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The Efficiency and Labour Market Impact Have Varied Across Sectors
In the competitive manufacturing and tradable services sectors, efficiency gains, defined as improved performance of the company, have been generally achieved with wide variations in performance across firms and countries.
A Limited Impact on Private Sector Development
Since the beginning of the process in 1990, the number of privatisations through public flotation has been only 4 per cent of total transactions. Moreover, the trend is downward, confirming the difficulty in African countries of building stock exchanges and capital markets, still often used by governments to raise loan finance rather than capital for industry.

Other power sector Related Articles

Ending poverty means abandoning charity and accepting reality
Benin Mwangi, who blogs about doing business in Africa, asked me recently: "should the discussion be about how to get the informal sector to become part of the formal sector or should it be how to cater to the informal sector?" This in an excursion into the morass of African poverty and development. The short answer is: neither; ending poverty has nothing to do with the informal sector.

2.2 Sectoral performance I: Economic Report on Africa 2007
African economies are experiencing a structural shift whereby the service sector is becoming an important driver of growth. In 2004, the service sector contributed 49 per cent of GDP growth compared to 36 per cent for industry (including mining and quarrying) and 15 per cent for agriculture. In 2004, all three sectors continued to grow, albeit at relatively low rates. The industrial sector had the highest growth rate at 9.05 per cent, although growth in the manufacturing sector fell by almost 3.8 per cent compared to 2003. Developments within each sector and for each subregion are discussed in more detail below.
4.0 The state of women’s enterprises in Tanzania: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Currently, there is no comprehensive data on the number of women in the MSME sector, the size of their enterprises, or their distribution by sector. Only proxies are available. In NISS (1991) women accounted for about 35 per cent of informal enterprises. By 1995, it was estimated that the proportion of women in the sector could have risen to 70 per cent of the informal sector labour force. In a 2000 Economic and Social Research Foundation (ESRF) study, 55 per cent of the enterprises in the sample were owned by women (as reported in Mlingi, 2000, p. 89). Swisscontact (2003) estimated that women owned 43 per cent of MSEs.
Unleashing entrepreneurship: Making business work for the poor
There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized.

Making Finance Work for Africa
South Africa’s success in getting the financial sector to extend services to poorer communities could be adapted for other African countries, said Trevor Manuel, Minister of Finance of South Africa. He told participants that this is exactly what has been achieved by South Africa’s Financial Sector Charter. The charter was developed some four years ago by the financial sector, including banks and insurers, after the government urged it to transform its practices and policies
The Bands of Public Sector Supplier Engagement
“To really leverage vendor partnerships, solution providers need an in. For the public sector, that entre has to go beyond the program to the individual behind it who understands the market nuances and challenges that can hold partners back.” From the article 25 Public-Sector Channel Leaders (ChannelWeb Network, March 19, 2007) In one simple statement within the confines of a single article there has never been a better or more succinct explanation of what plagues public sector procurement practice today. Especially in the area of supplier development and engagement!

About.com’s Martin Murray’s post “Non-Profit Organization Suing ERP Supplier” A Sign of the Times?
In a white paper that I had written in 2007 titled “SAP Procurement for Public Sector” I had highlighted how the challenges with failed ERP-centric initiatives extended beyond the public sector to include the private sector. The difference as one senior Colgate-Palmolive executive told me shortly after scrapping a failed program was that “unlike the public sector in which a failed initiative becomes front page news, private sector company ERP failures rarely make a blip on the media’s collective radar screen.” The lack of media awareness notwithstanding, the frequency of failures in the private sector is comparable to the number of setbacks that occur in the public sector.
The Great Geopolitical Battle Over Energy Transit Routes
An extraordinary game of Geo-strategy is underway to lock in long term agreements in the energy sector. At a global level, the transit routes of future oil & gas pipelines become the object of a power struggle involving not only the suppliers and end-users but also the transit countries.
The Revised Payment of Gratuity Act - A Boon for Private Sector Employees
Employees of private sector organizations have a reason to smile. Government of India will be revising the ceiling on gratuity payable and increase it from 3.5 lakh to 10 lakh rupees. The main behind considering this revision proposal has been to bridge the disparity between private sector and government sector employees.
The “Not So Dirty” Five-letter Word: The Use of Power In Change Management
It turns out that power, when applied appropriately, is exactly what it takes to promote action and make transformation happen. But it needs to be the right type of power. In this article on change management, we review the types of power available to organizations, referred to as "Power Centers" and discuss how to best leverage them. Potential change agents tend to possess power, but some “power types” are better than others when it comes to selecting change agents.

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