Opinion

The Oracle: Why and How History Defines Who We Are (Pt 7)

Published

5 years ago

May 7, 2021

Eric

By Chief Mike Ozekhome SAN

INTRODUCTION

In our last eight parts of our discourse on the above topic, we have been able to show the importance of studying history and why it should be encouraged in our educational curriculum. Today, we shall x-ray this great issue with the study of Shaibu Usman Dan Fodio and Mungo Park.

SHAIBU USMAN DAN FODIO – 15 DECEMBER, 1754 – 20 APRIL, 1817

THE BIRTH

Usman was born in the Hausa state of Gobir, in what is now northwestern Nigeria. His father, Muhammad Fodiye, was a scholar from the Toronkawa clan, which had emigrated from Futa-Toro in Senegal about the 15th Century. While he was still young, Usman moved south with his family to Degel, where he studied the Qurʾān with his father. Subsequently he moved on to other scholar relatives, traveling from teacher to teacher in the traditional way and reading extensively in the Islamic sciences. One powerful intellectual and religious influence at this time was his teacher in the southern Saharan city of Agadez, Jibrīl ibn ʿUmar, a radical figure whom Usman both respected and criticized and by whom he was admitted to the Qādirī and other Ṣūfī orders.

HOW HIS LEADERSHIP SURGED

Throughout the 1780s and ’90s, Usman’s reputation increased, as did the size and importance of the community that looked to him for religious and political leadership. Particularly closely associated with him were his younger brother, Abdullahi, who was one of his first pupils, and his son, Muhammad Bello, both distinguished teachers and writers. But, his own scholarly clan was slow to come over to him. Significant support appeared to have come from the Hausa peasantry. Their economic and social grievances and experience of oppression under the existing dynasties stimulated millenarian hopes and led them to identify him with the Mahdī (“Divinely Guided One”), a legendary Muslim redeemer, whose appearance was expected at that time. Although he rejected this identification, he did share and encourage their expectations.

During the 1790s, when Usman appeared to have lived continuously at Degel, a division developed between his substantial community and the Gobir ruling dynasty. About 1797–98, Sultan Nafata, who was aware that Usman had permitted his community to be armed and who no doubt feared that it was acquiring the characteristics of a state within the state, reversed the liberal policy he had adopted towards him 10 years earlier and issued his historic proclamation forbidding any, but the Shaykh, as Usman had come to be called, to preach, forbidding the conversion of sons from the religion of their fathers, and proscribing the use of turbans and veils.

In 1802 Yunfa succeeded Nafata as Sultan, but, whatever his previous ties with the Shaykh may have been, he did not improve the status of Usman’s community. The breakdown, when it eventually occurred, turned on a confused incident in which some of the Shaykh’s supporters forcibly freed Muslim prisoners taken by a Gobir military expedition. Usman, who wished to avoid a final breach, nevertheless agreed that Degel was threatened. Like the Prophet Muhammad, whose biography he frequently noted as having close parallels with his own, the Shaykh carried out a hijrah (migration) to Gudu, 30 miles (48 km) to the northwest, in February, 1804. Despite his own apparent reluctance, he was elected imam (leader) of the community, and the new caliphate was formally established.

THE JIHAD

With regards to the structure of the caliphate, the Shaykh attempted to establish an essentially simple, non-exploitative system. His views are stated in his important treatise Bayān wujūb al-hijra (November, 1806) and elsewhere: the central bureaucracy should be limited to a loyal and honest vizier, judges, a chief of police, and a collector of taxes; and local administration should be in the hands of governors (emirs) selected from the scholarly class for their learning, piety, integrity, and sense of justice.

Initially the military situation was far from favourable. Food supplies were a continuing problem; the requisitioning of local food antagonized the peasantry; increasing dependence on the great Fulani clan leaders, who alone could put substantial forces into the field, alienated the non-Fulani. At the Battle of Tsuntua in December, 1804, the Shaykh’s forces suffered a major defeat and were said to have lost 2,000 men, of whom 200 knew the Qurʾān by heart. But, after a successful campaign against Kebbi in the spring of 1805, they established a permanent base at Gwandu in the west. By 1805–06, the Shaykh’s caliphal authority was recognized by leaders of the Muslim communities in Katsina, Kano, Daura, and Zamfara. When Alkalawa, the Gobir capital, finally fell at the fourth assault on October, 1808, the main military objectives of the jihad had been achieved.

