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
Effective Strategic Leadership: Resolving Nigeria’s Contemporary Challenges and Unlocking Inclusive Possibilities
Published
5 days agoon
April 4, 2026By
Eric
By Tolulope A. Adegoke PhD
In an era of complex global uncertainties, effective strategic leadership stands as a proven catalyst for national renewal. It is defined by deliberate vision, data-driven decision-making, ethical accountability, inclusive stakeholder engagement, and adaptive execution that prioritizes long-term societal value over short-term expediency. For Nigeria — Africa’s most populous nation and largest economy — such leadership offers a clear, actionable pathway to address the multifaceted crises that have constrained progress as of April 2026. These challenges include persistent insecurity, economic volatility, deepening poverty, human capital deficits, and governance implementation gaps. By applying strategic leadership principles, Nigeria can not only mitigate these issues but also deliver tangible possibilities across three critical spheres: empowered peoples (individuals and communities), thriving corporates (businesses and enterprises), and resilient nation-building (institutional and societal advancement). This solution-driven exposition draws on empirical realities while outlining practical, evidence-based strategies that align with international best practices in governance, development economics, and leadership studies.
Nigeria’s Current Realities: A Balanced Assessment
As documented in recent analyses from the World Bank, PwC’s Nigeria Economic Outlook 2026, and the Bertelsmann Transformation Index, Nigeria grapples with interconnected pressures. Security threats — ranging from insurgency and banditry in the North-East and North-West to farmer-herder conflicts in the Middle Belt, separatist agitations in the South-East, and expanding urban-rural criminal networks — have intensified, with conflict-related fatalities rising in 2025. These have displaced communities, disrupted agriculture, and eroded investor confidence. Economically, while macroeconomic reforms under the current administration have begun stabilizing inflation and foreign exchange, real growth remains uneven (projected around 4.3% for 2026), concentrated in services and ICT, while agriculture and manufacturing lag due to insecurity, infrastructure deficits, and high energy costs. Poverty is projected to affect approximately 62% of the population (around 141 million people) by the end of 2026, compounded by stagnant human capital outcomes: nutrition, learning, and skills deficits are estimated to cost children born today over half of their potential future earnings. Governance challenges, including corruption, patronage networks, and slow policy implementation, further undermine public trust and reform momentum. These issues are not insurmountable; they are symptoms of systemic gaps that effective strategic leadership can systematically address.
How Effective Strategic Leadership Solves Nigeria’s Core Challenges
Strategic leadership succeeds by diagnosing root causes, mobilizing collective resources, and implementing measurable reforms. In Nigeria’s context, it would prioritize five interconnected pillars: human capital investment, security sector transformation, economic diversification, institutional integrity, and inclusive governance.
- Tackling Insecurity Through Integrated, Intelligence-Led Strategies Effective leaders treat security as a human development imperative rather than purely militarized response. Solutions include professionalizing security forces with community policing models, advanced intelligence-sharing platforms, and technology-driven surveillance (drones, data analytics). Leadership would integrate socio-economic interventions — such as youth employment programs and livestock development initiatives — to address root drivers like poverty and resource competition. International benchmarks, such as Rwanda’s post-conflict security reforms or Colombia’s integrated peace-building approach, demonstrate that combining kinetic operations with development yields sustainable peace. In Nigeria, this would reduce fatalities, restore agricultural productivity, and rebuild public confidence.
- Reversing Economic Volatility and Poverty Through Targeted Reforms Strategic leadership would accelerate fiscal discipline, revenue diversification, and private-sector-led growth. This entails full implementation of tax reforms with transparency safeguards, investment in critical infrastructure (power, roads, digital connectivity), and incentives for agro-processing and renewable energy. By anchoring monetary policy to stabilize inflation and the naira while protecting vulnerable households through expanded social safety nets, leaders can ease cost-of-living pressures. PwC and World Bank data show that even modest improvements in human capital and security could unlock 2–3 percentage points of additional annual GDP growth, directly reducing poverty.
- Bridging Human Capital Deficits Through Education, Health, and Skills Ecosystems Leaders must treat people as the ultimate asset. Solutions include universal early childhood development programs, curriculum reforms emphasizing STEM and vocational skills, and public-private partnerships for healthcare and digital literacy. Evidence from Singapore and South Korea illustrates how sustained leadership focus on education transformed resource-scarce economies into global powerhouses. In Nigeria, reversing learning stagnation and nutrition gaps would boost future earnings and demographic dividends.
