By Tim Okojie Ave

The debate over who should carry the opposition banner in 2027 must be guided by political reality, not ethnic sentiment or social media noise. Nigeria is at a crossroads, and defeating President Bola Tinubu in 2027 will require experience, national reach, and electoral strength—not experiments.

I do not believe in, nor do I promote, ethnic politics. Recent Nigerian history proves that elections are not won by zoning rhetoric but by strategic calculations. Former President Goodluck Ebele Jonathan, a southerner, was not allowed to complete a second term—not because of performance alone, but because power blocs rallied against him. When the then-opposition APC sought a candidate capable of defeating Jonathan, they did not argue that it was “still the South’s turn.” Instead, they searched across the country for a candidate with massive grassroots followership and electoral weight. That search led them to Muhammadu Buhari, despite his past electoral losses and controversial human rights record as a former military ruler.

The result is now history.

It is therefore laughable when uninformed voices argue that Atiku Abubakar should be denied the ADC ticket because he has contested elections before. By that same logic, Buhari should never have been given the APC ticket. Political persistence is not a crime; it is often the mark of conviction and relevance.

Others argue that Atiku is “too old,” forgetting that leadership is not a sprint but a test of wisdom, stamina, and experience. Age did not disqualify global leaders like Joe Biden or Nelson Mandela, nor did it stop Buhari himself. What matters is physical fitness, mental clarity, and capacity—and on all counts, Atiku Abubakar remains fit.
The argument that it is “still the South’s turn” in 2027 is politically weak and strategically dangerous. When APC wanted to win, they ignored zoning sentiment and focused on victory. That is exactly what the African Democratic Congress (ADC) must do if it is serious about defeating Tinubu and reducing him to a one-term president. Political parties exist to win elections, not to appease ethnic emotions.

ADC must ensure party supremacy and resist being bamboozled into handing its ticket to candidates who exist mainly on social media but lack nationwide structure and grassroots acceptance.

If asked for my candid opinion on who best fits the ADC ticket in 2027, my choice is clear: Atiku Abubakar.

He possesses unmatched political experience, having served eight solid years as Vice President under President Olusegun Obasanjo. He is globally recognised as an astute politician and a patriotic business mogul. His wealth is independent of public office, meaning he is unlikely to treat Nigeria’s treasury as a personal bank.
Since leaving office, despite relentless political persecution, Atiku has not been successfully linked to any proven corruption case—an indication of transparency and resilience. He is healthy, active, and capable of representing Nigeria internationally without embarrassment.

Ultimately, elections are not won by sentiment but by strategy. If ADC truly seeks victory in 2027, it must choose a candidate with national appeal, experience, credibility, and structure. On all these counts, Atiku Abubakar stands tall.

This is not ethnic politics.
This is political realism.

Tim Okojie Ave is the Publisher, National Chronicle newspaper

By Tolulope A. Adegoke PhD

“Strategy in the twenty-first century is not about predicting tomorrow with precision, but about building the capacity to thrive within it. The future belongs not to those with the most detailed plans, but to those most prepared to learn, adapt, and grow as tomorrow unfolds” – Tolulope A. Adegoke, PhD

Abstract

The concept of strategy has undergone a fundamental transformation in the twenty-first century. Where once it meant rigid long-term planning, today strategy demands adaptability, continuous learning, and the capacity to navigate uncertainty. This publication examines how individuals, corporations, and nations can harness this evolved understanding of strategy to create extraordinary possibilities. It argues that success in the current era depends not on predicting the future but on building the capacity to thrive within it.

Introduction: The New Strategic Paradigm

There was a time when strategy meant creating a detailed plan and adhering to it rigidly for years. Organizations would map every step, follow predetermined pathways, and expect success to follow predictably. That world has vanished.

Contemporary reality is defined by velocity and volatility. Industries transform overnight. Skills that commanded premiums become obsolete within months. Global events ripple through local economies in unprecedented ways. In this environment, strategy has evolved into something fundamentally different—less about prediction and more about preparedness, less about control and more about navigation.

