Once upon a time, Telecel Zimbabwe was the people’s network the SIM card you bought when Econet felt too proud and NetOne too sleepy. But today, the only thing louder than their silence is the sound of the final nails being hammered into their corporate coffin.
Yes, the official papers say “corporate rescue.”
But let’s be honest this isn’t a rescue mission. It’s a funeral with PowerPoint slides.
The Slow, Predictable Death
Telecel didn’t die suddenly. It died slowly, painfully like a generator that’s been coughing for years until one day it just refuses to start.
There was under-investment, shareholder drama that could make a good telenovela, and strategic confusion that left the company stuck between “We’re upgrading soon” and “Please be patient with us.”
While others were building 5G towers, Telecel was still trying to fix 2G signal in Kuwadzana.
Econet was rolling out LTE in villages, and Telecel was rolling out excuses in boardrooms.
Now they have 17 LTE sites in a country where their competitors have 1,700. That’s not competition that’s a company on life support trying to race a marathon.
LESSON 1: Underinvestment Is Corporate Suicide
In business, refusing to invest is like refusing to eat because you want to save food you’ll end up saving food for your funeral.
Technology moves fast. If your company isn’t keeping up, it’s falling behind and the market will not wait for you to “catch up next year.”
Telecel’s tragedy is every African entrepreneur’s warning:
If you don’t reinvest profits into innovation, your competitors will reinvest your customers.
LESSON 2: Shareholder Fights Kill More Companies Than Competition
Telecel’s ownership battles were legendary. Boardroom wars. Ego clashes. Political interference.
While executives were busy fighting for control, customers quietly left for stronger networks.
Here’s the truth:
When shareholders fight, employees lose focus, operations lose rhythm, and customers lose patience.
You can’t run a successful business with people who are more interested in control than in progress.
If your board meetings feel like political rallies, your company’s obituary is already being written.
LESSON 3: Strategic Paralysis Is Still a Decision
Every time a company delays making tough decisions, it’s still making one the decision to decline.
Telecel kept saying, “We’re working on a plan,” “We’ll launch soon,” and “Let’s see what happens.”
But while they were seeing what happens, Econet was making things happen.
In business, waiting too long to adapt is the same as volunteering to die slowly.
If you spend five years planning to move, you’ve just spent five years standing still.
LESSON 4: When Customers Complain, Listen Before They Leave
Customer complaints are like smoke. Ignore them, and you’ll soon be calling the fire brigade.
Telecel’s customer base shrunk to less than 2% of the market not because Zimbabweans stopped calling, but because the network stopped working. People didn’t just port numbers they ported their trust.
African businesses love to pray for more customers but ignore the ones already complaining.
If your clients have to beg for service, someone else will gladly offer it and faster.
LESSON 5: Refusing to Evolve Is the Fastest Way to Extinction
In today’s world, even a vegetable vendor has a TikTok page and a WhatsApp Business account.
Technology isn’t a luxury anymore it’s the backbone of survival.
Telecel refused to evolve, and the world moved on.
While others embraced digital transformation, Telecel was still debating ownership issues.
The result? They became a relic of a time when SIM cards were sold with free T-shirts and hope.
Final Thoughts: A Requiem for Comfort Zones
Telecel’s story isn’t unique. It’s a mirror for many African businesses those that stop innovating after a few good years, those that treat customer loyalty as a guarantee, and those that confuse old glory for current relevance.
Corporate rescue may keep Telecel’s name on paper, but the brand’s spirit died long ago somewhere between missed opportunities and boardroom arrogance.
If you’re running a business today, learn this from Telecel’s tombstone:
Adapt or be archived.
Because in business, the market doesn’t care how old your logo is it only cares how well you perform today.
Your move:
When last did you upgrade your systems, retrain your team, or truly listen to your customers?
If you can’t remember, then your “corporate rescue” may already be loading.
By The Chartered Vendor
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