As part of FORBES AFRICA’s ongoing eighth anniversary celebrations, we present a CEO Rhetorical Analysis by Anahita Negarandeh, a Harvard University Extension School student, on FORBES AFRICA’s founder and publisher, Rakesh Wahi. The CEO Rhetorical Analysis researches and analyzes the rhetoric — the effective messaging or speech — of a CEO and global business leader. The values chosen to explore in the CEO’s rhetoric are a key part of this article.
This rhetorical analysis examines the messaging of Rakesh Wahi, Founder of CNBC Africa and FORBES AFRICA. By consulting with approximately 10 executives from Wahi’s global team, this rhetoric examines four of his leadership values such as courage and determination, collaboration, passion for education, and equality.
Courage and determination
Wahi is a well-respected global businessman based in Dubai and South Africa who has been involved with approximately 20 corporate development projects. He continues to grow his establishments in more than 25 offices around the world. As a leader in media, IT, telecoms, and education, Wahi has built companies in 22 countries, employing over 1,000 employees. Prior to moving to the UAE, Wahi served in the Indian Armed Forces for approximately nine years and was awarded the Vishisht Seva Medal by the President of India in 1985 for distinguished services to the country in peacetime. During his army service, at age 23, he was part of India’s second base establishment in Antarctica where a near-death experience changed his life.
“But I realized at that age that life is not something you take for granted, therefore, whatever you want in this world, you have to set out to achieve it. At the end of the day, you are either there or not there; if you are not there, and if there are unfulfilled dreams, they will always be unfulfilled.” (Wahi)
READ MORE: 5 Minutes With Rakesh Wahi
Wahi’s executive team members, who have known him for approximately 20-30 years, believe this statement. Based on four personal interviews conducted for the purpose of this analysis with Wahi’s global leadership team, Wahi “lives this statement in his everyday life” (Martin). Many acknowledged that he is continuously determined to fulfil his dreams. Lars Jeppesen, Wahi’s Co-Founder of Tech One Global, states that “Wahi dreams and then puts all efforts to pursue the dreams… he is still building universities, creating new businesses, and pursues his dreams” (Jeppesen). Wahi is known to thrive on challenges and never gives up on achieving his goals even when faced with obstacles and challenges.
A leader’s personal life experiences and adversities play a major role in one’s values and ethics. In Wahi’s case, facing death at a young age motivated him to pursue his dreams to become realities. This is an admirable value for entrepreneurs, especially the younger generation. As a role model, Wahi teaches them to never give up despite challenges.
Collaboration & Importance of People
Wahi has learned valuable business lessons from his experience in the army, most importantly, the core lesson taught in the military about the importance of people and looking after them. His 2016 autobiography, Be a Lion, dedicated a section to The Importance of People. Books have had a great impact on Wahi, specifically the philosophy of reason from Ayn Rand while he was fighting for his life from the military life-threatening incident. As an advocate in the influence of others, he reiterates in his book, “That it is difficult to achieve anything without the involvement, commitment, loyalty, and assistance of others. When you come across a person with whom you can see a future, you must grasp the opportunity and mutually make the most of it.” (Wahi Ch. 1, location 173, par. 4)
Wahi executes his philosophy in numerous examples throughout his career, especially one with Daniel Adkins who is now CEO of Wahi’s Transnational Academic Group Middle East. When asked to describe a situation reflecting Wahi’s collaboration with and valuing people, this quality has directly been experienced, Adkins states, “I am probably the best possible example of this philosophy.” (Adkins). He describes his hiring experience entering the organization in late 2009 and rise from the most entry level position at one of Wahi’s Dubai-based universities, Murdoch University, to now CEO for the Middle East operations.
