Opinion

Jakande: Farewell to the Architect of Modern Lagos

Published

5 years ago

February 15, 2021

Eric

By Wale Adebanwi

Alhaji Lateef Kayode Jakande, the first executive Governor of Lagos State (1979-1983) who died on Thursday, 11 February 2021 at 91, was a rare combination of administrative genius in public governance and humility, even self-effacement, in personal life. He was a remarkable giant in public life who never made anyone feel small in his presence. Without doubt, Jakande was one of the ablest public administrators that the country has ever produced.

An encounter with the man popularly called LKJ by one of the top aides of Asiwaju Bola Tinubu illustrates the profound modesty of the spartan politician. Jakande, as the aide told me a few years ago, was in the governors office to see Tinubu. He had obviously announced his presence to one of the assistants in the governors outer office. Incidentally, he conceived and started the construction of that building. But he never occupied the office before the military seized power in December 1983. Perhaps the governors assistants were either too ignorant about who Jakande was or, because of his humble mien, they didnt think he was important or relevant enough for his presence to be immediately brought to the attention of Tinubu. He was made to wait. The top aide to Tinubu came into the outer office and found Jakande waiting among many others. He was embarrassed. It was apparent to him that the former governor had been waiting for a while. Fortunately, Jakande didnt notice the top aide, who he knew well. The latter quickly dashed in to ask Tinubu if he knew his predecessor was in the waiting room. Tinubu expressed surprise. No one had informed him that Jakande was there. He asked the top aide to usher the former governor in immediately. What other Nigerian politician of Jakandes stature and special connection to that office and the building would suffer such blatant disregard with comparable equanimity?

LKJ whose other popular appellation was Baba Kekere, a salute to his rank within the Chief Obafemi Awolowo political family, was such a man: an accomplished and conscientious administrator and manager of (wo)men and resources whose deep inner peace and ascetic simplicity were never disturbed by either the exuberance of office and public ranking or the difficulties and scorns that the vagaries of public life attracted. He was an incorruptible man who was never incorrigible. For several decades in and out of corporate and public offices, he lived in his Bishop Street, Ilupeju private residence in Lagos. In this, he had learned a crucial lesson from his leader, Awolowo, who resisted the temptations that the transition from home to official residence and vice versa constituted among many other challenges of the passage of power in Africa.

As Governor Tinubu said in his tribute, Whatever we have been able to accomplish in Lagos State is because of the groundwork Jakande set out before us. In so many ways, he is the inspirational father of modern Lagos State. In housing, education, health care, and road construction, he left an indelible imprint. Tinubu should know. He inherited this tradition of efficient and effective governance championed by the likes of Jakande which was based on a progressive ideology that was identified with the Western Region of Nigeria and its succeeding states. However, this is threatening to become the exclusive heritage of Lagos State.

Three of the most notable manifestations of LKJs administrative genius are worth remembering, especially for the younger generation of Nigerians who are unfamiliar with what constitutes a proper political party and what it means to methodically and consistently execute the programmes and policies upon which a political party canvassed for votes. First was in the area of education. The Jakande administration was quick in executing the free primary and secondary education programme of the Unity Party of Nigeria (UPN). Putting all the children of schoo; age in Lagos into school while ending fee-based schooling in all schools within a short period was a massive endeavour. It involved the government take-over of all existing schools, including mission schools, and also the establishment of many more schools to accommodate the explosion in school enrolment. The urgent and massive need for the construction of new classrooms forced Jakande to take a pragmatic approach. His administration built a particular kind of new schools or added new classrooms to existing ones. Critics, particularly opposition elements and members of the upper middle class in Lagos, derided the Jakande schools as some glorified concrete chicken pens or coops because they were built to lintel level with added metal poles that held the roof in place. But, as these classrooms sprang up all over Lagos, those who recognised the transformation that was afoot acknowledged the egalitarian pragmatism that necessitated the choice that was made by the government. Jakande was more concerned with the effectiveness of the free education policy than the aesthetic value of the buildings. He recognised that, in the first iteration of the policy by the predecessor political party in the 1950s, the Action Group (AG), some beneficiaries were even happy to gather under trees before buildings were ready to accommodate the explosion in enrolment for primary education.