- Strengthening Institutional Integrity and Anti-Corruption Mechanisms Strategic leaders embed transparency through digital procurement, independent anti-corruption bodies with prosecutorial powers, and performance-based governance dashboards. Merit-based appointments and judicial reforms would dismantle patronage networks, enhancing policy execution and public trust.
- Fostering Inclusive and Adaptive Governance Leadership would promote national dialogue platforms, devolved responsibilities (e.g., state-level security coordination with federal standards), and youth/women inclusion in decision-making to reduce ethnic and regional tensions.
Delivering Possibilities Across Peoples, Corporates, and Nations
For Peoples (Individuals and Communities): Effective leadership empowers citizens by creating safe, opportunity-rich environments. Targeted investments in education, health, and skills would raise living standards, reduce vulnerability to recruitment by criminal elements, and foster social cohesion. Community-led development initiatives, supported by transparent local governance, would restore dignity and agency, enabling families to thrive rather than merely survive.
For Corporates (Businesses and Enterprises): Strategic leadership cultivates a predictable, investor-friendly climate. By securing supply chains, enforcing contracts, and offering incentives for innovation and local content, leaders enable businesses to expand, create quality jobs, and drive diversification. Corporate examples from Lagos tech hubs and emerging agro-industries already show that improved security and policy consistency accelerate growth; scaled nationally, this would attract foreign direct investment and position Nigerian enterprises as continental leaders.
For Nations (Nation-Building and Global Positioning): At the national level, such leadership builds resilient institutions, diversifies the economy beyond oil, and enhances Nigeria’s diplomatic and economic influence in Africa and beyond. Strengthened governance would improve global competitiveness rankings, deepen AfCFTA participation, and attract strategic partnerships. The result: a more cohesive, prosperous nation capable of contributing meaningfully to global development agendas such as the Sustainable Development Goals.
Global Relevance and Lessons for Nigeria
Globally, nations that have overcome similar challenges — Botswana’s resource-led but governance-driven success, Vietnam’s human-capital-focused reforms, or Estonia’s digital governance transformation — prove that strategic leadership consistently delivers results. Nigeria can adapt these models contextually, leveraging its youthful population, cultural diversity, and strategic location to become an African benchmark rather than a cautionary tale.
Actionable Recommendations for Immediate Implementation
- Establish a National Strategic Leadership Academy for public and private sector leaders, emphasizing data analytics, ethics, and crisis management.
- Launch a multi-stakeholder National Possibilities Commission to monitor progress on security, human capital, and economic diversification with quarterly public dashboards.
- Prioritize public-private partnerships in security technology, education infrastructure, and agro-industrial zones.
- Integrate youth and civil society into policy design through structured consultation mechanisms.
- Benchmark progress against international indices (World Bank Human Capital Index, Global Peace Index, Ease of Doing Business) to ensure accountability.
Conclusion: A Call to Transformative Action
Effective strategic leadership is not an abstract ideal but a practical, results-oriented discipline that Nigeria can harness today. By confronting insecurity, economic fragility, and human capital deficits head-on through visionary, ethical, and inclusive approaches, leaders can resolve pressing crises and unlock unprecedented possibilities for individuals, businesses, and the nation as a whole. The global community stands ready to support credible, solution-driven efforts. Nigeria’s abundant human and natural endowments, combined with decisive leadership, position it to move from potential to prosperity — delivering a future where every citizen, enterprise, and institution contributes to and benefits from shared progress. The time for implementation is now; the rewards will define generations to come.
Dr. Tolulope A. Adegoke, AMBP-UN is a globally recognized scholar-practitioner and thought leader at the nexus of security, governance, and strategic leadership. His mission is dedicated to advancing ethical governance, strategic human capital development, and resilient nation-building, and global peace. He can be reached via: tolulopeadegoke01@gmail.com, globalstageimpacts@gmail.com
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Opinion
PDP Crisis: Illegal Factional Convention is a Direct Assault on Party Constitution and Democracy
Published
2 weeks agoon
March 29, 2026By
Eric
By Prince Adedipe Dauda Ewenla
The attention of party faithfuls and the general public has been drawn to the desperate and unconstitutional attempt by a faction within the Peoples Democratic Party to foist an illegal National Convention on the party in clear violation of its constitution and established democratic norms.
