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The Oracle: Nigeria in Search of Enduring Political Structure: Imperative of Structural Reform (Pt. 8)

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By Mike Ozekhome

INTRODUCTION

In the past 7 weeks we have been on this treatise. Last week, we discussed our past experiments with constitutional democracy, contrasting our colomiatera Constitutions with those of the period since independence. We then suggested two options for the way forward: a sovereign national conference and a brand-new Constitution and concluded it with a comparative review of some foreign countries, such as Iraq, Kenya and South Africa.

In today’s episode, we shall continue the dissection of the foreign dimension by considering the experiences of Iraq, Bangladesh, Morocco, Egypt, Eritrea and Tunisia, before rounding off with the American example of people’s Constitution. Please enjoy the last part of our treatise.

A NEW CONSTITUTION: HISTORICAL PERSPECTIVES (continues)

IRAN

THE DECEMBER 1979 IRANIAN CONSTITUTIONAL REFERENDUM
A proposed new Constitution which would make Iran an Islamic Republic, introduce direct elections for the presidency, create a unicameral parliament and require any constitutional changes to go a referendum was proposed by the Iranian Government. To bring this about, a constitutional referendum was held in Iran on 2ndand 3rd December, 1979. The new Islamic constitution was approved by 99.5% of voters at the Referendum.

BANGLADESH

THE 1991 BANGLADESHI CONSTITUTIONAL REFERENDUM
A constitutional referendum was held in Bangladesh on 15th September, 1991. Voters were asked “Should or not the President assent to the Constitution (Twelfth Amendment) Bill, 1991 of the People’s Republic of Bangladesh?” The amendments altered the existing Constitution and reintroduced of Parliamentary system of government. It also abolished the position of Vice-President and provided that the President be elected by Parliament. 83.6% of Bangladeshis voted in the referendum, with a turnout of 35.2%.

MOROCCO

THE 2011 MOROCCAN CONSTITUTIONAL REFERENDUM
A referendum on constitutional reforms was held in Morocco on 1st July, 2011. It was called in response to a series of protests that spread across Morocco which had begun on 20th February, 2011, when over ten thousand Moroccans took to the streets in massive demonstrations demanding democratic reforms. A Commission was set up to draft proposals by June, 2011. A draft was released on 17th June, 2011, which brought about fundamental changes upon people’s referendum.

EGYPT

EGYPT’S NEW CONSTITUTION AND REFERENDUM

In October, 2012, the Egyptian Constituent Assembly announced that its first draft of a new Constitution and launched a public awareness campaign called “Know your Constitution”, to educate the public. On November 29, 2012, the Egyptian Constituent Assembly of finalized the drafting process of a new Egyptian Constitution. One week later, on December 8, 2012, Egyptian President Mohamed Morsi issued a new constitutional declaration announcing that the constitutional draft would be voted on in a national referendum.

In accordance with article 60 of the Transitional Constitutional Declaration of March 2011, a special Judicial Commission was formed to supervise the referendum process and monitor vote counting. The referendum took place in two rounds on two different dates: December 15 and 22, 2012. The majority of Egyptians thus voted in favour of the newly drafted Constitution in a popular National Referendum, a Constitution that brought about profound reforms.

ERITREA

CONSTITUTION MAKING IN ERITREA
The Eritrea’s Proclamation 55/1994 established a Constitutional Commission which organized popular participation in the process of a new Constitution.
The Commission members and more than four hundred specially trained teachers instructed the public on constitutional issues and related political and social questions using local vernaculars. The process took three years to solicit the views of a broad cross section of Eritreans. The participation of a majority of Eritreans gave the people a “sense of ownership of the Constitution.”

TUNISIA

CONSTITUTION OF TUNISIA
Tunisia’s first modern Constitution was the fundamental pact of 1857. This was followed by the Constitution of 1861, which was replaced in 1956, after the departure of French administrators in 1956. It was adopted on 1st June, 1959 and amended in 1999 and 2002, after the Tunisian Constitutional Referendum of 2002. Following the revolution and months of protests, a Constituent Assembly drafted a new Constitution in 2014, adopted on 26th January, 2014 after a referendum.

