Beyond the Glamour: A Critical Look at the CenBa Africa Business Excellence Awards

Nana Addae Gyamera, Feyiasehene and Ambassador of the Otumfuo Osei Tutu II Foundation, during his keynote address

Awards are easy to organize; credibility is not. In a continent crowded with plaques, certificates and applause-heavy ceremonies, the true test of any awards scheme is whether it adds value beyond the ballroom lights. Does it challenge mediocrity? Does it reward substance over spectacle? Or does it merely recycle praise among the already powerful? The CenBa Africa Business Excellence Awards (CABEA) enters this crowded space with ambition, and, crucially, with a growing record that demands serious attention, scrutiny and measured commendation.

Since its inception, CABEA has positioned itself as more than a celebratory event. It has sought to become a platform that recognizes enterprise, innovation, leadership and institutional resilience across Africa. That is no small claim. Africa’s business ecosystem is complex, uneven, and often constrained by weak regulatory frameworks, limited access to capital and governance deficits. Any awards scheme operating within this context must therefore be judged not by its slogans, but by the rigour of its standards and the long-term influence of its recognitions.

To CABEA’s credit, its achievements are visible in three key areas: consistency, scope and intent. Unlike many initiatives that fizzle out after a few editions, CABEA has demonstrated institutional staying power. Sustaining an annual continental awards platform requires financial discipline, stakeholder trust and organizational clarity. CABEA’s ability to hold successive editions speaks to a level of internal governance that is often underestimated but deeply important. Continuity, in this sense, is itself an achievement.

The scope of CABEA is another notable strength. The awards cut across sectors: business, finance, entrepreneurship, public service, education and social impact. This breadth reflects a realistic understanding of African development: no economy grows on private enterprise alone, and no public sector thrives without innovative partnerships. By recognizing institutions and individuals operating at these intersections, CABEA acknowledges that development is an ecosystem, not a silo. This multidimensional approach elevates the awards beyond narrow commercial celebration.

However, an objective critique must also confront the structural risks inherent in such broad awards schemes. The wider the scope, the greater the danger of dilution. Excellence, to mean anything, must be clearly defined, rigorously measured and transparently defended. CABEA has made commendable strides in profiling achievers, but the long-term credibility of the awards will depend on how openly it communicates its selection criteria, assessment processes and independence from political or corporate influence. In Africa’s awards culture, perception can be as powerful as reality. CABEA must therefore constantly earn, not assume, public trust.

From an education and human capital perspective, CABEA’s recognition of leadership and institutional performance is particularly significant. In many African societies, role models are too often drawn from politics alone. By spotlighting business leaders, innovators, and administrators who demonstrate ethical leadership and measurable impact, CABEA contributes, perhaps unintentionally, but importantly, to civic education. Young Africans watching these ceremonies are being taught what success looks like. That pedagogical role should not be underestimated.

Yet, CABEA must resist the temptation to equate success solely with scale or visibility. Africa’s most transformative enterprises are often small, local and quietly effective. The challenge for CABEA going forward is to balance high-profile recognition with deliberate attention to grassroots innovation. Excellence should not be the exclusive preserve of capital cities or multinational boardrooms. If CABEA can deepen its engagement with emerging entrepreneurs and regional innovators, its relevance will expand significantly.

At the centre of CABEA’s journey stands a figure whose leadership deserves deliberate recognition: the Board Chair, Mr. Emmanuel Fosu-Kwarteng. In a sector where leadership is often ceremonial, his stewardship has been notably substantive. Effective boards do not merely approve budgets or cut ribbons; they set tone, defend standards, and provide strategic direction. CABEA’s relative coherence and steady growth reflect a board that understands its role, and a chair who exercises leadership with discipline rather than dominance.

Mr. Fosu-Kwarteng’s leadership style appears defined by restraint, vision, and institutional loyalty. He has allowed the CABEA brand to grow organically, without excessive personalization or ego-driven projection. This matters. Many African initiatives collapse under the weight of founder-centric leadership, where institutions become extensions of individuals. CABEA, under his chairmanship, has avoided that trap. The focus has remained on the platform, not the personality.

More importantly, his leadership has reinforced the idea that excellence must be defended even when it is inconvenient. Awards schemes face constant pressure, from sponsors, political actors and aspirants seeking validation. Navigating these pressures requires moral clarity and strategic firmness. CABEA’s survival and expanding credibility suggest that Mr. Fosu-Kwarteng has understood this delicate balance. Leadership, in this context, is not about pleasing everyone; it is about protecting the integrity of the institution.

From an educational standpoint, his example offers a quiet but powerful lesson: leadership is not noise. It is structure, patience and consistency. In a continent hungry for transformational leadership, CABEA’s boardroom governance under Mr. Fosu-Kwarteng provides a case study worth examining, particularly for young professionals and administrators.

That said, even strong leadership must remain self-critical. CABEA’s next phase should prioritize deeper research partnerships, stronger data-driven evaluation and post-award impact tracking. Recognition should not end with applause; it should be followed by accountability and longitudinal assessment. How do award recipients perform two or five years later? Do these honours translate into improved governance, innovation or social outcomes? Answering such questions would elevate CABEA from a recognition platform to a knowledge-producing institution.

Simply put, the CenBa Africa Business Excellence Awards has carved a meaningful space within Africa’s crowded awards landscape. Its achievements are real, though not beyond critique. Its leadership has been steady, though not beyond improvement. And its future relevance will depend on its willingness to deepen transparency, sharpen standards and broaden inclusion.

Mr. Emmanuel Fosu-Kwarteng deserves commendation for guiding CABEA to this point with quiet authority and institutional discipline. The true tribute to his leadership, however, will be whether CABEA continues to evolve beyond ceremony into a benchmark of excellence that Africa and the world, can take seriously. In an era where recognition is cheap but credibility is rare, that would be CABEA’s most enduring achievement.

The writer is a journalist, journalism educator and member of GJA, IRE and AJEN.