THE LEGACY

Although the jihad had succeeded, Usman believed the original objectives of the reforming movement had been largely forgotten. This no doubt encouraged his withdrawal into private life. In 1809–10, Bello moved to Sokoto, making it his headquarters, and built a home for his father nearby at Sifawa, where he lived in his customary simple style, surrounded by 300 students. In 1812, the administration of the Caliphate was reorganized, with the Shaykh’s two principal viziers, Abdullahi and Bello, taking responsibility for the western and eastern sectors, respectively. The Shaykh, though remaining formally Caliph, was thus left free to return to his main preoccupations, teaching and writing.

Usman was the most important reforming leader of the western Sudan region in the early 19th century. His importance lies partly in the new stimulus that he, as a mujaddid, or “renewer of the faith”, gave to Islam throughout the region; and partly in his work as a teacher and intellectual. In the latter roles, he was the focus of a network of students and the author of a large corpus of writings in Arabic and Fulani that covered most of the Islamic sciences and enjoyed—and still enjoy—wide circulation and influence. Lastly, Usman’s importance lies in his activities as founder of a jamāʿa, or Islamic community, the Sokoto Caliphate, which brought the Hausa states and some neighbouring territories under a single central administration for the first time in history.

MUNGO PARK

Mungo Park was a Scottish surgeon, explorer and was born in 1771, in Foulshiels, Selkirk, Scotland. He died in 1806 in Bussa Rapids, (now under the Kainji Reservoir, in Nigeria). He was sent out by the ‘Association for Promoting the Discovery of the Interior of Africa’ to discover the course of the River Niger. Having achieved a degree of fame from his first trip, carried out alone and on foot, he returned to Africa with a party of 40 Europeans, all of whom lost their lives in the adventure.

In 1795, the said Association appointed Mungo Park to explore the course of the River Niger. Until Houghton had reported that the Niger flowed from West to East, it was believed that the Niger was a tributary of either the river Senegal or Gambia. The Association wanted proof of the river’s course and to know where it finally emerged. Three current theories were: that it emptied into Lake Chad, that it curved round in a large arc to join the Zaire, or that it reached the coast at the Oil Rivers.

Mungo Park set off from the River Gambia, with the aid of the Association’s West African ‘contact’, one Dr. Laidley, who provided equipment, a guide, and acted as a postal service. Park started his journey dressed in European clothes, with an umbrella and a tall hat (where he kept his notes safe throughout the journey). He was accompanied by an ex-slave called Johnson, who had returned from the West Indies, and a slave called Demba, who had been promised his freedom on completion of the journey.

Park knew little Arabic. He had with him two books, ‘Richardson’s Arabic Grammar’ and a copy of Houghton’s journal, which he had read on the voyage to Africa, served him well, and he was forewarned to hide his most valuable gear from the local tribesmen. At his first stop with the Bondou, Park was forced to give up his umbrella and his best blue coat. Shortly after, in his first encounter with the local Muslims, Park was taken prisoner.

Demba was taken away and sold, Johnson was considered too old to be of value. After four months, and with Johnson’s aid, Park finally managed to escape. He had a few belongings other than his hat and compass but refused to give up the expedition, even when Johnson refused to travel further. Relying on the kindness of African villagers, Park continued on his way to the Niger, reaching the river on 20^th July, 1796. Park traveled as far as Segu (Ségou) before returning to the coast and then to England.

Park described the river in a striking passage, a mixture of the dreamlike and the familiar, when he saw and drank the water. ‘Looking forwards, I saw with infinite pleasure the great object of my mission-the long sought for majestic Niger, glittering in the morning sun, as broad as the Thames at Westminster, and flowing to the eastward. I hastened to the brink, and having drunk of the water, lifted up my fervent thanks in prayer to the Great Ruler of all things, for having thus far crowned my endeavour with success.’ (To be continued).

THOUGHT FOR THE WEEK

“You can’t change history. These things happened the way they did. What you can change is how you look at it and how you understand that it takes the good moments and it takes the difficult moments to move forward.” (Margot Lee Shetterly).

Opinion

The State of Leadership Today: A Look at Global, African and Nigerian Realities

Published

4 days ago

January 31, 2026

Eric

By Tolulope A. Adegoke PhD

“Leadership for our age is measured not by the height of the throne, but by the depth of its roots in integrity, the breadth of its embrace of collective talent, and the courage to cultivate systems that bear fruit for generations yet unseen” – Tolulope A. Adegoke, PhD.

Leadership today is at a crossroad. Around the world, in our communities, and within our organizations, old ways of leading are straining under new pressures. This isn’t just a theoretical discussion; it’s about the quality of our daily lives, the success of our businesses, and the future of our nations. Let’s walk through the current trends, understand their very real impacts, and then explore practical, hands-on solutions that can unlock a better future for everyone.