As every child in Lagos headed for school with no concern about the cost to their parents and with even school uniforms supplied free along with free meals, it became apparent that the old ethos of leapfrogging the Lugardian contraption to modernity, which was started in 1955 in the Western Region and aborted by military intervention in 1966, had returned with a new vigour. While many spoke to national unity and pretended that they cared more about this, Jakande operationalised it. No other state in Nigeria had a greater representation of the multiple ethnic and religious identities in Nigeria than Lagos. Jakande cared for every child of school age no matter where they came from.

Undoubtedly, there were several problems with the implementation of this policy. Yet, these were understandable challenges of massive social transformation. Though the process of our instruction was affected in part by the some of these challenges, those of us described then as omo Jakande (Jakandes children) later appreciated the massive transformation in the lives of several thousands of kids and their families wrought by the policies and actions of this most able of public administrators.

The second was in the area of housing. Low-cost housing was one of the central programmes of Jakandes administration. Affordable housing was and remains a major challenge in Lagos. In response to this, LKJ started massive low-cost housing projects all over the state. In this too, there were many administrative impediments to the successful implementation of a laudable project. Yet, his administration completed many housing projects from Oke-Afa and Amuwo-Odofin to Surulere and Ikorodu. Again, what this scheme reflected was Jakandes recognition of the critical role of the state in intervening in the social process which, at this moment in Nigerias evolution, constituted an important reflection of the kind of social democracy that he and his political party espoused.

The third was the metroline project. Apart from the free education programme, this potential high-impact project was one of the greatest demonstrations of the modernist and transformative agenda of the Jakande administration. It was designed not only to address the perennial problem of traffic congestion in Lagos, but also as part of the instruments for economic renaissance in the city-state. It was therefore the most critical, most imaginative response to the problem of urban transportation. It was designed to ensure that Lagos joined other global cities in providing true mass transit. If it had been implemented, the metroline would have transformed Lagos forever. Thus, we cannot overemphasise the importance of this project.

Though it was not implemented, the project revealed three things about Jakande and the political camp that produced him. One, it revealed the massive transformative vision, principles, policies that were the signal assets of the Unity Party of Nigeria which made the party, among all others in the Second Republic, a superior instrument for gaining and deploying state power in the service of the common good. While some parties on the right such as the National Party of Nigeria (NPN) were only invested in power and domination and others on the left cared more about ideological purity and discourses than the challenging and messy work of genuine social transformation, the UPN under Awolowos leadership was an ideologically pragmatic instrument of rule that had an unparalleled clarity as to the means, modes and capacities for social transformation in the Nigeria of that age as reflected in its Four Cardinal Programmes. Two, it showed that Jakande, perhaps more than any of his contemporaries, not only understood how the social transformation so conceived was to be achieved in a conurbation such as Lagos, but that he also had the vision to organise the most effective and efficient ways to accomplish the set goals in the context of the specific realities of that era. Three, starting the project confirmed Jakandes place as, administratively speaking, one of the most remarkable strategic thinkers that Nigeria has ever produced. However, the abortion of this project (which eventually cost the state and the country as much money in arbitration as would perhaps have been needed to finish the project) was not only a sign of the myopia and heedlessness of the Major General Mohammadu Buhari regime, it was also a stark reflection of the nature of Nigerias federalism and military rule. That a class of retrograde soldiers who had neither a rudimentary understanding of the progressive principles nor of the developmental values behind this vision could hijack the instruments of federal power and, with fiat, terminate one of the most important means of urban transformation again reminds of the problems of the Nigerian state and Nigerian federalism. We are still living with the consequences of this terrible decision. Almost four decades after the Buhari regime aborted this project, Lagos is still trying to build a similar project – with incalculably higher ratio in cost. Yet, the state has not succeeded. Two quick lessons here. One is the real and multiplier effects of efficient governance that is the tradition of progressive politics in western Nigeria, and two is the devastating and long lasting impact of the atavism called military rule, particularly the most invidious type that was experienced in Nigeria, and its concomitant subversion of federal principles.

Beyond infrastructures, LKJs style of leadership remains part of his legacy. His sartorial simplicity, including the signature horsetail fly whisk, amiable bearing and easy smile will be missed. I still recall vividly the first time I saw him as a student in one of the new schools he created. We lined the street of our school as his convoy drove by. He smiled and waved his fly whisk from inside his personal car (which was also his official car) as we waved back to him.

