How to Lead Through Change: Insights from Naval Modernisation in Ghana (2021 – 2025)

Change in any organisation is challenging, particularly within a navy where traditions are profoundly cherished. It is more so when resources are limited and security threats are evolving. In all humility, I am convinced that the Ghana Navy’s experience from 2021 to 2025 under my leadership offers a compelling case study in transformational leadership during times of change. I served as Ghana’s Chief of Naval Staff from February 2021 until March 2025, leveraging the progress made by my predecessors to spearhead a series of modernisation initiatives that strengthened the Navy’s capabilities despite dwindling resources. This period saw the Navy upgrade its fleet, embrace new technologies, increase its infrastructure, and foster partnerships – all the while inspiring personnel to adapt and excel. These efforts not only enhanced Ghana’s maritime security but also left enduring lessons for future leaders on navigating change with vision and innovation.

A Vision for Transformation: “Agenda 2024”

From the outset, together with my team, we charted a clear vision to transform the Ghana Navy. In April 2021, we unveiled a revised strategic plan dubbed “Agenda 2024”, aimed at building a modern, robust naval force capable of defending Ghana’s waters and safeguarding the country’s interests at sea. This plan outlined ambitious goals: achieving total maritime surveillance coverage, leveraging technology in naval operations, improving sailors’ welfare, and strengthening collaborations with stakeholders and international partners. The guiding theme of the Chief of Naval Staff’s Annual Conference 2021 – “Adopting Resourceful and Innovative Measures to Transform the Ghana Navy into a Modern and Robust Naval Force” encapsulated our transformational ethos. In other words, the Navy would have to do more with less, finding creative ways to modernise despite budget constraints.

Our vision set the tone for change, emphasising that resourcefulness and innovation would be key to achieving the Navy’s strategic objectives.

Under Agenda 2024, the Navy took stock of its situation and mapped a way forward. I advocated a clear-eyed assessment of Ghana’s strengths, weaknesses, opportunities, and threats – from geography to political stability – to guide fleet modernisation. This strategic approach is a hallmark of transformational leadership: setting a compelling mission and encouraging the organisation to rethink old ways. By articulating a bold plan, we inspired a sense of purpose across the service. Officers and sailors understood the destination (“a modern, robust force by 2024”) and were motivated to overcome hurdles along the journey. The stage was set for modernisation, even if it meant finding new solutions with limited resources.

Modernising the Fleet and Facilities Amid Resource Constraints

One of the most visible aspects of our legacy is the renewal of the Ghana Navy’s fleet. Under the leadership of my predecessors, the Navy saw significant improvements in infrastructure, including the construction of a new ultra-modern headquarters, the establishment of the Naval Training Command (NAVTRAC), and the progressive development of its facilities into a first-class training facility. However, no major ships had been acquired or commissioned since 2016, and all Navy vessels were in varying degrees of disrepair, with none fully operational. The Navy’s operational readiness was in jeopardy. Efforts by the Government to retool the Navy were met with a myriad of challenges, including funding challenges from the national budget. Fleet renewal, therefore, became our top priority, and we were determined to achieve it with or without government funding.

By the end of my tenure, seven new vessels had been commissioned into our fleet, and several other smaller boats had also been added for inshore and inland water patrols and special boat operations. The first was in January 2022, when we acquired four new Offshore Patrol Vessels (Flex Fighters) on a lease basis without direct government funding. Built in Singapore by Penguin Shipyard, these 40-meter vessels – GNS Volta, Densu, Pra, and Ankobra – were acquired to enhance offshore security and protect oil and gas installations. President Nana Akufo-Addo formally commissioned these four patrol ships in February 2022, highlighting the government’s commitment to retooling the Navy. The addition of these modern craft marked a significant step toward our Agenda 2024 goal of a more capable fleet. It enlarged the Navy’s operational reach and replaced ageing assets with faster, better-equipped patrol vessels. By 2023, these vessels had enabled the navy to increase its presence at sea from an average of 1,000 hours annually to 20,000 hours. This marked a significant transformation in operational readiness and sea control of our maritime domain.

