and valuable client interaction.

Sim Shabalala's firsthand experience with financial exclusion during apartheid directly informed his leadership and the bank's broader purpose of fostering growth for entire communities, moving beyond a narrow focus on just shareholders.

For years, Japan was a value trap: cheap companies with poor governance hoarded cash. The game changed when Prime Minister Shinzo Abe introduced stewardship and governance codes, creating a top-down, government-backed catalyst for companies to finally improve capital allocation and unlock shareholder value.