Opinion

The Oracle: Different People, Different Forms of Government (Pt.11)

Published

4 years ago

September 3, 2021

Eric

By Chief Mike Ozekhome

INTRODUCTION

Last week, we discussed totalitarianism, capitalism and a bit of communism, as forms of government that run against the grain of democracy. Democracy appears to be the most popular and accepted form of government across the world. Readers, globally, have been urging me to continue with this enlightening project. I will therefore continue our discourse today with Communism and Aristocracy.

WHAT IS COMMUNISM? (continues)

The concept of communism revolves around the theory or system of social organization in which all property is owned by the community and each person contributes and receives according to their abilities and needs. Communism seeks to create a classless society in which the major means of production such as mines, mills, factories and natural resources are owned not by private individuals but the public.

Communism seeks to replace private ownership of properties, and control the means of production and the absence of social classes, money and the state. Propagated by Karl Marx, communism believes that inequality and suffering actually resulted from capitalism. According to its protagonists, communism is actually a higher advanced form of socialism. Communism is thus regarded as “revolutionary socialism” of Karl Marx.

KARL MARX AND COMMUNISM

Karl Marx, a 19^th century thinker and writer often tended to use the terms communism and socialism interchangeably. In his book, “Critique of Gotha Programme” (1875), Marx actually identified two phases of communism that would replace or overthrown capitalism. The first phase would be a transitional system where the working class would control government and economy; and yet, still find it necessary to pay citizen according to how long, head or well they worked.

The second phase would be one where communism is fully realized. This would be the phase where there is no class division, or even government. In this phase, the production and distribution of goods would be based upon the principle of “from each according to his ability; to each according his needs”. This distinction was later to be copied by many Marxists, including Russian Russian’s revolutionary “Vladimir Lenin”

ORIGIN OF COMMUNISM

The term “communism” came into focus in the 1840s. But Communist societies had been described as far back as the 4^th century BCE, when the great Philosopher, Plato, wrote the “Republic”. Plato had described an idea society in which the governing class serves only the interest of the entire community. This system was practised by the first set of Christians. In his book, Utopia (1516), the English Humanist, Thomas More, envisaged an imaginary society in which use of money is abolished, while all the people shall houses, meals, clothes, and other goods.

Communism was however populated by Karl Marx, who carefully outlined this system of government with Fredrich Engels in the book, “The Communist Manifesto”, written in 1848. Marx’s embrace of communism was partly ignited by the inequalities caused by the industrial revolution.

Lenin was later to argue in his “State and Revolution” book (1917) that socialism corresponded with Marx’s first phase of communism, why communism proper was that achieved in the second phase.

Lenin and the Bolsheviks reinforced this distinction in 1918 (a year after they seized power in Russia). This is why communism is always identifies with the now defunct Soviet Union. It was later adopted by the People’s Republic of China.

Thus, for much of the 20^th century, about one-third of the entire world’s population was governed by communist regimes, usually single party that brooded no dissent or plurality of voices. Party leaders institutionalized command economies, in which the state controlled properly while bureaucrats determined wages, prices and other means of production and distribution of services and goods.

These systems were grossly inefficient, leading to their eventual breakdown.

Today, only China, Cuba, Laos and Vietnam, practice communism, even with full adulteration of the original Marxist ideology. Marx, Lenin and Stalin would chuckle in their graves at this form of communism.

It is thus clear that Marxism was targeted at abolishing the bourgeoisie (who owned the means of production and earned surplus profit) and replace it with the Proletariat (who sold their labour to the bourgeoisie). Leon Trotsky opposed Stalinism, but embraced Leninism. Maoism (named after Chinese leader Mao Zedong) was crafted after Marxism-Leninism.

For years, in the Western world, many of the young and even some not so young, were attracted by the communist ideology. But, persistent bad news seeping out of many communist lands and the one-way flow of refugees has left many disillusioned.

Communism has been criticized from the angle of historical materialism. It is viewed as a kind of historical determinism, which suppresses liberal democratic rights and the distortion of price signal.

ARISTOCRACY

“Government by the nobility, a privileged minority, or an elite class thought best qualified to rule.”

The argument of proponents of this form of government is that it is logical that the best kind of government would result if it was composed only of the best people. To this school of thought, the best people are better educated, more qualified, and more competent, and therefore better able to lead others. Even at that, an aristocratic government headed by such an elite class may still be one of different genre. For example, it could be rule by the wealthy called a plutocracy. It could be rule by the clergy known as a theocracy. It may boil down to rule by government officials, called a bureaucracy.

In the past, many primitive societies, under the rulership of tribal elders or chiefs, were aristocracies. At one time or another, some countries such as Rome, England, and Japan, to name but three, all had aristocratic governments. In ancient Greece, the word “aristocracy” was used in reference to the city-states, or poleis, in which a small group governed. Often a number of prominent families shared power amongst themselves. In some cases, however, single families seized power illegally and set up a more tyrannical type of rule of other families considered less powerful.