Modernisation continued in 2023 –2024 with a focus on cost-effective acquisitions. In mid-2023, through strong international partnerships, we secured two former U.S. Coast Guard Marine Protector-class patrol ships to bolster the fleet. They were commissioned as GNS Aflao and GNS Half Assini. These 27-meter vessels came via the U.S. Excess Defence Articles program, effectively strengthening Ghana’s patrol capabilities at minimal cost. Alongside them, the United States provided two new 12-meter Defender-class fast patrol boats (38-foot Safe Boats) with trailers and spare parts to equip the Navy’s Special Boat Squadron. These additions to the fleet significantly enhanced the Navy’s ability to combat piracy, illegal fishing, and other maritime threats in the Gulf of Guinea.

The last acquisition of a ship under my leadership was done through unorthodox means in naval acquisitions. The government had approved the acquisition of two modern offshore patrol vessels with helicopter landing decks more than a decade prior. The tendering and contract award process had taken several years and was almost complete by 2023, with the contract awarded to a French company. However, government-mandated procurement processes, including parliamentary approval, had not been completed by the end of 2024. I directed my staff to look for a similar vessel that was affordable and could be acquired immediately as a temporary stopgap while the OPV acquisition process was ongoing. My Naval Assistant went searching and found a 65-metre ex-Japanese fishery patrol vessel from a brokerage firm in Japan. Our investigations revealed that the ship was in top operational state and was very affordable. However, there were hurdles to be surmounted to acquire the vessel. Although the ship had been decommissioned by the Japanese Government and handed over to a brokerage firm for disposal, it was unlikely the Government would approve its sale to a foreign military, such as the Ghana Navy. We had to deploy significant diplomatic lobbying through many channels to secure approval of the sale.

The vessel was commissioned in December 2024 as Ghana Navy Ship ACHIMOTA to replace the Navy's flagship, which had been decommissioned a few years earlier. The acquisition process was completed in the last quarter of 2024. I had promised the Government that the Navy could get the vessel home in time for the President to commission it before he left office in January 2025. This was one of my usual strategic communications to get funds released outside the budget for projects. I had come to understand that to get a politician to commit to something that unusual, you had to give something back. Of course, the state and cost of the ship also motivated the expeditious release of funds for the acquisition. My promised timeline to bring the ship home was a tough call, but I was determined to meet my side of the bargain. We needed at least 2 months for the vessel to sail from Japan to Ghana after getting the crew to Yawatahama, where the ship was located. I must say that my ability to make such promises was based on the fantastic team I had, whose motivation and commitment were tremendous. They always worked synergistically to achieve impossible results, and I am forever grateful for their sacrifices.

The crew arrived in Japan in November… The crew arrived in Japan on 15 October and needed at least 2 months to sail to Ghana, excluding essential technical stops, on the 10,000-nautical-mile journey. The unique thing about this operation was that it was the first time the Ghana Navy acquired a second-hand vessel that did not require any maintenance before its passage to Ghana. In our hurry to beat the time, we did not even allow for regular engine servicing, and this nearly cost us the whole ship. The crew set sail on 18 October 2024, with an arrival in Japan three days later. The boat had very high endurance, and only two stops were planned. This was unprecedented, given the length of the passage. None of the stops allowed the crew any rest. In Singapore, they could not enter the harbour due to long waiting times, so they stayed at anchor to receive their supplies and set sail after 2 days.

The mission nearly failed when they experienced a technical hitch and had to stop at an anchorage in Malaysia for several days. The problem was traced to the failure to perform routine oil changes before sailing from Japan. The problem was eventually solved, and they had to abandon a planned operational call in Cape Town, South Africa. They only stopped briefly for a few hours to replenish supplies and set sail on their final leg to Sekondi, Ghana. They eventually arrived on 21 December. The President's commissioning of the ship had been planned for 23 December, so they arrived just in time to prepare for the grand commissioning of the largest ship in the Ghana Navy fleet. I doff my hat for the captain (Commander Joshua Nukunu McSimpinney), his gallant crew and all staff officers who worked relentlessly to achieve this near-impossible task.

