Business & Management
School of Business Conducts Strategic Leadership Training for Makerere University Managers
Makerere University School of Business under the College of Business and Management Sciences (CoBAMS) is conducting a five-day strategic leadership training for the first cohort of University managers.
The Executive training (7th to 11th July 2025) for middle and top level managers seeks to foster leadership capacity in line with the University’s strategic goals. The participants nominated from the different units within the University include: Deputy Principals, Deans, Heads of Departments, and Heads of sections in Administrative Units.
The Strategic Leadership course covers critical areas such as Strategic leadership overview and contemporary issues, Driving strategic leadership to promote organizational performance and success, Leading people in Organizations, Organizational culture and productivity, Strategic Communication, and Organizational change and development.
The course is delivered by seasoned facilitators from the School of Business, the private sector, industry and business community namely Associate Prof. James Wokadala, Associate Prof. Godfrey Akileng, Dr. Martin Bakundana, Dr. Sam Eyamu, Dr. S.B. Wanyama, Ms. Irene Nayera, Mr. Henry Rugamba, and Mr. Ronald Bbosa.
Addressing the participants, the Dean-School of Business, Associate Prof. Godfrey Akileng pointed out that learning was a continuous process, stating that the training was aimed at fostering professional leadership development and lifelong learning.
He elaborated that the training brings on board university leaders who are entrusted with managing people. Emphasizing that people are the most important resource in an organization/institution, the Dean highlighted the need to train and equip those managing offices, with strategic leadership knowledge, skills and values.
Unpacking the concepts of leadership and management, Associate Prof. Akileng revealed that most organizations need leaders, and not managers. In light of this, he stated that most business schools in the world were emphasizing leadership more than management. He explained the paradigm shift from traditional management practices to leadership-focused training, with a special call to leaders to always adapt and navigate complex organizational environments.
The Principal of the College of Business and Management Sciences, Prof. Edward Bbaale, represented by the Deputy Principal-Associate Prof. James Wokadala underscored the College’s pivotal role as a hub of excellence in Business, Economics, and Management. The Principal highlighted the growing significance of strategic leadership in today’s academic and professional landscapes, noting that even seasoned leaders must continue evolving in their leadership practices.
Sharing his lived experience, Associate Prof. James Wokadala, disclosed that a significant number of people entrusted with offices or managerial positions fear to make decisions. “One of key challenges faced by several organisations and universities is the fear by leaders and managers to take bold decisions. To address this challenge, this strategic leadership training conducted by the School of Business has been designed to empower you, with knowledge and skills in strategic decision making,” he stated.
The Coordinator of Partnerships and Collaboration, Dr. Martin Bakundana highlighted the importance of the program in developing leadership skills in a dynamic business environment. He acknowledged the growing relevance of leadership concepts such as transformational and thought leadership.
“We are at a turning point in the world of leadership, and it is essential for Makerere University to prepare its leaders for the challenges ahead,” Dr. Bakundana said. He encouraged participants to engage with the support team throughout the training, reinforcing the collaborative nature of leadership development. Dr. Bakundana is a Lecturer in the Department of Accounting and Finance, School of Business, at the College of Business and Management Sciences.
The remarks from the aforementioned University officials, set the pace for the training sessions. The first day featured two topics: Strategic Leadership Overview and contemporary issues by Associate Prof. Godfrey Akileng, and Driving Strategic Leadership to promote Organizational performance and success by Dr. Sam Eyamu.
Presenting the Strategic Leadership overview and contemporary issues, Associate Prof. Akileng tackled the following: The concept of change and the need to adapt, disruption being the new normal, strategic leadership styles, strategic leadership skills, as well as the principles of strategic leadership.
He kicked off his presentation by a powerful quote that enabled the audience to understand and appreciate the current business terrain. “We stand on the brink of technological revolution that will fundamentally alter the way we live, work, relate to one another. In its scale, scope and complexity, the transformation will be unlike anything humankind has experienced before,” Klaus Schwab Founder and Executive Chairman World Economic Forum.
