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Godfather-Godson Conflict, State of Emergency in the Niger Delta, and the Way Forward

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By Magnus Onyibe

With President Bola Tinubu’s declaration of a state of emergency in Rivers State on Tuesday, March 18, the Renaissance consortium—a group of local investors that recently acquired Shell’s onshore oil and gas assets in Nigeria for a staggering $2.4 billion—now finds itself in turbulent waters.

In hindsight, Shell, Mobil, TotalEnergies, Agip, and other major oil companies that divested from onshore assets in Nigeria and moved their operations offshore were remarkably foresighted. Like the mythical Nostradamus, they seemed to have foreseen the future and exited just in time to avoid the very risks that Renaissance now faces—risks of escalation into another wave of militancy and insecurity in the Niger Delta if not properly managed.

If chaos takes hold in the Nigerdelta, the Renaissance consortium, which invested heavily in Shell’s assets, along with Seplat Energy, which also recently acquired ExxonMobil’s onshore oil assets for $1.28 billion, will be among the hardest hit. That is underscored by the fact that the broader oil and gas sector now faces heightened uncertainty, as what was once a relatively stable business environment risks returning to a militarized zone that it once used to be before president Musa Yar’adua of blessed memory quelled the fire through innovative policies and programmes for the restive youths during his tenure 2007-2010.

As we know, businesses thrive on stability, and insecurity breeds uncertainty. The fallout from this development could reverse Nigeria’s recent economic gains—causing inflation, which had been trending downward, to spike again. The naira, which had been stabilizing against foreign currencies, may once more come under pressure due to the turmoil in Rivers State.

Other recent entrants into Nigeria’s oil and gas sector, such as Tony Elumelu’s Heirs Energy—which purchased Shell’s OML 17 for approximately $1.1 billion a few years ago—may also find themselves in a precarious situation. Similarly, Aliko Dangote, whose $20 billion, 650,000 barrels-per-day capacity refinery may not be located in the Niger Delta, could still face significant challenges in securing crude oil feedstock if the crisis disrupts production in the oil/gas rich Niger delta region.

This development is particularly concerning given the extensive efforts President Tinubu’s administration has put into restoring security in the Niger Delta. His policies, especially the Nigeria Upstream Perroleum Regulatory Commission, (NUPRC) led by Gbenga Komolafe’s initiative to ramp up production by one (1) million barrels within 24 months which had successfully increased oil production from approximately 1.3 million barrels per day before Tinubu took office to nearly 1.8 million barrels per day in february. The declaration of a state of emergency in the region now threatens to undermine this significant achievement.

The Niger Delta Crisis: A Threat to Economic Stability

It is worth recalling that Nigeria’s previously disappointing oil output was not just due to low investment—exacerbated by the prolonged delay in passing the Petroleum Industry Bill (PIB), which took about two decades to become law—but also due to the activities of sophisticated international oil theft syndicates operating in the Niger Delta.

To the Tinubu administration’s credit, a coordinated effort by Nigeria’s security agencies, led by the Office of the National Security Adviser (NSA) in collaboration with the military and the Nigerian National Petroleum Company Limited (NNPC Ltd), successfully dismantled these criminal networks. This crackdown played a crucial role in ramping up production, enabling Nigeria to meet its OPEC production quota and boost foreign exchange earnings.

The reality is simple: the more crude oil Nigeria produces, the stronger the country’s foreign exchange reserves become, which in turn stabilizes the economy, reduces inflation, and strengthens the naira against foreign currencies.

Given these hard-earned economic gains, the declaration of a state of emergency in the Niger Delta is a major setback. It threatens to undo much of the progress made, which is deeply unfortunate.

A Political Clash Turned Socioeconomic Disaster

What is particularly baffling is how a mere political dispute—essentially a struggle for supremacy between a godfather and his godson—was allowed to escalate into a crisis with such grave socioeconomic consequences for the entire country.

One is worried that despite his well-known political acumen, President Tinubu has permitted what should have been a minor local political squabble—an ego-driven contest between politicians—to snowball into a situation that could destabilize Nigeria’s economic and security landscape.

