I started my day early, preparing my speech for the virtual engagement with AMREF, ahead of the 2025 Africa Health Agenda International Conference. The conversation deeply centred AI, and yet somehow I was also inspired by the speer drive of African youth: our absolutely determination to turn our continent around. In my speech, I emphasized how we as African youth need to do our part, and more importantly: that we need to work together.
Following the engagement, I sat at my desk, flipping through Wagner and Hollenbeck’s Organizational Behavior. I saw more than just theories and models on motivation, teamwork, and leadership. I saw reflections of the lessons I’ve lived, especially during my time at Michigan State University, and the work I’m doing now with Kwathu Kollective, Bien Corp, Q2 Corp, and Africa’s future at large. One lesson stands out: organizations, like movements, thrive when their culture is rooted in shared purpose, collective pride, and ownership.
What Wagner and Hollenbeck Teach Us About Organizational Culture
In their work, Wagner and Hollenbeck emphasize that organizational behavior isn’t just about individual performance—it’s about how people come together within a shared framework to achieve collective goals. One of their key concepts is how organizational culture shapes motivation, commitment, and long-term success.
They define strong organizational culture through key elements:
- Shared Beliefs and Values: What an organization collectively believes influences how decisions are made and how goals are pursued.
- Ownership and Identity: People are more likely to go above and beyond when they feel a strong connection to the organization’s mission.
- Intrinsic and Extrinsic Motivation: While extrinsic rewards matter, strong organizational cultures rely on intrinsic motivators like pride, recognition, and shared success.
These concepts aren’t just theories—they’re living truths, and I see them every day in MSU’s Spartan culture, my work with Kwathu Kollective, and the vision I’m building for Africa’s creative and innovation ecosystems.
The Spartan Blueprint: What MSU Taught Me About Culture and Pride
At MSU, there’s a saying: Spartans Will. But it’s more than a slogan—it’s a mindset. It’s the idea that once you become part of the Spartan family, you carry that pride with you forever. I’ve seen alumni from the 1990s and 2000s engage on LinkedIn, highlighting their graduation years, classes, and experiences. They show up to support one another, to share in the legacy.
That collective pride is why MSU doesn’t just produce graduates—it produces leaders, change-makers, and global citizens who feel a deep sense of responsibility to contribute to the world. Spartan pride translates into efficiency and long-term success because it instills ownership. When you own a mission, you want to see it succeed. This is the same foundation I’ve built into Kwathu Kollective and Q2 Corp.
Kwathu Kollective: Building a Strong Organizational Culture in Africa
When I launched Kwathu Kollective, my goal wasn’t just to create a hub for innovation—I wanted to create a movement. In Chichewa, Kwathu means “home,” and that’s exactly what this community is: a home for African innovators and creators to connect, grow, and build the future of the continent. But the reason Kwathu works is because of its culture, rooted in shared purpose.
I deliberately chose not to rely on external consultants to draft key documents like the Kwathu 2025–2027 Strategic Roadmap. Instead, I handed the task to our Managing Director to ensure he felt ownership of the vision. Just like Spartans own the legacy of MSU, I wanted our team to own the mission of Kwathu.
What Makes Kwathu’s Culture Strong:
- Shared Ownership: Everyone involved sees themselves as part of something bigger, which creates commitment beyond individual roles.
- Intrinsic Motivation: Our team isn’t just driven by financial rewards—they’re motivated by a belief in Africa’s potential to lead globally.
- Adaptability: Like any successful organization, we’ve built a culture of flexibility that allows us to pivot, innovate, and grow.
Q2 Corp: Extending Ownership to Africa’s Creative Economy
Q2 Corp is another example of applying Wagner and Hollenbeck’s principles. As Africa’s gaming and creative industries evolve, Q2 is positioned to bridge the gap between creators, innovation hubs, and the global market. But more than that, it’s about instilling ownership in African talent and empowering them to see themselves as global leaders.
This is crucial because, for too long, African industries have operated under the influence of external consultants, aid, and policies created by others. As Wagner and Hollenbeck highlight, when individuals within an organization—or in this case, a continent—don’t feel ownership of the mission, implementation stalls, and innovation stagnates. To drive sustainable growth, we need organizations and ecosystems where Africans own the process from the start.
The Future of Africa: Building Movements That Last
Just as MSU’s Spartan pride drives its alumni network and collective success, Africa’s future lies in building a sense of collective pride and responsibility across industries. This means:
- Shifting from Dependency to Ownership: African organizations must create and implement their own policies, rather than relying on external players.
- Creating a Culture of Innovation: Through hubs like Kwathu and initiatives like Q2 Games, we need to foster a culture where failure isn’t feared, and creativity thrives.
- Instilling Purpose and Pride: When people believe in a mission and feel ownership of it, they become intrinsically motivated to see it succeed—just like Spartans do.
- Building Strong Organizational Ecosystems: Just as MSU thrives on its long-term alumni engagement, Africa needs organizations that aren’t just built for short-term goals but for long-term impact and legacy.
What Spartans Will Means for My Vision
When I think of #SpartansWill, I don’t just see a university slogan—I see a blueprint for the work I’m doing with Kwathu Kollective, Q2 Corp, and the future of Africa. It’s a lesson that organizational success isn’t just about having a great strategy—it’s about creating a culture of ownership, pride, and purpose.
In the coming years, I plan to apply these lessons as I move into politics and build organizations that leave a lasting legacy. The future of Africa isn’t just about resources or policies—it’s about creating movements that people believe in and own.
Because when people believe in something bigger than themselves, they don’t just work—they lead.
Proudly a #Spartan,
Ntha
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