At the Nigerian Tribune, where I later worked, we heard stories about the era of John West, (his pen name), as editor-in-chief and managing director. Apart from his monumental contribution to the profession of journalism and the institution of the Fourth Estate, his old line-editors and reporters at Tribune often recalled his extraordinary work ethic, unflappability as well as his editorial and personal integrity. Although he later had a particularly unpleasant conflict with his leader, former employer, and co-shareholder in the African Newspapers of Nigeria, publishers of the Tribune, which, it can be argued, exposed a part of the shrewdness of the otherwise unassuming man, this could not erase his monumental contributions to the longest surviving newspaper in Nigeria.

Though Jakande was a social democrat and a man of great conviction, he was no rash ideologue. As the governor of the capital city-state, it was said that he met with President Shehu Shagari weekly and also met his leader, Awolowo, weekly as well. While some members of the party were somewhat dubious about the value of regular meetings with the leader of the ruling party which they believed stole their leaders mandate, Awolowo understood Jakandes outreach.

Like most politicians, Jakande was a man of ambition. He really wanted to be president of Nigeria. He knew he had the capacity, despite his limitations regarding formal education, as his adversaries were often eager to point out. LKJ recognised, correctly, that, apart from his leader, there were few in the country who could claim to have the administrative competences which he possessed in abundance. What LKJ lacked in intellectual finesse, he more than made up for in practical and effective planning and administrative genius; what he lacked in political oratory, he made up for in personal decency. Until he gambled away his pre-eminence in Lagos politics in the course of the June 12 crisis, the politics of Lagos was largely dictated by Jakande. Long before Tinubu, Jakande was the paterfamilias of Lagos progressive political camp. Babagana Kingibe will not quickly forget the lesson that Jakande taught him in the Third Republic about Lagos politics. Kingibe, in his initially subtle but increasingly brazen attempt as National Chairman to hijack the entire machinery of the Social Democratic Party from his patron, Major General Shehu Musa YarAdua, and the other established figures in progressive politics through the imposition of his favoured candidates in the partys governorship races, forced the old political warhorse to show him as they say in LKJs culture that, if an adolescent has as much clothes as the elderly, s/he cannot have as much threadbare clothes. Jakande instructed his supporters to vote for the SDP candidates down the ballot all over Lagos but to reject Kingibes imposed governorship candidate by voting for the candidate of the rival party, Michael Otedola. It was the one and only time that a non-progressive politician would win election as governor of Lagos State.

Perhaps the gravest error of Jakandes political life was his decision to join the Abacha regime as Works and Housing Minister. It was an original error that he had to live with until the end of his days. Partly a result of personal ambition and partly an attempt to leverage the political confusion of that period into a workable political transition that could lead to democratic rule, particularly given the initial lack of clarity by the symbol of that struggle, Moshood Abiola (whether more of the later than the former is still in dispute), LKJ joined the regime of the man who turned out to be the most vicious ruler in Nigerias history. Even as it became apparent that Abacha was a power monger who saw Nigeria as a lootable resource, LKJ refused to relinquish the illusion that the ignoble regime was a path to national political reconstitution. Some of his old comrades saw this as yet another manifestation of the same ambition to upstage his leader and run for the presidency in the Second Republic which led him to stand trial at the UPN NEC meeting in Yola in 1982 and which almost led to his expulsion from the party, as explained in my book on the political movement, Yoruba Elites and Ethnic Politics in Nigeria: Obafemi Awolowo and Corporate Agency.