Infrastructural Developments

In tandem with fleet expansion, my tenure saw further investments in infrastructure, building on the remarkable achievements of my predecessors. Signature projects included further developments at NAVTRAC, following the massive work carried out by my immediate predecessor, Vice Admiral Seth Amoama. During my tenure, NAVTRAC (located at Nutekpor, near Sogakope in the Volta Region) evolved into a hub of naval training excellence, equipped with state-of-the-art facilities. Through a trilateral cooperation with Denmark and the United States, the Navy built a dedicated Special Boat Squadron Training School at NAVTRAC, allowing Ghana’s special forces sailors to train domestically to international standards.

The Danish government, for example, funded a full-mission bridge simulator, a sophisticated virtual reality system for navigational training, commissioned in January 2025. This simulator, one of the first of its kind in West Africa, enables realistic ship-handling and disaster-response exercises without leaving port. Likewise, a “Ship-in-a-Box” facility was constructed to practice Vessel Board, Search and Seizure (VBSS) operations, alongside a new rappelling tower for boarding drills.  Meanwhile, U.S. Navy Seabees built a modern boat maintenance shed for the Training Command, addressing long-standing logistical needs. The Chinese Government also contributed, financing the construction of a Seamanship Training School and an accommodation block for trainees at NAVTRAC.

The Navy, through its Internally Generated Funds (IGF), also funded the construction of a 300-metre shooting range, enhancing training at the Command. Hitherto, the nearest military shooting range where trainees were taken to practice shooting was at Bundase Training Camp, a journey of about two hours. The Navy, with the assistance of the Ministry of Defence, also acquired an additional 360-acre land adjacent to NAVTRAC for the construction of a barrack accommodation for the staff of the Command. All these projects greatly enhanced the Navy’s training capacity, ensuring sailors could sharpen their skills on home soil with modern equipment. These improved training facilities were among the proud achievements of my tenure.

Beyond training infrastructure, we also achieved significant progress in accommodation across all Naval commands. The signature ones include a new Mess and 60-unit accommodation for senior ratings in Accra; the acquisition of the Navy Lodge in Takoradi to ease accommodation challenges for staff who travel to Sekondi-Takoradi for temporary duties; and 20 units of 3-bedroom accommodation at Apollonia in Takoradi (Yakubu Villas), which the Navy graciously named after me. The Ghana Gas Company Limited partly funded it as part of its corporate social responsibility.

Crucially, these upgrades were achieved by thinking outside the box and leveraging partnerships rather than relying solely on heavy domestic spending. We actively cultivated relationships to support Ghana’s naval modernisation. Locally, the Navy worked with other Ghanaian agencies to share resources: for instance, the Ghana Boundary Commission provided unmanned aerial drones to aid naval maritime patrols. These drones now augment the Navy’s surveillance, extending its “eyes” at sea in a cost-effective way. The National Signals Bureau donated advanced communication equipment to improve naval communications. We also fostered unity among maritime stakeholders, leading to Ghana’s first National Integrated Maritime Strategy (NIMS). This blueprint coordinates the efforts of the National Security, Navy, Maritime Authority, Ports, and other bodies to secure the seas.

Internationally, the Navy’s trilateral agreement with the United States of America and the Danish navies (including the elite Danish Frogman Corps) brought not only material aid but also valuable training exchanges. Through this collaboration, Ghana’s Special Boat Squadron personnel now receive “world-class” training courses at home, with higher standards than prior programs abroad. This model of shared training and secondments (e.g., Ghanaian naval officers embedded at the Ports Authority and other agencies) exemplified our innovative approach to capacity-building under budget constraints. In short, modernisation under my command was powered by intelligent networking and creative partnerships as much as by new equipment purchases.

Embracing Technology and Innovation

Agenda 2024, under my leadership, was also marked by a drive to infuse technology and innovation into naval operations. Recognising that modern threats require modern responses, we championed a range of tech-driven initiatives to boost efficiency. One significant step was the launch of the Ghana Navy’s Integrated Management System (GNIMS) – essentially moving the Navy toward digital, paperless administration for better decision-making and resource management. In July 2022, the Navy rolled out this cutting-edge GNIMS to streamline processes and “leverage technology for enhanced operational efficiency and strategic growth”. By digitising administrative and logistics functions, the Ghana Navy aimed to conserve resources and make faster, data-informed decisions, reflecting our commitment to innovation even in back-office functions.

