{UAH} HOW ROBERT KABUSHENGA BUILT POWERBASE EFFECTIVELY MAKING HIMSELF A VERY POWERFUL CEO

By Mulengera Reporters

 Since becoming MD Vision Group in January 2007, Robert Kabushenga (54) has (to casual observers watching from a distance) grown from strength to strength; having replaced William Pike under whom he initially worked. And as of today, Kabushenga has grown into and distinguished himself as a power broker that Gen Museveni can't easily do away with in the media industry. He is simply one of the most known/influential names in Uganda's media practice and much more. To some, he is actually more known than Vision Group, the ordinarily huge media empire, which he leads as CEO.

To achieve all this clout, Kabushenga has had to leverage on many factors endearing himself to traditionally very powerful institutions like Buganda Kingdom, the Catholic Church and the Anglicans. Previously, before Kabushenga aggressively stepped forward leveraging on his linguistic skills, Geoffrey Kulubya had been the undisputable contact person leaders at these institutions always relied on to transact business or have any cordial relationship with Vision Group (which to them casually meant the Bukedde newspaper most of the time).

As an MD, desirous to be effectively in charge, Kabushenga stepped forward and began dealing with these powerful institutions himself and more formally. This gradually relegated Mzee Kulubya to the periphery. Yet for his boss Robert Kabushenga, such relationships created opportunity for unprecedented publicity while giving him relevance as an MD that is versatile, practical and results-oriented. He assumed greater relevance, becoming hard to ignore, yet the institutions in return got the publicity they required to effectively communicate to and mobilize their adherents to support and embrace whatever initiatives they originated.

The institutions got publicity on Bukedde TV, in New Vision and other Group platforms which was way more than mere Bukedde newspaper publicity the elderly Kulubya could have delivered for them. When some key people at these institutions inquired about their man Kulubya not being as visible as before, Kabushenga prudently explained he was now busier with more assignments having been curiously elevated to the position of Managing Editor not only for Bukedde newspaper but for all the vernacular/regional papers including Etop, Rupiny and Orumuri on top of Bukedde. Theoretically, that portrayed Kulubya as more powerful than had previously been the case though he couldn't match the limelight and relevance Kabushenga was enjoying (Bishops or even key Mengo officials could no longer ring him when Kabushenga the CEO was now just a phone call away).

Having direct connections and rapport with people who matter at Mengo, Rubaga and even Namirembe made even President Museveni, who had deceptively been told Kabushenga was deeply involved in Amama Mbabazi political schemes, begin perceiving the professional lawyer from Kanungu as indispensable. State House began perceiving him as an ally for instance that Charles Peter Mayiga, an openly NRM friendly Katikkiro, needed to keep de-escalating tensions between Mengo and the Central government (by isolating and demonizing would-be trouble causers).

Kabushenga, who shrewdly used the Vision Group platforms to mobilize crowds and corporate financial resources/contributions for events like Kabaka's Birth Day run, was ultimately recognized by the Kabaka who bestowed upon him the title Omukungu. All this consolidated the belief that Kabushenga is the efficient power broker Museveni needed to keep appeasing Mengo and in the process prevent a return to the pre-Mayiga conflicts that nearly cost Gen Museveni his throne (e.g. 2009's riots for Kayunga).

With that huge endorsement by Buganda, Kabushenga became the man power brokers in other Kingdom areas (renowned for benchmarking on Buganda) had to go to for advise, guidance, partnership and publicity to mobilize their kings' subjects just like he had done for Buganda.

In fact, sources say that Buganda Kingdom-related relevance and the two religious institutions partly explains why Museveni has had no problem keeping him as Vision Group CEO for this long despite persistent negative reports portraying him as a 5th columnist that doesn't wholly believe in the Museveni politics anymore. Museveni imagines managing difficult institutions like Mengo and even the Catholic Church could become more complicated without Kabushenga being in position to leverage on his office as Vision Group CEO to keep playing the appeasement card to them or to even appear to be keeping communication channels with the Central government open. At some point at the height of the JPAM fallout, some advisors had fronted Simon Kaheru for the CEO job yet this is a man Kabushenga had mentored at some point as part of the Sunday Vision team.

Besides Mengo and the two powerful religious institutions, the sweet-talking Kabushenga (who at some point considered becoming FUFA President) has also galvanized himself well among informal sector groups and the business community down town where many perceive his name as synonymous with Vision Group. Its reason every story they see being churned out by any of the Vision Group platforms is the personal work of Kabushenga. If it's against Pastor Aloysius Bugingo, Frank Gashumba, SK Mbuga or even Bad Black, it's Kabushenga personally (not the editorial structure) fighting their man or woman.

