Thinking & Advocacy
Innocent Nkata became CEO of Saide in June 2024 and now leads the South Africa–based education support organization with a 32-year history of advancing social justice and expanding educational opportunities. Saide is the driving force behind Siyaphumelela (“We Succeed”), a national initiative funded by The Kresge Foundation that is transforming South African higher education by strengthening universities’ capacity to use data, center equity, and support student success. Achieving the Dream has been a strategic partner in this work for more than a decade, sharing tools, coaching models, and lessons learned across networks. Under Nkata’s leadership, Saide is deepening this global collaboration, bringing fresh energy to a partnership that enriches both the ATD Network and the international student success movement. He spoke with ATD about Saide’s mission, his own inspiration for this work, and how he envisions the partnership growing in the years ahead.
Q: For those who may not be familiar with Saide, how would you describe its mission and vision?
A: Saide is an education support organization founded on social justice and open learning principles. Our mission is to unlock the power of education and expand opportunity.
In practice, we help strengthen education systems across South Africa, the African continent, and beyond. We collaborate with a wide range of partners, from policymakers and education departments to teachers and lecturers, to ensure they have the support needed to make education work.
Saide was established in 1992, on the dawn of South Africa’s new democracy in 1994, with a mandate to help open the doors of learning to millions previously excluded under apartheid. For more than three decades, we’ve pursued that goal — expanding access so education can enable meaningful participation in social and civic life.
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“Student success has to be student-centered, guided by the principle ‘nothing about us without us.’”
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Q: What is the Siyaphumelela initiative, and what makes it a powerful model for systemic change in South Africa?
A: Siyaphumelela means “we succeed,” capturing the spirit of advancing student success across South Africa’s higher education system.
It is Saide’s flagship initiative, now involving 20 of South Africa’s 26 public universities. Its purpose is to promote student success and enable meaningful participation in the economy. The initiative is built around four core goals: First is equitable access — ensuring that all students, including those from historically disadvantaged backgrounds, can enter higher education. The next part is academic success — supporting students to thrive in their studies, especially those who arrive without strong preparation or digital skills. Then there is retention — reducing dropout rates by addressing the personal and institutional challenges that often force students to leave before finishing. And finally, it’s about graduation and progress — ensuring students complete their programs and transition into employment or entrepreneurship so they can contribute fully to society.
We build institutional capacity by helping universities use data effectively, apply technology in learning, and, critically, elevate student voice. Student success has to be student-centered, guided by the principle “nothing about us without us.”
Demand for participation now extends beyond the original network to private institutions. Attendance at our annual student success conference nearly doubled in one year — from 280 in 2024 to more than 450 in 2025 — and continues to grow.
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“Where I am today is a direct tribute to [my mother’s] resilience and belief in the power of education. That legacy is what drives me to create opportunities for thousands of young people to succeed.”
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Q: You stepped into the CEO role at Saide in June 2024. What does it mean to lead at this moment, and what priorities most excite you?
A: This role means a great deal to me, both professionally and personally. My decision to join Saide was deeply inspired by my mother, who was the driving force behind my education.
She was born in 1942, at a time when sending girls to school was considered unnecessary. She only began grade 1 at age 12. Though she excelled — finishing top of her Standard 6 class — she was denied the chance to pursue her dream of becoming a teacher. Later, history repeated itself: my two older sisters had to leave school after grade 3 because girls’ education was not prioritized.
My mother refused to let that cycle continue. She made the extraordinary decision to leave my father and worked tirelessly for decades so her children could receive a quality education. Every sacrifice she made was rooted in her conviction that learning could change our lives. Where I am today is a direct tribute to her resilience and belief in the power of education. That legacy is what drives me to create opportunities for thousands of young people to succeed.
Joining Saide felt like the right place to honor that commitment. Saide has a 32-year history of advancing equity, but the challenges today are more complex. South Africa remains one of the most unequal societies in the world. While access has expanded, outcomes remain uneven, and new technologies create both opportunities and barriers — with some students seeing a computer for the first time at university.