On the operational front, the adoption of unmanned systems under my tenure stands out. The Navy began deploying drones for maritime patrols to complement its ships. These drones – acquired through inter-agency support – provide aerial surveillance over Ghana’s vast maritime domain at a fraction of the cost of crewed aircraft or continuous ship patrols. During the Chief of Staff’s Conference in 2022, I emphasised our strategy to enhance maritime air patrols through collaboration with the Air Force and to increase the presence at sea with new ships equipped with state-of-the-art surveillance systems. This strategy combined airborne sensors and modern onboard tech to cover more area effectively. Indeed, the new patrol vessels introduced under my watch came fitted with advanced radars and surveillance gear, multiplying the Navy’s ability to detect threats. From coastal monitoring systems to improved night-vision and communications, the Navy under my watch was open to new solutions that could amplify its effectiveness amid resource constraints.

This focus on tech yielded practical results. Throughout my tenure as Chief of the Naval Staff from February 2021 to March 2025, Ghana had not recorded a single successful pirate attack on ships or kidnapping of crew in its territorial waters. Before I assumed office, the Gulf of Guinea had become the “piracy hotspot” of the world, accounting for 95 per cent of all kidnappings onboard ships in 2020, including several kidnappings onboard Ghanaian Tuna vessels in our territorial waters. The success achieved in 2021 was partly due to the deployment of new maritime defence strategies and technologies. Piracy and hijackings, which had plagued the Gulf of Guinea, notably declined in Ghana’s waters as the Navy’s surveillance coverage and response capability improved. Better intelligence sharing (through systems integrated with partners) and faster interdiction craft enabled Ghana’s maritime domain to become a harder target for criminals. Although regional challenges remained, Ghana’s waters were safer, validating our tech-driven, collaborative approach. Transformation through innovation wasn’t just a slogan – it tangibly boosted security outcomes.

Transformational Leadership in Action

A highly transformational leadership style underpinned our modernisation drive. Transformational leaders inspire and motivate their people to achieve extraordinary outcomes, and we demonstrated this by focusing not only on hardware and protocols, but also on culture and values within the Navy. We consistently reminded personnel that the human element is the Navy’s greatest strength. “Remember that the strength of our Navy lies not only in our ships or weapons but in the discipline, unity and loyalty of each one of you,” I affirmed in my farewell address. Such messages reinforced a culture of teamwork and dedication, encouraging sailors to take ownership of the Navy’s mission of safeguarding the nation. By boosting morale and cohesion, we ensured that the changes we led were embraced by the rank-and-file – an essential factor in any successful transformation.

Another facet of my leadership was empowering others and building consensus. I engaged broadly with stakeholders, breaking down traditional silos. Internally, we convened annual Chief of the Naval Staff conferences where commanders, staff officers, and some senior non-commissioned officers brainstormed solutions to challenges. This inclusive approach gave personnel at all levels a voice in the Navy’s future, generating buy-in for new initiatives. Externally, our push for the National Integrated Maritime Strategy brought together agencies and ministries to align objectives. We also nurtured relationships with foreign partners, effectively articulating the Navy’s needs to secure support. Diplomatically, we positioned Ghana as a willing and reliable partner in Gulf of Guinea security efforts, encouraging countries such as the U.S., Denmark, and China to contribute resources. By touting the mutual benefits of collaboration, we attracted investments that might not have been possible otherwise. For example, we highlighted how joint training and U.S./Danish assistance were improving the Navy’s ability to tackle maritime threats – a win-win that justified continued partnership. This ability to rally both our institution and external allies towards a shared vision is the essence of leading through change.