Part 1: The Leadership Landscape – Where We Stand

The Global Picture: Beyond the Solo Leader

The image of the all-powerful, decisive leader at the top of a pyramid is fading. Today, effective leadership looks different. It’s more about empathy and service than authority. People expect their leaders—in companies and governments—to be authentic, to listen, and to foster teams where everyone feels safe to contribute. Furthermore, leadership is now tightly linked to purpose and responsibility. It’s no longer just about profits or power; stakeholders demand action on climate, fair treatment of workers, and ethical governance. Leaders must also be tech-savvy guides, helping their people navigate constant digital change while dealing with unpredictable global events that disrupt even the best-laid plans.

Africa’s Dynamic Challenge: Youth and Promise

Africa’s story is one of incredible potential meeting stubborn challenges. The continent is young, energetic, and full of innovative spirit. Yet, this tremendous asset often feels untapped. Too frequently, a gap exists between this rising generation and established leadership structures, leading to frustration. While the African Continental Free Trade Area (AfCFTA) presents a historic chance for economic unity, it requires leaders who think beyond their own borders. At the same time, democratic progress sometimes stalls, with leaders clinging to power. The most pragmatic leaders are those who engage with the vibrant informal economy—the hustlers, market traders, and artisans—who form the backbone of daily life and hold the key to inclusive growth.

Nigeria’s Pressing Reality: Crisis and Resilience

In Nigeria, the leadership experience often feels like moving from one emergency to the next. Attention is consumed by immediate crises—security threats, economic swings, infrastructure breakdowns—making long-term planning difficult. This has triggered a profound loss of confidence, visibly seen in the “Japa” phenomenon, where skilled professionals leave seeking stability and opportunity abroad. This brain drain is a direct critique of the system. Politics remains deeply influenced by ethnic and regional loyalties, which can overshadow competence and national vision. Yet, in the face of these trials, a remarkable spirit of entrepreneurial resilience shines through. Nigeria’s business people and tech innovators are daily solving problems and creating value, often compensating for wider systemic failures.

Part 2: The Real-World Impact – How This Affects Us All

These trends are not abstract; they touch lives, businesses, and countries in tangible ways.

· On Everyday People: When leadership is perceived as self-serving or ineffective, trust evaporates. People feel anxious about the future and disconnected from their leaders. This can manifest as cynicism, social unrest, or the difficult decision to emigrate. The struggle to find good jobs, feel secure, and build a future becomes harder, deepening inequalities.

· On Companies and Organizations: Businesses operate in a tough space. They face a war for talent, competing to retain skilled employees who have global options. They must also navigate unpredictable policies, provide their own power and security, and balance profitability with rising demands for social responsibility. The burden of operating in a challenging environment increases costs and risk.

· On Nations: Countries plagued by poor governance face a competitiveness crisis. They struggle to attract the kind of long-term investment that builds economies. Policy becomes unstable, changing with political winds, which scares off investors and stalls development. Ultimately, this can destabilize not just one nation but entire regions, as problems like insecurity and migration spill across borders.

Part 3: A Practical Pathway Forward – Building Leadership That Delivers

The situation is complex, but it is not hopeless. Turning things around requires deliberate, concrete actions focused on systems, not just individuals.

1. Fortify Institutions with Transparency and Merit.

We must build systems so strong that they work regardless of who is in charge.

· Action: Legally protect key institutions—the electoral body, the civil service, the courts—from political interference. Appointments must be based on proven competence and integrity, not connections.

· Action: Implement technology-driven transparency. Let citizens track government budgets and projects in real time through public online portals. Sunshine is the best disinfectant.

2. Bridge the Gap Between Leaders and the Led.

Leadership must become a conversation, not a monologue.

· Action: Create mandatory Youth Advisory Councils at all levels of government and in large corporations. Give young people a formal platform to contribute ideas and hold leaders accountable on issues like education, digital innovation, and job creation.

· Action: Leaders must adopt regular, unscripted “town hall” meetings and use simple digital platforms to explain decisions and gather feedback directly from citizens and employees.

3. Channel Entrepreneurship into National Solutions.

Harness the proven problem-solving power of the private sector.

· Action: Establish Public-Private Impact Partnerships. For example, the government can partner with tech companies to roll out digital identity systems or with agribusinesses to build modern farm-to-market logistics. Clear rules and shared goals are key.

· Action: Launch National Challenge Funds that invite entrepreneurs and researchers to compete to solve specific national problems, like local clean energy solutions or affordable healthcare diagnostics, with funding and market access as the prize.

4. Redeploy Nigeria’s Greatest Export: Its Diaspora.

Turn the brain drain into a brain gain.

