At Catalyst Competencies, we believe that people are the driving force behind every successful organization. When individuals develop the right skills, mindset, and confidence, they become catalysts for innovation, performance, and transformation.
Kazi triangulates evidence to assess leadership potential where context matters complexity, constraints, and competing stakeholder demands across Anglophone and Francophone stakeholder environments.
Context Readiness
Evaluate how well the leader understands and responds to emerging market realities: volatility, resource constraints, infrastructure gaps, and cultural
Adaptive Problem-Solving
Assess the ability to make sound decisions with incomplete information, learn quickly, and adjust course without losing momentum.
Leadership Behaviours
Rate the behaviours that drive results in your environment: accountability, influence, people leadership, judgment, and ethical resilience.
Stakeholder & System Navigation
Identify the leader’s ability to work across formal and informal systems (community, regulators, partners), manage trade-offs, and build sustainable trust.
How the Assessment Works
A practical, evidence-based process that produces a clear readiness decision and focused development actions.
1
Candidate Profile
Capture role context, experience, and operating environment so results are interpreted against what the job really demands.
2
Scenario Judgement
Leaders respond to realistic, high-stakes scenarios common in complex African operating contexts—testing thinking, delivery, and adaptation.
3
Scoring & Report
Multiple inputs are synthesised into strengths, risks, and next-best actions—usable for selection, promotion, or development planning.
The KAZI Assessment Framework
The KAZI Assessment Framework
Proprietary Competency Architecture for African Corporate Ecosystems
Step 1 of 8
Your results will be sent to this address.
Please enter your name to continue.
Scenario 1 of 6 · Pillar 3: Execution Agility
Cross-Border Advisory & Language Dynamics
You are leading a change management advisory project for a client expanding from Nairobi, Kenya (Anglophone) into Abidjan, Côte d'Ivoire (Francophone). The local leadership team in Abidjan feels that the training materials and frameworks designed in Kenya do not respect local corporate culture and language nuances. Local engagement is dropping, threatening the project timeline.
Select your response:
Please select a response before continuing.
Scenario 2 of 6 · Pillar 1: Contextual Problem Solving
Data Scarcity & Client Expectation Management
A multinational consumer goods client hires your firm to design an executive training programme and market-entry strategy for a region with highly unreliable public economic data. The client expects exact, data-driven revenue projections. Your team is struggling to find validated, formal statistics.
Select your response:
Please select a response before continuing.
Scenario 3 of 6 · Pillar 4: Commercial Acumen
Fee Negotiation & Retainer Structuring
Your firm is bidding to deliver a six-month executive leadership development programme for a major logistics company in Nigeria, with rollouts planned for Ghana and Côte d'Ivoire. Due to sudden currency devaluation, the client's budget has effectively shrunk by 30% in hard currency (USD) terms. The client CFO requests a price reduction but demands the same scope, citing "regional solidarity" and promising future volume.
Select your response:
Please select a response before continuing.
Scenario 4 of 6 · Pillar 2: Communal Leadership
The Informal Power Broker
You have been contracted to design and facilitate a 90-day operational transformation programme for a manufacturing company in Lagos. Your formal sponsor is the Operations Manager. On Day 3 of discovery, you find that real authority on the production floor belongs to Emmanuel — a 61-year-old line supervisor with 24 years of tenure, known as "Oga Emmanuel." He was passed over for a promotion two years ago and has never been briefed on your programme. In your first two team briefings, workers look to him before responding to any question — including yours. His body language signals quiet, deliberate non-endorsement. Without his buy-in, the programme will be technically delivered but operationally hollow. How do you proceed?
You are eight weeks into a twelve-week executive leadership programme for a pan-African bank in Douala, Cameroon. Your internal champion — the Head of Human Capital, Isabelle Fouda — has been placed on administrative leave without warning. No replacement has been named. Your last two invoices, representing 40% of the total contract value, remain unpaid. Twenty-two participants are expecting you tomorrow, including senior branch directors who have travelled from Brazzaville and Kinshasa. No named signatory can authorise payment or formally confirm programme continuation. A peer advises you to halt delivery and demand payment first. How do you proceed?
Select your response:
Please select a response before continuing.
