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If you are a leader in a Nigerian organisation, you have possibly felt the pressure to stay relevant and to succeed. The race for efficiency, the demand for innovation, and the relentless pace of global competition all add pressure to the way and manner in which businesses thrive in Nigeria. Certainly, you have also heard of the buzzword: Artificial Intelligence. But what if I told you that AI is even far more than a trendy tech term? It’s the most powerful lever we have in the world today that helps to achieve true organisational performance in this new era we have found ourselves in – the Tech Revolution.

Data doesn’t lie, as can be seen from recent reports, indicating that over 70 percent of Nigerians are already using generative AI tools, and a staggering 93 percent of businesses are adopting AI technologies. The train has left the station. The question for Nigerian leaders is no longer if you should get on board, but how you can use AI tools to drive your business to its desired destination of peak performance.

‘The objective is to automate repetitive operations so that our team may focus on more creative, strategic, and human-centred work. It is essential to create a robust digital economy in Nigeria.’

The Nigerian reality: A landscape ripe for AI

Let’s be honest. We have particular challenges. Nigeria faces significant obstacles to the deployment of AI, including unstable power, infrastructure limitations, and a shifting legal environment. However, we lose sight of our unique advantages when we only focus on these challenges. Our government is moving ahead with ambitious plans like the Nigerian National AI Strategy, our fintech sector is among the very best in the world, and our teeming populace is very young, dynamic, and tech-savvy.

This is the moment. AI aims to enhance our distinct human spirit rather than replace it. The objective is to automate repetitive operations so that our team may focus on more creative, strategic, and human-centred work. It is essential to create a robust digital economy in Nigeria.

From manual grind to automated growth

What does this change actually look like in real life? From abstract to actionable, let’s go. Taking the robot out of the human by relieving your team of time-consuming, repetitive duties is frequently the first step in using AI solutions.

Imagine your HR department using solutions like SeamlessHR to automate payroll, or your finance staff no longer drowning in manual invoicing. This dream is not a pipe dream. For example, Cancel.ai reduces turnaround time by more than 50 percent for Nigerian financial institutions involved in processing high transaction volumes. The effect is evident: automation has resulted in considerable time and cost reductions for 75 percent of Nigerian enterprises.

The first step towards productivity driven by AI is this. It’s about changing roles, not losing your job. It’s about increasing the efficiency, effectiveness, productivity and capability of your team.

Data-driven decision-making: The new superpower

The table above highlights a critical shift. The most significant advantage of AI might be its power to turn data from a buried asset into your most strategic counsel. This is where we move from efficiency to excellence.

Across our key sectors, AI in finance/agriculture/healthcare/education is proving its worth:

Finance: Companies like Carbon and CapitalSage use AI for real-time fraud detection and smarter credit scoring, expanding financial inclusion.

Agriculture: Smallholder farmers are using AI for yield prediction, leading to crop improvement of up to 40 percent.

Healthcare: AI models are helping to halve blood delivery times and combat the scourge of counterfeit drugs.

Education: AI-enabled edtech platforms are boosting student test scores by an average of 32 percent.

Case study 1:

AI-powered SaaS solutions are intended to identify and reduce internal hazards in businesses. Across HR, legal, and compliance activities, its platform offers intelligent compliance management, real-time risk detection, and insights into employee engagement. While Risk-HR employs AI to evaluate ethics and integrity in hiring and workforce management, the E-Commander application assists organisations in preventing and managing human hazards at scale. Through early risk identification, organisational integrity protection, and resilience enhancement, these solutions provide immediate return on investment. Kreeno Consortium helps Nigerian companies implement cutting-edge AI risk management solutions that improve security, compliance, and trust. To learn more about this, send an email to [email protected].

Case study 2: GROK as a tool for peak performance

Grok, developed by xAI, is built for peak performance in AI-assisted tasks, offering real-time data access for up-to-date insights, superior reasoning for complex problem-solving, and reliable high-volume performance even under heavy usage. It personalises responses by adapting to user preferences, boosting efficiency in specialised domains like creative writing or strategic planning. With multimodal capabilities including image analysis, coding, and interdisciplinary tasks, Grok seamlessly supports diverse professional needs. Its chain-of-thought architecture ensures logical, step-by-step solutions, making it especially powerful for STEM and enterprise applications. By combining adaptability, speed, and accuracy, Grok empowers users to optimise workflows, research, and decision-making. Available to SuperGrok and Premium+ subscribers, Grok positions itself as a top-tier AI tool for developers, researchers, and professionals aiming for maximum output quality.

This is the essence of peak performance with AI – making smarter, faster, and more impactful decisions that were previously impossible.

Your roadmap to leveraging AI tools

Feeling inspired but wondering, ‘How do I start?’ The journey to business automation in Nigeria doesn’t have to be daunting. Here’s a simple, phased approach:

1. Diagnose and prioritise: Audit your operations. Where are the biggest bottlenecks? Which tasks are highly repetitive? Start there.

2. Get your data house in order: AI runs on data. Begin by ensuring your data is clean, structured, and secure, with an eye on compliance with the Nigeria Data Protection Act (NDPA).

