Business Leader Says Ghana's Greatest Workplace Challenge Is Not a Lack of Talent but Weak Professional Culture

Ghana's workplaces are filled with capable, hardworking and highly educated professionals, yet many organisations continue to struggle with poor productivity, delayed decision-making and declining public confidence. According to entrepreneur, management consultant and Nkosohen of the Oguaa Traditional Council,Samuel (Nana) Obiri Aduama, the problem is not a shortage of talent—it is the failure to build workplace cultures that empower employees, encourage responsibility and reward ethical conduct.

In his latest paper, "Work Hierarchy, Responsibility and Ethics: Empowered, Accepted and Working – A Challenge in Ghana,"Mr. Aduama argues that many institutions have well-designed organisational structures on paper, but these structures rarely function as intended because authority is often centralised, accountability is weak and professional ethics are not consistently upheld.

He observes that in many organisations, employees are appointed to leadership positions without the authority to make meaningful decisions. Routine matters that should be resolved by department heads are frequently delayed because every decision must be referred to senior management. This, he says, discourages innovation, slows service delivery and weakens staff confidence.

Mr. Aduama believes true empowerment goes beyond assigning impressive job titles. It means giving employees the authority, resources and institutional support needed to perform their responsibilities effectively. Without this, organisations create managers in name but not in practice, leaving businesses and public institutions vulnerable to inefficiency and poor customer service.

Beyond empowerment, the business leader identifies a growing culture of avoiding responsibility as another obstacle to organisational excellence. Rather than accepting ownership when challenges arise, he notes that many workplaces have developed a tendency to shift blame between departments, colleagues and junior staff instead of addressing the real causes of failure.

He warns that responsibility cannot simply be assigned through a job description; it must be willingly accepted by every professional. According to him, organisations that reward excuses instead of accountability create environments where mediocrity flourishes and continuous improvement becomes difficult.

The paper also raises concerns about professional ethics, describing them as the foundation upon which trust, productivity and institutional credibility are built. Mr. Aduama points to persistent challenges such as chronic lateness, misuse of organisational resources, absenteeism, conflicts of interest, financial misconduct and the appearance of being busy without producing meaningful results. He argues that these practices continue to undermine organisational performance across both the public and private sectors.

While acknowledging that factors such as inadequate remuneration and weak enforcement mechanisms contribute to unethical behaviour, he maintains that organisations must establish clear codes of conduct, strengthen accountability systems, protect whistleblowers and ensure that ethical behaviour is recognised and rewarded.

Mr. Aduama further calls on business leaders to invest in leadership development, strengthen human resource systems, delegate authority appropriately and promote merit-based recognition instead of favouritism or seniority. He believes that organisational success depends not only on competent leadership but also on creating an environment where employees are trusted, supported and held accountable for results.

For professionals, his message is equally direct. He encourages workers to understand their responsibilities, embrace continuous improvement, protect their personal integrity and demonstrate leadership regardless of their position within the organisation. According to him, character remains one of the greatest assets any professional can possess.

The paper also urges policymakers to strengthen public sector accountability, improve professional standards, and integrate workplace ethics, leadership and responsibility into tertiary education so graduates enter the workforce with both technical competence and strong professional values.

Mr. Aduama concludes that Ghana's development will depend not only on economic policies or investment but also on the quality of its workplace culture. He argues that organisations thrive when employees are empowered to make decisions, willing to accept responsibility for their actions and guided by uncompromising ethical standards.

His advocacy presents a simple but powerful challenge to every Ghanaian professional: Are you empowered to do your job? Have you accepted responsibility for your role? And are you carrying out your duties with the integrity your profession demands?

For Mr. Samuel Nana Obiri Aduama, answering these questions honestly—and acting on them—could be the starting point for transforming Ghana's workplaces into engines of innovation, productivity and national development.