“Throughout this entire process, Wahi has provided both direct mentorship and mentorship by example and has made sure that I did the same for my entire team, which has produced fantastic organisational results including no turnover with regret for six years.” (Adkins)
READ MORE: The Most Defining Aspects Of Our Lives
As stated in Lancaster University Ghana’s Senior Management biography, Wahi’s “core focus is on long term corporate and leadership development through building strong management teams”. Adkins reiterates this statement in an interview: “Wahi absolutely lives this philosophy and demands it from his entire management team… the people are the business and there is nothing more important” (Adkins).
Wahi is known to have a special gift and skill to find loyal people and never hesitates to show appreciation to people’s loyalty. Wahi learned this quality from his role model parents, a father who was a military, corporate, and family hero and a mother who was not only Mother Teresa’s friend, but a genuine giver in life. In other words, Wahi is a “go back to your roots leader” (Al Abadilah). Wahi was brought up in a giving family and now gives back as a leader. Because of the people-oriented philosophies followed in his organizations, employee turnaround rates are phenomenally low. Everyone is treated like family and the principles presented in Ken Blanchard’s book, Gung-Ho!, are lived by management.
Wahi’s philosophy about collaboration and importance of people is truly refreshing in a CEO and business leader. In today’s individualistic world, leaders like Wahi who dedicate a major part of their leadership role to importance of people is a rare finding. Such values must be celebrated and promoted in all aspects of business worldwide.
Passion for education
As a sought-after speaker at educational institutions on leadership and entrepreneurship, Wahi received an Honorary Doctorate Degree of Science from the International University of Management by the Minister of Education of Namibia. He was also appointed as an IATF2018 Goodwill Ambassador by The Trade Finance for Africa. He personally learned and continuously teaches patience to other entrepreneurs in emerging markets. In an interview with CNBC Africa, The Entrepreneur’s Entrepreneur: Rakesh Wahi,about his book Be a Lion, Wahi shares he is “extremely passionate about education”. His vision is to set up educational centers of excellence across Africa incorporating new innovative industries such as online and hybrid aspects of education with traditional classroom environment. He has mentored many people in his leadership journey, but believes mentorship benefits both parties as he states in an interview with CNBC Africa: “Within a group, you always learn from each other. Mentorship is not a one-way journey, you learn every day from your peers, subordinates, seniors… If you are a student, you will remain a student all your life. You must be like a sponge, no matter your age.” (Wahi)
According to Adkins and Martin, executive partners at Wahi’s educational business sectors, Wahi lives his statement daily. Not only does he mentor his staff, he also learns from those on his team whether they are junior level or senior. Wahi has created a business culture amongst all sectors in a way that everyone learns from one another.
“There is no rank in the discussion. It is both intuitively understood and explicitly expressed that everyone’s ideas deserve equal consideration and we have made company-altering decisions based on input received from junior team members when those ideas turned out to be the best… It is absolutely the culture.” (Adkins)
Jeppesen, now Co-Founder of a tech enterprise with Wahi, states in an interview, “Wahi has been my mentor since we met 17 years back… Later, when we co-founded Tech One Global, he was leading our board and mentored me personally as the CEO.” (Jeppesen).
The culture of learning and mentorship from one another has saved the business in an example of a termination deal of one of Dubai’s university partnerships with a junior member of the team’s approach. This is proof that critical decisions are made, as a group despite rank levels. An important aspect of Wahi’s work is helping the leadership team rise to the next level.
Wahi’s decision to launch FORBES WOMAN AFRICA was to provide a platform for women entrepreneurs’ stories and the overwhelming waitlist of these stories in FORBES AFRICA.
“The main reason was that as a startup magazine, FORBES AFRICA was overwhelmed with a waiting list of stories from 49 countries in sub-Saharan Africa; by virtue of women having a late head start in the business world, the stories were largely dominated by men who had done great things to transform Africa.” (Wahi)
In a short period of time, the magazine has risen to be the material of choice for inspirational women stories, with fantastic content being produced. Equality is discussed in an article by FORBES WOMAN AFRICA, Celebrating Five Years with The Founder and Publisher: Rakesh Wahi.