The challenge of godfatherism is not new to Nigerian politics. Since the return to democracy in 1999, such conflicts have repeatedly surfaced.

For instance, in Oyo State, former Governor Rasheed Ladoja was allegedly impeached in 2006 at the behest of his godfather, Alhaji Lamidi Adedibu, who reportedly orchestrated his removal after Ladoja refused to grant him unfettered access to a significant portion of the state’s security vote. Even after the Court of Appeal reinstated him in 2007, Adedibu ensured Ladoja never won reelection.

Similarly, in Anambra State in 2003, then-Governor Chris Ngige faced a brutal political battle with his godfather, Chief Chris Uba, who allegedly had him kidnapped and forced to sign a resignation letter under duress for refusing to repay the billions of naira Uba claimed to have spent securing his election.

While these incidents are among the most well-known, many other states—including Lagos, Kano, lmo,Bauchi, and Sokoto—have had their fair share of godfatherism and the conflicts it breeds.

However, none of these previous disputes was allowed to spiral into a full-blown crisis of the magnitude currently unfolding in Rivers State.

A Call for Strategic Intervention

At a time when Nigeria is striving to stabilize its economy, strengthen its currency, and attract investment, the last thing the country needs is an escalation of political conflicts that could disrupt oil production and erode economic gains.

Moving forward, it is imperative that this crisis is swiftly de-escalated through strategic intervention, ensuring that political disagreements do not morph into national security and economic threats. The lessons from past conflicts should serve as a guide for resolving the current situation before it causes irreparable damage.

Managing the Rivers State Crisis: A Path to Stability

President Bola Tinubu’s efforts to mediate between the warring factions in Rivers State—Nyesom Wike, the godfather, and Siminalayi Fubara, the godson—have been evident. His most recent attempt came on March 14, when he publicly urged Fubara to adopt a conciliatory approach while hosting Rivers State elders and leaders at Aso Rock. It is likely that he also privately counseled Wike, the Minister of the Federal Capital Territory, to de-escalate tensions and avoid plunging the volatile Niger Delta into chaos—a warning that appears to have gone unheeded, given the recent attacks on oil pipelines following Fubara’s looming impeachment.

The failure of both parties to heed the president’s advice ultimately led to the declaration of a state of emergency in Rivers State. Tinubu justified his intervention by stating that the state—and the Niger Delta as a whole—was on the brink of widespread unrest, particularly with critical oil infrastructure coming under attack. While regrettable, this drastic step may still be remedied through a well-coordinated response from all three branches of government—the executive, legislature, and judiciary—in the broader interest of Rivers State, the Niger Delta, and Nigeria as a whole.

Balancing Crisis Management and Democracy

Given Nigeria’s democratic trajectory, now approaching 25 consecutive years of practice since 1999, strict legal interpretations should not override pragmatic solutions that serve the national interest. Instead of an extended emergency rule, a more balanced approach could involve reducing the suspension of democratic governance in Rivers State from six months to just one month. During this period, all parties should be brought to the negotiating table for a binding resolution, facilitated by representatives from the three arms of government and crisis management experts.

The reality of the situation is that neither the executive nor the legislature benefits from the state of emergency. Both the governor and state lawmakers have been stripped of their mandates, effectively sidelining the democratic institutions in Rivers State. More concerning is that the people of Rivers State have been deprived of their civic rights, effectively rendering them disenfranchised. This situation is further complicated by a Supreme Court ruling halting funding to the state, which, in legal terms, suggests that Rivers State currently lacks a legitimate government.

Without the emergency rule declared by President Tinubu, the Supreme Court’s decision would have resulted in a financial paralysis for Rivers state, with no funds available to pay civil servants, legislators, and public officials. In a state with a population exceeding five million, such a scenario would have been catastrophic. However, with a sole administrator now in place—enabled by the state of emergency—Rivers State will still receive its allocation from the Federation Account at the end of the month, ensuring that salaries and government operations continue uninterrupted.

A Strategic Political Move?