Associate Prof. Akileng stated that change is a fact that is inevitable in our lives, with the landscape in which we work, constantly changing. He mentioned that organizations/institutions as well as Organizational settings do change, which necessitates leaders and staff to adapt to the trends by doing things differently. “I implore the leadership and staff to change the way they do things, if we are to survive,” he said.
Acknowledging that disruption is the new normal, he encouraged the participants to confront VUCA situations through strategic decision making. Coined in the early 2000’s, the military-derived an acronym-VUCA, which stands for Volatility, Uncertainty, Complexity and, Ambiquity.
Cognizant that change is inevitable, and that VUCA situations are prevailing in most organizations and business settings, Associate Prof. Akileng introduced the different strategic leadership styles namely transformative, visionary, transactional, and collaborative. He challenged the participants to apply the best leadership style or a blend of them.
For instance, Associate Prof. Akileng advised the middle and top level managers to utilize the collaborative leadership style when marketing a brilliant idea or an innovation. “You must work with others or behind the scenes to ensure that those in authority understand and support your idea.”
Drawing on lessons from past industrial revolutions, Associate Prof. Akileng emphasized that embracing technological advancements is critical for staying relevant. “History shows us that industries that failed to adapt to new technologies inevitably failed to compete,” he remarked.
Specific to education, he explained that COVID-19 disrupted teaching and learning. He added that most of the Universities in Africa that were pre-dominantly delivering lectures through physical interaction had to change and adapt to the terms and conditions dictated by the new normal. Universities embraced blended learning in order to overcome the disruption that threatened their comfort zones and preferred way of doing things.
He cited Makerere University, which deployed a blend of transformative, participant, and collaborative strategic leadership styles to rejuvenate its online learning systems/platforms. The Office of the Deputy Vice Chancellor (Academic Affairs), the College of Education and External Studies through its Institute of Open, Distance and e-Learning (IODel) worked with Colleges and the Directorate of ICT Support services (DICTS) to bring on board academic staff.
The Dean, School of Business indicated that the new normal in university education involves integration of online teaching, digital pedagogies, artificial intelligence (AI), Virtual Reality (VR), and Augmented Reality (AR) in teaching and learning, research and community engagements.
He called upon the participants to take into account the following strategic leadership skills: Foresight, curiosity, decisiveness, active listening, communication and diplomacy. He stressed that active listening is a key skill for a strategic leader.
Tackling the principles of Strategic leadership, the Dean-School of Business pointed out that strategic leaders are always on the top. He added that strategic leaders are innovative individuals, who are always pushing through brilliant ideas.
He notified the participants that strategic leaders take on the format of an eagle. “You must have a great vision with ability to navigate stormy turbulence, exhibit fearlessness, take the initiative, and have a high sense of self determination.”
Presenting to the participants, Dr. Sam Eyamu, from School of Entrepreneurship and Management at Kyambogo University, provided insights into strategic leadership with an emphasis on organizational performance. He defined leadership as the ability to create a lasting legacy through collaboration. “Effective leadership inspires and unites teams, ensuring that their collective efforts have a long-term impact,” he said.
Dr. Eyamu guided that strategic leaders must work with others, be able to influence, and must create change. He articulated that strategic leaders should embrace Artificial Intelligence (AI). He advised university leaders and staff to accept that AI is the new normal, and work together to come up with policies and approaches on the integration of AI in the university systems and processes.
He added that strategic leaders should be resilient with ability to survive and lead the team to the desired goal. He called upon the participants to set goals, use key performance indicators, come up with work plans, score cards, and among other methods that measure performance. He introduced several tools designed to align strategy with performance, including the Balanced Scorecard, Objectives and Key Results (OKRs). Dr. Eyamu disclosed that celebrating small successes can accumulate into significant organizational momentum.
Dr. Eyamu highlighted two distinct leadership approaches: Rapid Fire Leadership, which encourages trying multiple strategies quickly and the Sniper Leadership that focuses on a more deliberate and calculated approach.
