In today’s fast-changing business world, service excellence has become a global differentiator. Yet for many African economies, customer care is still viewed as an optional function rather than a fundamental driver of growth.
In Rwanda, one organization is changing that mindset, the Golden Service Initiative (GSI), founded by Ignatius Kabagambe, a seasoned media and communications expert.
From pioneering national customer-service campaigns to building a network of service-oriented professionals, GSI is at the heart of Rwanda’s evolving service culture.
In this in-depth conversation at The Voices Podcast with Arafat, Kabagambe reflects on his journey, the state of customer care locally and globally, and his vision for transforming service leadership into a mindset that powers both economic and social progress.
He discusses what redefining customer care means for a new generation of African professionals, with a message that “Service is not what we do, it’s who we are.” As Rwanda continues its transformation journey, that philosophy may well prove to be a golden trait.
Qn: Mr. Kabagambe, what inspired you to start the Golden Service Initiative, and what gap were you hoping to fill in Rwanda’s service landscape?
A: The idea for GSI came from years of observing a gap between Rwanda’s impressive infrastructural progress and the quality of everyday service experiences. We had world-class policies and systems, but service attitudes often lagged behind.
I felt there was a need to humanize service, to make people understand that customer care is not a job description but a mindset. The Golden Service Initiative was born out of the conviction to build a culture of respect, empathy, and professionalism across every service sector.
Qn: How do you define “customer care” in the context of today’s world?
A: Traditionally, people think of customer care as the responsibility of front-desk staff or call-center agents. That’s outdated. In reality, customer care is the total experience a person has with your brand or organization, from the first interaction to the last.
In Rwanda, and across the world, the companies that thrive are those that treat service as everyone’s business. Whether you’re a CEO, a driver, or a cleaner, you are the brand in that moment. That’s the mindset shift we’re advocating for.
Qn: Rwanda has made tremendous progress in governance and efficiency. How does customer care fit into the broader vision of national transformation?
A: Rwanda’s transformation is anchored on dignity, discipline, and excellence, values that align perfectly with quality service delivery. When you provide good service, you build trust, and trust is the foundation of every strong economy.
The Golden Service Initiative complements national goals by focusing on the human element of how Rwandans interact, communicate, and deliver value. You can build roads and skyscrapers, but if service is poor, the experience remains incomplete.
Qn: What has been GSI’s most impactful achievement so far?
A: Without a doubt, it’s the growing national consciousness around service excellence. Through our annual Service Excellence Awards, our training programs, and community outreach, we’ve seen organizations begin to internalize the importance of service culture.
The conversations are changing; people are no longer asking “why service?” but “how do we serve better?” That shift in mindset is our biggest victory.
Qn: How do you see Rwanda comparing globally in terms of customer care maturity?
A: Rwanda is progressing rapidly. If you look at our hospitality sector, our banks, or public institutions, you’ll see remarkable improvement. But we still have work to do.
Globally, customer expectations are rising, driven by technology, competition, and social media visibility. A single bad experience can damage a brand in seconds. In Africa, we must invest in continuous service training and digital engagement tools to keep up with this global standard.
Q6: What are the key barriers that prevent organizations from delivering excellent customer care?
A: The biggest barrier is mindset. Many leaders still see customer care as a cost rather than an investment. Then there’s lack of training and accountability, people are hired without being taught how to empathize, communicate, or resolve conflict effectively.
Finally, reward systems rarely recognize service excellence. You can’t demand what you don’t measure or celebrate.
Qn: How is GSI helping to close that gap?
A: We work on three fronts: education, recognition, and advocacy. Through training, we equip teams with soft-skills and leadership ethics. Through awards, we celebrate those setting benchmarks in service.
And through advocacy, we push policymakers and industry leaders to integrate service quality into performance evaluations. The goal is to make customer care a shared national value, not a corporate afterthought.
Qn: Let’s talk about the global perspective. What trends are you seeing in customer service worldwide, and what can Africa learn from them?
A: The global trend is personalization — customers expect you to know them, anticipate their needs, and respond fast. Technology is central to this, but so is empathy. AI can automate responses, but it can’t replace human warmth. Africa should combine digital tools with authentic, relationship-driven service. That’s our competitive edge — human connection. When we serve with heart, we stand out.
Qn: You’ve emphasized service as a mindset. How does leadership shape that culture within organizations?
A: Leadership sets the tone. If a leader values people, the team will too. If the CEO greets staff and listens to customers, that becomes culture. But if leaders ignore complaints or treat service as a checkbox, that apathy trickles down.
I always tell executives, “Your behavior is your loudest policy.” Great service starts in the boardroom, not at the reception desk.
Qn: Beyond business, GSI has also been involved in community initiatives. Can you tell us more about that side of your work?
A: Absolutely. True service extends beyond the customer; it touches communities. We’ve run campaigns promoting courtesy in public institutions, respect in schools, and empathy in healthcare.
We also partner with youth groups to train young people in communication and work ethics. When you build a generation that values service, you’re shaping responsible citizens, not just employees.
Qn: What challenges have you faced in driving a service revolution in Rwanda?
A: The journey hasn’t been easy. Changing culture takes time. Some organizations resist because they believe they’re already doing “good enough.” Others struggle to sustain standards after training.
But every transformation starts with persistence. We’ve learned to lead by example and to celebrate small wins, they add up to a big shift over time.
Qn: Many argue that customer care should be digital-first now. How do you balance technology with human touch?
A: Technology is a tool, not a substitute. Digital platforms improve speed and access, but they must serve human needs. The danger is losing empathy in automation.
A chatbot can respond instantly, but it can’t comfort a frustrated client. The winning formula is hybrid, efficiency powered by emotion. That’s what the future of service looks like.
Qn: What role do you think education plays in shaping Rwanda’s service culture?
A: A huge one. Service ethics should be taught as early as possible, in schools, colleges, and vocational training centers. Imagine if every graduate left school understanding professionalism, empathy, and accountability.
That’s the foundation of a service-driven economy. At GSI, we’re engaging universities to integrate service leadership into their curricula.
Qn: You’ve worked across media, communications, and public leadership. How have those experiences influenced your vision for GSI?
A: Media taught me that perception shapes reality. How you communicate service determines how it’s experienced. Leadership taught me that transformation happens one person at a time.
The two worlds blend perfectly in GSI, we use storytelling to inspire change and leadership to sustain it.
Qn: Finally, where do you see the Golden Service Initiative in the next five years?
A: Our goal is to expand GSI into a regional hub for service excellence, training leaders across East Africa and hosting continental forums on customer care innovation. We want Rwanda to be the benchmark for service leadership in Africa.
Beyond that, I hope to see “golden service” become a lifestyle, where every Rwandan, regardless of profession, sees service as an act of patriotism.
