Opinion
The Oracle: See How President Buhari Turned Me to a Nostradamus, Clairvoyant (Pt. 2)
Published
3 years agoon
By
Eric
By Mike Ozekhome
INTRODUCTION
Last week, I explored the above topic. I recalled my earlier writes-up advising Buhari on how he would re-engineer and re-invent the bent wheels of the Nigerian Nation. The present write-up is a mere rehash of reminiscences of what I had written and predicted as far back as 19th July, 2015, just only after 50 days of Buhari’s tenure! Nigerians had expected PMB to hit the ground running.They wanted him to be, not just a mere magician in the mould of Professor Peller, but also a miracle worker in the mould of Chris Oyakhilomen, all rolled into one. The stakes were very high based on Buhari and APC’s promises during the campaigns. They are higher today after his unexpected disastrous performance (see: https://thestreetjournal.org/is-president-buhari-overwhelmed-by-serious-issues-of-governance-by-chief-mike-ozekhome-san/ ). Now, continue reading what I wrote as far back as 29th July, 2015:
“THE ANTI-CLIMAX
“However, barely 50 days into PMB’s administration, Nigerians (read the print and social media, watch TV analysis and columnists’ opinions), are beginning to ask many questions. Were their hopes misplaced? Were they hallucinating? Are they in a state of somnambulism, or having feverish nightmares? Reasons? They cannot see signs of the promised “change”. Nigerians are not the most patient people on earth. They love quick-fix-it attack on issues, with “immediate effect and automatic alacrity”. Nigerians cuddle panache, glamour, colour, razzmatazz, and the fanciful.
“They even love the drama of actions, even if merely playing to the gallery. They yearn for populist actions, the type of IBB when he rejected the IMF, even though he later forced down their unwilling throats, the bitter pill of structural adjustment programme (SAP). Nigerians are seeing an anti-climax. And they are surprised and deflated. Was this the change they voted for? They are wondering!
“PMB’s MANY MISSTEPS, THE FAUX PAS
“When he took the oath of office on 29th May, 2015, PMB made one of the most memorable quotes of the century of “I belong to everybody and I belong to no one”. Some placed it in the pantheon of Murtala Mohammed’s great speech, “Africa has come of Age”, delivered on 11th January, 1976, at the OAU extraordinary meeting, warning the West, including America’s Gerald Ford, to keep off the internal affairs of Africa, while castigating the evils of apartheid.
“After this great outing, most Nigerians expected a national broadcast as to the thrust and policy direction of his government. None came. None has come till date. Only haphazard, piecemeal, fire brigade statements on sundry issues, at sundry occasions. No rhythm, no rhyme, no clear message. PMB, are you hearing me Sir?
“THE FIRST APPOINTMENTS – A MISSTEP
“Then, came the first two appointments. First, Mr Femi Adesina (erstwhile President, appointed Special Adviser on Media Affairs (SA). Then the shocker: Mallam Garba Shehu introduced duplicity with his appointment as Senior Special Assistant (SSA), for the same media job. Many Nigerians wondered why the duplication, for any of both gentlemen were eminently qualified to serve as his spokes-person, Shehu having also been a past president of NGE. “Where was the cut in government spending?”, they wondered. Nigerians queried why, at least, there was no pretence at making Garba an SSA on Communications and Strategy. Just something different. Why regurgitate PDP and GEJ’s Ruben Abati, Doyin Okupe and Ahmed Gulak? Where was the change, with both spokespersons already publicly contradicting each other?
“PMB’s OTHER SHOCKING APPOINTMENTS THAT LATER FOLLOWED
“If Nigerians were taken aback by the disingenuousness in the appointment of Adesina and Shehu, they were shocked to their bones and marrows with the next seven appointments made, all from the Northern geopolitical zones of the country. Wait for it…
Lt Col. Muhammed Abubakar (ADC) from Kano, North West. For engaging in a supremacy battle with this chosen one, Mr Abdulrahma Mani, another Northerner, was fired. The next is Lawal Kazaure, State Chief of Protocol (North), Ahmed Idris (Accountant General, Kano state, North West); Mordecai Baba Ladan (North West), and Mrs Amina Zakari (from Kazaure, Jigawa state, North West, as Acting Chairman of INEC).
“Never mind that in sections 153, 154, 155, 156 and 157 of the 1999 constitution, there is no provision for “Acting Chairman”; but a Chairman before whose appointment, the President, under sections 154 (1) and (2), must “consult with the Council of States” and the Senate must confirm.
“Finally, Lawal Daura (from Daura, PMB’s home town, North West), was appointed Director General of the State Security Service (DSS). Ita Ekpeyong from Cross River state was made to kiss the dust to pave way for Daura.