“We have discussed the trials and tribulations of women in the workplace and become a champion for equality. The word ‘equality’ is a living value for us at the ABN Group and I am so proud that we have been able to personify our values through affirmative action.” (Wahi)
READ MORE: Equality As A Living Value
According to a partner of over 35 years, Rajiv Podar, “Wahi has always respected and admired hard-working women and a firm believer of equality at workplace and home… Most of his senior colleagues are women too” (Podar). In an example from a former female executive at one of Wahi’s first ventures 20 years ago in Dubai, Maha Al Abadilah discusses the value of equality she experienced as a woman working with Wahi. “I have never experienced anything that distinguished a man and a woman, nothing but full respect and treating us with our pure qualifications and titles.” (Al Abadilah.14:19).
Wahi repeatedly demonstrates his firm belief in his statements amongst his team members. When a decision is to be made for an important matter, all team members discuss as equals. “It is both intuitively understood and explicitly expressed that everyone’s ideas deserve equal consideration.” (Adkins). Evidently, not only the value of equality is present within his ABN Group amongst women in the workplace, but also amongst all employees. Gender and rank are clearly not considered in any team discussions and decisions.
Wahi’s leadership approach and personality embodies unique values such as a life-changing incident, the collaboration and importance of people, a passion for education, and equality. As he was personally approached for research purposes of this analysis, he promptly welcomed connections with over 10 executives and partners of his global team who were all eager to help. Research results and personal interviews with warm responses from his team members and partners portray all qualities examined in this analysis positively. Wahi lives his statements and is a true people-oriented leader.
Adkins, Daniel. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.
Africa, Forbes Woman. “Celebrating Five Years With The Founder & Publisher: Rakesh Wahi.” Forbes Africa, 27 Sept. 2018, www.forbesafrica.com/woman/2018/09/27/celebrating-five-years-with-the-founder-publisher-rakesh-wahi/.
Al Abadilah, Maha. “Phone Interview, Rakesh Wahi Analysis” Voice recorder. 18 Dec. 2018.
Bandyopadhyay, Somshankar. “Military Lessons in Entrepreneurship.” GulfNews, 15 Mar. 2017, https://gulfnews.com/entertainment/books/military-lessons-in-entrepreneurship-1.1994221.
Bishop, Chris. “Re: Chris Bishop CNBC Africa.” Received by Anahita Negarandeh, 12 Dec. 2018.
CNBC Africa. “Rakesh Wahi Reflects on CNBC Africa’s Decade of Broadcasting.” CNBC Africa, CNBC Africa, 1 June 2017, www.cnbcafrica.com/videos/2017/06/01/rakesh-wahi-reflects-on-cnbc-africas-decade-of-broadcasting/.
CNBC Africa. “The Entrepreneur’s Entrepreneur: Rakesh Wahi.” CNBC Africa, 4 Nov. 2016, www.cnbcafrica.com/news/special-report/2016/11/04/be-a-lion/.
Jeppesen, Lars. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.
Lancaster University Ghana. “Rakesh Wahi Chairman.” Lancaster University Ghana, www.lancaster.edu.gh/our-faculty-details.php?id=45. Accessed 8 Dec. 2018.
Martin, Gary. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.
Naicker, Roberta. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.
Podar, Rajiv. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.
Vettath, Malavika. “Global Entrepreneur Rakesh Wahi: ‘I’ve Been a Very Bad Personal Investor’.” The National, The National, 25 May 2018, www.thenational.ae/business/money/global-entrepreneur-rakesh-wahi-i-ve-been-a-very-bad-personal-investor-1.733606.
Wahi, Rakesh. Be A Lion. Penguin Books, 2016. Kindle eBook file.
Wahi, Rakesh. “Re: Business Paper Inquiry – Harvard University.” Received by Anahita Negarandeh, 12 Dec. 2018.