3. Start with a pilot project: Don’t boil the ocean. Choose one department or a single process for your first AI initiative. A small win builds confidence and provides proof of concept.

4. Invest in your people: The future of work in Nigeria is human-AI collaboration. Partner with training hubs like AI Saturdays Lagos to upskill your team. Encourage a culture of education rather than fear.

5. Pick the correct partners: You don’t need to perform all the work yourself. Work together with reputable AI companies like Zoho or regional experts who are aware of our situation, like Zummit Africa.

Taking responsibility for your steps

We must accept accountability along with this authority. The use of AI responsibly cannot be compromised. This entails:

Being ethical: Make sure your AI systems are impartial, equitable, and subject to human supervision. Preserve privacy by following data privacy regulations and being open and honest with clients about the use of their data.

Emphasising augmentation: Don’t just replace your staff; use AI to elevate them. Make a commitment to redeploying and retraining talent.

The future is now

Artificial intelligence for business in Nigeria is not a distant future; it is the present-day key to unlocking unprecedented growth, innovation, and competitiveness. The tools are here, the talent is emerging, and the success? stories are already being written.

The call to action for every Nigerian leader is clear. Stop viewing AI as a complex IT project. Start seeing it as a strategic partner for achieving peak performance with AI. Let’s automate the mundane, analyse the profound, and empower our people to do what they do best via innovate, connect, and lead. Let’s build a future where Nigerian organisations aren’t just participants in the global economy but front-runners.

Premier Oiwoh, managing director and chief executive officer, Nigeria’s Interbank Settlement System (NIBSS), has announced plans to eliminate transfer fees on the NIBSS Instant Payment (NIP) platform in a bid to accelerate the country’s transition from cash-heavy transactions to a smart, digitally driven economy.

He disclosed this at the Globus Bank Fintech Summit 2025 in Lagos while delivering a keynote address themed ‘From Cashless to Smart Economies: Shaping the Next Frontier of Financial Innovation.’

‘By next year, we’ll be starting a program towards the complete elimination of the NIP fee, making it zero cost into a subscription model. The general idea is to promote innovation around it,’ Oiwoh said.

‘Our biggest competition is not fintechs or banks; it is cash on the streets. Eliminating fees will make digital payments more attractive to everyday Nigerians,’ he added.

According to Oiwoh, the future of Nigeria’s financial ecosystem hinges on strengthening national payment infrastructure, deepening interoperability, and building resilient systems that can withstand fraud, cyber threats, and operational failures. He noted that while India and China had deliberate national strategies to bring the unbanked into the financial system, Nigeria still operates largely in silos. He called for a coordinated action plan led at the highest levels of government to drive true financial inclusion, stressing that opening bank accounts without ensuring economic inclusion is insufficient.

Oiwoh also praised the resilience of Nigeria’s regulators, particularly the Central Bank of Nigeria (CBN), for driving standards such as the adoption of ISO 20022 messaging, which will align Nigeria’s payment systems with global benchmarks. On the role of AFRIGO, Nigeria’s national card scheme, Oiwoh revealed that the platform has processed over N70 billion worth of transactions in 2025 alone, with over one million cards in circulation. He described Afrigo as the only card globally enabling instant credit on point-of-sale (POS) transactions, a feature that has driven strong adoption among merchants.

He further announced that the upcoming National Identity Management Commission (NIMC) multipurpose ID card will carry the Afrigo payment rail, ensuring that millions of Nigerians can access financial services directly through their national ID.

Touching on fraud and cybersecurity, the NIBSS boss urged banks and fintechs to invest more in robust monitoring systems, warning that insider collaboration remains one of the biggest threats to digital trust. He cited the NIBSS Hawk platform as a major tool that has already helped foil multiple fraud attempts across the industry.

‘We must never put profitability above compliance,’ Oiwoh cautioned. ‘One regulatory sanction or a single fraud incident can wipe out years of profits. Building resilient, trusted systems is non-negotiable if we want Nigerians to embrace digital payments.’

He also emphasised the need for stronger collaboration among banks, fintechs, and payment service providers, noting that true adoption will come when solutions compete not against each other, but against the dominance of cash. With government-backed initiatives such as geo-tagging, demo days for fintechs, and innovative payment methods including QR, NFC, and biometric solutions, Oiwoh expressed optimism that Nigeria is on the cusp of becoming a smart economy powered by digital payments.

‘Payments are not the destination,’ he concluded, ‘but the foundation for building a vibrant digital economy where innovation, inclusion, and trust drive prosperity.’

Nigeria has taken a step towards decarbonising its ports with a new partnership between APM Terminals and the Nigerian Ports Authority (NPA) to chart a roadmap for electrifying container freight.

The agreement, signed on Monday at the Dutch Consulate in New York during the Global African Business Initiative, will see APM Terminals commit $60 million to fund the collaboration. Under the plan, Onne Port in Rivers State will become Nigeria’s first green port.

‘We believe Nigeria is ideally situated to lead West Africa’s transition to low-carbon logistics by electrifying its container transport sector,’ said Frederik Klinke, chief executive of APM Terminals Nigeria. He said that the country could leapfrog fossil-fuel infrastructure by adopting proven electric technologies, with a phased roadmap for container logistics already being designed.