“Thus, of nine appointments so far made by PMB, eight are from the Northern parts of the country, leaving the entire Southern parts with only Femi Adesina (South West). Many are wondering whether this is a carefully crafted odeon of Northernisation of the Government of the Federation. Nigerians are aghast.
“NON APPOINTMENT OF MINISTERS
“Section 147 of the 1999 Constitution provides for the appointment of Ministers by the President, subject to confirmation by the Senate. The word “shall” which enjoins a mandate, is carefully and advisedly used by the makers of the Constitution. There shall be at least one Minister from each of the 36 states of Nigeria, with one from the Federal Capital Territory of Abuja.
“The Ministers are to help the President discharge the duties of his office effectively. It is said that even God himself, as Almighty, Omniscient and Omnipresent as He is, still requires the assistance of Angels and Saints. Not so for PMB. Well over one and a half months after his appointment and well over three months after he became aware he had been elected President of Nigeria when GEJ conceded defeat and congratulated him, PMB is still without Ministers, operating alone, like a lone ranger, in the mould of a Military dictator. His slow, nay sluggish pace, has become worrisome to most Nigerians.
“Commenting on his lack lustre performance within the first 30 days in office, especially on the non-appointment of Ministers, an economist, at Capital Economics, London, Mr John Ashbourne said:
“Every week that Nigeria goes without a Cabinet increases the chance that it will face a dangerous shock – whether a revenue collapse or a currency crisis…leaving the Federation without a Finance Minister would be a questionable choice at the best of times; doing so during a period of economic instability is difficult to explain.”
“Nigeria Labour Congress President, Comrade Ayuba Wabba, who admitted that 30 days was too short to assess PMB’s performance, had however, declared that Buhari was yet to face the realities on the ground. He argued that the slow pace of the administration (one month after being declared the winner of the Presidential election on March 28), was a pointer to the fact that the President was yet to acquaint himself with the situation on the ground.
“A RETURN OF THE OLD ORDER
“As captured by Vanguard Online of June 22, 2015, in an article written by veteran Eric Teniola, a former Director in the Presidency, he graphically captured the return to the old order of lone ranging, thus:
“FROM January 15, 1966 till June 3, 1967, Nigeria had no Ministers. That is a period of over fifteen months. The two military rulers who ruled during that period——Major General Johnson Thomas Umanakwe AguiyiIronsi (1924-1966) and General Yakubu Dan-Yuma Gowon (80) constituted permanent secretaries as members of the Federal Executives Councils.
“As for General Ironsi, the following were appointed—Mr. Ige (Agriculture and Natural Resources), C.O. Lawson (Communications), Alhaji Musa Daggash (Defense), Allison Ayida (Economic Development), S.S. Waniko (Education),T. Eneli (Establishments), Edwin O. Ogbu (External Affairs), Abdul Aziz Atta(Finance), B.N. Okagbue (Health), Phillip Asiodu (Industries), Grey Eronmosele Longe (Information), Alhaji A. Mora (Internal Affairs), M.A. Tokunbo (Labour and Welfare), H.A. Ejeyuitchie (Mines and Power), Alhaji Abdulrahman Howeidy (Special Duties-Internal Affairs), Alhaji Sule Kolo(Trade), H.O. Omenai (Transport), S.O. Williams (Works and Housing), Alhaji Sule Katagum (Chairman of the Federal Public Service Commission-Civil Service, A.E. Howson-Wright (Chairman of the Nigerian Railway Corporation, A.I. Obiyan(Chairman of the Nigerian Ports Authority)and the Attorney-General and Minister of Justice, Chief Gabriel Onyiuke.
“There was also the all-powerful Chief Francis Nwokedi, who was Permanent Secretary, Special Duties and of course, Chief Pius Okigbo. Mr. S.O. Wey was in all but name the Secretary to the government.
“As for General Yakubu Gowon we are all aware of his preference for Permanent Secretaries. The Permanent Secretaries were the ones that paved the way for his coming to power on July 29, 1966 during the historic meeting held at Ikeja Cantonment. So for the first ten months of his administration he had no Ministers. He relied heavily on the counsel of Permanent Secretaries and Judges who administered the country.
“They include Sir Adetokunbo Ademola (Chief Justices of the Federation), Alhaji Sule Katagum(the head of the Federal Civil Service Commission),the Solicitor General-Biliaminu Oladiran Kassim. Others are Mr. Phillip Asiodu, Alhaji Ahmed Joda, Mr.Eneli, Mr. B.N. Okagbue, Mr. Allison Ayida, Mr. Phillip Asiodu, Alhaji Abdul Aziz Atta, Mr. Buba Ardo who later became Supreme Court Judge, Alhaji Musa Daggash, Prince Festus Adesanoye who later became the Osemawe of Ondo and Mr. S.O. Williams. Some of them were referred to later as “super permanent secretaries.” And Mr. S.O. Wey who later became the Secretary to Government. There was also Mr. Ime Ebong who later became Permanent Secretary, Ministry of National Planning.
