For Diageo’s head of digital and technology Kenneth Ogwang, the most defining leadership lesson came in one of the most challenging environments of his career. What began as a short-term assignment in Congo quickly evolved into a test of resilience, adaptability, and trust.
Kenneth Ogwang began his career as a management trainee, which entailed working close to users and learning the ropes, way before ascending into more senior roles.
“When most of your work happens in environments that are constantly shifting, you stop expecting clarity to arrive before acting and end up accepting ambiguity as part and parcel of the role. What matters is keeping the organisation functioning optimally while things are still unsettled,” he says.
Those early roles exposed Kenneth to how deeply people depend on technology, and how quickly trust erodes when systems fail. It was during this period that he learned that leadership in technology is experienced through outcomes rather than intention.
“Technology problems are never just technical. People experience them emotionally. If systems don’t work, they do feel let down, and that feeling becomes a judgement about leadership. That’s where I learned that credibility isn’t built through titles or plans, but through consistency,” he says.
Fixing broken systems
As his responsibilities expanded across African markets, Kenneth became accustomed to stepping into difficult environments. He was often assigned to roles where systems were fragile, processes unclear and teams sceptical of new leadership.
“Authority alone was rarely enough to drive progress. You walk into environments where people have seen attrition in leadership and hence approach you with pessimism rather than open arms. They don’t respond to positions or titles; adopting a wait stance to determine whether anything actually improves and whether you will ride the waves when storms come,” he explains.
One of Kenneth’s most formative assignments was when he was sent to DR Congo following the exit of the then CIO with a mandate of restoring IT integrity through system stabilisation, driving value for the IT investments and restoring credibility of the technology department in the eyes of the business. This assignment which was initially expected to last six months, actually ended up taking two and a half years and helping him learning Lingala and French in the process. It also exposed him to a healthy dose of the unique Congolese cuisines
“The assignment tested my ability to lead without trust, language or cultural familiarity. I arrived in an environment of near hostility as I was a stranger, didn’t speak the language and inherited systems that were already failing,” he explains.
Kenneth had inherited broken infrastructure as well as a workforce wary of his presence. He quickly realised that fixing systems without addressing human dynamics would not be enough.
“At the beginning, people were just watching. They wanted to see whether there would actually be a change or not,” he says.
Earning trust
Even with all those challenges, Kenneth made purposeful strides. He realised that to earn the trust from the business leadership he needed to resolve the outstanding technology issues.
Furthermore, he made a deliberate effort to integrate socially with the locals and colleagues.
“You cannot isolate yourself and expect people to trust you. I had to spend time with the people, eat with them, socialise and understand how they lived. I remember enjoying some of the Congolese cuisines; like eating chicken at Mama Colonel and tiger fish from River Congo,” he continues.
“It may sound small, but it mattered. It showed a willingness to engage with them on their terms; embrace their own culture whilst retaining one’s true North. Once they saw the attitude and commitment, attitudes slowly started to shift,” he says.
As systems stabilised and confidence grew, what was intended to be a short assignment was extended. Six months became a year and then two. But he had eventually earned the trust of both the business and the trust of his colleagues.
Leadership under pressure
Years later, Kenneth's ability to manage complex situations was called upon again. As sanctions in Europe affected support for Russia, Diageo turned to its African team, and Kenneth was asked to take on responsibility for the Russian market. One of his first tasks was overseeing the move to a new ERP system within a tight deadline, in a situation that was changing quickly and often lacked clear direction.
“I had no operational responsibility for Russia at the time. That changed after the Russia–Ukraine war and the sanctions that followed,” he explains.
Looking back on his experiences, Kenneth identifies a consistent lesson about leadership under pressure and leadership with ambiguity
“When there is no obvious path forward, leadership means making difficult decisions and taking a bet on the best possible path,” he concludes.
In his latest role, Ken has had to fight the nagging self-doubt that sometimes rears its head when a new role suffices - fighting your inner demons, being confident with yourself to be able to take up certain responsibilities because you can!
That is the lesson he carried with himself when accepting a board role for a bank in Uganda that he has now been doing for the last three years - too many times, too many people limit their progress because of doubt. Leadership is about recognising this and going above it. And taking on opportunities one may not be familiar with because that is the best path to growth.
A pursuit for personal wellbeing
Outside work, Ken maintains a disciplined routine that reflects his commitment to personal wellbeing, faith, community and the development of future technology professionals.
“Keeping fit and maintaining a clear mind are important to me. While I used to be an avid cyclist and have since traded that for the gym, I still hope to get back to cycling one day. My faith also plays a central role in my life, and I make time for church with my wife and kids. When relaxing, the drink will always be a cold Tusker Malt preferably whilst listening to old-school soul and R&B music and watching Arsenal. I am also proud to be part of the thriving Ugandan community in Kenya. For CSR, I do support sports and education activities in my local community in Northern Uganda,” he says.
On any given day, you are just as likely to find him walking the halls of a local university sharing his journey, or engaging with peers at CIO forums. Because for Kenneth, leadership is about leaving behind stronger people, deeper trust, and systems that endure long after the storm has passed.
“I am passionate about mentoring young people joining the IT profession and sharing knowledge through technology talks, because I believe in encouraging the next generation to grow and succeed in the field,” he adds.