THE AMERICAN EXAMPLE OF A PEOPLE’S CONSTITUTION
As a great contrast to the 1999 Nigerian experience, when America became independent from Britain in 1776, it held a Constitutional Convention under the leadership of George Washington, between May 14 and September 17, 1776, in Philadelphia, Pennsylvania. 55 delegates represented the autonomous Confederates, with a view to creating a “more perfect union”. Broad outlines of a new union were proposed and hotly debated. This was how the American people achieved a federal system of Government, separation of powers among three branches of Government (Legislative, Executive and Judicial); bicameral, legislature; an Executive presidency; and Judicial Review. The Constitutional draft was signed by 39 of the 55 delegates on September 17, 1787; and thereafter released to the States and the American people to debate and ratify. It was this people’s Constitution that threw up great founders, such as George Washington (first president); Alexander Hamilton, James Madison and John Jay (the Federalists), Thomas Jefferson, etc.

The 1999 Constitutions lacks these. It is not autochthonous or indigenous Being imposed, it worsened the unitary nature of government, and concentrated enormous powers at the centre. While the 1979 Constitution had 67 items on the exclusive legislative list, and 12 items on the concurrent list, the 1999 Constitution increase this to 68 on the exclusive list, but retained only 12 items on the concurrent list. This indicates an unacceptable unbearably strong centre and very weak federating units.

OUR CONCLUSION
The unity, development and peaceful co-existence of Nigeria as a country are currently imperial. Our diversities in area of culture language, tribe, and religion, must be seen by all as a Dolly Parton’s Coat of Many Colours, blessing and not a curse, because variety they say, is the spice of life. Concerted effort must be put in place by formulation of policies and reforms that would help promote national integration and peaceful co-existence. However, one of the strategies that must be pursued to ensure a far-reaching national integration and peaceful co-existence are to create a meeting point that would ensure and enhance integration between one ethnic nationality or tribe and another. One of the ways by which this noble idea can be
achieved is by putting up a strong advocacy and support for intertribal and interreligious marriage.

Philosophers, many say, have understood the world, but the problem is to change it. Albert Einsten’s dictum is apposite here: “we cannot solve our problems with the same thinking we used when we created them” Hippocrates the father of medicine once told us that desperate diseases requires desperate remedies. An economy based on oil and other depleting natural resources is fast becoming obsolete. The global economy is already in the 4th Industrial Revolution or digital age, dominated by Robotics, Artificial intelligence, Machine learning, Virtual reality, Augmented Reality and others. At the moment, Nigeria is largely bypassed and still grappling with the most basic aspects of the old economy. But given its geographic- demographic conundrum, Nigeria has to leapfrog the industrialization value chain or stagnate. Yet its institutions are those woven around the distribution and consumption of oil rents and the old economy. A system designed for consumption cannot be expected to become efficient for competition and production in the 21st century. Sadly, many people miss this point. As Professor Claude Ake once put it, Nigeria operates a disarticulate economy, where we produce what we don’t consume and consume what we don’t produce.

For a change since the military incursion into our body politics, let us sit down and craft a new Constitution that not only provides for a stable, equitable and just polity but even more so focuses on the incentive structure to usher a competitive and productive economy of the future.
Reforms at the meta-level would entail either embracing our discarded Prime Minister system of government or dismantling and re-coupling several of the institutions that help or hinder us, including a serious re-examination of the 36 state structure as federating units vis-à-vis their fiscal/economic viability or their consolidation into six or more regions with economies of scale and higher investment rates; multiple vice-presidency representing respective regions other than the region of the president, each with supervising powers over certain ministries to ensure equitable representation at the federal cabinet (the Central Bank has four Deputy Governors for instance); principle of equality of regions; multivariate judicial systems with state/regional appellate courts up to regional supreme courts while the federal supreme court becomes the constitutional court— and this is to decongest the centralized system and guarantee speedy dispensation of justice; introduction of commercial courts for speedy resolution of commercial disputes; institution of merit and equal opportunity principle; etc. This will carry the majority along.

Devolution of functions between the central and federating states/regions should be guided by the principle of subsidiary. According to the European Charter, subsidiary means that: “Public responsibilities shall generally be exercised, in preference, by those authorities which are closest to the citizen. Allocation of the responsibility to another authority should weigh up the extent and nature of the task and requirements of efficiency and economy.”

This principle is not observed in the 1999 Constitution. For a Constitution that proclaims a federal structure, the exclusive and concurrent lists constitute an atypical concentration of powers at the centre. Currently, the federal government is burdened with hundreds of parastatals and agencies trying to inefficiently micro manage the entire Nigeria, with the recurrent expenditure of the federal government exceeding total federal revenue. Every penny of capital spending by the Federal Government of Nigeria (FGN) is borrowed, and its fiscal position is precarious. Put starkly, not one kobo of oil money is invested in infrastructure by the FGN: it is all consumed by the obtuse federal bureaucracy. The federal government should loosen its hold on policing, electricity (power), railways, ports, aviation, business incorporation, taxation powers, regulatory functions, etc. This will generate the economy.