By the time he was removed from office by Abacha, Baba Kekere could no longer claim his place among the progressive political clan to which he properly belonged one which he was also qualified to lead. He was ostracised by his old comrades. In his inimitable way, Jakande accepted his fate and stayed out of the fratricidal battle among the Awoists in the lead up to the Fourth Republic. Yet, his ostracisation was a damning verdict on a moment of political indiscretion and a lesson in how the mess of politics can turn an able administrator and excellent political leader into a disabled spectator in the gallery of power politics. Though he seemed to have reconciled himself to this harsh judgement by not even attempting to be reconciled with his old allies, Jakande bore no grudges. You could never find him giving interviews steeped in rancour and accusations against his erstwhile fellow political travellers. He was a forgiving man, though one who was hardly ever forgiven. As Nigeria produced one incompetent president after another and as the fratricidal battle induced by the Nigerian tragedy consumed the progressive political camp to which he legitimately belonged, and of which he remained a great advertisement in public governance, LKJ could only watch from the side lines, humbled by age and the apparent loss of political traction.
Indeed, such was the fatal nature of this error that a revisionist history began to bubble about LKJs place in the history of progressive politics, public governance and the modernist project in Nigeria. The fact is that, despite his political errors, Jakandes place in this history remains solid. His errors will be noted and can still be chastised, but above all else, his contributions will continue to be honoured and celebrated. It was as if Providence kept him alive longer than all of his contemporaries to give us all enough time not only to forgive his political transgressions but also to reflect on his administrative genius, especially as that genius even bore more fruits in the Lagos of the Fourth Republic the state which has, arguably, been a consistently better governed state than all the others in the current Republic. As undoubtedly his latter successors, particularly Governors Bola Tinubu and Babatunde Fashola would readily admit, it was Jakande who laid the foundations for the building of modern Lagos. Thus, contemporary Lagos is a testament to LKJs vision, administrative brilliance and personal austerity.

Jakande was a devout Muslim who was at peace with other forms of devotion. Like his leader, he was a faithful husband and noble father. Apart from his commitment to egalitarian politics, nothing delighted him more than his union with his devoted wife, Sikirat Abimbola Jakande, who also mirrored Hannah Idowu Dideolu Awolowos own devotion to her husband. Jakandes personal and political life could not have been the success that it was without the self-effacing but steadfastly warm Abimbola. If you ever visited their home and witnessed the way Abimbola treated Jakande, you would know that she was partly the reason why he enjoyed life for as long as he did.

As we bid Jakande farewell, it is important to note that there goes one of the ablest administrators in our national history.

Good night, LKJ.

Adebanwi, author of Yoruba Elites and Ethnic Politics in Nigeria: Obafemi Awolowo and Corporate Agency, is the Rhodes Professor of Race Relations, University of Oxford, UK.

Opinion

Rebuilding the Pillars: A Comprehensive Blueprint for Overcoming Nigeria’s Leadership Deficit

Published

4 days ago

December 13, 2025

Eric

By Tolulope A. Adegoke, PhD

Systemic governance reform as the critical foundation for unlocking sustainable development and restoring national promise. “Nations are not built on resources, but on systems. Nigeria’s future rests not on changing leaders, but on transforming the very structures that create them” – Tolulope A. Adegoke, PhD

Introduction: The Leadership Imperative

Nigeria, often described as the “Giant of Africa,” stands at a pivotal moment in its historical trajectory. Possessing unparalleled human capital, vast natural resources, and a dynamic, youthful population, the nation’s potential remains paradoxically constrained by deeply embedded structural deficiencies within its leadership architecture. These systemic flaws—evident across political, corporate, and civic institutions—have created profound cracks that undermine public trust, stifle economic innovation, and impede the delivery of fundamental social goods. This leadership deficit is not merely a political inconvenience; it is the central bottleneck to national progress.

Addressing this challenge requires moving beyond cyclical criticism of individuals and towards a deliberate, strategic reconstruction of the systems that produce, empower, and hold leaders accountable. This blog post presents a holistic, actionable blueprint designed to seal these cracks permanently. It offers a pathway to cultivate a leadership ecosystem that is transparent, accountable, performance-driven, and ethically grounded, thereby delivering tangible possibilities for Nigeria’s people, empowering its corporate sector, and restoring its stature on the global stage.

Section 1: Diagnosing the Structural Cracks—A Multilayered Analysis

A precise diagnosis is essential for effective treatment. Nigeria’s leadership challenges are multifaceted and mutually reinforcing, stemming from three core structural failures.

1. The Governance Architecture Failure

The current system suffers from a fundamental contradiction: a hyper-centralized federal model that stifles local innovation and accountability. Critical institutions, including the Independent National Electoral Commission (INEC), the judiciary, and the civil service, frequently operate with compromised autonomy, inadequate technical capacity, and vulnerability to political interference. Furthermore, the intended checks and balances among the executive, legislative, and judicial branches have weakened, creating avenues for impunity and concentrated power that deviate from democratic principles.