Athens like other Greek city states, was originally an aristocracy. However, as cultural changes weakened class distinctions and disrupted its unity, the city was forced to take on democratic forms. Sparta, for example, on the other hand, was reputedly founded in the ninth century B.C. It was ruled by a military oligarchy. The city of Sparta soon rivaled the much older Athens, and both cities fought for supremacy of the Greek world of their time. It was virtually a “fight-to-finish”. Thus, rule by the many, as in Athens, came into intense conflict with rule by the few, as in Sparta. Of course, their rivalry was quite complex, because it involved more than just a disagreement about government.

WHY AND HOW A NOBLE IDEAL WAS PERVERTED

Political differences were often the subject of philosophical arguments among early Greek philosophers. Plato’s former student, Aristotle, made a distinction between aristocracies and oligarchies. He classified pure aristocracy as a good form of government, a noble ideal that enabled persons with special abilities and high morals to devote themselves to public service for the benefit of others. He argued however, that when headed by an oppressive and selfish elite, a pure aristocracy which is ordinarily good, deteriorated into an unjust oligarchy. This, he canvassed, was a perverted form of government having departed from the nobility and morality of pure and ideal aristocracy.

While advocating rule by ‘the best,’ Aristotle even admitted that combining aristocracy with democracy would probably produce the desired results, an idea that still appeals to some political thinkers till date. In fact, the ancient Romans actually did combine these two forms of government with some measure of success. “Politics [in Rome] was everyone’s affair,” says The Collins Atlas of World History. Nevertheless, at the same time, “the richest citizens and those who were fortunate enough to be high born formed an oligarchy which shared out among itself, the offices of magistrate, military commander and priest.”

Interestingly, even in late medieval and early modern history, European urban centres combined democratic and aristocratic elements in their government. Says Collier’s Encyclopedia: “The extremely conservative Venetian Republic, which Napoleon finally overthrew, provides the classic example of such an oligarchy; but the Free Cities of the Holy Roman Empire, the cities of the Hanseatic League, and the chartered towns of England and western Europe reveal the same general tendencies toward tight oligarchial control by a relatively small but proud and highly cultured patriciate [aristocracy].”

The argument has been powerfully advanced, and with some strong justification, that all governments are in every case aristocratic in nature, since all of them actually strive to have the best qualified people in charge. The concept of a ruling class, till date, has served to strengthen this view. Some reference work has therefore posited that, “Ruling class and elite are becoming synonymous terms to describe as actual what Plato and Aristotle argued for as ideal.”

SEARCHING FOR “THE BEST”

In ancient China under the royal house of Chou, centuries before these Greek philosophers made their appearance on the stage, a feudal society (based on lords and vassals) was already bringing a measure of stability and peace to ancient China. But after 722 B.C.E, during what is called the “Ch’un Ch’iu period”, the feudal system incrementally weakened. In the last part of this period, a new elite emerged, composed of people regarded as the former “gentlemen”. These people had served in feudal households, one who were descendants of the old nobility. Members of this new elite moved into key government positions. Confucius, the renowned Chinese sage, as The New Encyclopedia Britannica points out, stressed that “ability and moral excellence, rather than birth, were what fitted a man for leadership.” Confucius many words on marble litter our moral and leadership landscapes.

However, over two thousand years later in Europe, the process of picking the elite, those best qualified to rule, had little to do with “ability and moral excellence.” Harvard professor, Carl J. Friedrich, notes that “the elite in aristocratic England of the eighteenth century was an elite based primarily on blood descent and riches. The same thing was true in Venice.” He adds: “In some countries such as eighteenth-century Prussia, the elite was based on blood descent and military prowess.”

This idea that the good qualities of ‘better people’ were necessarily passed on to their offsprings, accounts for the closely-knot marriage practices of monarchs in the past. During the Middle Ages, the idea of biological superiority prevailed. To marry a commoner was abominable, as it amounted to polluting and diluting the nobleness of the clan. This was offensive to divine law. Monarchs were therefore obliged to marry only those of noble birth. This idea of strict biological superiority later gave way to a more rationalized and accepted justification, that of a superiority based on better opportunities, education, talents, or achievements. (To be continued).

FUN TIMES

There are two sides to every coin. Life itself contains not only the good, but also the bad and the ugly. Let us now explore these.

“A TEACHER asked a student in a Warri School

What is ‘2’ raised to power ‘5?

The student stood up and replied

Wetin ‘2’ dey raise power for ‘5’? Dem be mate? ‘2’ leave ‘3’, ‘4’ come dey raise power for ‘5’. Him wan die? Him no know say ‘5’ use three years senior am?”

THOUGHT FOR THE WEEK

The theory of Communism may be summed up in one sentence: Abolish all private property. (Karl Marx).

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