Abubakar Dantsoho, managing director of the NPA, said the move would position Nigeria as a continental leader in sustainable port operations.

‘By this development, the Onne Port will be the first green port in Nigeria, thereby promoting the decarbonisation efforts within the transportation ecosystem,’ he said.

The MOU builds on a study presented by APM Terminals at the Decarbonising Infrastructure in Nigeria Summit in July, which concluded that electrified container freight could unlock private investment, create skilled jobs and deliver more reliable energy supply.

But the report stressed that coordination between public and private actors will be essential to make the transition work.

Jeethu Jose, managing director of the West Africa Container Terminal (WACT) in Onne, said the partnership was about long-term growth.

‘Our investments are for our shared future and for the people living in the region, and we look forward to driving this project with our stakeholders in the port industry.’

Oil-producing communities in the Niger Delta region are poised to tap the benefits of the Petroleum Industry Act (PIA) to ensure rapid and sustainable development of the region.

Stakeholders from the region spoke in Ekpan, Uvwie council area of Delta State, on Thursday at an event, the Bridges Project roadshow/townhall series, focused on building awareness and capacity for the effective implementation of Host Community Development Trusts (HCDTs).

Organised by the Foundation for Partnership Initiatives in the Niger Delta (PIND), the roadshow, which brought together a wide range of participants, including settlor representatives, regulators, civil society organisations, and community leaders, was to deepen stakeholders’ understanding of the HCDT registration process and ensure the equitable distribution of oil industry resources to host communities.

The Bridges Project aims to promote transparency, accountability, and inclusivity in the implementation of the PIA, which provides allocation of three per cent of oil companies’ operational expenditure for the development of host communities.

Speaking at the launch, Chuks Ofulue, PIND’s advocacy manager, stressed that awareness is key to unlocking the Act’s full benefits.

‘The PIA opens doors for communities to take charge of their development. But awareness is key. With the right knowledge, communities can ensure transparency, demand accountability, and actively shape projects that benefit them,’ Ofulue said.

Signed into law in 2021, the PIA introduced far-reaching reforms to Nigeria’s oil and gas sector, including the establishment of HCDTs to drive community-led development. Yet, many host communities remain unfamiliar with how the trusts work or how they can actively engage.

Reiterating PIND’s vision, Ofulue added, ‘The PIA is not just a law-it is an opportunity.’

‘By demystifying the Act and the HCDT framework, we are putting knowledge directly in the hands of the people who matter most. This empowers communities to engage constructively, prevent conflict, and ensure that projects truly reflect their priorities,’ he added.

The awareness drive combines roadshows, town hall meetings, and media outreach to reach thousands of stakeholders.

Local leaders described the initiative as both timely and transformative.

Sylvester Okoh, chairman of the Delta state multi-stakeholder platform (MSP), called on more HCDTs to join the platform for a collaborative approach to the new development framework for the oil-bearing communities.

‘We’ve been bringing the leadership of the various Delta HCDTs together, sharing experiences, and addressing issues of concern,’ Okoh said. ‘The HCDTs are at a point where the General Memorandum of Understanding (GMoU) stopped, but because the HCDTs are now backed by law, there are clear directives that will ensure better outcomes for our communities.’

Pender Agwarive, BOT Chairman of Uherevie HCDT and member of the Bridges Project’s Multi-Stakeholder Platform (MSP), said, ‘For years, our communities have heard about the PIA but didn’t really understand how it affects us.’

‘What PIND is doing here gives us clarity. Now we know the questions to ask and how we can actively participate so our communities truly benefit from this law.’

The campaign also spotlighted the Bridges Project’s MSP model, which fosters dialogue, collaboration, and sustainability in host community projects.

Rachael Misan-Ruppee, PIND’s PIA consultant, said with the awareness so far created across the five project states – Akwa Ibom, Bayelsa, Delta, Rivers, and Ondo – ‘we are confident that communities are now better equipped to implement and manage development projects. We want to see active and responsible HCDT managers.’

Sheriff Mulade, national coordinator of the Centre for Peace and Environmental Justice, emphasised the importance of transparent governance in managing resources derived from the HCDTs.

‘The key to the success of HCDTs is accountability. This is the only way we can ensure that projects truly benefit our communities,’ he said.

Stella Ejeh from the Olomoro community in Isoko south LGA, said the townhall offers renewed hope for tangible development.

‘In my community, we have seen many uncompleted and abandoned projects, but with platforms like this, we believe that we can finally see real changes,’ she said.

Board of Trustees leaders of HCDTs such as Mrs Bayai Ekomieyefa (Chairperson, Ogulagha Tora-Abade HCDT), Ademola Doris (acting chairperson, Warri Kingdom Coastal HCDT) and Satu Peters (Chairman, Ogulagha-Ibe Agbonu HCDT) also expressed appreciation for the programme.

Ademola Doris, acting chairman of the Warri Kingdom Coastal HCDT, highlighted the value of the experience: ‘This has been a time well spent. We have gained valuable insights into the PIA, from the registration process to the project execution stages. We are now better positioned to address any gaps and improve where necessary.’