2. The Leadership Pipeline Collapse

The mechanisms for recruiting and developing leaders are fundamentally broken. Political party structures too often prioritize patronage, loyalty, and financial muscle over competence, vision, and ethical fortitude. There exists no systematic, nationwide program for identifying, nurturing, and mentoring successive generations of public servants. This results in a recurring leadership vacuum and a deficiency of cognitive diversity at decision-making tables, limiting the range of solutions for national challenges.

3. The Integrity Infrastructure Erosion

Perhaps the most damaging crack is the erosion of public trust, fueled by opacity and impunity. Decision-making processes and public resource allocations are frequently shrouded in secrecy, while accountability mechanisms are rendered ineffective. The consistent weakness in enforcing ethical codes across sectors has allowed a culture of corruption to persist, which acts as a regressive tax on development, scuttles investor confidence, and demoralizes the citizenry.

Section 2: A Tripartite Framework for Sustainable Transformation

Lasting reform necessitates concurrent, mutually reinforcing interventions across three interconnected pillars.

Pillar I: Constitutional and Institutional Reformation

Implementing True Cooperative Federalism: It is imperative to undertake a constitutional review that clearly delineates responsibilities and revenue-generating authorities among federal, state, and local governments. This empowers subnational entities to become laboratories of development, tailored to local contexts, while fostering healthy competition in providing public services. Fiscal autonomy must be matched with enhanced capacity-building initiatives at the state and local government levels.

Fortifying Independent Institutions: Key democratic institutions require constitutional protection from executive and legislative overreach. This includes guaranteeing transparent, first-line funding from the Consolidated Revenue Fund and establishing rigorous, meritocratic panels for appointing their leadership. Strengthening bodies like the Code of Conduct Bureau and the Public Complaints Commission is equally vital.

Professionalizing the Political Space: Electoral reform must introduce systems like ranked-choice voting to encourage more issue-based, inclusive campaigning. Legislation should mandate demonstrable internal democracy within political parties, including transparent primaries and audited financial disclosures, to reduce the capture of parties by narrow interests.

Pillar II: Cultivating a Leadership Development Ecosystem

Establishing a Premier National School of Governance (NSG): Modeled on institutions like the Lee Kuan Yew School of Public Policy, a Nigerian NSG would serve as the apex institution for executive leadership training. Attendance for all senior civil servants, political appointees, and legislators should be mandatory, with curricula focused on strategic public administration, ethical leadership, complex project management, and national policy analysis.

Catalyzing a Corporate Governance Revolution: The Securities and Exchange Commission (SEC) and the Corporate Affairs Commission (CAC) must enforce stricter codes requiring diverse, independent, and technically competent boards. The private sector should be incentivized—through tax credits or preferential procurement status—to establish leadership fellowship programs that place high-potential private-sector executives into public sector roles for fixed terms, fostering cross-pollination of skills and perspectives.

Instituting a Presidential Leadership Fellowship (PLF): This highly selective, merit-based program would identify Nigeria’s most promising young talents (aged 25-35) from all fields—technology, agriculture, law, the arts—and place them in intensive two-year rotations across critical government agencies, private sector giants, and civil society organizations. This creates a nurtured cohort of future leaders with a national network and a deep understanding of systemic interconnections.

Pillar III: Architecting Robust Accountability & Performance Systems

Deploying a Digital Transparency Platform: A mandatory, open-access National Integrated Governance Portal (NIGP) should display in real-time the status, budget, and contractor details of every major public project. Strategic use of blockchain technology can create immutable records for procurement contracts and resource distribution, significantly reducing opportunities for diversion.

Empowering Oversight and Consequence: Anti-corruption agencies require not only independence but also enhanced forensic capacity and international collaboration. Performance tracking must extend to the judiciary and legislature; publishing annual scorecards on case clearance rates, legislative productivity, and constituency impact can drive public accountability.

Embedding a Culture of Results: All government ministries, departments, and agencies (MDAs) must operate under a National Key Results Framework (NKRF). This performance contract system would define clear, measurable quarterly deliverables tied to national development plans. Autonomy and discretionary funding should be increased for MDAs that consistently meet targets, while underperformance triggers mandatory restructuring and leadership review.

Section 3: The Indispensable Cultural Reorientation

Technocratic fixes will fail without a parallel cultural shift that venerates service and integrity.