The greatest challenge is how to get some of the elite whose privileges are provided by the existing system to support its dismantling into a system that is potentially beneficial to ‘society’ but perhaps disproportionately harmful to their interests in the short term. In other words, we are faced with the same kind of conundrum as some western countries with their welfare system. Having designed and implemented it for generations, it has grown into an unsustainable octopus of inefficiency but reforming it is not easy. In the US, millions of voters are hooked to the feeding bottle and its government keeps postponing the day of reckoning by borrowing to keep the system alive (the US, with the global reserve currency can afford to borrow for a while from the rest of the world but Nigeria cannot). Everywhere, such a distributional system has acquired a huge and powerful constituency, and the political cost of dismantling and re-coupling is not trivial. There is also an intergenerational issue involved. The present beneficiaries don’t care if the same benefits do not extend to the future generations: they just want to have their share and go, and let the future generations take care of themselves. Nigeria cannot continue to share the national cake without caring how it is baked.

The end

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Opinion

Book Review: Against the Odds by Dozy Mmobuosi

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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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Opinion

Redefining Self-leadership: Henry Ukazu As a Model

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By Abdulakeem Sodeeq SULYMAN
In a world filled with talents and unique gifts, nurturing oneself for an impact-filled living becomes one of the potent metrics for assuming how one’s life would unfold – either in the nearest or far future. I am sure the question you may be curious to ask is ‘what is the important quality that has shaped the life of every individual who has unleashed their ingenuity?’ Apparently, our society is filled with numerous people, who missed the track of their life. Their iniquity is boiled down to one thing – failure to lead oneself.
Realising how important it is to be your own leader has been the springboard for every transformative life. Notably, this also becomes the premise for appreciating and celebrating Henry Ukazu for setting the pace and modeling self-leadership in this era, where self-leadership is under-appreciated by our people. Self-leadership itself engineers purposeful and impactful living, turning individuals to sources of hope to others.
This is exactly what Henry Ukazu symbolises. The name Henry Ukazu is akin to many great things such as ‘Unleashing One’s Destiny,’ ‘Finding One’s Purpose’ and ‘Triumphant Living.’ Regardless of the impression one have formed about Henry Ukazu, one thing you cannot deny is his ability to be pure to nature and committed to his cause. Henry Ukazu is one of the rare people who still believed in the values of the human worth and has committed every penny of his to ensure that every human deserves to live the best life.
The trajectory of Henry Ukazu’s life is convincing enough to be choosing as an icon by anyone who chooses to climb the ladder of self-leadership. Oftentimes, Henry Ukazu always narrate how he faced the storms of life when birthing his purpose. He takes honour in his struggles, knowing full well that every stumbling blocks life throws at him helped in building himself. If not for self-leadership, he will not found honours in his struggles, let alone challenging himself to be an example of purposeful living to others.
Without mincing words, Henry Ukazu’s life has been blessed with the presence of many people, with some filling his life with disappointments, while some blessing him with immeasurable transformations. Surprisingly, Henry Ukazu has never chosen to be treating people negatively; rather he would only choose the path of honour by avoiding drama and let common sense prevail. That’s one of the height of simplicity!
Dear readers, do you know why today is important for celebrating Henry Ukazu? Today, 3rd December, is his birthday and with all sincerity, Henry Ukazu deserves to be celebrated because he has chosen the noble path, one filled with honours and recognitions for being an icon of inspiration and transformation to the mankind. As Henry Ukazu marks another year today, may the good Lord continue shielding him from all evils and guiding him in right directions, where posterity will feel his role and impacts!
Many happy returns, Sir!

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Opinion

The Fault Lines of Power: A Global Leadership Crisis and the Path to Restoration

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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:

  1. 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.
  2. 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.
  3. 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.
  4. 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.
  5. 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):

  1. 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.
  2. 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.
  3. Commit to Lifelong Learning: Proactively acquire new skills, cultivate a global perspective, and strengthen your emotional intelligence to navigate an increasingly complex world.
  4. 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):

  1. 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.
  2. 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.
  3. 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.
  4. 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):

  1. 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.
  2. 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.
  3. 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.
  4. 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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