He argued that both approaches are valid depending on the available resources, with resilience and persistence being key to success in either model. He also emphasized the importance of clear strategic direction, ensuring that all team members understand their roles in achieving organizational goals.
Additionally, Dr. Eyamu stressed the critical importance of performance measurement tools, such as Key Performance Indicators (KPIs), work plans, and the Balanced Scorecard, to track progress toward strategic goals. He introduced performance dashboards, which provide real-time data, and benchmarking, which allows organizations to compare their performance with industry best practices.
Dr. Eyamu introduced the Triple Bottom Line (TBL) framework, which balances social impact, environmental sustainability, and financial performance. He said that organizations must take a holistic approach to success, considering more than just the financial outcomes.
Presenting the practical tips for success, he encouraged the participants to; adopt a performance measurement framework and tool, foster and reward a culture of accountability and results, lead by example, be transparent by ensuring a consensual decision-making process, and empower team members through delegation of duties and trusting them to deliver.
The first day of the Strategic Leadership Training ignited the strategic leadership potential of the participants, which involves getting out of the comfort and safe zone, to champion the transformation at the institutional or Unit levels. The University leaders and participants in general, were encouraged to take charge by being alert, studying the times and trends, as well as coming up with innovations and strategies to create a positive difference.
The Strategic Leadership Training was moderated by Dr. Martin Bakundana-Coordinator of Partnerships and Collaboration assisted by Ms. Ritah Namisango-Principal Communication Officer.
“I have enjoyed working with educated and brilliant people,” remarked Mr. Peter Mubiru at the handover of the office of the College Bursar held on 31st August 2026 at the College of Business and Management Sciences.
Reflecting on his career journey at Makerere University, which commenced in 1998, Mr. Mubiru who has served with dedication and distinction said: “Professionalism is key in management success.”
Mr. Mubiru reached the mandatory retirement age on 25th August 2026, marking the end of a career spanning nearly three decades in Makerere University’s audit and financial management functions. In his 28 years of service, which he described as a rich and rewarding experience, Mr. Mubiru held the following positions: Assistant Internal Auditor, Head of Revenue and Expenditure Office, Principal Accountant, and College Bursar.
Addressing the College leadership and staff as well as University officials from the Directorate of Internal Audit, and the Directorate of Finance who convened to witness the colourful handover ceremony to Mr. George Lusiba, Mr. Mubiru appreciated the different offices at the University for their cooperation throughout his years of service.
In a very special way, he was delighted to note that Mr. George Lusiba who was taking over the mantle as the new College Bursar has worked with him closely in the execution of several tasks and activities within the Directorate of Finance. “To Mr. Lusiba, I wish you the best of luck in the position of the College Bursar,” said Mr. Mubiru.
From Internal Audit to Financial Management
Mr. Mubiru joined the University service in 1998 as Assistant Internal Auditor, a position that he held for one year. During this period, Mr. Mubiru prepared a report examining the collection and management of revenue at Makerere University.
According to Mr. Mubiru, the recommendations in the report impressed the University Management and Council. Consequently, he was transferred from Internal Audit to the Finance Department, where he served as Head of Revenue and Expenditure, presenting to him an opportunity to contribute directly to implementing some of the recommendations. He was later promoted to Principal Accountant, which positioned him to serve the College of Business and Management Sciences, and a key specialist in financial management and implementation within the University and beyond.
At the College level, Mr. Mubiru has been responsible of overseeing the financial functions within the college, management of the college annual budgeting processes, preparing financial reports at the university and college level, and ensuring compliance with financial guidelines of the university.
He acknowledged the tremendous support received from the following members of staff whom he has been supervising at the College level: Mr. Charles Ssuna, Ms. Florence Amoding, and Ms. Mary Taaka.
Recognition of impactful service
The Principal of the College of Business and Management Sciences (CoBAMS), Prof. Edward Bbaale, applauded Mr. Peter Mubiru, for his dedicated service and contribution to the College over the years.