· Action: Create a Diaspora Knowledge & Investment Bureau. This agency would actively connect Nigerians abroad with opportunities to mentor, invest in startups, or take up short-term expert roles in Nigerian institutions, transferring vital skills and capital.

· Action: Offer tangible incentives, like tax breaks or matching funds, for diaspora-led investments in critical sectors like healthcare, renewable energy, and vocational training.

5. Cultivate a New Mindset in Every Citizen.

Ultimately, the culture of leadership starts with us.

· Action: Integrate ethics, civic responsibility, and critical thinking into the core curriculum of every school. Leadership development begins in the classroom.

· Action: Celebrate and reward “Local Champions”—the honest councilor, the community organizer, the business owner who trains apprentices. We must honor integrity and service in our everyday circles to reshape our collective expectations.

Conclusion: The Work of Building Together

The challenge before us is not to find a single heroic leader. It is to participate in building a better system of leadership. This means championing institutions that work, demanding transparency in our spaces, mentoring someone younger, and holding ourselves to high ethical standards in our own roles.

For Nigeria and Africa, the possibility of a brighter future is not a dream; it is a choice. It is the choice to move from complaining about leaders to building leadership. It is the choice to value competence over connection, to seek common ground over division, and to invest in the long-term health of our community. This work is hard and requires patience, but by taking these practical steps—starting today and in our own spheres—we lay the foundation for a tomorrow defined by promise, stability, and shared success. The power to deliver that possibility lies not in one person’s hands, but in our collective will to act.

Dr. Tolulope A. Adegoke, AMBP-UN is a globally recognized scholar-practitioner and thought leader at the nexus of security, governance, and strategic leadership. His mission is dedicated to advancing ethical governance, strategic human capital development, and resilient nation-building, and global peace. He can be reached via: tolulopeadegoke01@gmail.com, globalstageimpacts@gmail.com

Opinion

Globacom Redefines Standard for Telecoms in 2026

Published

5 days ago

January 29, 2026

Eric

By Michael Abimboye

As always, Globacom is at the heart of telecoms transformation in Nigeria. The acquisition of additional spectrum, is a decisive move that has expanded network capacity and fundamentally improved customer experience.

With the ability to carry significantly higher data volumes at greater speeds, users are seeing faster downloads, stronger uploads, seamless video streaming, and clearer voice calls even at peak periods. Crucially, this expansion has driven down latency. Independent performance testing has ranked Glo as the network with the lowest latency in Nigeria, meaning faster response times whenever data commands are initiated.

This spectrum advantage is being matched on the ground by the rollout of thousands of new LTE sites nationwide. Network capacity has increased pan-Nigeria, with noticeably higher download speeds across regions. At the same time, the installation of thousands of additional towers is easing congestion and closing coverage gaps, particularly in high-density locations such as markets and tertiary institutions, where demand for fast, reliable internet is highest.

Power reliability, often the silent determinant of network quality, is also being reengineered. Globacom has deployed hybrid battery power systems across numerous sites, reducing dependence on diesel while improving sustainability. Beyond cost efficiency, this greener model delivers stronger uptime ensuring uninterrupted power supply and optimal performance for base stations and switching centres.

Behind the scenes, Glo has upgraded its switching systems and data centres to accommodate rising traffic volumes nationwide. These upgrades are designed not only for today’s demand but to ensure the network consistently meets performance KPIs well into the future, even as data consumption continues to grow.

Equally significant is the massive reconstruction and expansion of Globacom’s optic fibre cable (OFC) network. Along highways and metro routes affected by road construction, fibre routes are being reconstructed and relocated to safeguard service continuity. Thousands of kilometres of new fibre have also been rolled out nationwide, fortifying the OFC backbone, improving redundancy, reducing network glitches, and enabling the network to handle increasingly heavy data loads with resilience.

These investments collectively address long-standing coverage gaps while driving densification and capacity enhancement in already active areas, ensuring a more balanced and reliable national footprint.

At the core layer, Globacom is modernising its network elements through new platforms and applications, upgraded enterprise and interconnect billing systems, and an expanding roster of roaming partners for both in-roaming and out-roaming services strengthening its integration into the global telecoms ecosystem.

Taken together, these are not incremental upgrades. They represent a deliberate, system-wide repositioning.

In 2026, Globacom is not just improving its network; it is asserting itself as the technical leader in Nigeria’s telecommunications industry and has gone on a spending spree to satisfy the millions of subscribers enjoying seamless connectivity across Nigeria.