For me, this moment is about reimagining Saide’s mission for the next phase of impact. We have a strong foundation and rich legacy, but the context has changed. My priority is to ensure Saide continues to deliver greater access, success, and equity by addressing these emerging challenges head-on. Leading Saide now is both a responsibility and an opportunity to help shape the future of education on the continent.
Q: What leadership lessons have you learned from South African and international contexts?
A: Leadership is a continuous learning journey.
First, authentic leadership matters. True leadership comes from genuine concern for people, not just achieving milestones. My own story reminds me to lead with empathy and put students first.
Second, humility. Leaders should surround themselves with people who are brighter and more talented — staff who challenge and strengthen the organization. When I hire staff, I don’t bring them on so I can tell them what to do. I hire people smart enough to tell me what to do.
Finally, I see myself as a bridging leader. I follow Saide’s founding director, Jenny Glennie, and am honored to build on her legacy while preparing the next generation. Leadership must build continuity and a pipeline for the future. Any leader who fails to prepare for that transition is neglecting one of their most critical responsibilities.
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“True leadership comes from genuine concern for people, not just achieving milestones.”
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Q: What have been some impactful outcomes of Saide’s collaboration with Achieving the Dream?
A: Even in my short tenure, the value of the ATD partnership is clear.
At DREAM 2025, I was inspired by the vibrancy of the gathering and by Dr. Karen A. Stout’s leadership. ATD and Saide are in many ways twin organizations, both advancing equitable student success, making collaboration especially fruitful. We’ve drawn from DREAM in shaping our Siyaphumelela Conference and adapted ATD’s coaching model to our context. We now have seven coaches working with 20 institutions.
We were also inspired by ATD’s DREAM Scholars program, which led to Siyaphumelela Scholars. Our leading scholar even attended DREAM, engaging directly with peers across continents — a powerful exchange of ideas and experiences.
ATD has also challenged us to expand our definition of success beyond academics to intergenerational impact. When one student succeeds, their whole family and community benefit. This has sharpened our mission with new clarity.
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“ATD and Saide are in many ways twin organizations, both advancing equitable student success, making collaboration especially fruitful.”
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Q: How do you envision the Saide–ATD partnership evolving?
A: I see great potential to deepen collaboration. Many challenges students face in South Africa mirror those in the U.S., creating opportunities to co-design programs that advance global student success.
Together, we could extend Saide’s model to other parts of Africa, scaling impact across the continent. ATD could be instrumental in that journey. I am sad that Karen will be stepping down from her leadership of ATD soon. While we’ll miss Karen’s leadership, I’m confident her successor will share the same commitment to collaboration.
Q: What message would you share with current and future partners about your vision for Saide and Siyaphumelela?
A: Siyaphumelela began in 2014 with five universities. Today, 20 institutions are involved — a testament to both demand and impact.
But Siyaphumelela is no longer just a project; it has become a movement. Our focus is shifting from individual and institutional outcomes to systemic transformation of South Africa’s higher education system.
We face significant challenges, but we’ve built a strong foundation with steadfast support from partners like the Kresge Foundation. I remain deeply optimistic that Siyaphumelela will continue to transform students, institutions, and the education system as a whole.
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“Education is a right, not a privilege, and we will fight to protect it.”
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Q: Is there anything else you’d like to add?
A: We must celebrate the progress in expanding higher education over the past three decades — and safeguard it. Gains can easily be reversed.
Recently, a South African economist suggested public universities admit only the top 5–10% of graduates. That view is dangerous. Public universities have been vital in advancing equity, opportunity, and economic participation.
At Saide, we are committed to resisting any rollback of the significant access gains achieved over the past three decades. Our work is not just about education, but about social justice and human rights. Education is a right, not a privilege, and we will fight to protect it.
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