He welcomed the incoming College Bursar, Mr. George Lusiba, and expressed the readiness of the College leadership and staff to work with him to ensure an efficient and effective financial management function. “Through his service, Mr. Lusiba will contribute to the continued growth and effective administration of the College,” said the Principal.
A Legacy of Leadership and Mentorship
The Dean, School of Business, Associate Professor Godfrey Akileng praised Mr. Peter Mubiru for the outstanding service, leadership, and mentorship.
“Mr. Mubiru is a straightforward and dedicated professional whose contributions had left a lasting impact on the School of Business and the wider university community,” he added.
He encouraged Mr. Mubiru to embrace retirement as an opportunity to pursue new ventures, wishing him good health, fulfillment, and God’s abundant blessings.
Compliance and Continuity in Office Transitions
Mr. Patrick Akonyet, the Head of the Internal Audit Directorate at Makerere University, highlighted the Public Service Standing Orders that govern the handover of office. He noted that these guidelines provide the minimum standards for conducting a lawful and transparent handover, accountability and safeguarding of public resources, as well as promoting continuity in institutional operations.
Collaboration, Accountability and Financial Stewardship
Delivering his acceptance remarks, Mr. Lusiba pledged to work with the College leadership, staff and stakeholders in the execution of the financial management function.
“I am deeply honoured to take on the responsibility of the College Bursar. I thank the College leadership and staff for the warm welcome and I pledge to collaborate with everyone to strengthen financial stewardship, accountability and service to excellence.”
The handover ceremony was witnessed by following university staff: Prof. Edward Bbaale-Principal, Associate Professor James Wokadala-Deputy Principal, Dean, School of Business-Associate Professor Godfrey Akileng, Dean, School of Economics-Associate Professor Ibrahim Mike Okumu, Dean, School of Statistics and Planning-Dr. Margaret Banga, Mr. Patrick Akonyet-Head of Internal Audit, Mr. George Turyamureeba-Deputy University Bursar, Ms Racheal Ikiriza-College Human Resource, Mr. David Ikoma-College Procurement Officer, Ms. Ritah Namisango-Principal Communication Officer, Ms. Stella Butamanya-School Registrar, Mr. Joseph Ikarokok-Chief Custodian, Mr. Julius Muhwezi-Planning Officer and among other members of staff at the College level.
Pleased with Mr. Peter Mubiru’s record of a service, Dr John Bosco Oryema, a member of faculty at the College of Business and Management Sciences said: “Congratulations upon reaching the mandatory retirement. You served with a smile and dedication. I remember when you were the Chief Cashier in the Main Building, you supported many of us in processing the Staff Development Fund. Enjoy the fruits of the hard work.”
Goodwill messages from staff and colleagues
Dr Jude Mugarura: It was a great service coupled with commitment and professionalism. Well done my dear brother, Mr. Peter Mubiru.
Dr Faisal Buyinza: Dear Peter Mubiru, congratulations upon your dedicated service to Makerere University.
Dr Zaina Nakabuye: Congratulations Mr. Peter Mubiru upon reaching this milestone.
Dr Aisha Nanyiti: Congratulations Mr. Peter Mubiru on your dedicated service.
Dr Susan Namirembe Kavuma: Well done Mr. Peter Mubiru, we wish you the best in your new chapter of your life.
Dr Issa Sekatawa: My brother, you have served. We enjoyed our brotherhood before I joined Makerere University
Dr Christopher Muganga: Mr. Peter Mubiru, for your great service to Makerere University and humanity at large, and all the best in your upcoming engagements.
Agnes Ssempebwa: Congratulations Mr. Peter Mubiru on your dedicated service, I wish you od’s blessings in your new chapter of life
Geoffrey Nuwagaba: Thank you Mr. Peter Mubiru for serving us diligently and retire with flowers. I pray that more gates open for you in the next endeavours.
Dr. Patricia Ndugga: Congratulations Mr. Peter Mubiru on your diligent service. Best wishes ahead.