Opinion

How GLO Sustains Everyday Businesses in Kano, Nigeria’s Centre of Commerce

Published

1 week ago

January 25, 2026

Eric

By Dr Sani Sa’idu Baba

For more than two weeks, Kano woke up under a veil of fog. Not the poetic kind, but the stubborn Harmattan fog that dulls vision, slows movement, and disrupts daily rhythm. Dawn arrived quietly. Shops opened late. Calls failed repeatedly. Internet bars blinked on and off like uncertain promises. Across the state, one reality became impossible to ignore: communication had become a struggle. This reality carried even greater weight in the capital of Kano, the centre of commerce in Nigeria.

As Ramadan approaches and gradually leads to the celebration of Eid-el-Fitr, everyone understands what this season represents. It is a period when online businesses, both big and small, become a major source of livelihood for millions. Traders prepare for peak demand, online vendors scale up advertising, and buyers from across the country look to Kano for goods. Visitors stream in from other states, transactions multiply, and the success of this entire commercial ecosystem depends heavily on one thing: seamless network connectivity between buyers and sellers.
In Kano, where business breathes through phone calls, alerts, and instant messages, poor network is not just inconvenient, it is costly. Calling became difficult. Browsing the internet felt like a battle. For many, it meant frustration. For others, it meant loss.

As these challenges persisted day after day, conversations across the city began to take a clear and consistent direction. In homes, offices, and markets, a new conversation began to dominate discussions. A brother of mine, deeply involved in the communication business at Farm Center Market, the largest hub for telecom activity in Kano shared his amazement. Day after day, customers walked up to data vendors with one clear, confident request: “Glo data.” Not alternatives. Not experiments. Just Glo, he said. At first, it seemed puzzling. If you were already on Glo, you might not even notice the difference. But for those struggling on other networks, the contrast was undeniable. In the middle of foggy mornings and unstable signals, Glo stood firm.

And soon, the conversation spread everywhere. At tea junctions in the early hours, as people warmed their hands around cups of shayi, discussions circled around how Glo “held up” when others disappeared. In university classrooms, students whispered comparisons before lectures began, who could download materials, who could submit assignments, and which network actually worked. More strikingly, Glo users quietly turned their phones into lifelines, sharing hotspots with classmates so others could access lecture notes, submit assignments, and stay connected. At sports viewing centres, between goals and missed chances, fans debated networks with the same passion as football rivalries. In markets, traders told customers how Glo saved their day. In every gathering of people across Kano, Glo became the reference point. The reason was simple: Glo had saved businesses.

Consider the POS operator by the roadside. Every successful transaction that attracts him/her ₦100 here, ₦200 there is survival. Failed transfers mean angry customers and lost income. During these fog-heavy days, many operators would have been stranded. But where Glo bars stayed strong, withdrawals went through, alerts dropped, and trust preserved.

Picture a roadside trader making her first sale of the day through a simple WhatsApp call, her voice steady as she confirms an order that will set the tone for her business. Nearby, an online vendor advertises products in WhatsApp groups, responds to messages, takes calls from interested buyers, and confirms deliveries, all in real time. Behind every one of these small but significant transactions is reliable connectivity. Delivery riders weaving through traffic and racing against time also depend on uninterrupted network access to reach customers, confirm payments, and complete orders. In moments when other networks struggled, Glo quietly kept these wheels of commerce turning, ensuring that daily hustle did not grind to a halt. Beyond the busy streets of the city, the impact of this reliability becomes even more profound in remote villages in Kano.

Back in Kano city, rising transportation costs have reshaped the way people work. Many professionals have had no choice but to adapt, turning their homes into offices and relying heavily on the internet to stay productive. Many now attend virtual meetings, send large files, collaborate remotely, and meet deadlines without leaving their homes. In a period marked by economic pressure and uncertainty, dependable internet is no longer a convenience, it is a necessity. In these conditions, Glo continues to provide the stability that keeps work moving forward.

At this point, Glo stops being seen merely as a telecommunications company. It emerges as the invisible backbone of the Nigerian hustle, supporting the determination and resilience of everyday people. From POS operators and online merchants to students, delivery services, market traders, and remote workers who refuse to give up, Glo remains present in the background, quietly powering their efforts. In tough terrains, harsh weather, and challenging times, when other networks fluctuate or fade, Glo stays connected.

You may not always hear it announce itself loudly, and you may not notice it when everything is working smoothly. But when a single call saves a business, when one alert prevents a financial loss, and when one stable connection keeps a dream alive, Glo proves its value, not as noise or empty promises, but as consistent reliability and lived experience. And that is how quietly, consistently, and powerfully Glo continues to power Nigeria’s everyday businesses, sustaining dreams and survival UNLIMITEDLY…

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