Opinion
Increase in Minimum Capital Requirements for Nigerian Banks (Pt. II)
Published
2 years agoon
By
Eric
By Bashorun J. K. Randle
It is self-evident that whatever the Governor of the Central Bank is doing (or not doing), the backing (and banking!!) of the President is critical. On that score, President Bola Ahmed Tinubu did not pull any punches when he spoke at the Hague, Netherlands during the business session of the bilateral meeting with the Dutch team, led by Prime Minister Mark Dutte.
“I am ever ready to take tough decisions in the best interest of the people, even if with initial pains. I am a determined leader; I will continue to take the difficult decisions that will benefit our people, even if there is a short-term pain. I am unafraid of the consequences once I know that my actions are in the best long-term interests of all Nigerians.”
Hence, we must recognize the over arching influence of Mr. President in economic, financial and political matters. When he was sworn in on 29th May 2023, he released an unscripted bombshell while delivering his inaugural address at Eagle Square, Abuja: Shortly afterwards, he spilled the beans in Paris while addressing Nigerians. According to AFP [Agence Francais-Presse]
“When I got to the podium, I was possessed with courage and I said fuel subsidy is gone. Also, no more parallel (black market) for dollars.”
On November 22, 2023, when President Tinubu addressed German-Nigerian Business Forum again he did not pull any punches:
“Nigeria voted for me for reforms, and from day one of my inauguration, I started the reforms. To me if you didn’t mention me in the Guinness Book of Records, I’d strive to find a way to insert myself because I did it without expectation.”
The endorsement of the IMF [International Monetary Fund] followed on February 14, 2024.
“The new Tinubu Administration has made a strong start, tackling deep-rooted structural issues in challenging circumstances. Immediately it adopted two policy reforms that its predecessors had shield away from: fuel subsidy removal and the unification of the official (dollar/naira) exchange rates.”
Front page editorial of “Nigerian Tribune” newspaper.
Headline: “BRIBES : TINUBU’s CHARGE TO INVESTORS”
“President Bola Tinubu recently set tongues wagging when, during his just concluded trip to Doha, the Qatari capital, he told the country’s captains of industry to report directly to him if any Nigerian official demanded a bribe from them in order to facilitate a business transaction. Revealed in a signed statement by Special Adviser to the President on Media and Publicity, Ajuri Ngelale, the president’s message to Qatari investors at the Nigeria-Qatar Business and Investment Forum could not have been clearer: “Do not offer a bribe to any of our people, and if it is requested or taken from you, report to us. You will have access to me.”
Eager to drive home the point that the country is open to business and will adopt a business-friendly approach on his watch, he added: “Whatever is the obstacle or problem that some of you might have experienced; it is in the past because there is no obstacle in the future. We are removing obstacles today, and we are going to continue to remove all obstacles. We have done so much within nine months. And I assure you, it is free entry, and free exit. Your funds will flow smoothly into and out of our country. Bring your investments.” Finally, he urged Qatari investors not to allow “perceptions” about the country to “become a hindrance to [their] will to invest,” since “Nigeria is serious about revolutionizing investment promotion.”
We could not be more delighted to read this promise of radical transparency from the president since, at the very least, it shows that he is not unaware of the tremendous odds typically faced by any entity- individual or corporate- seeking to do business in Nigeria. While, as the president mentioned, corruption is the most significant among these challenges, it goes without saying that it is just one of many tangible and intangible obstacles to investment.
Accordingly, not only do we welcome the president’s statement, for nothing could be more timely, we urge him to do everything within his capacity to ensure that the book is thrown at whoever flouts it, no matter how highly placed such a person is in the current administration. In other words, nothing is more important than the president backing his rhetoric with action, for understandably, many Nigerians are bound to sneer, saying that they have heard such soaring rhetoric before and that when the time came for egregious misdemeanors to be punished, the government lost its nerve. Since such skeptics have a point, the task before the president is to show that their skepticism has no basis, and that he will let the hammer fall on whichever official demands inducement to do their job.
Until then, he can, as a matter of fact, do something about the current situation in the upper legislative house, where rumours of budget-padding and dubious awards to senators have cast a shadow upon the integrity of the lawmakers. If the government is truly interested in fighting corruption, it can do no better right now than to act on the many cases of corruption dotting the landscape, including those affecting and relating to those within the inner circle of government. This would send the right and correct signals that Nigeria is ready for positive change and a new approach to public life rather than following the usual ineffective and tawdry public assertions that mean nothing in reality.”