Misan-Ruppee concluded the workshop with a reaffirmation of the project’s goals.

‘The Bridges Project has laid a solid foundation, but we are just getting started. Our goal is to see the full operationalisation of HCDTs, with stakeholders working together in concerted efforts to ensure that the Niger Delta fully benefits from the Petroleum Industry Act,’ she said.

As the two days of high-level, extensive discussions on the future of development, investment, and financing in Northern Nigeria come to an end, one question lingers: what next?

Every great idea begins with conversation. Honest dialogue helps people gain clarity, build consensus, and chart a shared vision. But dialogue without action is nothing more than another round of sweet speeches-comforting to the ears, but dangerous if it soothes us into complacency while our region burns. The initiative of the Northern Elders Forum (NEF) would, understandably, attract both scepticism and criticism, given its history of political clashes with the northern political elite. Yet NEF must not be seen as an adversary but as a partner in our collective quest for progress. Ego and vested interests must be abandoned. The North cannot afford a zero-sum game where egos win and the people lose.

For what it’s worth, the Northern Investment and Industrialisation Summit has lit a spark-from the Ladi Kwali conference hall in Abuja to Maiduguri and down to the confluence in Kogi. A sense of direction, passion, and optimism now fills the air. But without the administrative and political weight of the Northern Governors’ Forum, the captains of our collective destiny, this spark may die out. Blueprints do not build bridges; bold leadership does.

The first obstacle to northern development remains insecurity. Banditry, terrorism, and communal clashes continue to bleed the region of its people, its resources, and its future. No investor will put capital in a war zone. You cannot plant prosperity in the soil of fear. To overcome this, governors must treat insecurity not as an isolated state problem but as a collective regional emergency. A Northern Security Compact should be created, modelled after the U.S. Emergency Management Assistance Compact. States could pool resources to set up a Joint Security Task Force with shared intelligence, coordinated patrols, and a regional command structure to respond quickly to crises affecting the region. Each state does not need to buy drones, armoured vehicles, or train counter-insurgency units alone. Pooling resources reduces costs, eliminates duplication, and strengthens capacity. Just as the Amotekun Corps has worked in the South-West, a Northern Security Network funded collectively and backed by regional legislation can deliver results. When insecurity respects no borders, security must be built without borders.

But security alone will not build prosperity. Development requires capital. This is where a Northern Development Bank (NDB) becomes indispensable. The NDB could be jointly owned by the 19 states, with initial capitalisation drawn from a portion of monthly federal allocations. The bank would focus on financing large-scale infrastructure such as irrigation systems, mechanisation, agro-processing plants, industrial parks, and transport infrastructure that individual states struggle to fund alone. To ensure sustainability, the NDB must be professionally run, with private sector participation and strong governance structures. For instance, states can provide seed equity, while international development banks such as Afreximbank, AfDB, or the Islamic Development Bank can be invited to co-invest.

Crucially, the bank should finance based on comparative advantage: Sokoto could build leather clusters, Kano could expand textiles, Borno could invest in solar energy, Plateau could invest in solid minerals, and Benue could invest in agro-processing. By aligning loans with each state’s strengths, the bank would create regional value chains, reduce unemployment, and boost exports. Prosperity grows fastest where states compete in excellence, not in poverty.

The removal of subsidies has poured unprecedented resources into state coffers. The excuse of scarcity has expired. What remains is the courage to act.

Northern development is not just a regional aspiration; it is a national emergency. The summit has given us direction, but it is the governors who must now deliver. They can either rise as visionaries who turned dialogue into development or go down as leaders who looked on while their region burned.

Finally, the North is watching. The nation is watching. And history will not be kind to those who make speeches for solutions.

Nigeria has been taking steps to overhaul its education system through skills development as part of efforts to tackle high youth unemployment.

The new curriculum for Nigeria’s education system is a welcome step towards making education more relevant to work. But Germany’s experience shows that building a sustainable apprenticeship system requires deep investment, industry collaboration, and constant renewal.

If Nigeria can embed these principles, vocational training could move from being a stopgap to becoming a cornerstone of economic growth, producing not just job seekers, but skilled workers and innovators ready to shape the country’s future.

The press release by the Federal Ministry of Education in Nigeria highlighted the new vocational subjects that were added to the basic education curriculum. Trade subjects for non-technical schools were streamlined from over thirty to six practical areas: Solar PV installation and maintenance, fashion design and garment making, livestock farming, beauty and cosmetology, computer hardware and GSM repairs, and horticulture and crop production. In addition, the National Business and Technical Examinations Board (NABTEB) will now administer 28 revamped trade subjects for technical colleges. WAEC and NECO subjects were aligned to reflect the revised structure, focusing on core areas and relevant trades. Speaking on the reform, Tunji Alausa, minister of education, said the new curriculum will allow children to learn in a more focused and functional way without the burden of too many subjects, while teachers will benefit from a simpler structure, and government resources can be better directed toward building a stronger, skill-driven education system.

Yet, while the direction is promising, successful implementation requires more than policy declarations. Germany’s apprenticeship model, regarded as the ‘gold standard’ of vocational training, provides both inspiration and cautionary lessons.

