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Using business spending power to boost economic participation
While corporates can create access to markets, entrepreneurs often need additional support to participate fully and compete effectively. Access to finance, mentorship, business development support and innovation capabilities all play an important role in helping businesses scale sustainably.
Sylvia Mulinge. (Courtesy)
By: Admin ., Journalist @New Vision
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OPINION
By Sylvia Mulinge
Across industries, organisations are investing significant effort in building more diverse and inclusive workplaces. We track representation, set targets and celebrate progress in creating opportunities within our organisations.
These efforts matter. But as I reflect on the inclusion agenda, I often wonder whether we are overlooking one of the most powerful tools businesses have to expand economic participation: Not only our hiring decisions, but also our spending decisions.
Every day, organisations decide who they buy from, who they contract, who they partner with and who participates in their value chains. Collectively, these decisions direct significant economic value into our communities and shape which businesses grow, create jobs and contribute to national development.
And yet, when we talk about inclusion, procurement is rarely part of the conversation. Too often, inclusion is measured primarily by who we employ. We focus on workforce demographics, leadership representation and internal policies. These are important indicators of progress, but they tell only part of the story.
Procurement decisions also have far reaching economic consequences. They determine where opportunity flows, which enterprises gain access to markets and who participates in growth. Over time, these choices can either widen participation in the economy or reinforce existing barriers to entry.
This raises an important question for business leaders: As we champion inclusion within our organisations, are we paying equal attention to the opportunities created beyond them?
For many entrepreneurs, the challenge is not ambition, talent or innovation. It is access. Across Uganda, thousands of small and growing businesses are creating solutions, generating employment and contributing to local economies. Yet many struggle to access large markets, build commercial relationships and secure the opportunities that allow them to scale sustainably. This is particularly true for many women-owned businesses.
Every day, organisations decide who they buy from, who they contract, who they partner with and who participates in their value chains. Collectively, these decisions direct significant economic value into our communities and shape which businesses grow, create jobs and contribute to national development.
And yet, when we talk about inclusion, procurement is rarely part of the conversation. Too often, inclusion is measured primarily by who we employ. We focus on workforce demographics, leadership representation and internal policies. These are important indicators of progress, but they tell only part of the story.
Procurement decisions also have far reaching economic consequences. They determine where opportunity flows, which enterprises gain access to markets and who participates in growth. Over time, these choices can either widen participation in the economy or reinforce existing barriers to entry.
This raises an important question for business leaders: As we champion inclusion within our organisations, are we paying equal attention to the opportunities created beyond them?
For many entrepreneurs, the challenge is not ambition, talent or innovation. It is access. Across Uganda, thousands of small and growing businesses are creating solutions, generating employment and contributing to local economies. Yet many struggle to access large markets, build commercial relationships and secure the opportunities that allow them to scale sustainably. This is particularly true for many women-owned businesses.
Women entrepreneurs play a vital role in Uganda’s economy, yet many remain underrepresented in corporate supply chains. The barriers are often practical, not a reflection of potential. Limited access to finance, business networks, market opportunities and corporate procurement experience can make it difficult for otherwise capable businesses to compete for larger contracts.
At the same time, procurement systems are not always designed to widen participation. Qualification requirements, sourcing practices and established supplier networks can favour businesses that already have a seat at the table. Addressing these challenges does not require lowering standards. It requires creating clearer pathways to participation. While corporates can create access to markets, entrepreneurs often need additional support to participate fully and compete effectively. Access to finance, mentorship, business development support and innovation capabilities all play an important role in helping businesses scale sustainably.
As Uganda continues its journey towards economic transformation, we have an opportunity to redefine what inclusion looks like in practice.
The conversation should not stop at who we employ. It should also extend to who we buy from, who we invest in and who grows alongside us. The true measure of inclusion is not only who works for us, but also who grows because of us. Every purchase tells a story about who participates in the economy and who is left out of it.
If we are serious about building a more inclusive and prosperous society, then we must recognise the power of our spending decisions to create opportunities, unlock growth and expand economic participation.
It is good for Uganda.
The writer is the chief executive officer of MTN Uganda
At the same time, procurement systems are not always designed to widen participation. Qualification requirements, sourcing practices and established supplier networks can favour businesses that already have a seat at the table. Addressing these challenges does not require lowering standards. It requires creating clearer pathways to participation. While corporates can create access to markets, entrepreneurs often need additional support to participate fully and compete effectively. Access to finance, mentorship, business development support and innovation capabilities all play an important role in helping businesses scale sustainably.
As Uganda continues its journey towards economic transformation, we have an opportunity to redefine what inclusion looks like in practice.
The conversation should not stop at who we employ. It should also extend to who we buy from, who we invest in and who grows alongside us. The true measure of inclusion is not only who works for us, but also who grows because of us. Every purchase tells a story about who participates in the economy and who is left out of it.
If we are serious about building a more inclusive and prosperous society, then we must recognise the power of our spending decisions to create opportunities, unlock growth and expand economic participation.
It is good for Uganda.
The writer is the chief executive officer of MTN Uganda