The Central Bank of Nigeria used to boast of an excellent Research Department with a world class library. The King’s College Old Boys Association [KCOBA] would not take matters for granted. Here is a list of books which are to be delivered to the Governor of the Central Bank, Mr. Yemi Cardoso and Deputy Governor, Mr. Phillip Ekeazor (who are both old boys of St. Gregory’s College, Lagos:
(i) “Curse of Cash” by Kenneth S. Rogoff
(Harvard University)
(ii) “The Origin And Prevention of Major Wars” by Professor Robert Rothberg
(Harvard University)
(iii) “The Bottom Billion” by Professor Paul Collier
(Oxford University)
(iv) “What Terrorists Want: Understanding the Enemy, Containing The Threat” by Professor Louise Richardson
(Oxford University)
(v) “The Elite Africa Project” by Professor Peter Lewis
(John Hopkins University)
(vi) “WONDER DRUG”
(7 Scientifically Proven Ways
That Serving Others Is The
Best Medicine for Yourself) by Stephen Trzeciak M.D.
and
Anthony Mazzarelli M.D
(vii) “THE ROAD TO FREEDOM, ECONOMICS
AND THE GOOD SOCIETY” by Joseph E. Stiglitz
(Winner of Nobel Prize)
Professor at Harvard; Yale;
Emerson College, University
Of California, Berkeley
From the archives we have the following vignettes:
(i) When the British Bank For West Africa
(now known as First Bank of Nigeria Plc)
was formed in 1894 among its founding
shareholders was Dr. J.K. Randle. The
inaugural meeting was held at the Colony
Hotel, in London.
(ii) When British Bank of West Africa launched a branch in Kano in 1929, Alhassan Dantata (Aliko Dangote’s grandfather) opened an account by depositing twenty camel-loads of silver coins.
(iii) “The Chairman of EFCC [Economic and Financial Crimes Commission] has announced that the embattled former Governor of Kogi State, Yahaya Bello withdrew funds from the government treasury and obtained U.S.$720,000 from a Bureau de Change to pay for his children’s school fees in advance at American International School, Abuja”
“Business Day” newspaper of May 8, 2024
Headline: “CHIKE-OBI CAUTIONS AGAINST POOR EXECUTION AMID BANKS’ RECAPITALISATION”
Mustapha Chike-Obi, chairman, Bank Directors’ Association of Nigeria, on Friday lauded the Central Bank’s latest bank recapitalisation policy but warned that poor execution could scuttle the gains.
Chike-Obi spoke at a roundtable assessing the bank recapitalisation policy organised by BusinessDay Media Limited in Lagos. He noted the 2004/2005 recapitalisation exercise was a good policy but was poorly implemented due to governance issues.
The CBN on March 28 announced new capital requirements for Nigerian lenders from commercial to merchant banks. The last such exercise was in 2004/2005, two decades ago.
During the recapitalisation of 2004/2005, a surge in liquidity occurred without adequate investment opportunities, leading to an asset bubble and subsequently the dismissal of several bank chiefs.
“A good policy that brings bad results means execution was problematic along the way. We are seeing bad results from good policies and nobody is taking responsibility for that. We should celebrate the policy and the results,” he said.
Speaking further, he said, “I encourage more engagement from the CBN, it’s better if they talk to the banks about why retained earnings are not considered at this point in time.
I think there should have been better engagement, some things need to be explained. Why does an international licence require more capital than a national licence? If you’re diversifying across nations, does that mean more risk? If I have one branch in London as Fidelity, am I in the same boat as a UBA who has many branches in many countries?” Chike-Obi, Chairman of Fidelity Bank Plc, said.
The CBN said all international banks should move their capital to a minimum of N500 billion; national banks up to a minimum of N200 billion; regional banks (N50 billion); merchant banks (N50 billion) and N20 billion for non-interest banks operating nationally and N10 billion for those operating regionally.
In his keynote address, Ike Chioke, Group Managing Director Afrinvest (West Africa) Limited, noted that “after the announcement of the last recapitalisation we had 89 banks operating with N311 billion total capital, which was equivalent to $2.4 billion at the time.
We ended up by December 31 2005 with 25 commercial banks each with a minimum of 25 billion and a total capital of N932.0 bn.
He said that commercial banks have a capital gap of N3.7 trillion to meet the capital requirements while the merchant banks have N200.6 billion.
There is some scepticism that banks will take on significantly more lending to the private sector once their minimum capital is raised given the risk in an economy battling with accelerating inflation and a severe cost-of-living crisis.
“We can still lend, but we’re limited in how much. As a banker, it’s more attractive to buy Treasury bills at 25 percent than to lend to people,” Chike-Obi said.
“There’s a reluctance by banks to lend. I would have reduced CRR, and told banks they can’t buy more than 10 percent of T-bills. This will force them to lend to people.”
He also said the notion that banks give people money to buy FX is not true.
“People only buy FX because it makes sense to them. It’s a rational economic decision. What we have to do is to make it more rational to hold assets in naira than in dollars. I’ll raise short term rates to 30%, and prevent banks from having more than 10 percent in T-bills.