Embedding Ethics from Foundation: A redesigned national curriculum, from primary through tertiary education, must integrate civic ethics, critical thinking, and Nigeria’s constitutional history to build an informed citizenry that values good governance.

Launching a “Service Nation” Campaign: A sustained, multi-platform national campaign, developed in partnership with respected cultural, religious, and traditional institutions, should celebrate role models of ethical leadership and reframe public service as the nation’s highest calling.

Enacting Ironclad Whistleblower Protections: Comprehensive legislation must be passed to protect whistleblowers from all forms of retaliation, including provisions for anonymous reporting, physical protection, and financial rewards, aligning with global best practices to encourage exposure of malfeasance.

Section 4: A Practical, Phased Implementation Roadmap (2025-2035)

Phase 1: The Foundation Phase (Years 1-3)

Convene a National Constitutional Dialogue involving all tiers of government, civil society, and professional bodies.

· Establish the Nigerian School of Governance (NSG) and inaugurate the first cohort of the Presidential Leadership Fellowship (PLF).

· Pilot the National Integrated Governance Portal (NIGP) in the Ministries of Health, Education, and Works.

Phase 2: The Integration & Scaling Phase (Years 4-7)

· Enact and begin implementation of the new constitutional framework on fiscal federalism.

· Graduate the first NSG cohorts and embed training as a prerequisite for promotions.

· Roll out the NKRF performance contracts across all federal MDAs and willing pilot states.

Phase 3: The Consolidation & Maturation Phase (Years 8-12)

· Conduct a comprehensive national review, assessing improvements in governance indices, citizen trust metrics, and economic competitiveness.

· Establish Nigeria as a regional hub for leadership training, offering NSG programmes to other African nations.

· Institutionalize a self-sustaining cycle where performance culture and ethical leadership are the unquestioned norms.

Conclusion: Forging a New Path of Leadership

The task of sealing the cracks in Nigeria’s leadership foundation is undeniably monumental, yet it is the most critical work of this generation. It demands a departure from transactional politics and short-term thinking toward a covenant of nation-building. The integrated blueprint outlined here—combining institutional redesign, leadership cultivation, technological accountability, and cultural renewal—provides a viable pathway.

This is not a call for perfection, but for systematic progress. By committing to this journey, Nigeria can transform its governance from its greatest liability into its most powerful asset. The outcome will be a nation where trust is restored, innovation flourishes, and every citizen has a fair opportunity to thrive. The resources, the intellect, and the spirit exist within Nigeria; it is now a matter of courageously building the structures to set them free.

Dr. Tolulope Adeseye Adegoke is a distinguished scholar-practitioner specializing in the intersection of African security, governance, and strategic leadership. His expertise is built on a robust academic foundation—with a PhD, MA, and BA in History and International Studies focused on West African conflicts, terrorism, and regional diplomacy—complemented by high-level professional credentials as a Distinguished Fellow Certified Management Consultant and a Fellow Certified Human Resource Management Professional.

A recognized thought leader, he is a Distinguished Ambassador for World Peace (AMBP-UN) and has been honoured with the African Leadership Par Excellence Award (2024) and the Nigerian Role Models Award (2024), alongside inclusion in the prestigious national compendium “Nigeria @65: Leaders of Distinction.”

Dr. Adegoke’s unique value lies in synthesizing deep historical analysis with practical management frameworks to diagnose systemic institutional failures and design actionable reforms. His work is dedicated to advancing ethical governance, strategic human capital development, and sustainable nation-building in Africa and the globe. He can be reached via: tolulopeadegoke01@gmail.com & globalstageimpacts@gmail.com

Opinion

How Dr. Fatima Ibrahim Hamza (PT, mNSP) Became Kano’s Healthcare Star and a Model for African Women in Leadership

Published

2 weeks ago

December 6, 2025

Eric

By Dr. Sani Sa’idu Baba

My dear country men and women, over the years, I have been opportune to watch numerous speeches delivered by outstanding women shaping the global health sector especially those within Africa. Back home, I have also listened to towering figures like Dr. Hadiza Galadanci, the renowned O&G consultant whose passion for healthcare reform continues to inspire many. Even more closer home, there is Dr. Fatima Ibrahim Hamza, my classmate and colleague. Anyone who knew her from the beginning would remember a hardworking young woman who left no stone unturned in her pursuit of excellence. Today, she stands tall as one of the most powerful illustrations of what African women in leadership can achieve when brilliance, discipline, and integrity are brought together.