Emmanuel Ssemuyaga: Congratulations on your retirement. It has been a pleasure and privilege working with you. I truly enjoyed the time we interacted, and your contribution, warmth, and collegiality made the experience both exciting and memorable.
Peter Kisaakye: Congratulations Mr. Peter Mubiru. Wishing you well.
Dr Sarah Bimbona: Congratulations. Wishing you all the best in the new Chapter.
Dr Godfrey Akileng: Congratulations. Thank you for completing your tour of duty in building for the future. Your diligent contribution and professionalism leaves a mark. You have been a brother. May the good Lord bless you abundantly.
Dr Kasim Sendawula: Well done Mr. Peter Mubiru. We have indeed enjoyed your dedicated service. May the Almighty God bless you as you embark on a new chapter of life.
Dr Marion Nanyanzi: Congratulations Mr. Peter Mubiru. May the Almighty God bless and guide you as you begin a new chapter.
Dr John Mushomi: Well done Mr. Peter Mubiru. Thanks for keeping young and cool. I am sure work has just started at yours as you retire. The world needs your service more than ever before.
Tadeo Masimengo: May you be blessed as you retire from Makerere University
Dr Peter Babyenda: Thank you for the work well done. Best wishes.
Chris Alioni: Congratulations Mr. Peter Mubiru. You have served well.
Dr Stephen Wandera: Congratulations Mr. Peter Mubiru. You have served us well. I will miss this great partnership and collegial work ethic.
Dr Lillian Tukahirwa: You have served Makerere University with dedication. To God be the glory for the accomplishments and good work.
Jude Sebuliba: Congratulations Mr. Peter Mubiru. I wish you a successful and fruitful re-engagement.
Patience R. Mushengyezi: Congratulations Mr. Peter Mubiru. May God guide you in your next phase.
Paneah Asiimwe: You are a good man. Mr. Peter Mubiru, enjoy your retirement.
Dan Kiganda: Congratulations Mr. Peter Mubiru. Thank you for the dedicated service.
Eric Tumwesigye: Enjoy your next deployments because definitely, you are going for fresh and awesome deployments.
Pictorial:
The Gambia is looking to deepen its public investment management (PIM) systems by drawing lessons from Uganda, with a high-level delegation from the West African country visiting Makerere University’s Public Investment Management (PIM) Centre of Excellence to benchmark Uganda’s experience.
The delegation, led by Mr Baboucarr Jobe, Permanent Secretary in The Gambia’s Ministry of Finance, visited Makerere University’s Public Investment Management (PIM) Centre of Excellence to learn from Uganda’s approach to project conceptualisation, appraisal, implementation, monitoring and evaluation.
The visit is part of wider reforms being undertaken by The Gambia to strengthen its economic, judicial and institutional systems, with public investment management identified as a critical area for improvement.
Speaking during the visit, Mr Jobe said The Gambia had embarked on PIM reforms in collaboration with the International Monetary Fund (IMF), which advised the country to benchmark its systems against countries with relevant experience.
“Several countries were recommended, but we ultimately chose Uganda. I am happy to say that we are glad we selected Uganda for this assignment,” he said.
He noted that although the delegation initially intended to focus specifically on public investment management, the visit had exposed them to broader areas with potential for cooperation between Uganda and The Gambia.
The delegation also visited Makerere University’s Innovation Centre, where it explored initiatives that could support collaboration between the two countries in advancing economic development.
Mr Jobe said institutions in The Gambia, including the University of The Gambia and the Civil Service University, could potentially collaborate with Makerere University and its Innovation Centre.
Closing gaps in public investment
Mr Jobe identified project conceptualisation, project evaluation, project implementation, monitoring and evaluation as some of the major gaps in The Gambia’s public investment management system.
He said the delegation was particularly impressed by Uganda’s systematic approach to managing public investments and the collaboration among institutions involved in the process.
“What has impressed us in Uganda is the manner in which the public investment management process is carried out step by step,” he said.