Kabushenga hasn't only been flamboyant in appearance but he is also knowledgeable and eloquent with excellent leadership skills. His charisma ensures those he leads easily believe and buy into his vision. He also a warm personality who can't pitch for and fail to get business. He speaks with clarity and has deep understanding of the service delivery problems and constraints continuing to afflict most Ugandans. This is the reason he is able to eloquently articulate the same to groups like DGF or even powerful Western Embassies or even the Chinese who respond by going into partnership in order to be seen to be contributing towards a solution.

When it comes accessing Gen Museveni, Kabushenga is vastly connected and can't fail to get the ear of the country's top executive. Outside the official channels, he can go through First Son Muhoozi Kainerugaba (his personal friend who has also regularly been to his Namayumba Farm) or even the First Lady Janet Museveni whose accomplishments at the Education Ministry he has consistently been publicizing via Vision Group media platforms.

In fact, when the JPAM rumor became too frequent a few years ago and Museveni (repeatedly instigated by anti-Kabushenga actors like Gen Kayihura) considered firing him, it was to Mama Janet that Kabushenga turned. Sources say she is one of the people he pleaded his case to arguing he was merely a victim of envious actors who had always looked forward to an opportunity to frame and antagonize him with the man from Rwakitura despite his loyal service to the regime.

But Kabushenga is also a strong personality; one that can't easily be intimidated no matter who you are. And this is manifested in the courage with which his media outlets write about the mighty. In fact, sometimes some perceive New Vision, for instance or even Bukedde, as more bold in its coverage of things than even Daily Monitor which is supposed to be independent of government control or direction. All this is because there is a powerful and thick-skinned CEO on whose backing editors are sure to count. Kabushenga also knows how to ignore some people because he believes contempt card is the best way to fight back sometimes.

That's why he never responds to Tamale Mirundi who has been bashing him for more than 10 years; going as far as recklessly insinuating that the Vision Group he leads is pivotal in all mafia operations. In fact, everyone that Vision Group write/report badly about ends up being someone Mirundi religiously defends while polishing their image. Examples include PS Rose Nassali, SK Mbuga, Kahinda Otafiire, Kale Kayihura, Vincent Sempijja and REA's Godfrey Turyahikayo just to mention a few.

INEVITABLE TURBULENCE;

Internally as a CEO, Kabushenga has also faced some turbulence with Board members, shareholders and other stakeholders repeatedly showing extreme dissatisfaction with the company's business performance. But things haven't been able to escalate because everybody fears the consequences of belling the cut and openly antagonize the man that commands so much media control.

For instance, there has been pressure for NSSF (which is the biggest shareholder after the GoU's 51%) to exit but no Fund executive (not even new Vision Group BoD Chairman Patrick Ayota) can dare push that agenda. The NSSF members are concerned the Vision Group shares have for long stagnated without improving in value making it not to be a good investment because profit levels have remained very low due to high expansion expenditures to keep the company going in the number one position. About four years ago, merely Shs12m was reported to shareholders as profit and this angered many (of course including NSSF savers). Tempers flared in the subsequent AGM and the sweet-talking Kabushenga ate a humble pie promising to do better in the subsequent year. At NSSF, top executives fear if they aggressively push for the withdraw from Vision Group, Kabushenga could fight back by exposing the inevitable skeletons in their respective closets. The Vision Group platforms can even concentrate on articles serializing areas where management could have done better and that can over time incite public anger and ridicule towards the NSSF top management. Hence the best they do is keep quiet and overlook the underperformance of their investment in Vision Group.

Yet the exit of NSSF would spark total chaos for Kabushenga as other investors would be inspired to follow suit besides the fact that such departure would deprive Vision Group of the funding it requires to keep expanding while remaining afloat. Some years back former NSSF DMD Geraldine Ssali inadvertently crossed Robert Kabushenga's red line by throwing tantrums during the AGM over bad performance and she paid the ultimate price when New Vision carried stories that fallaciously portrayed her as being inept for the DMD job. In the end, a campaign was mounted to justify the NSSF Board's decision and Minister Matia Kasaijja's decision not to keep her around any longer after expiry of her contract.