Leaving Airplane Middle Seats Empty Could Cut Coronavirus Risk Almost In Half, A Study Says
A new research paper from the Massachusetts Institute of Technology estimates that blocking out the middle seat on airplanes could cause the likelihood of passengers being infected with coronavirus to drop by nearly half, just as some airlines are starting to book flights to capacity again.
- According to the MIT paper (which has not been peer reviewed) the chances of catching coronavirus from a nearby passenger on a full airplane when all coach seats are filled is about 1 in 4,300.
- However, those odds drop to 1 in 7,700 when all the middle seats on board are left empty, the paper states.
- Taking into account a 1% mortality rate according to the statistical model, the likelihood of dying from a coronavirus case contracted on a plane is far more likely than dying in a plane crash, which has odds of about 1 in 34 million, the paper stated.
- In “Covid-19 Risk Among Airline Passengers: Should the Middle Seat Stay Empty?” the author of the study, Arnold Barnett, wrote that his analysis aims to be “a rough approximation” of the risks involved in flying during the coronavirus pandemic.
- “The airlines are setting their own policies but the airlines and the public should know about the risk implications of their choices,” Barnett told ZDNet this week.
- The paper comes just as more flight carriers, like American Airlines, begin booking flights to full capacity despite surges of the virus across the country.
The coronavirus pandemic has been disastrous for the travel industry, and has especially hurt airlines. Major American carriers including American, Delta and United have asked employees to take buyouts and early retirement, Forbes reported, in a bid to cut costs as the pandemic causes them to bleed cash. United Airlines warned this week that it could be forced to furlough 36,000 jobs, or nearly half of its American workers, starting in October if travel doesn’t pick up. In April, the airline estimated that in the first quarter it lost $2.1 billion pre-tax, Forbes reported, and was losing $100 million a day in the last half of March. Boeing CEO Dave Calhoun said in May he expects a major airline to go out of business in 2020 as a result of pandemic pressure.
American Airlines announced two weeks ago it would begin booking middle seats again starting in July, although the carrier will allow passengers to switch from a full flight without any extra cost, Forbes reported. United is also selling tickets for middle seats. American Airlines took flak earlier this month when Sen. Jeff Merkley (D-Ore.) tweeted a picture of his crowded flight.
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If airlines continue to extend their policy of keeping middle seats blocked off or if they’ll be forced to book to capacity to turn a profit. Southwest and Delta have both committed to keeping their middle seats blocked off until at least the end of September, while JetBlue will do the same through July, according to the Washington Post.
From The Arab World To Africa
In this exclusive interview with FORBES AFRICA, successful Dubai-based Emirati businesswoman, author and artist, Sheikha Hend Faisal Al Qassimi, shares some interesting insights on fashion, the future, and feminism in a shared world.
Sheikha Hend Faisal Al Qassimi wears many hats, as an artist, architect, author, entrepreneur and philanthropist based in the United Arab Emirates (UAE). She currently serves as the CEO of Paris London New York Events & Publishing (PLNY), that includes a magazine and a fashion house.
She runs Velvet Magazine, a luxury lifestyle publication in the Gulf founded in 2010 that showcases the diversity of the region home to several nationalities from around the world.
In this recent FORBES AFRICA interview, Hend, as she would want us to call her, speaks about the future of publishing, investing in intelligent content, and learning to be a part of the disruption around you.
As an entrepreneur too and the designer behind House of Hend, a luxury ready-to-wear line that showcases exquisite abayas, evening gowns and contemporary wear, her designs have been showcased in fashion shows across the world.
The Middle East is known for retail, but not typically, as a fashion hub in the same league as Paris, New York or Milan. Yet, she has changed the narrative of fashion in the region. “I have approached the world of fashion with what the customer wants,” says Hend. In this interview, she also extols African fashion talent and dwells on her own sartorial plans for the African continent.
In September, in Downtown Dubai, she is scheduled to open The Flower Café. Also an artist using creative expression meaningfully, she says it’s important to be “a role model of realism”.
