01From AI pilots to accountable enterprise capability
Why leaders should govern AI as an operating-model change—connecting priority use cases, data, controls, talent and measurable value before scaling.
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The issues shaping tomorrow’s decisions.
Our perspectives connect current global developments with the institutional and market realities of The Gambia, West Africa and the wider world.
WHU / 01Featured · The 2026 agenda
From AI pilots to accountable enterprise capability
Why leaders should govern AI as an operating-model change—connecting priority use cases, data, controls, talent and measurable value before scaling.
Request the full perspective ↗Current issues · 2026
The 2026 agenda
Ten issues demanding sharper choices from leaders in government, business and investment—viewed through a practical African and international lens.
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02Digital public infrastructure is becoming core state capacity
How interoperable identity, payments and data exchange can improve public services when inclusion, trust and institutional ownership are designed in from the start.
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03Doing more with less: a new discipline for public investment
How governments can prioritise portfolios, protect high-value programmes and strengthen delivery as debt service and tighter financing constrain fiscal space.
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04The bankability gap is often a preparation gap
Why better project definition, demand evidence, risk allocation and procurement readiness can unlock more capital than another financing roadshow.
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05AfCFTA’s next advantage will be operational, not rhetorical
What businesses should redesign across routes, partners, data, payments and compliance to convert continental trade rules into durable growth.
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06CBAM has moved from policy debate to operating reality
What African producers and exporters should do now to build emissions data, cost transparency and customer confidence into their operating model.
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07ISSB readiness is becoming investment readiness
Why credible sustainability data, governance and controls increasingly matter to lenders and investors—and how growing firms can respond proportionately.
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08Critical minerals: value addition begins with institutional design
How countries and investors can balance processing ambition, infrastructure, community value, transparent rules and exposure to market volatility.
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09Adaptation needs a project pipeline, not just a strategy
How to translate climate risk into investable programmes with defined outcomes, accountable owners, credible economics and blended-finance logic.
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10The hidden-party problem in frontier-market transactions
A decision-led approach to beneficial ownership, reputation, sanctions exposure and partner capability before capital or institutional trust is committed.
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Foundational perspectives
Enduring ideas for strategy, transformation, market entry and delivery in complex operating environments.
11Closing West Africa’s execution gap
Why ambitious strategies need a delivery architecture—not another presentation—and the five disciplines that make change stick.
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12Beyond the data room in frontier markets
A practical approach to testing commercial assumptions when reliable data is limited and informal dynamics shape value.
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13From project concept to bankability
How sponsors can improve project definition, risk allocation and investor confidence before entering the market.
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14Local intelligence is not a footnote
Four questions international investors should answer before committing capital in a new West African market.
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15Building a delivery unit that leaders will actually use
The governance choices that separate high-performing delivery functions from another layer of reporting.
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16A practical AI agenda for resource-constrained organisations
Start with decisions, workflows and value—not technology—and scale from a disciplined portfolio of use cases.
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