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From Recommendations to Reality: What Africa’s Health R&D Debate Still Misses — A Opinion by Dr. Anjo De Heus

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  Recently, I came across an article in  Nature Health  Springer Nature  titled  “Six Ways to Empower African Research and Development for Health.”  The piece, written by  Nicki Tiffin  et all, is thoughtful, timely, and important. It articulates — clearly and credibly — many of the structural challenges holding back African-led health innovation, particularly in light of recent disruptions in global health funding. As someone who has been deeply involved in building health execution platforms across Africa and the GCC, I found myself agreeing with the article to a large extent. In fact, much of what the authors advocate for closely mirrors conversations we have been having for years with governments, institutions, and private-sector partners. That said, while the article gets the “what” largely right, several critical “how” and “who” questions remain underdeveloped. And those nuances matter — because they are often the difference between progress...
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Execution Is a Discipline, Not a Phase. A Leadership opinion article by Dr. Anjo De Heus

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Execution Is a Discipline, Not a Phase Every organization I meet has a strategy. Very few have execution discipline. That gap—between intention and action—is where value leaks, trust erodes, and months quietly disappear. What’s striking is that execution rarely fails because of bad ideas. It fails because ambiguity is allowed to survive too long. The Illusion of Progress In complex environments—healthcare, public systems, emerging markets—motion is often mistaken for progress. • Pilots are launched • Roadmaps are refined • Committees are formed • Alignment meetings multiply Yet ownership remains vague. Decisions don’t land. Nothing irreversible happens. Progress becomes theatrical. A pilot feels safe. Execution feels exposed. Where Execution Actually Breaks Most breakdowns follow the same pattern: • Goals are declared, but not bounded • Objectives are named, but not measurable • Strategies are chosen, but not resourced • Plans are approved, but not operationalized • Activities are assu...
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