What Germany’s model shows

For decades, Germany’s ‘Ausbildung’ system formed the backbone of its industrial success. It operates as a dual training model as apprentices spend part of their time in vocational schools learning theory and the rest gaining hands-on experience in a workplace.

It had its roots in the medieval guild system but was formally codified and standardised with the passage of the Vocational Training Act in 1969.

Crucially, apprentices earn wages while training, reducing financial barriers to participation.

The system historically supplied industries such as engineering, manufacturing, and hospitality with skilled workers, helping Germany maintain one of the lowest youth unemployment rates in Europe. At its peak, for every 100 university students, there were 75 apprentices, reflecting the system’s prestige and popularity.

But challenges emerged. A 2024 survey by the German Chamber of Commerce and Industry revealed that nearly half of companies offering apprenticeships could not fill their slots. In some sectors, like construction and hospitality, positions remain vacant despite labour shortages.

European Centre for the Development of Vocational Training noted that despite 350,000 apprentices in the craft sector in 2024, the German Confederation of Skilled Crafts (ZDH) reported over 20,000 unfilled positions. This shortage is concerning, as many of the 130 recognised skilled crafts apprenticeships are crucial for driving technological change.

The challenges point to demographic pressures, cultural shift towards university education, and slow curriculum adaptation to digital industries, which are all eroding the model’s effectiveness.

For Nigeria, these struggles are instructive. The lesson is clear: a strong apprenticeship framework must adapt quickly to technological shifts and demographic realities, or risk losing relevance. Adapting the framework to Nigeria

Nigeria already has a National Skills Qualification Framework (NSQF) to standardise technical training, but its reach is limited. A German-style dual system could build on this by formally linking schools, industries, and government in a three-way partnership. Employers would need incentives to take on apprentices, while schools would be tasked with delivering industry-relevant curricula.

Nigeria’s high-growth sectors, renewable energy, ICT, construction, agriculture and health, could become the testing ground. For example, just as Germany built strong apprenticeship tracks in engineering and automotive industries, Nigeria could prioritise structured training for solar technicians, software developers, and agro-processors. These are roles likely to expand with domestic demand and global trends.

The teacher’s challenge Teachers sit at the centre of both Germany’s and Nigeria’s systems. Germany has 3,600 vocational schools, but educators there now complain of outdated curricula and uneven classroom standards. In some schools, cohorts are increasingly mixed, ranging from school-leavers to university graduates and migrants with limited German proficiency. Teachers argue that this has made it difficult to maintain consistent quality.

Nigeria faces a sharper version of this problem: a projected shortfall of 30 million teachers by 2030. As Abdullahi Bature, CEO of Schoola, stressed, ‘We need big investment around supporting teachers. They need digital literacy, and more importantly, artificial intelligence (AI) literacy.’ If Germany, with its long-established infrastructure, is struggling to keep teacher quality high, Nigeria cannot afford to neglect teacher training at this critical stage. Pay, mobility and incentives

Another lesson from Germany lies in pay and mobility. Apprentices in Germany earn between pound 500 and pound 900 a month, depending on the sector and size of the firm. While not high, this wage makes training more accessible. Nigerian apprenticeships often pay little or nothing, discouraging participation. Without financial incentives, the system risks being seen as exploitative rather than empowering.

Germany also demonstrates the value of mobility within training. Some companies now experiment with ‘micromobility’, offering apprentices short-term projects across departments. This builds adaptability and keeps young people curious. Nigeria could adopt similar approaches, encouraging apprentices to rotate between roles, for instance, in ICT, between coding, product design and data analysis to broaden skills and resilience.

Policy and funding consistency

Funding remains a major stumbling block for Nigeria. Technical training requires costly equipment, workshops, and industry partnerships. Germany’s model is expensive, but consistent state investment, employer buy-in, and strong union involvement helped sustain it for decades.

For Nigeria, the priority must be agility: reforms must be regularly reviewed and updated to keep pace with labour market needs. How Germany is closing the gap and what Nigeria can learn from

While international comparisons are valuable, Nigeria must ultimately define its own pathway. Bature insists, ‘I don’t believe we need our content to be global standard. It should be our own Nigerian standard.’ This means tailoring vocational training to Nigeria’s demographic realities, cultural expectations, and economic strengths.

Germany’s apprenticeship model remains a powerful example, but it is not a blueprint to be copied wholesale. Nigeria can learn from its strengths, structured partnerships, earning while learning, and prestige attached to technical skills, while avoiding its current pitfalls of demographic decline, outdated curricula, and waning appeal among the youth.

For example, Germany’s shortage of apprentices was due to image issues, lack of early exposure, weak recruitment by small firms, and stereotypes.

Now the country is working to close gaps in skilled craft apprenticeships by engaging young people earlier and modernising the sector’s image, which Nigeria can learn from.

Some of its initiatives are ‘Small hands, big future’ (Kleine Hände, grosse Zukunft) and ‘Make something!’ (Mach was!) introduce children and pupils to crafts through practical projects.

Digital and in-person formats like ‘MasterPOWER’ and ‘Crafts mobile’ (Handwerksmobil) combine learning software with hands-on workshops. The ‘Crafts go to school’ (Handwerk macht Schule) programme also links craft themes with school curricula.