The Gambian delegation also observed collaboration among key government institutions, including the Ministry of Finance, Office of the Prime Minister, Office of the President and other stakeholders.
Mr Jobe said such institutional collaboration was an important lesson that The Gambia would seek to replicate.
The delegation had an opportunity to participate in a Development Committee meeting, where they observed how different government offices work together to advance Uganda’s development priorities.
Makerere Centre plays key role
The visit was hosted by the Public Investment Management Centre of Excellence, which is integrated into Uganda’s broader public investment management system.
Prof. Edward Bbaale welcomed the Gambian delegation and said the visit provided an opportunity for peer learning and exchange of practical experiences between the two countries.
He said countries were at different stages of strengthening their public investment systems, making peer learning an important avenue for identifying approaches that could be adapted to different institutional contexts.
“We hope to share not only what has worked well, but also some of the challenges we have encountered and the lessons we have drawn from them,” Prof. Bbaale said.
He encouraged the delegation to engage openly with the Makerere team, ask questions and share their own experiences to ensure that the benchmarking exercise was practical and mutually beneficial.
Building capacity for better investments
Prof. Eria Hisali, who presented an overview of the Centre, emphasised the importance of strengthening public investment systems to ensure that limited public resources are used effectively.
He explained that capital investments remain a key driver of economic growth, but governments often face resource constraints that make it impossible to implement every proposed project.
A strong public investment management system, he said, enables governments to assess and select projects based on their potential returns and development impact.
The Centre aims to support this process by building a pool of well-prepared projects at different stages of development, enabling government to make informed decisions about which projects to finance and implement.
The PIM Centre of Excellence was established with support from the Foreign, Commonwealth and Development Office (FCDO), the UK Trust Fund and the Government of Uganda. It initially operated as a project before being mainstreamed into the Government of Uganda, with its resources now coming directly from government.
Since its establishment, the Centre has trained 526 public-sector officials in areas related to public investment management.
Its training programmes cover key stages of the PIM cycle, including project conceptualisation, integrated analysis, feasibility studies, financial and economic appraisal, risk analysis, project execution, procurement and evaluation.
Strengthening South–South cooperation
For Mr Jobe, the visit was also an opportunity to challenge the tendency of African countries to look outside the continent for solutions to development challenges.
He argued that African countries operate in broadly similar environments and face many common challenges, making the continent an important source of knowledge and practical solutions.
“We need to move away from always looking outside Africa for solutions. There are many valuable initiatives being undertaken by our African brothers and sisters, and it is important that we learn from one another,” he said.
He proposed stronger partnerships between institutions in Uganda and The Gambia, including possible collaboration between universities and civil service training institutions.
“This visit is one step in that direction. South–South cooperation needs to be further strengthened,” he said.
Investing limited resources for greater impact
The Gambian delegation’s interest in public investment management is closely linked to the country’s development challenges.
According to Mr Jobe, The Gambia’s GDP is currently just under US$3 billion, with annual economic growth estimated at between five and six per cent. Inflation has declined significantly from double-digit levels to approximately seven per cent, although poverty remains high at more than 50 per cent.
He said strengthening public investment management was therefore essential to ensuring that the country’s limited public resources generate tangible benefits for citizens.
“This visit will help us ensure that public investment and the limited public resources available to us are utilised efficiently and provide benefits to the average Gambian,” he said.
He added that achieving value for money from public resources would enable citizens to experience greater benefits from government investments and contribute to poverty reduction. The visit marked an important step towards strengthening institutional cooperation between Uganda and The Gambia, while positioning Makerere University and its PIM Centre of Excellence as a potential partner in building public-sector capacity beyond Uganda.
Business & Management
Makerere University Inaugural Conference on Noonomy Paves way for Centre of Excellence in Africa
Makerere University on 20th August 2026, hosted the historic inaugural conference on the Theory of Noonomy, bringing together scholars, policymakers, international partners and students to explore a bold new paradigm for addressing modernity’s deepest crises. Organised by the School of Economics, College of Business and Management Sciences (CoBAMS) in collaboration with the S.Y. Witte Institute for New Industrial Development, St. Petersburg Polytechnic University, Russia and supported by the Makerere University Research and Innovations Fund (Mak-RIF), the conference was held under the theme “The Theory of Noonomy and Its Role in Resolving Modernity Issues: Pathways to Sustainable Social and Economic Transformation.”