This new strategic paradigm rests on several foundational principles:

Adaptability over rigidity. Plans must remain living documents, continuously revised as circumstances change.

Learning over knowing. The capacity to acquire new knowledge matters more than the knowledge one already possesses.

Resilience over optimization. Systems designed to withstand shocks outperform those designed only for peak efficiency.

Connection over isolation. No entity succeeds alone; ecosystems matter more than individual actors.

These principles apply across every level of human endeavour. For the individual charting a career, the corporation navigating competitive pressures, and the nation securing its citizens’ prosperity, the strategic mindset required is remarkably similar.

Part One: Strategic Imperatives for Individuals

The Collapse of the Old Contract

For much of the twentieth century, a clear social contract governed individual advancement. Education led to credentials. Credentials led to employment. Employment led to security. This linear progression provided predictability for generations.

That contract has dissolved. Educational attainment no longer guarantees professional opportunity. Credentials that once opened doors now barely secure attention. The relationship between learning and earning has become uncertain and contested.

This dissolution is not temporary. It reflects structural changes in how value is created and exchanged in modern economies. Automation displaces routine work. Artificial intelligence augments cognitive tasks. Global talent pools compete across borders. The individual who waits for someone else to provide opportunity will wait indefinitely.

Reframing Personal Identity

The most fundamental strategic shift available to any individual involves reframing how they understand themselves. Moving from the mindset of a job seeker to that of a value creator transforms every subsequent decision.

The job seeker asks: Who will employ me? What positions are available? How can I meet someone else’s requirements?

The value creator asks: What problems can I solve? Where can my skills make a difference? How can I contribute meaningfully?

This distinction is not semantic. It determines where attention goes, how effort is invested, and what opportunities become visible. In economies characterised by rapid change, those who focus on creating value consistently outperform those who focus on securing positions.

Essential Capabilities for Contemporary Success

While specific skills vary across fields and contexts, certain capabilities prove consistently valuable regardless of circumstance.

Problem-solving stands paramount. Every organization, community, and family faces challenges. Individuals who can analyze complex situations, identify viable pathways forward, and execute solutions are perpetually needed. This capability develops through practice—through confronting difficulties, reflecting on outcomes, and refining approaches over time.

Communication determines whether ideas translate into action. The ability to articulate thoughts clearly, listen attentively, persuade ethically, and write simply separates effective contributors from those whose potential remains unrealized. Communication is not a soft skill; it is the mechanism through which thought influences the world.

Digital literacy has become foundational rather than specialized. Using digital tools fluently, understanding data, navigating online platforms, and adapting to technological change are now baseline requirements for meaningful participation in modern economies. Those lacking these capabilities face progressive exclusion from opportunity.

Adaptability may ultimately prove most important. The willingness to learn continuously, acknowledge ignorance, experiment with unfamiliar approaches, and pivot when circumstances change distinguishes those who remain relevant across decades from those whose effectiveness diminishes over time.

Contemporary Approaches to Learning

Traditional education assumed a sequential model: learn first, then work, then retire. This model collapses when knowledge evolves faster than curricula can update.

Micro-credentials have emerged as a practical response. Short, focused programs teaching specific, demonstrable skills allow individuals to build capabilities incrementally. A certificate in data analysis, project management, digital marketing, or renewable energy installation signals clearly what an individual can accomplish. These credentials stack over time, creating portfolios of capability that often prove more valuable than general degrees.

This approach enables flexibility. Learning occurs alongside working. New skills accumulate as old ones become less relevant. Pivoting between fields becomes possible without restarting entirely. Lifelong learning ceases to be an abstract ideal and becomes a practical strategy for remaining valuable.

Financial Autonomy as Strategic Foundation

Technology has democratized access to financial tools previously available only to the wealthy. Applications enabling automated saving, low-cost investing, and personalized guidance allow individuals to build financial foundations regardless of starting point.

