The once mighty Standard Group is crumbling under financial strain, leaving a trail of unpaid salaries, demoralized staff, and boardroom shake-ups. The firing of three directors has exposed deep cracks inside one of Kenya’s oldest media houses. While management paints the exits as part of a “strategic transformation,” the reality is much darker.
Staff have gone months without pay, seasoned professionals are walking away, and those demanding what they are owed are being sidelined. In their place, fresh faces with little newsroom experience are being elevated.
Fired Standard Group Directors Highlight Culture of Slay Queen Promotions
Standard Group PLC announced on September 8 that three directors had resigned from its board. The company quickly replaced them with two new members, including Laila Denise Cherobon, a young and polished strategist.
On paper, the company describes this transition as a push for “innovation and governance.” Behind closed doors, however, the crisis is clear. The company is cash-trapped and can no longer sustain its workforce.
Employees have gone months without pay. Many have left for rival media houses where they can at least earn a stable income. Those who remain are demanding higher salaries and payment of owed allowances. Instead of resolving the grievances, management has responded by pushing dissenters out and rewarding loyalty.
This purge has trickled upward into the boardroom. The resignation of Albert Siegi, Christine Muthui, and Chris Otundo reflects not only corporate maneuvering but also frustration with how far the institution has fallen.
Standard Group Struggles with Salaries and Mass Exodus
For years, Standard Group has been on a downward spiral. Its once-dominant newspapers have lost ground to digital competitors. Advertising revenue has shrunk, and its broadcast platforms are struggling to remain relevant.
With shrinking income, staff salaries became the first casualty. Reports indicate that some workers have not been paid for several months, with allowances and arrears piling up. Journalists who once carried the Standard brand with pride are now seeking greener pastures at rival outlets such as Nation Media Group and Royal Media Services.
Those who stayed, hoping for recovery, were punished for speaking out. Staff demanding their dues or pushing for salary reviews were shown the door. At the same time, new appointees—sometimes young and inexperienced—were given elevated positions.
Critics inside the newsroom refer to this growing clique as “slay queens,” highlighting a culture shift from merit-based promotions to loyalty-driven favoritism. This environment has killed morale and eroded professionalism, leaving the brand weaker than ever.
A Glamorous Appointment Masks a Broken Structure
The appointment of Laila Denise Cherobon to the board has raised eyebrows. A youthful, sophisticated executive, Cherobon represents the company’s attempt to project a modern and progressive image. She already serves as Chief Strategy Officer and is lauded for her international connections and strategic insight.
But her rise also highlights the paradox inside Standard Group. While senior, seasoned directors are being edged out, the company is banking on glamour and youthful image to revive its fortunes. Her profile—executive degrees, global recognition, and polished outlook—makes for good public relations. Yet it does not solve the deeper rot of unpaid wages, collapsing revenues, and demoralized staff.
For many observers, the shuffle feels more like window dressing than true reform. The company’s core problems remain unaddressed. Staff morale is at rock bottom, its revenue streams are drying up, and its credibility as a watchdog of democracy is fading.
The Future of Standard Group Hangs in the Balance
The exit of directors, the sidelining of experienced staff, and the rise of loyalty-driven promotions all point to one thing: survival mode.
Standard Group is not restructuring for growth. It is cutting, sacrificing, and substituting in an attempt to stay afloat. The loss of its CEO earlier this year, followed by boardroom resignations, shows instability at the top. Meanwhile, its workers continue to bear the brunt of a collapsing financial model.
The crisis at Standard Group is more than just a corporate issue. It is a national concern. A weakened press means fewer checks on power, fewer voices for citizens, and less protection for democracy.
The firing of Standard Group directors may look like a leadership shuffle, but in reality, it is a symptom of a much bigger collapse—one that threatens to bury one of Kenya’s oldest media giants.