To inspire young people, campaigns such as ‘Power People in Skilled Craft’ (Power People im Handwerk) and ‘Skilled Craft Makers’ (Handwerks Macher:innen) use influencers to promote diversity and challenge stereotypes, while the ‘Skilled Crafts Miss and Mister’ (Handwerks Miss and Mister) event selects ambassadors for the sector. Creativity is showcased through the ‘Design Talents in Crafts North Rhine-Westphalia’ (DesignTalente Handwerk Nordrhein-Westfalen) competition.

Nigerians can learn from these measures, which aim to spark early interest, highlight diversity and creativity, and present crafts as modern and future-oriented careers.

Olayemi Cardoso, Governor of the Central Bank of Nigeria (CBN), has emphasised that future leaders must adopt transparency, evidence, and data-driven decision-making as core principles of effective governance.

Speaking at the maiden edition of the CBN Governor’s Lecture Series hosted by the Lagos Business School (LBS) on Friday, Cardoso noted that leadership in monetary policy is inseparable from nation-building.

‘Thought leadership requires dialogue,’ he added, highlighting the importance of open discourse in policy development.

In her welcome address, Professor Olayinka David-West, Dean of Lagos Business School, described the event as a significant step in bridging the gap between academia, public policy, and the private sector.

‘This stage has long served as a platform to inform, educate, and engage,’ David-West said. ‘Today, we are proud to host Olayemi Cardoso, Governor of the Central Bank of Nigeria, as we inaugurate the CBN Governor’s Lecture Series, a bold step toward fostering accountability, transparency, and deeper public understanding of monetary policy.’

The television network, Business Day, is famous for its episodes aimed at enlightening purposes for entrepreneurs, improving financial literacy, and providing business updates at a timely period. Its recent high-profile panelized session formed an episode themed ‘Passion to Profit: Balancing Work and Entrepreneurship,’ featuring five eminent thought leaders who were invited to discuss the realities involved in combining full-time jobs with running individual businesses.

The speakers included Mr. Damola Richard, Ms. Temitope Okesenyin, Ms. Nkechi Alade and Mr. Peter Michael Ajassi. However, the voice that particularly resonated throughout the conversation was that of Ms. Ebunoluwa Opelami – a blistering professional whose footprints in formulating business strategies, driving talent performance, and engineering business growth continue to shape Nigeria’s entrepreneurial landscape.

Opelami counseled business owners to start with thorough self-awareness when asked about effective techniques that could enable professionals to reconcile their nine-to-five employment with side hustles. She pointed out that the basis of long-lasting equilibrium is an honest assessment of one’s own strengths, shortcomings, and objectives.

‘Know yourself and know what works best for you. Ask for assistance when necessary; you cannot do all – the more cause you have to support creative networking,’ she said.

Her advice captures a reality many professionals ignore: entrepreneurship is seldom a solitary endeavor. Burnout is rather common when one tries to juggle everything on their own while working full-time. Entrepreneurs can strike the balance required to create companies with learning how to use professional networks, outsource when necessary, and remain true to individual ability. undermining either their job advancement or their health.

The conversation quickly turned to one of the most vexing issues for entrepreneurs: financial instability. Many aspiring founders eventually end up siphoning their income from their traditional jobs to keep their businesses alive when they don’t have a clear sustainability plan. Opelami challenged that default experience by stating that money is not always the biggest challenge that entrepreneurs face.

‘Instead of pulling everything from your savings into your business, make sure you go through the rigorous cycle of being resourceful,’ she said.

She designed resourcefulness as being greater than capital. Entrepreneurs ‘can maximize their networks, trade with their peers, and get innovative as a way of solving operational bottlenecks,’ so they avoid the dangerous habit of over-financing a business out of their pockets. ‘The cycle of resourceful networking,’ Opelami explained, ‘is a great way to take capital out of the equation, while also building trust and a future to work together.’

Her argument was a thoughtful addendum to Ms. Temitope Okesenyin’s earlier point that entrepreneurs should make themselves the ‘face of their brand.’ Temitope had stated that high-value personal attributes attract clients more than aesthetics related to the brand style. Opelami extended this logic to funding, reminding us that funding generally racks up value in ways that promote behavior.

According to Opelami, ‘The truth is funding follows value. If you lack the value needed, funding might become extremely difficult. Focus on building the value.’

This statement highlighted the main point of her contribution: entrepreneurs need to focus on creating real value propositions before they look for money. Instead of obsessing over getting investors or loans, focus on making something that fixes a problem and keeps delivering results.

She pointed out the usual blunders small business owners trip over, especially getting hung up on branding that doesn’t really matter. A lot of founders spend loads of time and cash on making logos, picking out looks, and making their social media look cool, but they forget about the nitty-gritty value that actually keeps their business abuzz.

Opelami warned that with all the flashy social media stuff, too many entrepreneurs miss out on making their brands solid, which means they’re up against a lot of incompetence. For her, the real test for any entrepreneur is not how they look on paper but how they perform after the deal is done. Brand markers like PR campaigns and digital polish can be handy, but they should never take the spotlight away from the real deal, which is substance.