The strategic principle is straightforward: begin early, remain consistent. Small amounts invested regularly, diversified appropriately, and left to compound create options over time. The individual with savings can take calculated risks. The individual with investments can weather economic storms. Financial capability translates directly into freedom—freedom to choose, to wait, to pursue meaningful work rather than merely necessary work.

Part Two: Strategic Imperatives for Corporations

The Obsolescence of Fixed Planning

Corporate strategy once meant five-year plans executed faithfully. Those plans assumed environments stable enough to predict, competitors predictable enough to model, and technologies static enough to anticipate. None of these assumptions hold today.

Contemporary corporate strategy operates differently. Direction remains essential, but rigidity proves fatal. Planning matters, but pivoting matters more. Strategy becomes continuous conversation rather than periodic document—a framework for making decisions as new information emerges, not a cage constraining response to changing circumstances.

Successful organizations treat strategy as learning. They sense market shifts rapidly, experiment with responses, amplify what works, and abandon what does not. They balance short-term performance with long-term reinvention, managing the present while preparing for futures that may differ radically from expectations.

Digital Transformation in Context

Digital transformation has become mandatory for organizations across sectors. Yet its meaning varies dramatically by context.

In environments with reliable infrastructure, digital transformation may mean moving entirely online. In environments where infrastructure remains inconsistent, successful approaches differ. Organizations must build hybrid models—digital at core but supplemented by physical touch points where needed. Online ordering paired with offline delivery. Digital payments alongside cash acceptance. Technology enhancing relationships rather than replacing them.

This is not compromise but sophistication. Organizations achieving genuine digital maturity build systems that function despite infrastructure limitations. They train people to use tools effectively. They integrate technology throughout operations rather than adding it superficially. They understand digital as means, not end.

Trust as Competitive Advantage

Many environments suffer trust deficits. Historical disappointments, institutional failures, and economic volatility leave stakeholders cautious. Consumers hesitate to believe claims. Employees hesitate to commit fully. Partners hesitate to collaborate deeply.

For organizations, this presents both challenge and opportunity. Those earning trust stand apart. They build loyal customer bases. They attract committed employees. They form partnerships enduring enough to accomplish meaningful work.

Building trust requires consistency over time. Delivering promised outcomes repeatedly. Communicating transparently when difficulties arise. Treating all stakeholders with respect rather than instrumentally. Showing up reliably even when circumstances make showing up difficult.

In low-trust environments, reliability becomes competitive advantage. Organizations people count on outperform those people merely watch.

Collaboration Over Isolation

Twentieth-century competitive models emphasised isolation. Organizations protected proprietary knowledge, fought for market share, and pursued individual advantage.

Twenty-first-century reality demands different approaches. Challenges confronting any single organisation often exceed its capacity to address alone. Skills gaps require industry-wide responses. Infrastructure deficits require collective action. Climate change affects everyone regardless of sector.

Forward-thinking Organizations embrace collaboration. They share data to build industry standards. They partner with government on systemic challenges. They work with educational institutions to develop future talent. They recognize that ecosystem health enables individual success.

This is enlightened self-interest, not charity. Organizations investing in broader environments create conditions for their own prosperity.

Artificial Intelligence: Strategic Adoption

Artificial intelligence dominates contemporary business discourse. Hype exceeds understanding. Fear of obsolescence drives hasty adoption.

Strategic Organizations approach AI differently. They begin with problems, not technology. What specific challenges resist current solutions? Where might better information improve decisions? What processes consume disproportionate time without adding proportionate value? These questions reveal where AI might contribute meaningfully.

Data governance precedes AI capability. Systems learning from data require data worth learning from—accurate, comprehensive, appropriately protected. Building strong data practices is not technical detail but strategic foundation. Organizations neglecting this foundation build on sand.

