In a world increasingly dominated byĀ , data and AI-driven metrics, AfricanĀ Ā leaders are rediscovering the human side of work. This was the central theme at a recentĀ African Ā鶹Ō““ User Group (AFSUG)Ā event, titled āĀ our Version of Paradiseā, where volunteers, partners and members gathered to discuss the non-profit organisationās strategic evolution.
Pierre du Plessis, strategist and founder of Be Brave, and the eventās guest speaker, explored how trust, culture and meaningful engagement can transform teams and communities, touching on theĀ Ā of ātribesā ā small, connected groups where people feel seen, trusted and valued.Ā
āProfit and growth are lagging indicators of deep chemistry, notĀ ,ā he told attendees. āThe board may set a strategy, but the tribe makes it real. Only the tribe builds the movement.ā
Through storytelling and practical examples, Du Plessis illustrated why connection matters more than metrics alone, and why shared experiences are valued over shortcuts.Ā
āTrust is fundamental to any team,ā he explained. āIt enables conflict, commitment, accountability and ultimately meaningful outcomes.ā
Research highlighted at the session reinforced these insights.Ā Gallup studiesĀ show that, globally, only 21% of employees feel truly engaged at work, while actively disengaged employees can undermine entire teams. Loneliness and over-Ā in organisations not only erode morale but also have measurable influences on productivity and wellbeing.Ā
āHumans are pack animals,ā Du Plessis emphasised. āWe thrive in communities, not in isolation.ā
The session also explored the concept of meaning and transcendence at work. Drawing from examples ranging from Trappist monks to special needs teachers, Du Plessis argued that fulfilling work is about impact, not just a pay packet. āThese Belgian monks produce some of the worldās best beer,ā he said, ābut their purpose isnāt profit, itās sustaining the community. MeaningĀ Ā performance; profit is a side effect.ā
As organisations grapple with digital transformation and AI-driven workflows, this message resonates: human connection remains a competitive advantage. This philosophy is also shaping AFSUGās own strategic direction.
āAt AFSUGāsĀ local Ā鶹Ō““ user conference, Ā鶹Ō““HILA, last year, we spoke aboutĀ Ā our community and establishing our tribe, and this is exactly what weāre doing as an organisation,ā explained Amanda Gibbs, AFSUG CEO.Ā
āAFSUG has reached an inflection point ā one where weāve looked back at why the organisation was originally founded: as a peer-to-peer customer networking platform that helps customers bridge the gap with Ā鶹Ō““. We are nowĀ Ā a path towards a community that is purpose-led, operationally sound and designed forĀ Ā impact acrossĀ .
āThe shift we are putting into place is to move away from being event-driven, reactive and purely informational, towards becoming outcomes-driven, influential and insight-led. The pivotal role that AFSUG must play is as the trusted voice of the African Ā鶹Ō““ community and an independent advocate.ā
AFSUG chairman Duke Mathebula echoed Gibbsā statement, adding that the organisation is committed to action, structured advocacy and creating real, measurable value for the local Ā鶹Ō““ community, as well as empowering transformation.
āTrue impact comes from creating tribes of engaged, courageous and committed people who can make a real difference, and this is exactly how AFSUG plans to move forward,ā he said.