What we have doesn’t allow growth and banks aren’t lending. I believe GDP growth will be lower in the fourth quarter than predictions. The raise in capital is necessary because the FX adjusted basis has gone down. So, the recapitalisation isn’t as massive as it looks from the outside,” he said.
Front page of “The Punch” newspaper of April 22, 2024
Headline: The Institute of Chartered Accountants of Nigeria
Recommendations made by the Institute of Chartered Accountants of Nigeria on the New Minimum Capital Requirements for Banks in Nigeria: Our Position.
“Given the above, the following recommendations are made to ensure a successful implementation of the programme:
1. The CBN may consider allowing the inclusion of retained earnings on the condition that they are not impaired by losses, to make it easier for the banks to comply with the new capitalization policy.
2. The two-year period allowed is considered sufficient to implement the programme. However, in view of the young age of non-interest banks in Nigeria, they should be allowed a longer period, probably three years, to meet the minimum capital requirements.
3. The Institute urges the CBN to extend the 30-day period it gave banks to come up with an implementation plan to 60 days given that it would take some time to obtain the consent of shareholders.
4. It is also important that the CBN provides some incentives to banks to facilitate the recapitalization exercise as was done in 2005. This can take the form of tax incentives and ensuring that the overall cost of recapitalization is low by seeking the cooperation of relevant stakeholder institutions such as the Federal Inland Revenue Service, the Securities and Exchange Commission, the Nigerian Exchange as well as the Federal Competition and Consumer Protection Commission given that banks have the option of raising funds through the Capital Market or Mergers and Acquisitions.
5. The CBN should adequately supervise the banks to ensure that the costs of recapitalization are not transferred to their customers by way of higher bank charges.
6. The CBN is advised to engage the Bankers Committee on measures to put in place to ensure adequate compensation to staff of banks that may be disengaged as a result of the recapitalization exercise.
7. Exercise due verification to ensure that corrupt and laundered money do not find their way int the capitalization.”
Frontpage of “ThisDay” newspaper of April 13, 2024
Headline: AUDIT REPORT: SENATE PROBING 774 FEDERAL AGENCIES OVER AUDITOR GENERAL’S QUERIES”
“The Senate is currently scrutinizing the financial records of 774 Federal Agencies based on the queries raised against them in the 2019 report of the Auditor General for the Federation.
The Chairman, Senate Public Accounts Committee (SPAC), Senator Aliyu Wadada, disclosed this yesterday in his Keffi, Nasarawa State, country home while speaking with journalists. He noted that his committee was not out to witch-hunt anyone but pledged that members of the panel would discharge their responsibilities diligently in the best interest of the country.
Wadada, also disclosed that the 10th National Assembly with the support of President Bola Tinubu and critical stakeholders in the nation’s economy would soon embark on the amendment to the 2007 Procurement Act so as to curb financial infractions before they take place.
He nevertheless appealed to leaders at all tiers and heads of government institutions at the Federal, State and Local government levels to embrace the spirit of self-discipline and fear of God in the discharge of their responsibilities.
The Senator, who is representing Nasarawa West Senatorial District on the platform of the Social Democratic Party (SDP), said no matter how beautiful a law is crafted, it needed godly people to implement it.
Wadada said, “When I became the Chairman, Senate Public Accounts Committee (SPAC), I was emphatic on the need for President Bola Tinubu to appoint the substantive Auditor General for the Federation (AuGF).
“I even wrote a letter to that effect to the President and he responded by appointing a substantive AuGF.
The AuGF report for the 2020, 2021, 2022 fiscal years were not all ready. It was only the 2019 Auditor General’s report that was then ready for us to take actions on.
The Auditor General’s report for 2020 was ready at the time I became the Senate Public Account Committee but it could not be signed by the acting Auditor General for the Federation.
As we talk, the 2020 Auditor General’s report is ready and the substantive AuGF has appended his signature to it. The development is a confirmation that the Presidency under the stewardship of President Bola Tinubu is available, is responsive and supportive of the Committee on Public Accounts in the two chambers of the National Assembly. We have since started work on the 2019 Auditor General’s report before us.
Under my chairmanship of this sensitive and strategic committee, I have repeatedly said that we are not out to witch-hunt or pull down anybody.
Our ultimate objective vis-à-vis the primary focus of the committee is to ensure transparency and accountability in the management of public funds.”
Front page of “The Punch” newspaper of April 12, 2024
Headline: VIETNAM TYCOON SENTENCED TO DEATH IN
$12BN FRAUD CASE”
“A court in Vietnam sentenced real estate tycoon Truong My Lan Thursday to death over her role in a 304 trillion dong ($12.46bn) financial fraud case, the country’s biggest on record, state media reported.