President Tinubu’s declaration of emergency rule, though unexpected, may have been a strategic move aimed at shocking both factions in the conflict into a resolution. A shock therapy of sorts. The abrupt suspension of democratic governance sends a strong message that continued political infighting comes at a high cost. This drastic step could force the feuding parties to prioritize peace and stability over personal rivalries. In light of this, it is imperative for Tinubu to further leverage his political acumen as an adept strategist to swiftly end this power struggle and prevent further destabilization of the Niger Delta, which remains Nigeria’s economic lifeline.

The Military Factor in Emergency Rule

One striking pattern in Nigeria’s political history is the recurring appointment of retired military officers as administrators during periods of emergency rule. Since the first state of emergency was declared under Prime Minister Tafawa Balewa, successive leaders—including Presidents Olusegun Obasanjo, Goodluck Jonathan, and now Tinubu—have continued this trend. The appointment of retired Admiral Ibok-Ete Ibas as the emergency administrator in Rivers State follows this precedent.

This raises an important question: Why do Nigerian leaders instinctively turn to ex-military officers in times of political crises? Does this suggest a lack of trust in politicians or accomplished leaders from other sectors? Notably, when military rulers have had to step aside, they have sometimes chosen private sector leaders instead of fellow military officers. For instance, when General Ibrahim Babangida relinquished power in 1993, he appointed Chief Ernest Shonekan—a corporate executive—as head of the Interim National Government.

If military rulers have shown a willingness to transition power to civilian business leaders, why do democratic governments hesitate to appoint competent individuals from outside the military during emergency situations? This long-standing pattern deserves scrutiny, especially in a maturing democracy like Nigeria’s.

Ultimately, one hopes that with wise counsel and decisive leadership, the current crisis in Rivers State will not spiral further, and Nigeria’s economic recovery—marked by declining inflation and a stabilizing naira—will not be derailed. More importantly, Nigeria should strive to ensure that no unelected military officer is ever again called upon to replace a democratically elected leader, either at the state or national level.

Magnus Onyibe is an entrepreneur, public policy analyst, author, democracy advocate, development strategist, alumnus of the Fletcher School of Law and Diplomacy, Tufts University, Massachusetts, USA, and a former commissioner in the Delta State government.

To continue this conversation and more, please visit www.magnum.ng.

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Opinion

Give What, to Gain What? Reflections on the 2026 International Women’s Day Theme

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By Oyinkansola Badejo-Okusanya

At first glance, the theme of this year’s International Women’s Day celebration sounded a little odd to me.

Last year’s theme, Accelerate Action, was clear enough. You read it and immediately understood it as a call to move faster, push harder, do more, close the gaps. It was energetic, direct and unambiguous.

But “Give To Gain”? Give what? To whom? And to gain what, precisely? How is giving a pathway to gender equity? In the legal profession, and in leadership generally, we are trained to think in terms of advantage. What do I gain? What do I secure? What do I protect? But the more I reflected, the more I realised that perhaps that reflection was the point. Because my reflection took me to some of the most defining moments in my professional journey, and they did not come from what I took. They came from what someone chose to give.

A colleague who gave me insights instead of indifference, a leader who gave me visibility in a room where my voice would have been overlooked, a mentor who gave me honest feedback when flattery or a comfortable silence would have been easier.

None of those acts diminished them. They did not lose relevance, influence, or authority. If anything, their giving expanded their impact. Sometimes, some of us act as though giving someone else room to rise somehow shrinks our own space. But leadership does not weaken when it is shared wisely. It deepens.

That is the quiet power behind “Give To Gain”, and the paradox at the heart of this year’s theme. “Give To Gain” is not a call to diminish ourselves. It is a call to invest in one another because when we give from strength, we gain strength. So give respect.
give access. Give honest evaluation. Give opportunity without prejudice. And you will gain trust, loyalty and potential. Give mentorship and gain contunuity, give equal footing and gain the full measure of talent available. That kind of giving multiplies gain.

So perhaps the theme is not so odd after all. In a world that often asks, “What do I stand to lose?” this year’s International Women’s Day asks instead, “What could we stand to gain, if we were all willing to give?”

