Category: Business Day

Consolidated Hallmark Insurance Limited, a subsidiary of Consolidated Hallmark Holdings Plc (CHI), is seeking deeper partnerships with insurance brokers as the company positions for stronger growth following the industry’s recapitalisation exercise.

The company made this position known at the Professional Brokers’ Evening organised by the Nigerian Council of Registered Insurance Brokers (NCRIB), Abuja Area Committee, in Abuja, where Mary Adeyanju, its managing director said the industry must look beyond stronger capital bases to improve service delivery, trust and insurance penetration.

Adeyanju said the recently concluded recapitalisation should serve as a platform for insurers to expand underwriting capacity, invest in technology and strengthen relationships with customers and professional brokers.

‘Capital undoubtedly strengthens balance sheets, increases underwriting capacity and positions organisations for growth. However, the future of our industry depends on much more than capital. We must deliberately build capacity, strengthen trust, improve service delivery, embrace innovation and nurture stronger relationships with our customers and professional brokers,’ she said.

For CHI, the emphasis on brokers is strategic, with Adeyanju disclosing that approximately 80 percent of the company’s business comes through professional brokers.

She described brokers as more than distribution channels, saying they serve as risk advisers, client advocates and an important link between insurers and policyholders.

‘Professional brokers are far more than a distribution channel. They are advisers, risk interpreters, client advocates and the bridge between insurers and customers,’ Adeyanju said.

The company is also increasing its investment in digital platforms aimed at reducing administrative bottlenecks and making it easier for brokers to transact with the insurer.

CHI has introduced a free API-enabled Marine Insurance Portal through which brokers can generate marine certificates without visiting its offices. It has also deployed Curacel, a digital motor inspection platform designed to accelerate vehicle assessments and claims processes.

The insurer is in the final stages of deploying TrustFort, an enterprise technology platform, while a redesigned website is expected to provide a more integrated digital experience covering policy purchases and claims processing.

‘Technology must remove complexity from insurance. Our investments are designed to give brokers the freedom to focus on what they do best, advising clients and growing their businesses while digital platforms handle routine processes efficiently,’ Adeyanju said.

The company’s push for stronger broker relationships comes against the backdrop of its reported financial position. As of July 2026, CHI said it had shareholders’ funds of N61 billion, total assets of N91.9 billion, insurance revenue of N28.4 billion and profit before tax of N27.9 billion.

Profit after tax stood at N27.4 billion, while claims paid during the first and second quarters amounted to N9.3 billion. The company also reported a surplus of assets over capital of N47.8 billion and a solvency margin of N35.6 billion, alongside an A rating from GCR.

Adeyanju, however, cautioned against measuring the company’s success solely by financial performance, arguing that stronger capital must translate into better protection for policyholders.

‘Our greatest strength is not in these figures but in what they empower us to do. Financial strength must translate into greater underwriting capacity, increased confidence, prompt claims settlement, innovative solutions and better service for our customers and our broker partners,’ she said.

She urged brokers and insurers to use the stronger capital base created by recapitalisation to make insurance more accessible and relevant to Nigerians.

‘We must make insurance simpler, more relevant and easier for Nigerians to understand. Together, we have a responsibility to build confidence in insurance and ensure that more individuals, families and businesses enjoy the protection they deserve.’

The NCRIB also acknowledged CHI’s role in strengthening insurer-broker relations. The council’s Treasurer, Chijioke Nwafor, commended the insurer for what he described as prompt service delivery, quality underwriting support and improved turnaround time.

Rotimi Adewale, The NCRIB Abuja Area vice president, similarly praised CHI’s investment in partnerships and innovation, urging brokers to continue supporting the company.

For CHI, the broader objective is to convert the stronger financial position created by recapitalisation into increased capacity, improved customer experience and deeper distribution partnerships.

Adeyanju said the industry should therefore measure growth not only by premium income, but also by the number of Nigerians protected, claims settled promptly and fairly, businesses preserved and public confidence restored.

‘When insurers and brokers succeed together, the industry succeeds,’ she said.

Elizabeth Agboola, Nigerian tourism strategist and policy advisor, has announced the pre-order launch of her debut ebook, Tourism as Capital: 52 Weeks That Shaped a New Continental Doctrine, a collection of 52 essays challenging conventional thinking about tourism’s role in Africa’s economic future.