CNN reports that her trial, which began on March 5 and ended earlier than planned, was one dramatic result of a campaign against corruption that the leader of the ruling Communist Party, Nguyen Phu Trong, has pledged to stamp out.
Lan, the chairwoman of real estate developer Van Thinh Phat Holdings Group, was found guilty of embezzlement, bribery and violations of banking rules at the end of a trial in the business hub of Ho Chi Minh City, state media said.
We will keep fighting to see what we can do,” a family member told Reuters, speaking on condition of anonymity. Before the verdict, he had said Lan would appeal against the sentence.
Lan had pleaded not guilty to the embezzlement and bribery charges, Nguyen Huy Thiep, one of Lan’s lawyers told Reuters.
“Of course she will appeal the verdict,” he added, noting she was sentenced to death for the embezzlement charge and to 20 years each for the other two charges of bribery and violations of banking regulations.
Vietnam imposes the death penalty mostly for violent offences but also economic crimes. Human rights groups say it has executed hundreds of convicts in recent years, mainly by lethal injection.
The Thanh Nien newspaper said 84 defendants in the case received sentences ranging from probation for three years to life imprisonment. Among them are Lan’s husband, Eric Chu, a businessman from Hong Kong, who was sentenced to nine years in jail, and her niece, who got 17 years.
Lan started as a cosmetics trader at the central market in Ho Chi Minh City, helping her mother, she told judges during the trial, according to state media.
She later founded her real estate company, Van Thinh Phat, in 1992, the same year when she got married, according to state media. She was found guilty, along with her accomplices, of siphoning off more than 304 trillion dongs from Saigon Joint Stock Commercial Bank, which she effectively controlled through dozens of proxies despite rules strictly limiting large shareholding in lenders, according to investigators.
From early 2018 through October 2022, when the state bailed out SCB after a run on its deposits triggered by Lan’s arrest, she appropriated large sums by arranging unlawful loans to shell companies, investigators said.
The defendant’s action not only violate the property management rights of individuals and organisations but also put SCB under scrutiny, eroding people’s trust in the leadership of the Party and State,” state newspaper VnExpress cited the jury as saying.
The bank is currently propped up by the central bank and faces a complex restructuring under which authorities are trying to establish the legal status of hundreds of assets that were used as collateral for loans and bonds issued by VTP. The bonds alone are worth $1.2bn.
Some of the assets are high-end properties, but many others are unfinished projects. Before her fall from grace, she had played a key role in Vietnam’s financial world, getting involved in the previous rescue of troubled SCB more than a decade before she contributed to the bank’s new crisis.”
Front page of “Africa Voice” newspaper of 29 April, 2024
Headline: “PROF WINS TOP AWARD FOR ISLAMIC MORAL ECONOMY”
“Professor Mehmet Asutay has been selected as the first-place winner of the 2024 Islamic Development Bank (IsDB) Prize for Impactful Achievement in Islamic Economics and influential contributions to the field of Islamic economics and finance.
The prize laureate is a Professor of Middle Eastern and Islamic Political Economy & Finance at Durham University, United Kingdom. He is an internationally recognized academic who produced pioneering and impactful scholarly works.
Professor Asutay was selected in recognition of his novel work on Islamic moral economy and the articulation of Islamic finance to be supportive of sustainable development and the welfare of human beings. This year’s prize cycle aims to recognize, reward and encourage significant knowledge contributions in Islamic economics with the potential to solve major development challenges of IsDB member countries. The prize comes with a US$50,000 award for the first prize winner, US$30,000 for second prize, and US$20,000 for third prize. However, the second and third-position prizes are withheld this year.
Every year the winners of the IsDB Prize are selected by a different committee of experts from outside the IsDB Group, whose work is coordinated by the Islamic Development Bank Institute (IsDB).
The winner of this year’s prize will receive the award during the IsDB Group Annual Meetings, scheduled for 27 – 30 April 2024 in Riyadh, Saudi Arabia. In his comments on this occasion, the President of the ISDB, H.E. Dr. Muhammad AI Jasser, congratulated the laureate for his impactful knowledge contributions and wished him success in this various endeavours. Acting Director Generl of IsDB, Dr. Sami Al-Suwailem, also congratulated H.E. Dr. Al Jasser for guiding the Institute towards the successful coordination of the prize.”
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Opinion
Rebuilding the Pillars: A Comprehensive Blueprint for Overcoming Nigeria’s Leadership Deficit
Published
5 days agoon
December 13, 2025By
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
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Opinion
How Dr. Fatima Ibrahim Hamza (PT, mNSP) Became Kano’s Healthcare Star and a Model for African Women in Leadership
Published
2 weeks agoon
December 6, 2025By
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
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Opinion
Book Review: Against the Odds by Dozy Mmobuosi
Published
2 weeks 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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