In the context of gender equity, the theme becomes even more compelling. Giving equal footing is not about doing women a favour; it is about acknowledging merit. When barriers fall, capacity rises to the surface. When access expands, talent flourishes. When women thrive professionally, institutions gain.

Against this backdrop, I began to think about the remarkable women who embodied this principle long before it became a theme. Women who gave intellectual rigour to complex situations and gained distinction. Women who gave courage and resilience in the face of resistance or in rooms where they were the only one, and gained respect. Women who gave mentorship to younger women and gained a legacy that cannot be erased.

Women who gave integrity to public service and the private sector and gained trust and admiration that cannot be manufactured.
Women whose boldness did not ask for permission to contribute. They did not lower their standards to fit expectations.

They gave of their intellect, their discipline, their time and their resilience, and in doing so they expanded the space for others. That is the spirit I want to honour this IWD month.

Beginning tomorrow, on International Women’s Day and continuing through all the remaining days of March, I will be celebrating a female icon who exemplifies this principle. Women who have given and gained. Each day, one story. One journey.

One example of boldness in action. Not to romanticise their journeys or suggest that their paths were easy, but to illuminate them and show what is possible when you dare to try.

Each profile will tell a story of contribution and consequence, of how giving strengthens, and how excellence, when sustained with integrity, inevitably earns its place.

My hope is that other women will read these stories and recognise themselves in them. That men also will read them and see leadership, not limitation. And that we will all be reminded that progress is rarely accidental. It is built, often quietly, by those willing to give more than is required.

If this year’s theme “Give To Gain” means anything to me, it means that we must intentionally amplify the inspiring examples that prove what is possible when women are bold.

Because inspiration and visibility are forms of giving. And sometimes, the simple act of telling a story is the spark that lights ambition in someone who was unsure where or whether she belonged.

This March, I choose to give inspiration and visibility and honour where it is so richly deserved.

And I trust that in doing so, we will gain a stronger world, a clearer sense of direction and possibility and another generation of women bold enough to step forward without apology.

Now the theme no longer seems strange. Now I understand that when we give boldly, we gain collectively. And that is a theme worth celebrating.

Oyinkansola Badejo-Okusanya, SAN FCIArb

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Opinion

Beyond the Vision: The Alchemy of Turning Ideas into Execution

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By Tolulope A. Adegoke PhD

History is littered with the skeletons of great ideas that never saw the light of day. In boardrooms and basements across the world, concepts with the power to reshape industries lie dormant, suffocated not by a lack of merit, but by a lack of execution. We live in an era that venerates the “light bulb moment,” yet the painful truth, as articulated by venture capitalists and historians alike, is that ideas are a dime a dozen; it is execution that is richly rewarded . The journey from the spark of imagination to the tangible reality of a finished product, a profitable corporation, or a thriving nation is an alchemical process. It requires the transformation of abstract thought into concrete action—a discipline that separates the dreamer from the builder. This evolution of an idea into reality is not a mystical event but a replicable process, best understood through the distinct exemplars of visionary individuals, resilient corporations, and transformative nations.

The Individual: The “Thinker-Doer” Synthesis

The romantic notion of the genius lost in thought, sketching blueprints while others do the heavy lifting, is a seductive myth. The reality, as demonstrated by history’s most impactful figures, is that the major thinkers are almost always the doers. Steve Jobs, a figure synonymous with innovation, famously articulated this principle by invoking the ultimate Renaissance man, Leonardo da Vinci. Jobs argued that the greatest innovators are “both the thinker and doer in one person,” pointing out that da Vinci did not have a separate artisan mixing his paints or executing his canvases; he was the artist and the craftsman, immersing himself in the physicality of his work . For Jobs, this synthesis was the guiding doctrine of Apple. He understood that abstract ideation is sterile without the feedback loop of hands-on mastery. The refinement of the Mac’s typography, the feel of a perfectly weighted mouse, the intuitive interface of the iPhone—these were not born from pure theory but from an obsessive, tactile engagement with the building process. The “doer” digs into the hard intellectual problems precisely because they are engaged in the act of creation.