The event held in the Senior Common Room, Main Building underscored Makerere’s strategic commitment to thought leadership in Africa’s transformation, positioning the University as a continental hub for alternative development thinking.
Bold Thinking Amid Global Crises
Representing Vice Chancellor Prof. Barnabas Nawangwe, the Deputy Vice Chancellor in charge of Academic Affairs (DVCAA), Prof. Sarah Ssali described the gathering as both timely and historic.
“Across the globe, we continue to witness systemic crises rooted in market fundamentalism, unchecked resource depletion, and the ideology of growth for the sake of growth. These contradictions are not abstract, but they manifest in climate change, widening inequality, and the erosion of social cohesion” Prof. Ssali stated.
On this note, she lauded the Theory of Noonomy, developed by Prof. Sergey Bodrunov, as a transformative lens. She noted that Prof. Sergey Bodrunov’s Theory of Noonomy that prioritizes reason, humanistic values and solidarism, offers a sustainable path forward in the midst of global crises driven by market fundamentalism, resource depletion and endless growth, exacerbated by climate change, inequality, and social erosion. The Theory envisions a shift to a New Industrial Society of the Second Generation (NIS.2) where knowledge, technology, and human potential drive progress.
“Hosting this conference is not accidental,” Prof. Ssali affirmed, adding that it “Reflects our commitment to shaping debates that matter for Africa’s future.” She outlined the conference’s five core objectives: to introduce and contextualise Noonomy within Africa’s socio-economic realities; to explore solutions to systemic challenges such as inequality, resource scarcity and climate change; to identify pathways for integrating Noonomy principles into policy, education and institutional frameworks; to foster collaboration among scholars, policymakers and practitioners; and to lay the groundwork for establishing a Noonomy Centre at the School of Economics, CoBAMS.
She added that once established, the Centre will serve as a hub for continental dialogue, research, and innovation, hence positioning Makerere and her partners to “transform the theory of Noonomy into a living agenda for Africa, that prioritizes knowledge, human potential, and sustainable transformation”.
Noonomy’s Emphasis of Knowledge as the Primary Productive Force
Prof. Sergey Bodrunov, Director of the S.Y. Witte Institute and author of the theory, addressed the conference virtually and underscored Noonomy’s relevance in an era of technological power that can either destroy or elevate humanity. He argued that neoliberal models have entrenched inequality and ecological crises, while the gradual removal of humans from direct material processes open a path to a non-economic mode of satisfying rational human needs.
Additionally, Prof. Nikolay Dmitriev, Director of the S.Y. Witte Institute expanded on the practical implications for Africa. He stressed that technological sovereignty must be pursued without repeating the dependency traps of earlier industrialisation. Cognitive technologies, he noted, can either subordinate humans to the technosphere or place technology in service of human potential. On the other hand, he noted that Africa’s rapid demographic growth and cultural diversity make it a critical laboratory for Noonomy’s application.
Panel Scrutinizes Noonomy under the lens of Ugandan Realities
Moderating the high-level panel, the Principal CoBAMS, Prof. Edward Bbaale, set the stage with a question on the Ugandan context: Can the country move from a technology-consuming economy to a knowledge-producing one while remaining human-centred and inclusive? He outlined three tests any technology adoption should pass under a Noonomy lens; productivity, human development, and inclusion.
“The first test is the productivity test. Does it improve what society can produce? The second test is the human development test. Does it expand skills, creativity, capabilities, and quality of life? And then number three, the inclusion test. Are its benefits widely spread, or does it deepen exclusion?” Prof. Bbale pondered, as he equally thought to interrogate how the theory aligns with Uganda’s tenfold growth strategy and National Development Plan IV.
