The once dominant Standard Group is now showing every sign of a company on its knees. What was once seen as a pillar of Kenya’s media industry is now being torn apart by financial challenges, unpaid salaries, and low morale among staff.
The firing of three directors has exposed how deep the cracks run inside the institution, even though management insists the changes are part of what it calls “strategic transformation.” For those who work there and those who follow the industry closely, the story is not about growth or renewal but about a steady collapse. Workers have been going for months without their salaries.
Many have already left for rival media houses that can at least guarantee them a paycheck at the end of the month. Others who remain are growing restless and demanding their dues.
Instead of addressing these concerns, the company has been sidelining those who speak up and rewarding loyalty over competence. This culture has created an environment where frustration thrives, and professionalism continues to die.
The resignation of directors Albert Siegi, Christine Muthui, and Chris Otundo tells a story of deep frustration at the top. Their exits were quickly followed by new appointments, including Laila Denise Cherobon, who has been presented as a fresh strategist to bring energy and innovation to the board.
On paper, her rise paints a picture of progress, but behind the curtain, it does little to mask the financial turmoil crippling the company.
Standard Group is cash-strapped and unable to sustain its workforce, a reality that is evident in the constant exodus of experienced journalists.
The problems facing Standard Group have been building for years. With the rise of digital platforms, its newspapers have lost dominance, while advertising revenue has fallen sharply. Its broadcast channels are also struggling to keep up in a competitive market.
With dwindling income, salaries were the first target for cuts, and today, reports of several months of unpaid wages are common. Journalists who once proudly carried the Standard brand now see no future there and are instead joining Nation Media Group, Royal Media Services, and other outlets that still offer stability.
Inside the company, there is growing discontent over what critics call a culture of “slay queen promotions.” This refers to the elevation of young, inexperienced staff to key positions, not on the basis of merit but on loyalty to those in power. While management may view this as bringing in fresh ideas, the reality is that it has killed morale and eroded professionalism in the newsroom.
For many, it symbolizes how far the institution has fallen.
The glamorous appointment of Laila Denise Cherobon to the board reflects this paradox. She is polished, youthful, and well-connected, but her presence cannot solve the deeper problems of unpaid salaries, poor revenue, and lack of trust among employees. Her role may boost the company’s public image for now, but it does not address the underlying collapse of a once respected media giant.
The ongoing purge of seasoned professionals, the resignations at the board level, and the culture of rewarding loyalty over skill all point to a company in survival mode.
Standard Group is not restructuring for growth but scrambling to remain alive. Its credibility as a watchdog of democracy is at risk, and its collapse is not just a corporate failure but a threat to press freedom in the country. The firing of directors is therefore not a sign of new beginnings but a reminder that the future of Standard Group hangs in the balance, with little to suggest that the company has a clear path out of its troubles.
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