The Geraldine Ssali experience is something that prompts many would-be Kabushenga public critics (and supervisors even in the current Vision Group Board) to restrain their criticisms of the bad performance of the business. Even in AGMs, he quite often falls short of his performance-related promises and subsequently gets away with it because many shareholders/company investors fear to be blacklisted for bad publicity by the Vision Group platforms which ideally are expected to independently report about anybody's excesses or inadequacies (including shareholders).

There are concerns (which many only grumble about) that the CEO has been committing the company into expenditures that could ordinarily have been avoided including the billions that went into refurbishing and renovating the building acquired from Club Silk's Elvis Sekyanzi and Isaac Mulindwa (to house sales & marketing teams previously housed in Sudhir's nearby JR complex)

On being alarmed by the magnitude of the cash that went into refurbishment of the building (almost equaling the money at which it was purchased), Board members at some point demanded answers as to why management went into the purchase without first engaging professionals to assess and advise on the defects that were on the building before purchase. There were no answers yet colossal sums of money, which would have boosted company profits at the end of the year, was expended on that refurbishment. Some people say that to effectively supervise a powerful sweet-talking character like the Vision Group CEO, you need Board members who are stronger and more assertive than is currently the case.

Even at the Finance Ministry, which supervises and oversees the GoU's 51% shareholding, there are concerns as to why several projects into which colossal sums of money have been sunk haven't yielded the anticipated dividend. Examples include digitalization, e-paper, contracting JK Kazoora's consultancy services and even excessive investment into TV. That at some point, the CEO rightly argued there was need to scale down on the print media investment while consolidating electronic media and online presence because the print media business was globally in decline. The Board granted the required permission and the relevant financial allocations were made to enable management procure the necessary equipment and hire the excellent staff but the Board and shareholders remain dissatisfied with the return on investment thus far. There are also concerns that some of the equipment that was expensively procured didn't last that long before degenerating to scrap status.

Regarding low profit margins for shareholders and investors, CEO Kabushenga has kept owning up while promising to do better in the subsequent year! And, quite understandably, majority shareholders' patience is running out with some beginning to demand change in top management implying Kabushenga getting replaced. "The truth is he has been a very excellent MD for much of the time he has been in charge but in life, for all of us, there comes a time when you reach your peak and there is nothing more you can do to have any more impact on the organization unless you want the performance curve to begin flattening. Political considerations notwithstanding, he needs to move on to avoid undoing his earlier achievements as a reformist CEO," says one of the deeply knowledgeable shareholders we spoke to for this article.

The same source faulted Kabushenga for always finding people to sacrifice instead of personally owning up some of the business failures. He gave the example of TV section head Mark Walungama who was recently asked to ease out after being profiled to the Board as part of the reason why the TV section wasn't making as much money for the shareholders as had for long been promised by the MD. Walungama is currently executing a 6 months consultancy after which he will finally find his way out of Vision Group whose TV section commencement operations he thickly participated in leveraging on the vast experience he had accumulated at his former work place.

Knowledgeable Vision Group insiders say the circumstances of Head Marketing Suzan Nsibirwa's departure were equally unpleasant. Bills Mboijana was repeatedly referenced as one of the Kabushenga blue eyed boys whose usefulness some in the Board say has sometimes been exaggerated by the MD because he is his loyalist. The other Kabushenga blue eyed boy is Augustine Tamale who acrimoniously quit his University Bursar job at Makerere to resume working at Vision Group playing key roles in the Finance Department.

In contrast, Deputy MD Gervase Ndyanabo (a powerful figure in the Catholic Church) was referenced upon by our sources as one of the top management members who aren't exactly very happy with Robert Kabushenga's leadership style. That because Kabushenga's supporters are uncomfortable with him having a versatile deputy, Ndyanabo has quite often been pushed to operate more as Company Secretary as opposed to being Deputy MD. Such Kabushenga supporters consider it imprudent for the Deputy MD office to be very active as whoever occupies it might create unnecessary competition with the MD for the limelight that comes with Group participation in several initiatives that naturally involve interacting with and going to the community.

Staff welfare is another area on which the Board has been suffocating MD Robert Kabushenga by repeatedly rejecting his proposals. That long before even COVID19, which recently was used to justify staff pay cuts, the MD (whose dividend-related things weren't meeting shareholders expectations) wanted cost-saving interventions which the Board refused to ratify perceiving the same as being insensitive to the young people who have worked so hard to make Vision Group number one in Uganda.