Scenario 6 of 6 · Pillars 1 & 3: Contextual Problem Solving + Execution Agility
The Fractured Cohort
You are scheduled to facilitate a three-day immersive leadership workshop in Accra for 28 participants from a regional telecoms company. The room includes a VP of Operations and three Regional Directors. Forty-eight hours before Day 1, the government declares an unexpected national day of mourning. Eleven participants — including two Regional Directors — will not attend Day 1 but will rejoin on Day 2. The programme was designed as a sequential three-day experience: Day 1 builds the foundations that Days 2 and 3 depend on. The L&D Manager relays the VP's message: "Start on time tomorrow with whoever is here." You have 48 hours, limited materials, and no co-facilitator. How do you proceed?
Select your response:
Please select a response before continuing.
Pillar Score Breakdown
Pillar 1 — Contextual Problem Solving
Pillar 2 — Communal Leadership
Pillar 3 — Execution Agility
Pillar 4 — Commercial Acumen
90-Day Development Focus
The KAZI Assessment Framework
The KAZI Assessment Framework
Proprietary Competency Architecture for African Corporate Ecosystems
Step 1 of 8
Your results will be sent to this address.
Please enter your name to continue.
Scenario 1 of 6 · Pillar 3: Execution Agility
Cross-Border Advisory & Language Dynamics
You are leading a change management advisory project for a client expanding from Nairobi, Kenya (Anglophone) into Abidjan, Côte d'Ivoire (Francophone). The local leadership team in Abidjan feels that the training materials and frameworks designed in Kenya do not respect local corporate culture and language nuances. Local engagement is dropping, threatening the project timeline.
Select your response:
Please select a response before continuing.
Scenario 2 of 6 · Pillar 1: Contextual Problem Solving
Data Scarcity & Client Expectation Management
A multinational consumer goods client hires your firm to design an executive training programme and market-entry strategy for a region with highly unreliable public economic data. The client expects exact, data-driven revenue projections. Your team is struggling to find validated, formal statistics.
Select your response:
Please select a response before continuing.
Scenario 3 of 6 · Pillar 4: Commercial Acumen
Fee Negotiation & Retainer Structuring
Your firm is bidding to deliver a six-month executive leadership development programme for a major logistics company in Nigeria, with rollouts planned for Ghana and Côte d'Ivoire. Due to sudden currency devaluation, the client's budget has effectively shrunk by 30% in hard currency (USD) terms. The client CFO requests a price reduction but demands the same scope, citing "regional solidarity" and promising future volume.
Select your response:
Please select a response before continuing.
Scenario 4 of 6 · Pillar 2: Communal Leadership
The Informal Power Broker
You have been contracted to design and facilitate a 90-day operational transformation programme for a manufacturing company in Lagos. Your formal sponsor is the Operations Manager. On Day 3 of discovery, you find that real authority on the production floor belongs to Emmanuel — a 61-year-old line supervisor with 24 years of tenure, known as "Oga Emmanuel." He was passed over for a promotion two years ago and has never been briefed on your programme. In your first two team briefings, workers look to him before responding to any question — including yours. His body language signals quiet, deliberate non-endorsement. Without his buy-in, the programme will be technically delivered but operationally hollow. How do you proceed?
You are eight weeks into a twelve-week executive leadership programme for a pan-African bank in Douala, Cameroon. Your internal champion — the Head of Human Capital, Isabelle Fouda — has been placed on administrative leave without warning. No replacement has been named. Your last two invoices, representing 40% of the total contract value, remain unpaid. Twenty-two participants are expecting you tomorrow, including senior branch directors who have travelled from Brazzaville and Kinshasa. No named signatory can authorise payment or formally confirm programme continuation. A peer advises you to halt delivery and demand payment first. How do you proceed?
Select your response:
Please select a response before continuing.
Scenario 6 of 6 · Pillars 1 & 3: Contextual Problem Solving + Execution Agility
The Fractured Cohort
You are scheduled to facilitate a three-day immersive leadership workshop in Accra for 28 participants from a regional telecoms company. The room includes a VP of Operations and three Regional Directors. Forty-eight hours before Day 1, the government declares an unexpected national day of mourning. Eleven participants — including two Regional Directors — will not attend Day 1 but will rejoin on Day 2. The programme was designed as a sequential three-day experience: Day 1 builds the foundations that Days 2 and 3 depend on. The L&D Manager relays the VP's message: "Start on time tomorrow with whoever is here." You have 48 hours, limited materials, and no co-facilitator. How do you proceed?
Select your response:
Please select a response before continuing.
Pillar Score Breakdown
Pillar 1 — Contextual Problem Solving
Pillar 2 — Communal Leadership
Pillar 3 — Execution Agility
Pillar 4 — Commercial Acumen
90-Day Development Focus
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