Apart from value and resourcefulness, Opelami shared additional important lessons for people trying to balance a career and a business. These include:

? Constructing distinct boundaries: Entrepreneurs must defend their time and energy from having their work encroach on their personal space and wellbeing.

? Establishing a self-care regimen: Balancing employed work and entrepreneurial activity calls for purposeful breaks and mental wellbeing.

? Mastering the skill of saying ‘No’: It’s important to understand that not all opportunities are worth pursuing; a level of selectivity enhances concentration.

? Delegating and Outsourcing: External assistance must be embraced to ensure the business is not stalled by individual constraints.

? Deliberate practice: Discipline and unremitting improvement, not sporadic effort, are the yardsticks for measuring growth.

Opelami was emphatic that these practices ought to be integrated within the core of entrepreneurial service. They are not optional extras but bedrock for bolstering entrepreneur’s resilience and enhancing business performance over the long term.

In a professional environment where funding often seems elusive, Opelami’s perspective re -explains the conversation; instead of pursuing capital as a golden ticket, she asks for a deep commitment to value construction, resourceful networking and personal clarity.

Entrepreneurs who focus perfectly on raising capital without a solid value risk ending with branded but hollow enterprises. Conversely, people who prioritize value, nurture the network, and embrace resources, often find that funding – whether from investors, partners or customers – naturally flows more.

Ebunoluwa Opelami’s message is straightforward but profound: value comes before funding. The lesson is obvious for entrepreneurs. Make sure your brand offers real, consistent, and significant value before chasing investors or draining savings. Create networks, assign tasks sensibly, and stay away from the distractions of flimsy branding. In today’s cutthroat business environment, resilience and growth are ultimately guaranteed by the strength of your value rather than the size of your capital.

Nigeria has just attained the grand age of sixty-five.

If the nation were to be a person, he would be coming to the age of ‘Retirement’ in many countries of the world. Some people at that age feel that their most productive years are already behind them. They may suffer an existential Depression. Some others, freed from the tedious burden of a routine career, may see themselves released into a new lease of life, where the best is yet to come.

A ‘Nation’ is, of course, not the same as a person.

‘While politicians mouth platitudes in public, the reality is that every group has an agenda, and those agendas all too often dictate actions and alliances.’

This brings up the first issue in a close examination of the Nigeria project.

Is Nigeria a ‘Nation’ – yet?

A dictionary definition of the noun ‘Nation’ would read as follows:

‘A body of people united by common descent, history, culture or language, inhabiting a particular territory.’

It would be immediately obvious to any discerning eye that Nigeria at inception was not a ‘nation’ by this definition. It was an agglomeration of many nations – more than two hundred ethnic nationalities cobbled together in a ‘geographical expression’. Even the name ‘Nigeria’ was the product of a whimsical inspiration from the consort of a certain Lord Lugard, a servant King George V of Great Britain.

Sixty-five years ago, Nigeria took on the responsibility of self-government. It has struggled since to become a nation, despite the flag and other appurtenances of nationhood.

While some people agitated for the Independence that eventually arrived on 1st October 1960, it would be historical falsehood to deny the fact that some people fought against it. An early quote from Sir Alhaji Abubakar Tafawa Balewa is instructive here. On the floor of the Northern House of Assembly in 1952, he said

‘.Since the amalgamation in 1914, the British Government has been trying to make Nigeria into one country, but the Nigerian people are different in every way, including religion, custom, language and aspiration.the fact that we’re all Africans might have misguided the British.’

He was not being extreme, only frankly realistic. From the beginning, the self-views and aspirations of the different peoples were only in sync in a very superficial way. One group believed they ‘owned’ the nascent nation by virtue of an aborted ‘jihad’ that had swept through much of its territory and imposed hegemony in precolonial times. Another group believed that their people, known for energy and enterprise, were ‘superior’ to others, and it was their destiny to lead – not just Nigeria, but all of Africa. Yet another group wanted to build on their antecedents of a historical empire plagued with internecine warfare that wreaked carnage and left few monuments to construct a modern nation along the new ‘Western’ model, using the instrumentality of Western education. And then there was a huge block of others, the ‘Minorities’ – several nationalities strong, who felt their very future threatened by the overbearing presence of the ‘Big Three’ nationalities.

A lot of water has passed under the bridge in sixty-five years. Constitutions have come and gone. There has been a Civil War, and there have been long stretches of military rule. The country is in its fourth iteration of life as a ‘Federal Republic’ – an unhappy polyglot entity with a Unitary system of governance.

A lot has been said and written about how and why Nigeria has failed to achieve its great potential so far.

From the standpoint of Psychology, it seems odd that there has been no intentional effort to acknowledge and ‘work through’ the fundamental psychological incongruencies of the constituent parts of the nation, and harmonise, or at least modulate, them. These group mindsets have often determined the outcomes of major national issues. While politicians mouth platitudes in public, the reality is that every group has an agenda, and those agendas all too often dictate actions and alliances. There is a predatory ‘grabbing’ instinct in most inter-group interactions, and a paranoid mind-set in which everyone is suspicious of the intentions of the others. Lies, chicanery, betrayal, horse-trading – these have been the order of the day.