This principle is further illuminated by the career of Elon Musk. While often perceived as a master inventor, Musk’s greatest genius may lie in his ability to execute existing ideas at a scale and speed previously thought impossible. He was not a founder of Tesla on day one, but he stepped in to spearhead its execution, transforming an electric vehicle concept into a global automotive powerhouse. At SpaceX, he inherited the age-old idea of space travel but revolutionized its execution by challenging fundamental cost structures and vertically integrating manufacturing. Musk embodies the “thinker-doer” by immersing himself in the engineering details, sleeping on the factory floor, and distilling complex challenges down to their fundamental physics. Both Jobs and Musk validate the venture capital adage that investment is placed not in ideas, but in the people capable of navigating the treacherous path from Point B to Point Z—the messy, unglamorous grind where visions are either realized or abandoned.

“In the architecture of achievement, ideas are merely the blueprints; execution is the foundation, the steel, and the mortar. A blueprint without a builder is just a dream drawn on paper” – Tolulope A. Adegoke, PhD

The Corporation: Engineering the Culture of Execution

For corporations, the evolution of an idea into reality is not a one-time event but a cultural imperative. It demands a structure and a philosophy that bridges the notorious gap between strategy and outcome. Procter & Gamble (P&G), a consumer goods giant, provides a master-class in adapting its execution model to survive and thrive. Despite investing billions in internal research and development, P&G recognized that its traditional closed-door approach was failing to meet innovation targets. The company evolved its idea-generation process by embracing “Connect + Develop,” opening its innovation pipeline to external inventors, suppliers, and even competitors. This shift in mindset was merely the idea; the reality was the rigorous, internal execution that vetted, integrated, and scaled those external concepts—like the Mr. Clean Magic Eraser, which was discovered as a prototype in Japan and flawlessly executed by P&G’s operational machine. The company’s success hinges on what researchers call “imaginative integrity”—the ability to make an imagined future so tangible that the entire organization can build toward it.

Similarly, UPS stands as a testament to the power of “creative dissatisfaction.” For over a century, UPS has operated not on bursts of pure invention, but on the relentless engineering and re-engineering of its systems. Founder Jim Casey instilled a culture where the status quo was perpetually questioned—from testing monorail-based sort systems to optimizing delivery routes with algorithmic precision. The idea was not merely to deliver packages, but to create the pinnacle of logistical efficiency. The execution involved tens of thousands of employees “pulling together” to transform the organization repeatedly, embracing changes that ranged from entering the common carrier business in the 1950s to mastering e-commerce logistics in the 1990s. These companies succeed because they build what management experts call the “five bridges” to execution: the ability to manage change, a supportive structure, employee involvement, aligned leadership, and cross-company cooperation. At Costco, this is embodied by CEO James Sinegal, whose Spartan office and relentless focus on in-store details align leadership behavior with the company’s razor-thin margin strategy, proving that execution is modeled from the top down.

The Nation: The Political Economy of Progress

The evolution of ideas into reality scales beyond individuals and firms to the very level of nations. The economic trajectories of countries are determined by their ability to adapt foreign concepts and execute them within local contexts. The post-war rise of Japan is perhaps the most powerful example of this phenomenon. In the early 20th century, Japan was exposed to American ideas of scientific management, but the devastation of World War II left its industrial base in ruins. The idea that saved Japan was quality control, imported through lectures from American scholars W. Edwards Deming and Joseph Juran. The genius of Japan, however, was not in the adoption of the idea, but in its adaptation. Private organizations like the Union of Japanese Scientists and Engineers (JUSE) took the lead, transforming foreign theories into the uniquely Japanese practice of Total Quality Management (TQM) and the grassroots phenomenon of Quality Control circles. This was not government-mandated execution; it was a national movement of “thinker-doers” on the factory floor, relentlessly refining processes. The evolution of this idea rebuilt a nation, turning “Made in Japan” from a byword for cheap goods into a global standard for reliability.