The publication brings together a year of insights originally shared through her weekly Office Hours with TEA series. Rather than viewing tourism as a leisure industry, the book presents tourism as an integrated economic system capable of driving investment, trade, diplomacy, workforce development, aviation, and regional integration.

‘Tourism has long been discussed as entertainment,’ said Agboola. ‘This book argues that tourism should instead be recognised as capital, an economic asset capable of creating jobs, attracting investment, strengthening international partnerships, and transforming destinations.’

Agboola, founder of NTT Global Destinations, has worked across Africa, the Caribbean, and the emerging halal economy, advancing destination development through tourism diplomacy, market access, and strategic partnerships. She led the first direct Nigeria-Caribbean charter flight to Jamaica and currently serves as Strategic Partner (Market Access and Tourism Diplomacy) to the Nigerian Tourism Development Authority (NTDA), Strategic Partner (International Relations and Strategic Engagement) to the Federation of Tourism Associations of Nigeria (FTAN), and Halal Tourism Lead on the Nigeria Halal Economy Strategy Implementation Committee Secretariat (NHESICS).

Having travelled to more than 70 countries across six continents, Agboola draws on global experience to propose a practical framework for policymakers, investors, destination managers, academics, and tourism professionals.

The ebook examines themes including destination economies, tourism diplomacy, aviation, halal tourism, workforce development, investment, Africa-Caribbean cooperation, and the role of tourism in national development.

The pre-order launch comes ahead of the conclusion of the Office Hours with TEA series, which will publish its final edition on September 1, 2026.

Every board will eventually confront the same question about artificial intelligence: ‘Can we stand behind the decisions our organisation is making with it?’

Not simply whether the technology works. Not whether a policy was followed. But whether the organisation can explain why a consequential decision was made, what risks were understood, who exercised judgement, what evidence informed the decision, and how the outcome was monitored.

This is becoming one of the defining governance challenges of the AI-enabled enterprise.

Organisations are moving rapidly from experimenting with AI to embedding it into products, operations, customer interactions, workforce decisions, and strategic choices. Increasingly capable AI agents are extending that reach, enabling systems to perform more complex tasks and take actions across workflows with greater autonomy and less direct human intervention.

The opportunity is significant. So is the responsibility.

Organisations want AI to increase productivity, expand markets, improve customer experiences, accelerate innovation, and create entirely new sources of value. Boards should support that ambition. The purpose of governance is not to constrain enterprise growth but to ensure that growth is pursued with sufficient judgement, accountability, and resilience to endure.

Yet our approach to governing AI is still evolving.

AI ethics helped establish principles around fairness, transparency, accountability, safety, and human agency. Responsible AI pushed organisations to translate those principles into practice. AI governance brought greater structure to decision rights, oversight, risk management, and accountability. AI assurance is adding another important capability: testing and evaluating whether claims about AI performance, controls, and risk can be supported by evidence.

Each has moved organisations forward. But a board governing an AI-enabled enterprise ultimately needs these capabilities to converge around a more practical question:

Can the organisation stand behind its AI decisions?

Consider what happens when an important AI-enabled decision is challenged-not necessarily in court, but by the board, a regulator, an investor, an employee, a customer, or management itself after an unexpected outcome.

The organisation should be able to establish what was known at the time, who was accountable, which assumptions were challenged, what risks were accepted, what evidence supported the decision, where human judgement was exercised, how performance was monitored, and what changed when new information emerged.

This is the case for Defensible AI.

Defensible AI is the enterprise capability to make and govern AI-related decisions that are responsible, evidence-based, accountable, and capable of withstanding reasonable scrutiny.

Its purpose is not to create more documentation. Documentation without judgement can produce bureaucracy, not better governance. Defensibility comes from the quality of the decision process itself: clear accountability, credible evidence, informed judgement, meaningful challenge, proportionate controls, continuous monitoring, and the organisational capacity to learn.

This distinction is critical for boards.

A defensible decision is not necessarily a perfect decision. Boards routinely govern under uncertainty. Strategies fail. Forecasts change. Technologies behave differently from expectations. New risks emerge.

The appropriate test is therefore not whether management can prove, with hindsight, that every AI decision was correct. It is whether the organisation can show that the decision was reasonable and responsibly governed given what was known at the time-and that mechanisms existed to detect, respond to, and learn from changing conditions.