Before I dwell into the main business for this week, let me make this serious confession. If you are a regular traveler within Nigeria like myself, especially in the last two years, you will agree that no state currently matches Kano in healthcare delivery and institutional sophistication. This transformation is not accidental. It is the result of a coordinated, disciplined, and visionary ecosystem of leadership enabled by Kano State Governor, Engr Abba Kabir Yusuf. From the strategic drive of the Hospitals Management Board under the meticulous leadership of Dr. Mansur Nagoda, to the policy direction and oversight provided by the Ministry of Health led by the ever committed Dr. Abubakar Labaran, and the groundbreaking reforms championed by the Kano State Primary Health Care Management Board under the highly cerebral Professor Salisu Ahmed Ibrahim, the former Private Health Institution Management Agency (PHIMA) boss, a man who embodies competence, hard work, honesty, and principle, the progress of Kano’s health sector becomes easy to understand. With such a strong leadership backbone, it is no surprise that individuals like Dr. Fatima Ibrahim Hamza is thriving and redefining what effective healthcare leadership looks like in Nigeria.

Across the world, from top medical institutions to global leadership arenas, one truth echoes unmistakably: when women lead with vision, systems transform. Their leadership is rarely about theatrics or force; it is about empathy, innovation, discipline, and a capacity to drive change from the inside out. Kano State has, in recent years, witnessed this truth firsthand through the extraordinary work of Dr. Fatima at Sheikh Muhammad Jidda General Hospital.

In less than 2 years, Dr. Fatima has emerged as a phenomenon within Kano’s healthcare landscape. As the youngest hospital director in the state, she has demonstrated a style of leadership that mirrors the excellence seen in celebrated female leaders worldwide, women who inspire not by occupying space, but by redefining it. Her performance has earned her two high level commendations. First, a recognition by the Head of Service following a rigorous independent assessment of her achievements, and more recently, a formal commendation letter from the Hospitals Management Board acknowledging her professionalism, discipline, and transformative impact.

These acknowledgements are far more than administrative gestures, they place her in the company of women leaders whose influence reshaped nations: New Zealand’s Jacinda Ardern with her empathy driven governance, Liberia’s Ellen Johnson Sirleaf with her courageous reforms, and Germany’s Angela Merkel with her disciplined, steady leadership. Dr. Fatima belongs to this esteemed lineage of women who do not wait for change, they create it.

What sets her apart is her ability to merge vision with structure, compassion with competence, and humility with bold ambition. Staff members describe her as firm yet accessible, warm yet uncompromising on standards, traits that embody the modern leadership model the world is steadily embracing. Under her stewardship, Sheikh Jidda General Hospital has transformed from a routine public facility into an institution of possibility, demonstrating what happens when a capable woman is given the opportunity to lead without constraint.

The recent commendation letter from the Hospitals Management Board captures this evolution clearly: “Dr. Fatima has strengthened administrative coordination, improved patient care, elevated professional standards, and fostered a hospital environment where excellence has become the norm rather than the exception”. These outcomes are remarkable in a system that often battles bureaucratic bottlenecks and infrastructural limitations. Her work is proof that effective leadership especially in health must be visionary, intentional, and rooted in integrity.

In a period when global discourse places increasing emphasis on the importance of women in leadership particularly in healthcare, Dr. Fatima stands as a living testament to what is possible. She has demonstrated that leadership is never about gender, but capacity, clarity of purpose, and the willingness to serve with unwavering commitment.

Her rise sends a powerful message to young girls across Nigeria and Africa: that excellence has no gender boundaries. It is a call to institutions to trust and empower competent women. And it is a reminder to society that progress accelerates when leadership is guided by competence rather than stereotypes.

As Kano continues its journey toward comprehensive healthcare reform, Dr. Fatima represents a new chapter, one where leadership is defined not by age or gender, but by impact, innovation, and measurable progress. She is, without question, one of the most compelling examples of modern African women in leadership today.

May her story continue to enlighten, inspire, and redefine what African women can, and will achieve when given the opportunity to lead.