Let it be stated unequivocally: the Constitution of the PDP is clear, unambiguous, and binding on all members only a duly elected National Working Committee (NWC) has the constitutional authority to convene, approve, and conduct a National Convention.
This position is firmly grounded in the provisions of the PDP Constitution:
1. Section 31(3) clearly vests the power to summon and convene the National Convention in the appropriate constitutional organ of the party, which operates through the National Working Committee.
2. Section 29(2)(a) establishes the National Working Committee as the principal executive organ responsible for the day-to-day administration and decision-making of the party.
3. Section 47(1) affirms the supremacy of the party constitution, making it binding on all members and organs of the party without exception.
Flowing from these provisions, any gathering, meeting, or assembly convened outside this constitutional framework is illegal, null, void, and of no consequence, being ultra vires, null ab initio, and incapable of conferring any legal rights or obligations whatsoever.
The ongoing attempt by a faction reportedly aligned with the Minister of the Federal Capital Territory, Nyesom Wike, to organize a so-called convention through an imposed and illegitimate caretaker structure is nothing but a brazen assault on the rule of law, party supremacy, and internal democracy, and amounts to a clear case of constitutional subversion.
For the avoidance of doubt:
Individuals who have been suspended or expelled from the party lack the locus standi to act on its behalf.
Any caretaker arrangement not constitutionally backed by the elected organs of the party remains a nullity ab initio.
No faction, no matter how powerful, can override the supremacy of the party constitution.
Any purported action taken in furtherance of this illegality is void and liable to be set aside ex debito justitiae by any court of competent jurisdiction.
It is instructive that the Federal High Court and other competent courts have already taken judicial notice of these constitutional breaches by entertaining suits challenging the legality of the proposed convention. This alone is a clear warning that the entire process is fundamentally defective and cannot stand the test of law.
We therefore align firmly and unequivocally with the leadership direction and stabilizing efforts under Kabiru Turaki, whose commitment to constitutional order, due process, and party unity remains the only credible path forward for the PDP at this critical time.
The party cannot and must not be hijacked by individuals driven by personal ambition, vendetta politics, or external influence.
The survival of the PDP as a viable opposition platform depends on strict adherence to its constitution and respect for its legitimate structures.
We warn, in the strongest possible terms, that:
Any convention conducted outside the authority of a duly elected NWC will be resisted and rejected by loyal members of the party.
Any outcome from such an illegal exercise will be treated as void ab initio and will not be recognized within the party or before the Independent National Electoral Commission.
Those promoting this illegality are inviting avoidable chaos, multiplicity of suits, and grave political consequences for the PDP ahead of 2027.
This is not just about a convention this is about the soul, legality, and future of our great party.
I call on all genuine stakeholders to rise above factional manipulation and defend the constitution of the PDP with courage and clarity.
The rule of law must prevail. Fiat justitia ruat caelum. The constitution must stand. The PDP must not fall.
Prince Amb. (Dr.) Adedipe Dauda Ewenla
PDP Southwest Ex-Officio
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Opinion
Intentional Progressive Leadership and Disciplined Security: Catalysts for Unlocking Possibilities
Published
2 weeks agoon
March 28, 2026By
Eric
By Tolulope Adegoke PhD
In an increasingly interconnected and volatile world, the twin forces of intentional progressive leadership and disciplined security stand as indispensable drivers of meaningful advancement. Intentional progressive leadership is characterized by deliberate, forward-thinking decision-making that prioritizes inclusive growth, innovation, accountability, and long-term societal transformation over short-term gains or entrenched interests. Disciplined security, in turn, refers to a professional, rule-of-law-based, human-centered approach to safeguarding citizens, institutions, and resources—one that integrates military, intelligence, law enforcement, and community engagement while upholding human rights and fostering trust. Together, these elements do not merely maintain stability; they actively unlock possibilities across three interconnected spheres: peoples (individuals and communities), corporates (businesses and organizations), and nation building (state institutions and societal cohesion).
