I find solace in ABCD ontology but I must appreciate the fact that its theoretical framework requires a broader socio-economic settings. I was impressed with an invite from one of ABCD members who had invited fellow colleagues to make contributions on building case studies. My current area of engagement is building local assets of rural communities. Within the South African context, the land issue had raised serious eyebrows. At the dawn of the new democratic dispensation significant land assets were allocated to Black African South Africans who were historically disenfranchised.Lack of evidence-based approach in teaching communities business models that manage land assets in sustainable manner perpetuated a culture of indolence, in that, although our people were bequeathed with massive lands-through the land reform programmes-limited skills were provided. However, the failure to implement successful business models cannot be reified or attributed to one variable. Certainly, a wide-range of training programmes were put in place by government yet this did not guarantee success without a market oriented approach.When I was introduced to the ABCD principles by my mentor, Ms Mfalatsane Motsuenyane, I realized that my recent initiative of building rural industrial hubs was underpinned by the ABCD principles. Our strategy hinged on integrating black African emerging farmers, the majority of whom are based in rural communities, into commercial agricultural value chains. This follows massive policy failure in buildings Industrial Development Zones (IDZs) in locations where rural communities boasting arable lands were not consulted to create to create off-take opportunities and guarantee long-term supply of agricultural produce. Similarly, high quality industrial standards set by the industry players perpetuated the status quo of social exclusion on the side of emerging farmers.Against this backdrop, our principal objective was to address market imperfection facing these communities of hundreds of thousands of farmers devoid of business intelligence. Through the development of Cluster Zones, we found effective ways to coalesce farmer cooperatives and assist them in mind-set change from a culture of waiting for help from the outside-government primarily-to developing internal capacity and self-reliance in innovating sustainable solutions. Our Business Incubator Programme is predicated on this model. It instill a culture of absorbing risks and responsibility on the side of rural communities. These experiences shall be explored further in academic journals and anthologies on ABCD theoretical outlook.