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Culture, Development and Generations. Mindset Matters

By Nelson Marie Ochaya

In East Africa, development conversations tend to focus on big, visible issues—funding gaps, infrastructure, politics, climate shocks. But beneath the surface, two subtle forces are shaping the success or failure of our progress: how young people approach work, and how we collectively think and behave in our daily lives.

These aren’t topics that make headlines, but their impact is undeniable.

Gen Z at Work: A Revolution in Real Time

Let’s start with Generation Z. This is the generation entering the workforce with smartphones in hand, social media savvy, and a very different idea of what work should feel like. A recent survey in Kenya found that 61% of Gen Z employees have ghosted a job—as in, walked away without notice. Why?
Top reasons include toxic work environments, rigid schedules, and a lack of flexibility.

To many managers from older generations, this behavior feels like a crisis. They’re used to discipline, structure, and loyalty.
But to Gen Z, those expectations often seem outdated, especially when tied to unhealthy workplaces or jobs that don’t align with their values.

They want meaning, mental wellness, and balance. They believe in healthy boundaries. They question hierarchy. They’re not afraid to leave if their needs aren’t met.

And while it’s easy to dismiss this as an entitlement, there’s a bigger story here.
Gen Z is reacting to a broken system—one that promised stability but often delivered burnout. Their pushback is part of a larger global shift in how we define success, productivity, and wellbeing.

The challenge is how we respond. Do we dig in and resist change, or do we build workplaces that blend the best of both worlds—respect, structure, and flexibility? Organizations that listen, adapt, and lead with empathy are the ones that will thrive.

While we give consideration to Gen-Z there is a cultural puzzle in the mix; the cost of our everyday habits!

True, let’s zoom out from the office and look at the broader social culture for example in Uganda—and in many parts of East Africa. We are grappling with a different kind of mindset problem, one that is more deeply rooted and harder to spot.

It starts with how we manage time. Meetings rarely start on time. Projects are delayed over social commitments. Feedback takes weeks, if it comes at all.

Time, in our culture, is flexible. But in today’s economy, time is capital—and wasting it has real costs.

Then there’s how we spend money. Communities will raise millions for lavish weddings or funerals, but struggle to co-finance clean water or a new classroom block. These priorities are shaped by culture and community—but they also hold us back.

We equally see it in communication. Calls go unanswered. Emails are ignored. Decisions are delayed. Job applicants are ghosted et cetera. In a world where speed and reliability drive progress, these behavior builds walls where there should be bridges.

Perhaps, the most damaging is how we reward relationships over merit. Hiring relatives, awarding contracts to friends, or promoting people based on loyalty not competence that undermines institutions from the inside.
It’s not just corruption; its systemic underperformance disguised as tradition.

We cannot keep blaming the government, donors, or outsiders. Some of our biggest barriers are internal—woven into our culture, habits, and expectations.

A shift in mindset catalyzes a shift in development.

How can we best position ourselves to tackle this issue?

We need a mindset revolution. Not the kind that comes from a campaign or a slogan, but one that starts with personal responsibility and collective awareness.

In the workplace, let’s build bridges between generations.
Let Gen Z teach us how to prioritize wellbeing and digital tools. Let older generations model reliability and resilience. Let’s listen to each other instead of clashing.

In our communities, let’s rethink what we value. Let’s honor culture—but not at the expense of progress. Let’s spend wisely, show up on time, communicate clearly, and reward competence.

These things seem small, but they shape everything. Our businesses. Our governance. Our education. Our future.

And the bottom line, East Africa’s transformation won’t be driven by foreign aid alone or fancy policy documents. It will come down to how we behave—at work, at home, in leadership, and in everyday decisions.

The next big leap forward will not be technological or financial—it will be behavioral. If we want real, lasting development, we need to look in the mirror and start the change within.

It’s not just about mindset. It’s about the future.