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Strengthening leadership through peer learning

Leadership at ASA International has always been built through shared experience, where learning travels with responsibility, and growth is shaped by those who have gone before. In 2025, this deeply embedded culture took on a more deliberate and structured form, as peer learning became a strategic tool to strengthen leadership depth across the Group

As the organisation welcomed a new generation of senior leaders, the need for rapid knowledge transfer, contextual understanding, and trusted peer support became increasingly important. In response, the Group introduced structured peer exchanges between leaders at similar levels, an initiative coined by the Group CEO, Rob Keijsers, and grounded in a simple conviction: “Alone you go faster, together you go further.”

The first exchange of its kind took place in Ghana, where the ASA Ghana CEO hosted peers from Nigeria and Rwanda for an immersive learning visit. The programme combined exposure to ASA Ghana’s banking branch model with in-depth discussions on Digital Financial Services, including core banking transformation, mobile applications, and lessons from ongoing digital initiatives. Candid reflections on ASA Ghana’s journey, from periods of challenge to sustained performance, offered practical insights into resilience, disciplined execution, and leadership in complex environments.

Peer learning also took shape through a cross-country induction journey for the newly appointed CEO of Zambia, hosted by leadership teams in Uganda and Kenya. In Uganda, strategic discussions with senior management were complemented by visits to branches in remote regions, reaffirming the consistency of the ASA Model while exploring shared priorities such as digitisation, diversification, and accelerated growth. The visit culminated in the joint opening of a new branch, symbolising learning translated directly into action. In Kenya, further engagement with the executive team and branch operations supported a practical and contextualised transition into the role.

Beyond these examples, peer learning extended across the Group throughout the year. CEOs supported one another through advisory visits, while functional teams, including Operations and Finance, undertook targeted exchanges to share expertise, solve common challenges, and strengthen execution. Together, these initiatives reflect a governance culture rooted in collaboration, continuity, and collective leadership strength.

"Seeing best practices first-hand, and understanding what works and what doesn’t, helps us adapt those lessons meaningfully in our own markets."

CHRISTIAN SALIFOU, CHIEF EXECUTIVE OFFICER, ASA RWANDA