She is also the author of The Black Book of Arabia, described as a collection of true stories from the Arab community offering a real glimpse into the lives of men and women across the Gulf Cooperation Council region.
In this interview, she also expounds on her home, Sharjah, one of the seven emirates in the UAE and the region’s educational hub. “A number of successful entrepreneurs have started in this culturally-rich emirate that’s home to 30 museums,” she concludes.
Kim Kardashian West Is Worth $900 Million After Agreeing To Sell A Stake In Her Cosmetics Firm To Coty
In what will be the second major Kardashian cashout in a year, Kim Kardashian West is selling a 20% stake in her cosmetics company KKW Beauty to beauty giant Coty COTY for $200 million. The deal—announced today—values KKW Beauty at $1 billion, making Kardashian West worth about $900 million, according to Forbes’estimates.
The acquisition, which is set to close in early 2021, will leave Kardashian West the majority owner of KKW Beauty, with an estimated 72% stake in the company, which is known for its color cosmetics like contouring creams and highlighters. Forbes estimates that her mother, Kris Jenner, owns 8% of the business. (Neither Kardashian West nor Kris Jenner have responded to a request for comment about their stakes.) According to Coty, she’ll remain responsible for creative efforts while Coty will focus on expanding product development outside the realm of color cosmetics.
Earlier this year, Kardashian West’s half-sister, Kylie Jenner, also inked a big deal with Coty, when she sold it 51% of her Kylie Cosmetics at a valuation of $1.2 billion. The deal left Jenner with a net worth of just under $900 million. Both Kylie Cosmetics and KKW Beauty are among a number of brands, including Anastasia Beverly Hills, Huda Beauty and Glossier, that have received sky-high valuations thanks to their social-media-friendly marketing.
“Kim is a true modern-day global icon,” said Coty chairman and CEO Peter Harf in a statement. “This influence, combined with Coty’s leadership and deep expertise in prestige beauty will allow us to achieve the full potential of her brands.”
The deal comes just days after Seed Beauty, which develops, manufactures and ships both KKW Beauty and Kylie Cosmetics, won a temporary injunction against KKW Beauty, hoping to prevent it from sharing trade secrets with Coty, which also owns brands like CoverGirl, Sally Hansen and Rimmel. On June 19, Seed filed a lawsuit against KKW Beauty seeking protection of its trade secrets ahead of an expected deal between Coty and KKW Beauty. The temporary order, granted on June 26, lasts until August 21 and forbids KKW Beauty from disclosing details related to the Seed-KKW relationship, including “the terms of those agreements, information about license use, marketing obligations, product launch and distribution, revenue sharing, intellectual property ownership, specifications, ingredients, formulas, plans and other information about Seed products.”
Coty has struggled in recent years, with Wall Street insisting it routinely overpays for acquisitions and has failed to keep up with contemporary beauty trends. The coronavirus pandemic has also hit the 116-year-old company hard. Since the beginning of the year, Coty’s stock price has fallen nearly 60%. The company, which had $8.6 billion in revenues in the year through June 2019, now sports a $3.3 billion market capitalization. By striking deals with companies like KKW Beauty and Kylie Cosmetics, Coty is hoping to refresh its image and appeal to younger consumers.
Kardashian West founded KKW Beauty in 2017, after successfully collaborating with Kylie Cosmetics on a set of lip kits. Like her half-sister, Kardashian West first launched online only, but later moved into Ulta stores in October 2019, helping her generate estimated revenues of $100 million last year. KKW Beauty is one of several business ventures for Kardashian West: She continues to appear on her family’s reality show, Keeping Up with the Kardashians, sells her own line of shapewear called Skims and promotes her mobile game, Kim Kardashian Hollywood. Her husband, Kanye West, recently announced a deal to sell a line of his Yeezy apparel in Gap stores.
“This is fun for me. Now I’m coming up with Kimojis and the app and all these other ideas,” Kardashian West told Forbesof her various business ventures in 2016. “I don’t see myself stopping.”
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