“It was not until June 3, 1967 that General Gowon brought eminent Nigerians including Chief Obafemi Awolowo, Chief Joseph Takar, Mallam Aminu Kano, Mr. Wenike Briggs, Alhaji Shehu Shagari, Alhaji Shettima Mongunu, Chief Okoi Arikpo, Chief Anthony Enahoro, Alhaji Femi Okunnu, Chief A.Y. Eke and Chief Edwin Clarke into his cabinet. Chief Obafemi Awolowo left the cabinet in 1971 for personal reasons. He later appointed some Military officers into his cabinet. They include Major General Emmanuel Eyo Ekpo (Agric) and Natural Resources), Brigadier Olusegun Obasanjo (Works and Housing), Brigadier Emmanuel Abisoye (Health), Lt. Col. Ahmadu Alli (Education), Captain OlufemiOlumide (Transport), Brigadier Murtala Muhammed (Communication), Brigadier Henry Adefowope (Labour) Col. Dan Suleiman (Special Duties) and Brigadier Mohammed Shuwa.
“Even then General Gowon did not make them members of the supreme military council yet he allowed the Permanent Secretaries to attend the meetings of the Supreme Military Council as observers. Worse still, Ministers could not pass memo directly to General Gowon. This arrangement created problems between his Ministers and his Permanent Secretaries till he was removed on July 29, 1975.
“Now forty –years after, the same scenario is being played.
“The recent appointment of Alhaji Ahmed Joda as Chairman of transition committee and the submission of his 800-page report to President Muhammadu Buhari is to emphasise that retired and serving civil servants will play key roles in the regime of President Muhammadu Buhari. Even though he is now a turned democrat, the military blood in the President is still alive. I am of the view that the Military trusts the civil servants more than the politicians and the civil servants in turn trust the Military than the politicians. The role to be played by the retired civil servants will become clearer in the months ahead. Let us keep our fingers crossed”.
“I cannot agree more with this intellectual analysis of the challenge at hand. It is a clear and present danger. PMB needs to act swiftly. Very swiftly. (To be continued).
THOUGHT FOR THE WEEK
“A self-fulfilling prophecy is an assumption or prediction that, purely as a result of having been made, cause the expected or predicted event to occur and thus confirms its own ‘accuracy.’” (Paul Watzlawick)
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Opinion
Book Review: Against the Odds by Dozy Mmobuosi
Published
1 day agoon
December 4, 2025By
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
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The Fault Lines of Power: A Global Leadership Crisis and the Path to Restoration
Published
7 days agoon
November 29, 2025By
Eric
By Tolulope A. Adegoke, PhD
“Across the world, we are navigating the fault lines of outdated leadership. The future belongs to those who can mend these cracks with the mortar of integrity, the vision of long-term purpose, and the resilience of empowered people” Tolulope A. Adegoke, PhD
Leadership serves as the foundational pillar for any thriving organization, corporation, or nation. It is the critical framework meant to ensure stability, inspire direction, and foster resilience against challenges. Yet, a pervasive and unsettling phenomenon is emerging worldwide: the development of deep fault lines within these very structures of authority. This crisis of confidence spans sectors and continents, from established Western democracies to burgeoning economies in the Global South.
This examination explores these global leadership fissures, with a specific focus on Nigeria’s complex landscape. We will diagnose the universal symptoms, analyze their acute manifestation in the Nigerian context, and ultimately, propose a constructive framework for renewal aimed at individuals, businesses, and governments.
Diagnosing the Global Leadership Decay
The erosion of effective leadership rarely happens overnight. It typically begins with subtle, often ignored fractures that gradually weaken the entire system. These fractures commonly appear as:
- The Credibility Chasm: A growing disconnect between a leader’s promises and their tangible actions. When rhetoric of transparency clashes with a reality of opacity, the essential bond of trust is severed.
- The Tyranny of the Immediate: An overwhelming focus on short-term gains—be it quarterly earnings or political popularity—that sacrifices long-term strategy and sustainable health. This is the equivalent of building on unstable ground.
- Strategic Inertia: In a world defined by rapid change, leaders who cling to outdated, rigid hierarchies render their organizations incapable of adapting, innovating, or surviving future shocks.
- The Empathy Void: Leadership that is intellectually or emotionally detached from the realities of its people, employees, or citizens. This breeds disengagement, stifles collaboration, and fuels a silent exodus of talent and goodwill.
- The Succession Failure: A critical neglect of leadership pipeline development, which creates a dangerous vacuum of vision and competence during transitions, jeopardizing institutional memory and future stability.