Panellists included Prof. Robert Wamala-Director of Research, Innovations and Partnerships (DRIP), Makerere University, Dr. Robert Ngobi-Director Policy Research, National Planning Authority (NPA), Mr. Davis Vuningoma who represented Dr. Albert Musisi-Commissioner Macroeconomic Department, Ministry of Finance, Planning and Economic Development (MoFPED) and Prof. Nikolay D. Dmitriev. Discussions centred on mainstreaming knowledge as a productive force in national planning, financing long-term knowledge-intensive capabilities, and ensuring industrialisation expands rather than displaces human potential.
Prof. Wamala emphasised the need to Africanise the theory, “We should not simply import the concept… Our role should be to interrogate, Africanise and generate evidence on what a knowledge and intelligence-driven economy means in the African context.” He proposed an interdisciplinary research programme, curriculum transformation from knowledge transmission to intelligence development, and the creation of an African Noonomy network led by Makerere.
Dr. Ngobi in his submission noted that although the principles of Noonomy are already addressed by aspects of developing planning, he pointed to the need to address a series of “missing middles” attributed to: reliable and well-costed electricity supply to support hi-tech industries; infrastructure in form of roads, digital infrastructure; seamless interconnectivity in the form of mass rapid transport systems for people and goods; mass education systems; mass health systems that are not only sensitive to local diseases but also viable for medical tourism; as well as knowledge research and innovation informed by national priorities.
Addressing financing of national development priorities, Mr. Vuningoma emphasised the Government appreciation of the need to fund Science, Technology and Innovation (STI) as a pillar for economic transformation. As such he shared that over UGX 1 Trillion had been allocated to the STI sector to support innovations particularly in health.
Prof. Dmitriev on his part addressed the research topics that should become priorities for the first stage of cooperation between Makerere University and the World Association of Noonomy and the S.Y. Witte Institute of Noonomy and New Industrial Development.
Questions from the floor and online participants focused on inclusivity of youth and women, reconciliation of Artificial Intelligence (AI) with African cultural values and indigenous knowledge, and mechanisms to prevent elite capture of automated production. Panelists stressed that Noonomy’s emphasis on solidarity and human-centred development provides the ethical foundation for addressing these concerns through joint research.
Courtesy Call on the Vice Chancellor
Key on the agenda of the visiting delegation was a courtesy call on the Vice Chancellor, Prof. Barnabas Nawangwe. In his remarks, Prof. Nawangwe thanked Prof. Sergey D. Bodrunov, author of the Theory of Noonomy and Prof. Dmitriev for choosing Makerere out of all African Universities as partner in advancement of future collaborations and research. He added that setting up a Centre of Excellence in Noonomy at the School of Economics would bolster the University’s aspirations to become Africa’s thought leader in knowledge generation for societal transformation and development.
Transitioning from Dialogue to Institutional Action
In his closing remarks, Dean of the School of Economics, Prof. Ibrahim Mike Okumu described the conference as the start of a sustained institutional relationship rather than a one-off event. He committed the School to developing a concrete research agenda with named outputs and timelines, including joint studies on automation and labour markets in African economies, doctoral exchanges, and empirical testing of Noonomy claims against Ugandan and East African data.
“Let us treat Noonomy as a diagnostic, not a blueprint,” Prof. Okumu urged. “Its greatest value to us is not a policy program awaiting adoption, but a lens sharpening the questions our own planners must answer directly. How do we build human and creative capacity alongside industrial capacity rather than after it? How does this school develop a research agenda that studies Uganda’s own transition rather than import a finished framework wholesale?” he pondered.
He announced Makerere’s forthcoming participation in the World Association of Noonomy Congress in Italy and reiterated the University’s determination to establish the proposed Noonomy Centre as a hub for continental dialogue, research and innovation.
The conference concluded with exchanges of gifts, group photographs and expressions of gratitude to partners including the Government of Uganda through Mak-RIF, the Russian Embassy, and the S.Y. Witte Institute.
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