Why David Asante’s Contributions at GPCL Should Be Recognized – Vicky Bright

Introduction

In the landscape of Ghanaian corporate governance and national development, the debate over credit attribution and leadership visibility remains a critical topic. On January 17, 2026, prominent international legal professional and business leader Victoria Bright (Vicky Bright) brought this issue to the forefront during an interview on JoyNews’ Newsfile. Her central thesis was a compelling call to action: the contributions of David Asante at the Ghana Publishing Company Limited (GPCL) must not be undervalued or discounted.

Bright’s commentary transcends a mere defense of an individual; it serves as a pedagogical lesson on the nature of effective entrepreneurship, the dangers of political revisionism in business, and the necessity of recognizing “behind-the-scenes” leadership. This article explores the depth of her argument, analyzing the implications for national discourse, the mechanics of organizational reform, and the broader context of public enterprise management in Ghana.

Key Points

To understand the gravity of Vicky Bright’s statement, it is essential to distill the core arguments presented during her interview. These points form the basis of her advocacy for recognizing David Asante’s role at the Ghana Publishing Company Limited.

The Danger of Discounting Contributions

Bright explicitly warned against the tendency to rewrite history or minimize the impact of key figures. She stated, “This whole thing about people wanting to take credit is sometimes to the detriment of the national discourse or development, and it is a serious problem that we have in this country.” This highlights a systemic issue where credit is often redistributed based on current political or corporate climates rather than historical fact.

Entrepreneurship Behind the Scenes

A recurring theme in Bright’s discourse is the distinction between visibility and efficacy. She noted that impactful entrepreneurship often occurs away from the public eye. By referencing her own reluctance to physically visit the Assembly Press (a key unit of GPCL) and her preference for delegating routine visits to staff, she illustrated that operational success is not always synonymous with public ceremony. David Asante’s work, she argues, falls into this category of substantive, operational leadership.

Supporting National Strategy

Bright emphasized that Asante’s dedication was not merely corporate but national in scope. His contributions were framed as integral to the “national method”—a reference to broader economic and strategic goals that state-owned enterprises like GPCL are tasked with fulfilling.

Background

To fully appreciate the context of these remarks, one must understand the entities and individuals involved.

The Ghana Publishing Company Limited (GPCL)

The Ghana Publishing Company Limited, historically known as the Assembly Press, is a state-owned enterprise responsible for government printing and publishing services. It plays a pivotal role in the dissemination of official government information, legislation, and statutory publications. Over the years, GPCL has undergone various phases of modernization and reform to enhance its operational efficiency and commercial viability. Recognizing leadership within such an institution is crucial because its performance directly impacts government transparency and administrative efficiency.

David Asante (David Asante Boateng)

David Asante, often referred to in the context of corporate leadership, has been associated with driving entrepreneurial initiatives within Ghanaian state enterprises. His profile aligns with the modern archetype of the “intrapreneur”—a leader who operates within a large organization to drive innovation and reform. The specific nature of his contributions at GPCL involves navigating the complex intersection of public service mandates and commercial business strategies.

Victoria Bright (Vicky Bright)

Victoria Bright is an international legal professional and entrepreneur with a reputation for astute business acumen. Her perspective carries weight because of her extensive experience in cross-border transactions and corporate law. By speaking out on domestic Ghanaian issues, she brings an external, objective validation to internal corporate achievements, bridging the gap between local operations and international standards of recognition.

Analysis

Vicky Bright’s interview on JoyNews’ Newsfile offers a rich field for analysis regarding leadership, credit attribution, and the sociology of corporate Ghana.

The Psychology of Credit and National Development

Bright identifies a “serious problem” in the national discourse: the politicization or personalization of credit. In many developing economies, the transition of power—both political and corporate—often leads to a “scorched earth” approach to the legacy of predecessors. This analysis suggests that when contributions are discounted, it creates a disincentive for long-term strategic planning. If leaders fear their work will be erased from the record, they may prioritize short-term visibility over sustainable growth. Bright’s defense of Asante is a defense of institutional memory.

Operational vs. Ceremonial Leadership

Bright’s anecdote about avoiding the Assembly Press is a profound metaphor for operational leadership. She admitted, “I didn’t like going to the Assembly Press because I almost never liked going there, and I would send the Clark to go.” This is not an admission of neglect, but rather a prioritization of high-level strategy over ceremonial presence. It suggests that true entrepreneurship is often invisible—it is the sum of decisions, strategies, and reforms that happen in boardrooms and offices, not at ribbon-cutting ceremonies. David Asante’s work represents this invisible architecture of success.

The Role of Public Enterprise in National Strategy

State-owned enterprises (SOEs) like GPCL are often criticized for inefficiency. However, when leaders like Asante drive reform, they contribute to the “national method.” This term implies a cohesive economic strategy where SOEs act as engines of development rather than liabilities. Recognizing such contributions validates the model of professional management within the public sector, encouraging a meritocratic approach to leadership appointments.

Practical Advice

Based on Vicky Bright’s insights and the context of corporate recognition, the following practical advice is relevant for business leaders, policymakers, and human resource professionals in Ghana and beyond.

For Organizations and Boards

1. Implement Formal Recognition Mechanisms: Organizations should move beyond ad-hoc praise. Establishing annual awards, documented case studies, and performance reviews that specifically highlight “behind-the-scenes” contributions ensures that operational leaders are recognized.

2. Document Institutional History: To prevent the “discounting” of contributions, boards must maintain rigorous records of strategic decisions and the leaders behind them. This protects the organization’s legacy against future revisionism.

For Leaders and Entrepreneurs

1. Build a Portfolio of Impact: While Bright argues for the value of quiet work, leaders must still document their achievements. Creating a “leadership portfolio” that details specific reforms, cost savings, or efficiency gains provides a verifiable record of contribution.

2. Focus on National Value: Align personal or corporate goals with national strategies. As Bright noted, Asante’s work supported the “national method.” Leaders who frame their success in terms of national benefit garner more lasting recognition.

For Policymakers

1. Depoliticize State Enterprises: To foster an environment where contributions like Asante’s are standard rather than exceptional, policies must insulate state enterprises from political interference. Merit-based appointments and tenures protect the continuity of reform.

2. Promote Corporate Transparency: Encourage SOEs to publish annual impact reports that credit specific leadership initiatives. Transparency acts as a shield against the erasure of contributions.

FAQ

Conclusion

Vicky Bright’s defense of David Asante’s contributions to the Ghana Publishing Company Limited serves as a vital case study in leadership ethics and corporate governance. Her argument transcends a simple defense of one individual; it is a critique of a culture that often prioritizes visibility over substance and political expediency over historical accuracy.

The “national method” she refers to requires the steady, often invisible, hand of entrepreneurial leaders who are willing to reform from within. By recognizing figures like David Asante, Ghana does not merely hand out accolades; it reinforces a framework that values operational excellence and long-term strategic thinking. As the country continues to navigate the complexities of economic development, the lesson from this interview is clear: true progress is built by those who work behind the scenes, and their legacy must be protected from the amnesia of shifting tides.