That top management, which was recently forced to implement pay cuts across board as opposed to sparing top executives, hasn't given up on plans to implement redundancy interventions targeting laying off at least 50% of the current salaried work force. This is seen and justified as the only way to make the Group business accounts more acceptable to the investors and shareholders who are increasingly becoming impatient with inadequate return on investment. This is something the Board, that sits quarterly, has discussed severally and agreement hasn't yet been reached. Yet the resultant anxiety is already impacting on staff members' productivity naturally because of the uncertain future at the company.

Some employees are also bitter with the Shs50,000 the company monthly deducts on each one of them's remuneration curiously as contribution towards rent and water they consume/use while at company premises. It's one of the many things some senior Group employees have been lobbying Parliament about. Some MPs are planning to publicly task the Finance Ministry (responsible for GoU's 51% shareholding) to explain more about staff welfare-related concerns at Vision Group. There are also concerns that the management ineptness, manifested in the way equipment for the Vision Group is procured sometimes from abroad, is something that must be looked into

That some of the expensively procured equipment turns out to be unusable yet the same can't be returned to manufacturers abroad nor sold here locally to other potential users. In the end, such equipment has had to be written off occasioning financial loss to the investors who put their money in the company expecting greater return.

Of all things, the MD's insistence on cost-cutting measures could lead to an explosion at Vision Group as hundreds of disgruntled employees are increasingly growing very intolerant towards Robert Kabushenga's leadership which they perceive as being insensitive to their plight in pursuit of reporting more profits for investors and shareholders.

While the MD will eventually retire materially a very comfortable man (whose vast estate comprises of the Namayumba Farm partly established and maintained using cheap prisons labor), many Vision Group's once very celebrated journalism practitioners risk becoming laughing stock having to retire to life of extreme material deprivation.

KABUSHENGA BRIEF:

Earning Shs38m per month as salary, Kabushenga has for the last 13 years been able to accomplish many things including opening many radio stations, launching TV stations including the popular Bukedde TV. He has also endeavored digitalizing business operations.

Under his tenure, profit initially grew before gradually collapsing into near loss-making. Renowned for being shrewd since childhood, Kabushenga is a lawyer from Makerere University's prestigious law school whereafter he proceeded to LDC. When the Capital Gang began in the 1990s, Kabushenga was a panelist along with Frank Katusiime, Winnie Byanyima and Onyango Obbo. He later grew into the moderator of the program. Before joining New Vision, where he subsequently replaced Conrad Nkutu as Corporation Secretary, Kabushenga started out as legal and administrative officer for Wafula Oguttu's Monitor Publications Limited which used to be officed at Dewinton Road. In the mid-2000s, Kabushenga briefly exited New Vision to become the pioneer ED for Uganda Media Center currently headed by Ofwono Opondo. He was iron-fisted and one time deported foreign journalists that the regime perceived hostile and this earned him the nickname "the dictator of the Media Center." It was after Media Center that Kabushenga bounced back at Vision Group this time as CEO replacing William Pike who previously was his boss at NV and Capital Radio.

In 2008, Kabushenga famously led the state machinery in responding to a series of opinionated articles Monitor newspaper columnists like Andrew Mwenda and Timothy Kalyegira churned out focusing on the Noble Mayombo legacy. The Vision Group narrative was that the two then Museveni critics had distorted the legacy of Mayombo who at the time of his death was the Board Chairman for Vision Group for which Kabushenga had just become CEO. The bust up actually culminated into Gen Museveni getting involved resulting the pressure that saw His Highness Aga Khan directing the knifing of Mwenda from his Monitor newspaper where at that time he had grown to become political affairs editor. He subsequently founded his Independent Magazine claiming it was going to fill the vacuum Aga Khan's timidity had created in the way Namuwongo was practicing journalism.

--

"When a man is stung by a bee, he doesn't set off to destroy all beehives"

--
Disclaimer:Everyone posting to this Forum bears the sole responsibility for any legal consequences of his or her postings, and hence statements and facts must be presented responsibly. Your continued membership signifies that you agree to this disclaimer and pledge to abide by our Rules and Guidelines.To unsubscribe from this group, send email to: ugandans-at-heart+unsubscribe@googlegroups.com
---
You received this message because you are subscribed to the Google Groups "Ugandans at Heart (UAH) Community" group.
To unsubscribe from this group and stop receiving emails from it, send an email to ugandans-at-heart+unsubscribe@googlegroups.com.
To view this discussion on the web visit https://groups.google.com/d/msgid/ugandans-at-heart/CAFxDTfq4Hzs8ESxPZ%3DocOs9rAGdjpT2yRtowJn_kZ_dkJdCXXQ%40mail.gmail.com.