Dr. Baba writes from Kano, and can be reached via drssbaba@yahoo.com

Opinion

Book Review: Against the Odds by Dozy Mmobuosi

Published

2 weeks ago

December 4, 2025

Eric

By Sola Ojewusi

Against the Odds is an ambitious, deeply personal, and unflinchingly honest memoir that traces the remarkable rise of Dozy Mmobuosi, one of Nigeria’s most dynamic and controversial entrepreneurs. In this sweeping narrative, Mmobuosi reveals not just the public milestones of his career, but the intimate struggles, internal battles, and defining moments that shaped his identity and worldview.

The book is both a personal testimony and a broader commentary on leadership, innovation, and Africa’s future—and it succeeds in balancing these worlds with surprising emotional clarity.

A Candid Portrait of Beginnings

Mmobuosi’s story begins in the bustling, unpredictable ecosystem of Lagos, where early challenges served as the furnace that forged his ambitions. The memoir details the circumstances of his upbringing, the value systems passed down from family, and the early encounters that sparked his desire to build solutions at scale.

These foundational chapters do important work: they humanize the protagonist. Readers meet a young Dozy not as a business figurehead, but as a Nigerian navigating complex social, financial, and personal realities—realities that millions of Africans will find familiar.

The Making of an Entrepreneur

As the narrative progresses, the memoir transitions into the defining phase of Mmobuosi’s business evolution. Here, he walks readers through the origins of his earliest ventures and the relentless curiosity that led him to operate across multiple industries—fintech, agri-tech, telecoms, AI, healthcare, consumer goods, and beyond.

What is striking is the pattern of calculated risk-taking. Mmobuosi positions himself as someone unafraid to venture into uncharted territory, even when the cost of failure is steep. His explanations offer readers valuable insights into:
• market intuition
• the psychology of entrepreneurship
• the sacrifices required to build at scale
• the emotional and operational toll of high-growth ventures

These passages make the book not only readable but instructive—especially for emerging

African entrepreneurs.

Triumphs, Crises, and Public Scrutiny
One of the book’s most compelling strengths is its willingness to confront controversy head-on.

Mmobuosi addresses periods of intense scrutiny, institutional pressure, and personal trials.

Instead of glossing over these chapters, he uses them to illustrate the complexities of building businesses in emerging markets and navigating public perception.

The tone is reflective rather than defensive, inviting readers to consider the thin line between innovation and misunderstanding in environments where the rules are still being written.

This vulnerability is where the memoir finds its emotional resonance.

A Vision for Africa

Beyond personal history, Against the Odds expands into a passionate manifesto for African transformation. Mmobuosi articulates a vision of a continent whose young population, natural resources, and intellectual capital position it not as a follower, but a potential leader in global innovation.

He challenges outdated narratives about Africa’s dependency, instead advocating for
homegrown technology, supply chain sovereignty, inclusive economic systems, and investment in human capital.

For development strategists, policymakers, and visionaries, these sections elevate the work from memoir to thought leadership.

The Writing: Accessible, Engaging, and Purposeful

Stylistically, the memoir is direct and approachable. Mmobuosi writes with clarity and intention, blending storytelling with reflection in a way that keeps the momentum steady. The pacing is effective: the book moves seamlessly from personal anecdotes to business lessons, from introspection to bold declarations.

Despite its business-heavy subject matter, the prose remains accessible to everyday readers.

The emotional honesty, in particular, will appeal to those who appreciate memoirs that feel lived rather than curated.

Why This Book Matters

Against the Odds arrives at a critical moment for Africa’s socioeconomic trajectory. As global attention shifts toward African innovation, the need for authentic narratives from those building within the system becomes essential.

Mmobuosi’s memoir offers:
• a case study in resilience
• an insider’s perspective on entrepreneurship in frontier markets
• a meditation on reputation, legacy, and leadership
• a rallying cry for African ambition

For readers like Sola Ojewusi, whose work intersects with media, policy, leadership, and social development, this book offers profound insight into the human stories driving Africa’s new generation of builders.

Final Verdict

Against the Odds is more than a success story—it is a layered, introspective, and timely work that captures the pressures and possibilities of modern African enterprise. It challenges stereotypes, raises important questions about leadership and impact, and ultimately delivers a narrative of persistence that audiences across the world will find relatable.

It is an essential read for anyone interested in the future of African innovation, the personal realities behind public leadership, and the enduring power of vision and resilience