Bothwell P. Nyajeka
THE Zimbabwean corporate world lost one of its true boardroom giants on June 21, 2026 with the passing of Dr Robbie Matongo Mupawose at the age of 91.
For many Zimbabweans, Robbie will be remembered as an accomplished farmer, businessman, former chairman of Delta Corporation, former chairman of the Zimbabwe Agricultural Show Society, and a member of the National Economic Consultative Forum (NECF). He will also be fondly remembered as a distinguished public servant and one of the architects of Zimbabwe’s agricultural policy during the formative years after Independence, having served as Permanent Secretary in the Ministry of Agriculture. Others will remember him as a committed nationalist who played his part during Zimbabwe’s liberation struggle.
Over the past week, as I reflected on the years I spent with Robbie on the ZFC Limited board, I realised that much of what I believe good governance should look like was shaped not by textbooks or codes, but by simply observing people like Robbie in action.
Great board leadership is often demonstrated quietly. Robbie never sought the limelight. He never reminded anyone of the influential people he knew. Despite having relationships with some of the country’s most powerful political and business leaders, he was remarkably humble. In today’s world, where influence is often measured by proximity to power, Robbie never felt the need to name-drop. His credibility spoke for itself.
His authority came not from his title, but from his conduct. One lesson that has stayed with me throughout my own board career was Robbie’s respect for process. He believed that governance begins with discipline. Board meetings had to start on time. Board papers had to be circulated on time. Minutes had to be accurate.
In fact, Robbie possessed an extraordinary eye for detail. He simply would not allow board minutes to be approved if they contained errors, however small. To some directors this may have appeared excessive, but over time I came to appreciate that governance failures often begin with small acts of carelessness. Accuracy builds accountability. Robbie understood this instinctively.
One of the greatest lessons I learnt from Robbie was the importance of aligning corporate strategy with national priorities. Having spent much of his professional life in government, he possessed an exceptional understanding of how public policy was formulated and implemented. He constantly reminded us that companies do not operate in isolation. Businesses operate within an economic ecosystem shaped by government policy, legislation and national development priorities. He challenged management to ask an important question whenever strategy was being discussed: “How does this fit into where the country is going?”
This way of thinking opened opportunities for ZFC that we may otherwise have overlooked. Robbie understood that long term shareholder value is strengthened, not weakened, when company strategy aligns with national economic objectives.
It was a practical lesson in stakeholder management. Closely linked to this was his ability to navigate the relationship between business and government. Many leaders see business and politics as opposing forces. Robbie did not.
He understood that while business must remain commercially focused, it must also engage government constructively. He knew how to build relationships without compromising the independence of the board or losing sight of the primary responsibility of creating shareholder value. It was diplomacy anchored on principle.
Even after retiring from the ZFC board, Robbie remained our trusted adviser. Several of us continued visiting him at his farm whenever important issues affecting the fertiliser industry emerged. Retirement never diminished either his intellectual curiosity or his willingness to mentor others. Those conversations were fascinating.
While Robbie appreciated the importance of fertilisers in increasing agricultural productivity, he constantly reminded us that productivity should never come at the expense of soil health.
He encouraged greater research into improving crop yields sustainably. He advocated responsible fertiliser use.
He spoke passionately about liming, the importance of organic fertilisers and preserving soil fertility for future generations. Long before sustainability became fashionable boardroom language, Robbie was already asking whether today’s agricultural practices would leave tomorrow’s farmers with healthy soils.
I still remember our spirited debates on urea versus ammonium nitrate, the economics of different fertiliser blends and the increasing use of high analysis fertilisers. Robbie enjoyed robust debate, but what impressed me most was that every discussion was anchored on one question: “What is best for the farmer in the long term?”
That mindset reflected the essence of stewardship.
As directors, we are temporary custodians of institutions that must outlive us. Robbie understood that boards should not merely maximise this year’s profits; they should preserve the productive capacity of the businesses, industries and communities they serve.
As Zimbabwe reflects on the life of one of its distinguished corporate leaders, perhaps the greatest tribute we can pay him is not merely to remember the positions he occupied, but to emulate the values he lived by: humility. discipline, integrity and service.
May his soul rest in eternal peace. Till we meet again.
l Nyajeka is a business consultant and board advisor. He has vast experience as a corporate executive and has sat on various boards in Zimbabwe, Botswana, South Africa and Uganda. He is currently chairman of ACR Solutions and is also a seasoned trainer and facilitator for the Institute of Directors Zimbabwe (IoDZ). For busines consulting, board advisory and executive coaching Email him on: bnyajeka@acr4solutions.com