The Nigerian Context: A Magnified View of the Crisis
Nigeria, a nation brimming with phenomenal human and natural potential, offers a powerful case study where these global fault lines are particularly pronounced and consequential.
Within the Political Arena:
Leadership is frequently marred by a system that rewards patronage over performance. Rampant corruption diverts essential resources from critical public services, leading to a catastrophic decay in infrastructure, healthcare, and education. This, combined with policy instability across political administrations, creates an environment of uncertainty that discourages vital long-term investment.
Within the Corporate Sphere:
Many organizations, including prominent family-owned conglomerates, are hindered by overly centralized decision-making and weak corporate governance structures. When nepotism overshadows meritocracy, innovation is suppressed, and employee motivation withers. A survivalist mindset, driven by a challenging economic climate, often trumps strategic investment in talent and innovation.
Within Public Institutions:
A pervasive culture of bureaucracy and inefficiency often widens the gap between the government and the governed. This leads to profound citizen frustration and a demoralized public workforce, undermining the very purpose of these institutions.
The cumulative effect of these intersecting failures is a palpable national anxiety—a widespread belief that the nation is operating far below its potential, not due to a lack of resources or talent, but because of a fundamental breakdown in its leadership frameworks.
A Framework for Renewal: Building Resilient Leadership
Identifying the problem is only the first step. The imperative is to forge a path forward. The following advisory framework outlines how to bridge these fault lines and unlock latent possibilities.
For Individuals (The Agents of Change):
- Transition from Spectator to Stakeholder: Exercise accountability through informed civic participation and constructive advocacy. Use platforms, including digital media, to demand transparency and results from leaders.
- Embody Ethical Leadership Daily: Demonstrate integrity, accountability, and empathy within your immediate circle—your workplace, community, and family. Leadership is an action, not merely a position.
- Commit to Lifelong Learning: Proactively acquire new skills, cultivate a global perspective, and strengthen your emotional intelligence to navigate an increasingly complex world.
- Engage in Reciprocal Mentorship: Actively seek guidance while also dedicating time to mentor others. Cultivating the next generation is a collective responsibility that ensures a continuous flow of capable leaders.
For Corporations (The Economic Catalysts):
- Ingrain, Don’t Just Install, Governance: Move beyond superficial compliance. Foster a culture where independent boards, radical transparency, and ethical practices are non-negotiable core values.
- Systematize Leadership Development: Establish robust talent management and succession planning programs. Intentionally identify and nurture future leaders through targeted training, mentorship, and strategic role assignments.
- Champion a Stakeholder-Centric Purpose: Define a corporate mission that creates genuine value for all stakeholders—employees, customers, communities, and the environment. This builds lasting brand equity and attracts purpose-driven talent.
- Cultivate Psychologically Safe Spaces: Foster an organizational climate where employees feel empowered to voice ideas, question assumptions, and experiment without fear of reprisal. This is the bedrock of a truly innovative and adaptive organization.
For Nations (The Architects of Society):
- Fortify Institutions Over Individuals: Invest in building strong, independent institutions—such as the judiciary, electoral commissions, and anti-corruption bodies—that can function autonomously and uphold the rule of law.
- Prioritize Human Capital as the Supreme Asset: Direct national investment toward foundational pillars like quality public education and healthcare. An educated, healthy, and skilled populace is the most critical driver of sustainable national development.
- Articulate and Adhere to a Long-Term National Vision: Develop a strategic, non-partisan national development plan that provides a consistent direction for policy, transcending political cycles and uniting citizens around a common goal.
- Establish a Consequence-Based Culture: Implement a system where integrity is visibly rewarded and corruption is met with swift, transparent, and impartial justice, regardless of the offender’s status.
Conclusion: Laying a New Foundation
The fault lines in global leadership present a significant challenge, but they also offer a clarion call for renewal. The solution lies in a deliberate return to the core tenets of visionary, accountable, and empathetic leadership.
For Nigeria, and for the world at large, delivering on our shared potential requires a concerted effort to repair these foundations. We must collectively shift from a culture of short-sightedness to one of intergenerational stewardship, and from fractured allegiances to a unified commitment to the common good.
The blueprint for change is clear. By choosing to reinforce our leadership at every level, we can transform these fault lines into cornerstones for a more prosperous, stable, and equitable future. The responsibility to build rests with all of us.
Dr. Tolulope A. Adegoke, AMBP-UN is a Doctor of Philosophy (PhD) in History and International Studies, Fellow Certified Management Consultant & Specialist, Fellow Certified Human Resource Management Professional, a Recipient of the Nigerian Role Models Award (2024), and a Distinguished Ambassador For World Peace (AMBP-UN). He has also gained inclusion in the prestigious compendium, “Nigeria @65: Leaders of Distinction”.
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