We also demonstrated the importance of adaptability and forward-thinking, key traits for transformational leaders in times of austerity. Rather than lamenting budget cuts or a lack of significant new acquisitions, we redirected focus to maximising what was available. The Navy’s adoption of a “paperless” digital workflow in 2022, for instance, cost relatively little but significantly improved efficiency. By emphasising training personnel on new systems, we turned our officers and sailors into force multipliers. By investing in local training infrastructure (NAVTRAC) and bringing courses in-country, we saved costs on overseas training and trained more people to a higher standard. This not only built capacity but also instilled pride and self-reliance in the force. In essence, our leadership was about innovation, empowerment, and vision. We led by example – staying focused on solutions rather than constraints – which inspired subordinates to adopt a similar can-do attitude. The legacy is a Navy that was not only better equipped by 2025 but also more confident, versatile, and unified in purpose.

It is telling that, upon handing over command in March 2025, we could point to a Navy that was “modernised, enlarged, and on even keel,” on track to meet its Agenda 2024 goals. We credited the teamwork of our officers and sailors for these achievements and urged them to remain steadfast under the new leadership.

Lessons for Future Leaders

My experience leading the Ghana Navy through change offers rich insights for leaders in any sector facing turbulent times. Key lessons from my transformational leadership include:

1. Set a Clear Vision and Strategy: Define a compelling roadmap for change to guide your team. Our “Agenda 2024” gave the Navy a concrete target – becoming a modern, robust force – and a strategy to get there. A clear vision rallies people and resources toward a common goal.

   
   

2. Be Resourceful and Innovative: When resources are limited, creativity is essential. We adopted resourceful measures – from leveraging drones for maritime patrols to digitising workflows – to achieve our goals cost-effectively. Embrace new technologies and unconventional ideas that can amplify your capabilities without incurring significant costs.

   
   

3. Leverage Partnerships and Collaborations: Don’t go it alone. We forged partnerships, both locally and internationally, to support his mission. Future leaders should actively seek alliances – whether with other organisations, industries, or countries – to share expertise, training, and resources. Collaboration can compensate for budget shortfalls and create synergistic outcomes.

   
   

4. Invest in People and Training: Modern equipment alone isn’t enough; invest in developing your team. We prioritised new training facilities and programmes for our personnel, knowing that well-trained, motivated people magnify the impact of any tool. Building capacity from within ensures long-term, sustainable progress.

   
   

5. Lead with Values and Inspire Trust: Transformational leadership requires building trust and a positive culture. We emphasised discipline, unity, and loyalty, reminding our sailors that people are the true strength of the organisation. Future leaders should communicate openly, recognise contributions, and uphold core values – this inspires teams to go above and beyond during change initiatives willingly.

   
   

6. Stay Mission-Focused and Adapt: Keep your eyes on the mission outcomes and be ready to adapt strategies as needed. Our end goal was improved maritime security, and we continually adjusted plans to achieve it – whether by deploying new patrol vessels or refuting inaccurate piracy reports with facts. For any leader, being outcome-driven while remaining flexible ensures that changes actually deliver the intended results.

   
   

By internalising these lessons, future leaders can more effectively guide their organisations through periods of uncertainty and transformation. My story is a testament to the fact that even in an era of constrained budgets and emerging threats, visionary and innovative leadership can produce remarkable progress.

Conclusion

Leading through change is never easy, but the Ghana Navy’s modernisation journey under my leadership illustrates how it can be done with foresight, collaboration, and grit. In four years, we left a legacy of a more capable Navy – one that is better equipped, better trained, and more resilient in the face of threats. Perhaps most importantly, we nurtured a culture of innovation and unity that will carry forward. The transformational changes we implemented did not happen overnight; they were the result of strategic planning, hard decisions, and empowering others to contribute their best.

Future leaders, whether in military or civilian roles, can draw inspiration from this example. By setting a clear vision, embracing innovation, engaging partners, and investing in people, leaders can turn even austere circumstances into opportunities for growth. We demonstrated that transformational leadership in times of change is not about what you lack – it’s about how creatively and courageously you use what you have to achieve a better future. The Ghana Navy’s steady course toward its “Agenda 2024” destination stands as a beacon of what strong leadership and strategic modernisation can accomplish. In the ever-changing seas of organisational challenges, the principles exhibited in Ghana’s naval transformation are lessons worth charting.