As a Namibian entrepreneur, I have long believed, as many of my peers still do, that a strong and coherent system of business representation is indispensable to any modern economy. Where the state and the private sector collaborate constructively yet remain institutionally independent, national development accelerates, investment confidence grows, and policy becomes a platform for opportunity rather than uncertainty. However, Namibia finds itself at a pivotal juncture today. The mechanisms through which the business community organises, advocates, and engages the state have become fragmented, weakened, and in some respects obsolete. This is not a mere administrative inconvenience; it is, in my view, a structural threat to the country’s long-term economic trajectory. If Namibia is to unlock its full productive potential, we, as private sector actors, must urgently reimagine what organised business should be in the twenty-first century.
For decades, the Namibia Chamber of Commerce and Industry (NCCI) served as the flagship of organised business. Its national footprint and formal mandate positioned it as the crucial interface between entrepreneurs and government. Yet concerns have steadily emerged about its representativeness and governance. When an institution purported to be the guardian of private sector interests is led, in part, by individuals from state-owned enterprises, its autonomy becomes difficult to defend. As Henry Ford once warned, “If everyone is moving forward together, then success takes care of itself,” but this presupposes that each party retains its authentic role. A business chamber whose identity is blurred cannot speak forcefully for those of us building companies from scratch, struggling with cash flow, competing in global markets, or navigating regulatory uncertainty.
The formation of the Namibia Local Business Association (Naloba) in 2021 was therefore not surprising. Many of its founding members, especially from the northern regions, felt marginalised, even victimised, by administrative practices and by what they perceived as unequal economic participation. Their frustrations with the NCCI’s responsiveness to local business realities triggered a demand for new representation. Naloba has since made commendable strides, engaging senior government leadership and amplifying local business concerns. But as a relatively young institution, it represents only part of the ecosystem and remains vulnerable to the same governance and sustainability challenges that confront many emerging associations.
What we face now is not competition between two business bodies but a systemic fragmentation of the very idea of organised business. This splintering weakens our collective voice, leaving government to engage interest groups rather than a unified sector. Ad hoc consultations, inconsistent advocacy, and fractured economic messaging prevent the private sector from shaping national policy meaningfully. The uncertainty surrounding the future of the Namibia Investment Promotion and Development Board (NIPDB), one of the few institutions that has worked tirelessly to build structured public–private dialogue, only deepens this institutional vacuum.
Other countries illustrate what strong business advocacy can achieve. In South Africa, Business Unity South Africa (BUSA) and Business Leadership South Africa (BLSA) have played stabilising roles during periods of profound national crisis. Their coordinated engagement with government helped navigate the economic impacts of COVID-19 and contributed to interventions addressing the energy crisis. Globally, successful chambers, from Kenya’s KNCCI to Mauritius’s MCCI, have shaped industrial strategy, supported export competitiveness, and built strong research-driven policy units. Their effectiveness stems from credibility, independence, and an unwavering commitment to evidence-based advocacy. As the industrialist Andrew Carnegie reminded us, “Teamwork is the fuel that allows common people to attain uncommon results.” Their success is a testament to institutional teamwork, not fragmentation.
Namibia must now aspire to similar institutional maturity. Reimagining organised business requires more than reform; it requires reconstruction.
First, we need a unified apex business body representing the full spectrum of private enterprise, from MSMEs to large corporations, from start-ups to multinational investors. Such a body must be rooted in democratic processes, transparent leadership, and a mandate that insulates it from political or parastatal interference. Only a truly independent voice can advocate credibly for the private sector.
Second, we must invest in analytical and research capacity. Too often our policy responses are reactive, driven by crisis rather than by data. Effective advocacy depends on rigorous economic analysis, sector studies, policy modelling, and clear position papers. As Steve Jobs once said, “Decisions should be based on the best understanding of the facts, not on opinion.” Organised business must speak the language of evidence.
Third, engagement with government must be institutionalised. Namibia needs structured platforms, national business councils, public–private dialogue frameworks, and sector working groups that facilitate ongoing negotiation, problem-solving, and policy coherence. A modern economy cannot rely on informal consultations or last-minute interventions.
Fourth, inclusivity must be at the heart of any new business architecture. The frustrations that led to the formation of NALOBA, regional disparities, limited access to procurement, and challenges in tax administration signal deeper structural inequities. A reimagined system must accord equal voice to MSMEs, informal-sector entrepreneurs, women-owned businesses, rural enterprises, and emerging industrialists. Only then will organised business authentically reflect the country’s socio-economic reality.
The future of Namibia’s economy hinges on our ability to redefine the relationship between government and the private sector, one built on mutual respect, shared purpose, and institutional clarity. Fragmentation helps no one. As entrepreneurs, we cannot afford silence or disunity. A weak or divided business community deprives the country of innovation, investment, and jobs. It leaves national policy vulnerable to imbalance and deprives government of a strategic partner.
The moment demands boldness. We must reimagine organised business not as a relic to be preserved, but as a strategic engine to be rebuilt. Without a strong, coherent, and credible business voice, Namibia risks stagnation. Rebuilding organised business is therefore not simply an economic necessity; it is a national imperative and, in truth, an entrepreneurial responsibility.