It may seem simplistic and reductionist, but the problems of Nigeria – including corruption, insurgency, kidnapping, economic woes, rampant poverty, the largest population of out-of-school children in the world – may be viewed, and possibly solved, through the prisms of the Moral and the Structural.

There is no agreed system of Values operational in the country. Right and wrong are not clearly demarcated. There is no consensus about doing right. Law-making as it is practised is substantially irrelevant to the daily realities of the people’s lives. Law enforcement is a joke. There is virtually no consequence to obvious wrongdoing, and impunity is rampant. This cannot continue, and there is a need for an intentional effort at national cleansing and reinvention of institutions.

The Unitary structure of the country, where national life consists of a desperate rush to outdo others and grab the ‘national cake’, is calculated to bring out the worst in the psychology of all the ‘federating’ peoples of Nigeria. It is necessary to restructure and devolve power and responsibility to the base, and to create functional aggregations and collaborations between existing states to reduce waste and maximise efficiency.

Nationalistic slogans that have always exhorted Nigerians to be ‘brothers and sisters’ should be practicalised with conviction. Nobody should feel preyed upon by any other in terms of territory or anything else they hold dear. Everyone must formally renounce any notion of being ‘superior’ to anyone else. There needs to be a common version of History taught to the next generation. There are no out-and-out ‘Saints’ or ‘Sinners’ in the Nigerian story. Indoctrinating the next generation with hubris or victimology or imbuing them with the entitlement mentality of ‘ownership by conquest’ will not create citizens of a great nation.

Nigeria remains a tantalising possibility and a compelling lodestone for Nigerians to work towards. A determined ‘Retirement’ from old habits of mind is a necessary first step on the journey.

Daniel Ek stepped down as Spotify’s CEO because of the strong work by his top executives, not due to any outside issues. Ek said the move recognises how well co-presidents Gustav Söderström and Alex Norström have handled daily operations since 2023. ‘It’s less a function of really anything except the fact that Alex and Gustav are truly delivering exceptionally well already,’ Ek said. ‘And I feel like this is a natural evolution of what we already do as a leadership team.’

Spotify announced on Tuesday. Ek, who founded the company, will shift to Executive Chairman on January 1, 2026. In that role, he will focus on setting the company’s long-term direction, deciding how to spend its money, and guiding the senior team. This setup matches how chairs often work in Europe.

Söderström and Norström will become co-CEOs. They already serve as co-presidents, with Söderström handling product and technology, and Norström overseeing business operations. Both will report to Ek and join Spotify’s board of directors, pending approval from shareholders.

The change builds on how Spotify has run things for the past two years. The co-presidents have led strategy and day-to-day tasks, the company said. Ek described his shift as moving from hands-on manager to advisor. ‘Since taking over as co-Presidents in 2023, the two executives have really stepped up in a material way, taking much of the day-to-day responsibilities,’ Ek noted. He added that he will team up with them on major strategic choices that shape Spotify’s future.

Ek started Spotify in 2006. He has led it through growth into a global streaming service with over 600 million users. Under his watch, the company went public in 2018 and expanded into podcasts and audiobooks. Now, at age 42, Ek wants to step back from the CEO spot to let others take the lead.

Söderström brings a background in tech and startups. He joined Spotify in 2009 after working as director of product and business development at Yahoo! Mobile from 2006 to 2009. Before that, he founded Kenet Works in 2003, a firm that built community software for mobile phones. He ran it as CEO until Yahoo bought it in 2006. Söderström also invests in early-stage companies and started 13th Lab, which Facebook’s Oculus acquired. Norström came to Spotify in 2011 from King.com Ltd, where he was Chief New Business Officer. He has held several roles at the company, including Chief Freemium Business Officer, Chief Premium Business Officer, Vice President of Growth, and Vice President of Subscriptions. From 2016 to December 2019, he sat on the board of directors at Circle, a financial services firm.

Woody Marshall, Spotify’s Lead Independent Director, backed the plan. ‘The Board has been working closely with Daniel on the evolution of Spotify’s leadership structure for several years,’ Marshall said. ‘We have tremendous confidence in Alex and Gustav as they step into these roles. They each have more than 15 years with the company and have been instrumental in driving our success and enabling Spotify to lead our industry. We are also thrilled that Daniel will be actively involved, giving Spotify both founder-led strategic stewardship and mentorship to the co-CEOs as the company continues to innovate and scale.’

The transition comes at a steady time for Spotify. The company reported strong results in its latest quarter, with monthly active users up 11 percent to 696 million and premium subscribers rising 12 percent to 276 million. Revenue grew 10 percent year-on-year to pound 4.2 billion euros. Spotify faces competition from Apple Music, YouTube Music with the latter already testing AI music host features to challenge Spotify’s AI DJ.

As co-CEOs, Söderström and Norström will split duties. Söderström will push product improvements, like better recommendations and audio features. Norström will handle business growth, including ads and partnerships.

Ek said the decision feels right. ‘I will work with Gustav and Alex on the big strategic decisions that we face in the long arc of the company,’ he explained. In the end, Ek’s step back honors his team’s progress. It positions Spotify to tackle future challenges, from AI tools to new markets.