This write-up examines their active roles, portrays the current realities as they stand in Nigeria, Africa, and the wider world, provides relevant global and regional examples, and offers practical, unbiased solutions. Drawing on established patterns of development, the analysis underscores that where these forces converge effectively, they generate exponential outcomes; where they falter, stagnation and fragility ensue. The goal is to present a balanced, evidence-informed perspective suitable for policymakers, business leaders, scholars, and development practitioners internationally.
Defining and Contextualizing the Core Elements
Intentional progressive leadership goes beyond charisma or authority. It demands strategic vision anchored in data, ethical governance, stakeholder inclusion, and adaptive resilience. Leaders in this mold invest in human capital, promote transparency, and align policies with sustainable development goals. Disciplined security complements this by creating the enabling environment of safety and predictability. It emphasizes professional training, intelligence-led operations, community policing, and the rule of law rather than militarization or repression. When these operate in synergy, they transform potential into tangible progress: educated citizens innovate, businesses thrive without fear, and nations build resilient institutions.
Active Roles in Delivering Possibilities for Peoples
For individuals and communities, intentional progressive leadership and disciplined security create pathways to dignity, opportunity, and empowerment. Progressive leaders prioritize education, healthcare, and skills development, viewing people as the primary asset. Disciplined security ensures freedom from fear, enabling daily pursuits of livelihood and aspiration.
In practice, this synergy fosters social mobility and cohesion. Progressive leadership invests in youth programs and vocational training, while disciplined security protects learning environments and public spaces. The result is reduced vulnerability to exploitation and increased civic participation.
Active Roles in Delivering Possibilities for Corporates
Corporations require stable operating environments to invest, innovate, and expand. Intentional progressive leadership enacts policies that ease business registration, combat corruption, and promote public-private partnerships. Disciplined security safeguards supply chains, intellectual property, and personnel against threats like extortion or sabotage.
This combination drives economic dynamism. Businesses flourish when leaders provide predictable regulations and when security forces respond swiftly to disruptions, allowing corporates to focus on value creation rather than risk mitigation.
Active Roles in Delivering Possibilities for Nation Building
At the national level, these elements are foundational to sovereignty, legitimacy, and prosperity. Progressive leadership builds inclusive institutions, diversifies economies, and integrates regional and global partnerships. Disciplined security preserves territorial integrity, deters external interference, and supports internal harmony.
Nation building succeeds when leadership fosters national identity and security architecture reinforces it through equitable protection and justice.
The Current Picture: Realities in Nigeria, Africa, and the Wider World
Nigeria exemplifies both promise and persistent hurdles. As Africa’s most populous nation and largest economy, it possesses immense human and natural potential. Yet, as of early 2026, security challenges remain acute: insurgency and banditry in the Northeast and Northwest, farmer-herder conflicts in the Middle Belt, kidnapping for ransom nationwide, and separatist tensions in the Southeast. These have displaced millions, stifled agriculture and commerce, and eroded public trust. Leadership under President Bola Tinubu has pursued reforms, including kinetic and non-kinetic counter-insurgency measures, the appointment of a new Chief of Defence Staff in late 2025 for better operational coherence, and emphasis on human capital development (HCD 2.0). Progress includes reported surrenders of insurgent affiliates and targeted infrastructure investments, yet gaps persist in governance coordination, community engagement, and addressing root causes such as poverty and youth unemployment.
Across Africa, the landscape is heterogeneous. Positive models include Rwanda, where post-genocide leadership under President Paul Kagame has combined visionary governance with disciplined security to achieve sustained growth, digital innovation, and regional stability. Botswana stands as another exemplar: decades of prudent, transparent leadership have turned diamond revenues into broad-based development while maintaining professional security institutions that uphold democratic norms. Ghana demonstrates democratic continuity with progressive economic policies and relatively effective security cooperation. Conversely, parts of the Sahel face coups, jihadist expansion, and governance fragility, highlighting how leadership vacuums and undisciplined security exacerbate cycles of instability.
Globally, the interplay is evident in success stories such as Singapore’s transformation under Lee Kuan Yew, where meritocratic leadership and disciplined, corruption-free security institutions propelled a resource-poor city-state into a high-income economy. South Korea’s post-war reconstruction similarly blended visionary leadership with security alliances and human capital focus. In contrast, nations experiencing leadership complacency or fragmented security—such as certain conflict zones in the Middle East or Latin America—illustrate stalled development and eroded possibilities.