In contrast, Singapore represents a different model of national execution: the state as a strategic architect. Upon independence, Singapore possessed few natural resources and a uncertain future. The government, however, possessed a clear-eyed vision of industrial development. It actively sought external assistance from the United Nations and Japan, but crucially, the Singaporean authorities acted as the “agent of adaptation” . They did not passively accept advice; they made decisive judgments about what was relevant to their unique circumstances and demanded specific adaptations. This disciplined, top-down execution of economic strategy—from building world-class infrastructure to enforcing rigorous education standards—evolved the idea of a “sovereign nation” into the reality of a first-world entrepôt. The contrast with nations like Tunisia, where external donors took the lead due to a lack of domestic policy clarity, highlights a fundamental truth: ideas flow freely across borders, but the ability to execute them is a domestic condition, cultivated through leadership and institutional will.

Conclusion: The Integrity of the Build

Ultimately, the evolution of an idea into reality demands what can be termed “imaginative integrity”—the unwavering commitment to binding the vision to the execution. It is a concept that applies equally to the Renaissance painter mixing his own pigments, the CEO sleeping on the factory floor, and the nation-state meticulously adapting foreign technology. The world is full of “crude ideas” that lack the refinement of execution; even a brilliantly designed structure like MIT’s Stata Center can falter if the craftsmanship of its realization is flawed.

The journey from “A to Z” is long, and the gap between strategy and outcome is the graveyard of potential. To traverse it, one must recognize that thinking and doing are not sequential acts but concurrent disciplines. The doers are the major thinkers, for they are the ones who test hypotheses against reality, who adapt to feedback, and who possess the grit to push through the inevitable obstacles. Whether it is a nation reshaping its economy, a corporation reinventing its logistics, or an individual defying the limits of technology, the lesson remains constant: the future belongs not just to those who can dream it, but to those who can build it.

Vision sees the path; execution walks it, blisters and all. The distance between a dream and a legacy is measured only by the courage to begin the work.

History does not remember the whisper of a thought, but the echo of its impact. To think is human, but to execute is to leave a mark on time.

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.comglobalstageimpacts@gmail.com

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Opinion

How an Organist Can Live a More Fulfilling Life

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By Tunde Shosanya

It is essential for an Organist to live a fulfilling life, as organ playing has the capacity to profoundly and uniquely impact individuals. There is nothing inappropriate about an Organist building their own home, nor is it unlawful for an Organist to have a personal vehicle. As Organists, we must take control of our own futures; once again, while our certificates hold value, organ playing requires our expertise. We should not limit ourselves to what we think we can accomplish; rather, we should chase our dreams as far as our minds permit. Always keep in mind, if you have faith in yourself, you can achieve success.

There are numerous ways for Organists to live a more fulfilling and joyful life; here are several suggestions:

Focus on your passion. Set an example, and aim for daily improvement.

Be self-reliant and cultivate harmony with your vicar.

Speak less and commit to thinking and acting more.

Make choices that bring you happiness, and maintain discipline in your professional endeavors.

Help others and establish achievable goals for yourself.

Chase your dreams and persist without giving up.

“Playing as an Organist in a Church is a gratifying experience; while a good Organist possesses a certificate, it is the skills in organ playing that truly matter” -Shosanya 2020

Here are 10 essential practices for dedicated Organists…

1) Listen to and analyze organ scores.

2) Achieve proficiency in sight reading.

3) Explore the biographies of renowned Organists and Composers.

4) Attend live concerts.

5) Record your performances and be open to feedback.

6) Improve your time management skills.

7) Focus on overcoming your weaknesses.

8) Engage in discussions about music with fellow musicians.

9) Study the history of music and the various styles of organ playing from different Organists.

10) Take breaks when you feel fatigued. Your well-being is vital and takes precedence over organ playing.

In conclusion, as an Organist, if you aspire to live towards a more fulfilling life in service and during retirement, consider the following suggestions.

1) Plan for the future that remains unseen by investing wisely.

2) Prioritize your health and well-being.

3) Aim to save a minimum of 20 percent of your monthly salary.

4) Maintain your documents in an organized manner for future reference.

5) Contribute to your pension account on a monthly basis.

6) Join a cooperative at your workplace.

7) Ensure your life while you are in service.

8) If feasible, purchase at least one plot of land.

9) Steer clear of accumulating debt as you approach retirement.

10) Foster connections among your peers.

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