Most valuable applications address genuine needs rather than following trends. Credit assessment for previously excluded populations. Yield prediction for smallholder farmers. Learning personalization for students with varied needs. Applications solving real problems, designed for specific contexts, prove more valuable than imported solutions seeking problems to address.

Talent as Ultimate Constraint

Every organizational leader eventually acknowledges the same truth: finding and keeping capable people limits everything else. Talent scarcity constrains growth. Competition for capable individuals intensifies continuously. Those most valuable often face opportunities elsewhere.

Effective talent strategy recognizes that people seek more than compensation. They seek growth—opportunity to develop capabilities and advance meaningfully. They seek value—recognition that their contributions matter. They seek connection—relationships with colleagues and leaders who respect them.

Organizations providing these things attract and retain talent even without premium compensation. They invest in development through training, mentorship, and clear advancement pathways. They build cultures where people feel supported and trusted. They give autonomy while maintaining accountability.

Some Organizations create internal universities—systematic development programs building capabilities continuously. Others partner with learning platforms providing access to courses. Others establish mentorship connecting experienced leaders with emerging talent. These investments compound through loyalty, productivity, and innovation.

Part Three: Strategic Imperatives for Nations

Transcending Electoral Cycles

Governance traditionally operates on electoral timelines. Each administration brings new priorities, new language, and new approaches. Programs start and stop. Momentum fragments. Progress proves difficult to sustain.

Strategic nations transcend this pattern. They build frameworks extending beyond any single government. Long-term visions spanning decades provide direction. Medium-term plans translate vision into actionable priorities. Annual budgets align with both.

This continuity matters because development requires persistence. Human capital accumulates over generations. Infrastructure serves across decades. Institutions strengthen through consistent attention. Nations thinking only in electoral cycles cannot accomplish what nations thinking in generational cycles achieve.

Nigeria’s Agenda 2050 exemplifies this approach. Looking three decades ahead, it provides direction transcending political transitions. The Renewed Hope Development Plan (2026-2030) translates that direction into concrete action. These frameworks create discipline—enabling evaluation of short-term choices against long-term priorities.

Strategic Procurement as Industrial Policy

Government procurement represents enormous economic leverage. Public spending constitutes significant share of most economies—in some cases approaching one-third of GDP. How these resources flow shapes economic structure.

When procurement flows abroad, it creates employment elsewhere. When procurement stays home, it builds domestic industry. Directing public spending toward local producers can unlock employment, stimulate manufacturing, and develop capabilities serving multiple purposes.

This is not protectionism but strategic procurement. It recognizes that government resources carry developmental potential beyond immediate purposes. Purchasing decisions become industrial policy instruments. Investment choices shape capability accumulation.

Implementation requires more than preference. It requires supplier development—helping local producers meet quality standards, scale appropriately, and compete effectively. It requires procurement systems capable of evaluating local options fairly. It requires patience for capabilities developing over time rather than emerging instantly.

Digital Sovereignty

Digital infrastructure has become foundational to modern sovereignty. Data centers, fiber networks, cloud platforms—these constitute twenty-first-century equivalents of roads and ports. Nations controlling their digital infrastructure possess genuine sovereignty. Nations depending on others face genuine vulnerability.

Building digital sovereignty requires investment in infrastructure—fiber reaching broadly, data centers meeting international standards, networks providing reliable connectivity. It requires developing capability to manage and secure digital systems. It requires policies protecting privacy while enabling innovation.

Data sovereignty accompanies infrastructure sovereignty. Information flowing through digital networks constitutes strategic asset. Control over that information—where it resides, who accesses it, how it gets used—determines whether nations benefit from digital transformation or merely participate in it.

For some nations, digital infrastructure enables regional role. Serving neighbouring countries, attracting investment, creating technology employment—these possibilities emerge when digital foundations are solid.

Human Capital: The Fundamental Investment

Demographic structure shapes national possibility. Young populations can drive decades of growth—if productively engaged. If not, they become sources of instability rather than prosperity.