These realities reveal a clear pattern: intentional progressive leadership and disciplined security are not luxuries but necessities. Their absence perpetuates underdevelopment; their presence catalyzes breakthroughs.
Relevant Examples Illustrating Essence and Impact
- Rwanda: Post-1994 genocide, intentional leadership focused on reconciliation, education, and technology hubs, supported by disciplined security reforms that prioritized professional training and community policing. This has elevated Rwanda to one of Africa’s fastest-growing economies, attracting foreign investment and reducing poverty dramatically.
- Botswana: Progressive leadership emphasized accountable resource management and anti-corruption measures, paired with a professional military and police force. The outcome is one of Africa’s most stable democracies and highest Human Development Indices.
- Singapore: Lee Kuan Yew’s intentional policies built a merit-based civil service and rigorous, rule-based security apparatus. This created a safe, efficient environment that transformed the nation into a global financial and logistics hub.
- Nigeria-specific: Initiatives like community-based security arrangements in some states, when aligned with progressive local leadership, have reduced localized banditry. Corporate examples include Lagos tech ecosystems thriving amid targeted security enhancements in business districts.
These cases justify the essence: deliberate leadership and disciplined security deliver measurable possibilities when integrated holistically.
Proffering Relevant Solutions: Pathways Forward Without Prejudice
Solutions must be context-specific yet universally applicable, emphasizing collaboration across stakeholders.
For Peoples (Individuals and Communities):
- Nigeria and Africa: Scale up human capital programs like Nigeria’s HCD 2.0 through universal basic education, vocational training, and digital literacy, especially in rural and conflict-affected areas. Integrate community policing models that empower local vigilantes under professional oversight to build trust.
- Wider World: Adopt inclusive social safety nets and mental health support in post-conflict settings. International partners can provide technical assistance for youth entrepreneurship funds.
- Outcome: Reduced vulnerability and empowered citizens who contribute actively to development.
For Corporates:
- Nigeria and Africa: Enact progressive policies such as streamlined business regulations, tax incentives for security technology investments, and public-private security partnerships (e.g., joint task forces for critical infrastructure). Encourage corporate social responsibility in community safety initiatives.
- Wider World: Promote global standards like ISO security management systems and cross-border investment guarantees tied to stability metrics.
- Outcome: Enhanced investor confidence, job creation, and innovation ecosystems.
For Nation Building:
- Nigeria: Strengthen institutional reforms, including anti-corruption enforcement, judicial independence, and devolved security responsibilities (e.g., state police with federal safeguards). Foster inclusive national dialogues and leverage technology for intelligence sharing.
- Africa: Enhance African Union mechanisms for peer review, joint peacekeeping, and economic integration to address transnational threats.
- Wider World: Support multilateral frameworks that reward progressive governance with development aid and security cooperation, emphasizing capacity-building over external imposition.
- Cross-cutting Measures: Invest in data-driven monitoring (e.g., peace indices), leadership training academies, and civil society engagement to ensure accountability.
Implementation requires political will, sustained funding, and adaptive evaluation. International standards—such as those from the World Bank’s governance indicators or the Institute for Economics and Peace—can guide benchmarking without external overreach.
Conclusion: A Call to Deliberate Action
Intentional progressive leadership and disciplined security are not abstract ideals but active agents that shape destinies. In Nigeria and across Africa, where challenges are pronounced yet potential is vast, their effective deployment can convert vulnerabilities into strengths. Globally, they offer proven blueprints for resilient, prosperous societies. The current picture, while marked by setbacks, also reveals pathways of hope through ongoing reforms and exemplary models. By embracing these forces with intentionality, stakeholders at all levels can deliver genuine possibilities—empowered peoples, thriving corporates, and cohesive nations. The imperative is clear: invest in people-centered leadership and professional security today to secure a more equitable and stable tomorrow. Through collaborative, evidence-based strategies, Nigeria, Africa, and the wider world can realize their full potential in an interdependent global order.
Dr. Tolulope A. Adegoke, AMBP-UN is a globally recognized scholar-practitioner and thought leader at the nexus of security, governance, and strategic leadership. His mission is dedicated to advancing ethical governance, strategic human capital development, and resilient nation-building, and global peace. He can be reached via: tolulopeadegoke01@gmail.com, globalstageimpacts@gmail.com
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