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Africa at the centre

The Global South’s new geo-economic power hub

August 28, 2025

7 min read

August 28, 2025

7 min read

Photo: Dreamstime.

Africa has long been dismissed as the world economy’s afterthought. No longer. The continent now sits at the centre of a fierce geo-economic struggle that is reshaping global power dynamics. Major powers are scrambling for influence—not out of altruism, but because Africa’s resources, markets and strategic position have become indispensable. This shift is rattling the West’s dominance and heralding a multipolar future.

Despite being home to nearly one-fifth of humanity, Africa accounts for a mere three per cent of global GDP and two per cent of world trade. This imbalance between potential and performance has turned the continent into a battleground where China, Russia, America, the EU, Middle Eastern states—and increasingly, African actors themselves—vie for advantage.

The great mineral grab

Beneath Africa’s soil lies roughly 30 per cent of the planet’s mineral wealth, including most known reserves of platinum, manganese and cobalt. The green transition has made these materials essential for everything from electric car batteries to wind turbines. China recognised this early, securing long-term deals by offering infrastructure and development projects in exchange for mining rights. Chinese firms now control significant cobalt extraction in the Democratic Republic of Congo and bauxite operations in Guinea.

Western powers have awakened to the threat belatedly. The EU recently launched its Critical Raw Materials Act and signed partnerships with Namibia, Rwanda and Zambia. America leads the Minerals Security Partnership to build ‘responsible’ supply chains—though it still lacks direct mineral deals with African states. While China digs into African soil, the West has merely bought commodities on global markets.

African leaders, meanwhile, grow weary of remaining mere exporters of unprocessed materials. The African Union’s mining strategy calls for local processing—turning copper into batteries, cocoa into chocolate. Progress is slow, but the ambition is clear: retain more value at home rather than enriching others.

Roads to riches

China’s Belt and Road Initiative has made it Africa’s foremost infrastructure builder since 2013. The results are visible: modern railways now connect Nairobi to Mombasa and Addis Ababa to Djibouti’s port, both built with Chinese expertise. Chinese firms have constructed ports from Kenya to Cameroon while highways and power plants have sprouted across the continent.

The West has scrambled to respond. The G7’s Partnership for Global Infrastructure promised 600 billion US dollars globally, though only crumbs have materialised in Africa. One bright spot is the Lobito Corridor—a Western-backed railway linking Zambia and Congo’s copper belts to Angola’s Atlantic coast. The EU promotes its Global Gateway strategy, but much remains on paper.

African governments welcome the competition. When multiple actors vie to offer financing, countries can choose the best terms—whether from Beijing, Brussels or Washington.

Energy crossroads

Africa’s energy wealth extends from traditional oil and gas to abundant solar and wind potential. The Ukraine crisis intensified Europe’s scramble for African gas supplies, with Italy quickly signing deals with Algeria and Libya while Germany courted Senegal. China has secured positions across the energy spectrum, from Sudanese oil fields to Nigerian gas projects and major hydropower plants.

Gulf states led by Saudi Arabia and the UAE are diversifying their energy investments, pouring money into everything from Angolan refineries to Moroccan solar farms. The UAE alone pledged 4.5 billion US dollars for African renewable energy in 2021.

African governments pursue a pragmatic two-track strategy: extracting oil and gas for immediate development while embracing renewables for long-term growth. Kenya pioneers geothermal energy, Morocco invests massively in solar, and South Africa accepts international support to shift from coal.

Digital frontlines

The mobile revolution has already transformed African daily life—mobile payments and fintech from Nairobi to Lagos often surpass Western equivalents. Now the battle is for the next phase: internet infrastructure, 5G networks and artificial intelligence.

Chinese firms Huawei and ZTE have built much of Africa’s telecoms networks, offering cheaper technology with loans and training—no political strings attached. This alarms America, which pressures countries to avoid Chinese 5G over security fears. Yet few African governments can ignore Huawei’s attractive packages.

Western tech giants are fighting back. Google has laid undersea cables and opened an AI research centre in Accra. Microsoft invests in cloud services and start-ups. Facebook eyes Africa as its next billion users. Still, competition remains fierce over who will deliver Africa’s digital future.

Continental ambitions

Africa’s most ambitious homegrown initiative is the African Continental Free Trade Area (AfCFTA), the world’s largest free trade zone by country count. Launched in 2021, it aims to create a single market of 1.3 billion people by removing tariffs and simplifying cross-border trade.

Currently, intra-African trade represents just 15 per cent of the continent’s total, compared with 60 per cent in Asia and 70 per cent in Europe. The World Bank estimates that full implementation could lift millions from poverty and significantly boost GDP by 2035. Regional value chains are emerging—South African cars reach neighbouring markets, Ethiopian textiles fill West African shops, Moroccan fertiliser supplies continental farmers.

Challenges abound. Infrastructure must connect African economies, bureaucratic barriers need dismantling, and some countries fear competition from neighbours. Yet the initiative signals clear intent: Africa wants economic unity to match its demographic and resource advantages.

Unconventional partnerships

New players complicate the picture. Gulf states have dramatically increased African investments, pouring over 100 billion US dollars into the continent in 2022-23 alone. They offer capital without Western-style political conditions—no lectures on democracy, just straightforward business. Dubai-based DP World now operates ports from Somaliland to Senegal, controlling vital sea routes.

Russia plays a different game. Economic ties remain modest aside from arms sales, but Moscow offers security services through private military companies in exchange for mining rights and UN votes. Russian paramilitaries have strengthened regimes in the Central African Republic and Mali while securing control of diamond mines and gold deposits.

This diversification gives African leaders unprecedented room for manoeuvre. A president might secure Saudi investment for energy projects while negotiating Chinese highways and American military support simultaneously.

Western reckoning

The West can no longer take African partnership for granted. China has overtaken the EU as Africa’s largest trading partner, while US-Africa trade volumes pale beside China’s. European and American companies must now compete with agile Chinese, Indian and Arab firms for contracts.

For Europe, this represents a particular shock. The EU historically viewed Africa as its ‘backyard’, but paternalistic approaches are crumbling. African independence was evident when many countries refused to condemn Russia over Ukraine. A new generation of African politicians prioritises investment and technology transfer over traditional aid.

America has responded with charm offensives—President Joe Biden hosted all African leaders in 2022, promising respectful partnership. Yet economic footprints remain small compared with competitors, concentrated in sectors like oil and aviation.

The centre holds

Africa’s transformation from periphery to centre reflects the Global South’s broader ascent. The continent no longer merely supplies raw materials to industrial powers but increasingly shapes global economic flows. Competition between China, the West, Middle Eastern states and Russia has given African countries options—and leverage.

The African Union’s G20 membership provides a long-awaited voice at the world’s most powerful economic forum. Regional blocs like ECOWAS and SADC coordinate policy across borders. Though cooperation often moves slowly, the direction is clear: African leaders want to shape their own destiny rather than remain pawns in others’ games.

For Western powers, this requires a fundamental mindset shift—from guardian to partner, from dominance to cooperation where possible. Those who underestimate Africa’s rising importance do so at their peril. As global supply chains reorganise and new trade routes emerge, the continent that was once considered peripheral may well prove central to the 21st century’s economic order.

The scramble for Africa is on—but this time, Africans themselves hold many of the cards.

Photo: Dreamstime.

Glenn Agung Hole

Glenn Agung Hole

Associate professor of entrepreneurship, economics and management at the University of South-Eastern Norway.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.