This makes human capital development fundamental. Every child receiving quality education adds to future capacity. Every young person acquiring valuable skill becomes potential contributor. Every life improved through better healthcare strengthens whole society.

Scale challenges are immense. Education systems serving millions require massive investment. Healthcare reaching all citizens demands complex organization. Skills training matching economic need requires coordination across sectors. Building systems capable of these things takes generations.

Yet progress accumulates. Technology enables educational delivery at unprecedented scale. Community health workers extend care to remote populations. Apprenticeship models train young people practically. Building blocks exist; assembling them into functioning systems is the work.

Governance as Enabling Environment

None of this functions without governance capable of implementation. Vision without execution accomplishes nothing. Plans disconnected from administrative reality produce only disappointment.

Governance challenges are well documented across contexts. Implementation gaps separate intention from outcome. Coordination failures produce contradictory efforts. Capacity constraints limit what committed officials can achieve. Trust deficits complicate collaboration.

Addressing these challenges requires its own strategy. Investing in public administration—training, supporting, motivating those operating government day to day. Using technology for transparency and accountability—making failure harder to hide and success easier to recognize. Creating platforms for dialogue between government, business, and civil society—ensuring policies reflect genuine needs and actual constraints.

Governance improvement is slow work. Institutions strengthen through consistent attention. Trust accumulates through demonstrated reliability. Capacity develops through sustained practice. The goal is not perfection but progress—steady, cumulative improvement in how things get accomplished.

Conclusion: Compounding Progress

Strategy in the twenty-first century differs fundamentally from its predecessors. It emphasizes adaptation over prediction, learning over knowing, and resilience over optimization. It recognizes uncertainty as permanent rather than temporary. It seeks not to control the future but to navigate it successfully.

This understanding applies across levels. Individuals building careers, corporations navigating competition, nations securing prosperity—all face similar strategic imperatives. All must develop capability to thrive amid change rather than waiting for stability to return.

Progress compounds. Each skilled individual adds to collective capability. Each reliable organization builds trust enabling further exchange. Each functioning programme demonstrates what governance can accomplish. These gains accumulate across generations, transforming what becomes possible.

Strategy provides framework for this work—way of thinking that helps choose wisely amid uncertainty. It does not guarantee success. Nothing does. But it improves odds, clarifies vision, and maintains direction even when path grows unclear.

That is the power of twenty-first-century strategy. Not predicting the future, but preparing for it. Not controlling events, but navigating them. Not waiting for possibilities to arrive, but working to make them real.

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

By Emmanuel Owabor

There is no other family in the history of Africa in which there are five generations of graduates from Oxbridge-level universities.

From 1893 when Rev. Emmanuel Adelabi Kayode (Chief Femi Fani-Kayode’s great grandfather) graduated with honors with a Master of Arts degree in theology from Durham University, to 1922 when Justice Victor Adedapo Kayode (Chief Femi Fani-Kayode’s grandfather) graduated from Cambridge University with a law degree, to 1943 when Chief Remi Fani-Kayode (Chief Femi Fani-Kayode’s father) graduated from Cambridge University with a law degree, to 1984 when Chief Femi Fani-Kayode himself graduated from Cambridge University with a law degree, no family in Nigeria or indeed Africa and few in the world have had four generations of graduates from these elite institutions from such an early age.

The fifth generation of Oxbridge-level graduates was led by Chief Femi Fani-Kayode’s eldest daughter, Miss Folake Fani-Kayode, who graduated with a degree from Durham University in 2009 (like her great, great grandfather, Rev. Emmanuel Adelabi Kayode had done, 116 years earlier.

Since then numerous other children of Chief Femi Fani-Kayode have graduated from top British and western Universities.

This represents an extraordinary legacy of first class education from the best Universities the world for five uninterrupted generations.

No other Nigerian or African family has achieved this and very few even in the Western world.

Emmanuel Owabor is a Director of Content Service, a Public Policy Expert and a Public Affairs commentator of many years. He can be reached via owabor.e@gmail.com.