That reframes AI governance.

The objective, therefore, is no longer simply to establish policies, satisfy requirements, or prevent failure. It is to build an enterprise capable of pursuing opportunity while preserving accountability when decisions become difficult, outcomes become uncertain, or assumptions are tested.

For boards, this creates a higher standard of stewardship.

Directors should expect management to know where consequential AI decisions are being made, who remains accountable for them, what evidence supports them, how significant assumptions are challenged, how performance and emerging risks are monitored, and whether the organisation can reconstruct the reasoning behind important decisions when necessary.

That capability has strategic value.

Organisations able to make consequential AI decisions with greater discipline can move with greater confidence. They can distinguish risks worth taking from risks poorly understood. They can learn faster when outcomes diverge from expectations. And when challenged, they are better positioned to explain not simply what they did, but why the decision was reasonable.

The evolution, therefore, is not away from Responsible AI or AI governance. It is toward making responsibility operational and governance consequential.

As AI becomes more deeply embedded in the enterprise, boards will need more than confidence that governance exists. They will need confidence that the organisation can act ambitiously, exercise judgement, remain accountable, and stand behind the decisions it makes.

That is not governance designed to slow AI down. It is governance designed to help the enterprise move forward responsibly. That is defensible AI.

Femi Otedola, billionaire investor and chairman of First HoldCo Plc, has further cemented his dominance in the financial institution, continuing a strategic accumulation of shares that underscores his long-term confidence in Nigeria’s banking sector.

The latest transaction on August 14 through his company of interest, Calvados Global Services, involved a purchase of 147,737,699 units of First HoldCo Plc shares at N140 per share.

By steadily increasing his share percentage, Otedola is reinforcing his position as the dominant shareholder, echoing his long-term playbook of securing strategic control in major Nigerian enterprises.

This consistent investment underscores strong market confidence in the future of Nigeria’s premier banking group.

Otedola has indicated a target equity control of over 51 percent, aiming for outright majority ownership of First HoldCo Plc.

As Otedola moves closer to his target of majority ownership, market watchers anticipate that these steady injections of capital will drive long-term structural value for shareholders and enhance the bank’s competitive edge.

Year-to-Date (YtD), the stock has returned approximately +192.28 percent, reflecting massive upward momentum driven by strong financial results and aggressive purchases. As at the close of trading on Monday, August 17, the stock stood at N140.

First HoldCo had touched a peak of N150 per share during intraday trading in early August (notably around August 7), marking a historic high for the stock amid heavy demand and Otedola’s aggressive share acquisitions.

It subsequently stabilised around the N140 mark, maintaining a phenomenal YtD growth profile of well over 190 percent for the year. The stock had traded at a 52-week low of N29.25 per share.

Otedola has aggressively accumulated shares in the financial holding company this year, investing approximately N391 billion (roughly $300 million) through a series of major transactions.

A breakdown of his disclosed purchases in 2026 includes May 2026, when he acquired 549.54 million shares valued at approximately N43.41 billion. In June 2026, he added 672.9 million shares valued at N29.6 billion during the second tranche of the lender’s private placement program.

On July 22, he purchased 706.13 million shares (via his investment vehicle, Calvados Global Services Limited) worth about N77.58 billion.

In late July 2026, he made his largest single purchase of the year, acquiring 1.78 billion shares costing about N222.21 billion.

In early August 2026, he acquired an additional 138.04 million shares for N18.11 billion (roughly $14 million).

These heavy capital injections have significantly raised his total direct and indirect ownership.

Olanipekun Olukoyede, the chairman of the Economic and Financial Crimes Commission (EFCC), has recorded a breakthrough in the commission’s ongoing investigation into the alleged criminal aspects of transactions involving Nestoil Limited and a consortium of its lenders.

At a meeting convened and chaired by Olukoyede, a structured repayment plan was agreed between Nestoil Limited and the consortium of lenders as part of efforts to recover outstanding indebtedness. The agreement has already yielded significant results, with $60 million recovered from Nestoil Limited and paid to the consortium during the course of the investigation.

The payment by Nestoil, facilitated by a team of operatives from the EFCC Lagos Zonal Directorate 2 led by Oguzi Moses, the head of Investigation, represents a significant milestone in the commission’s commitment to promoting accountability, protecting the interests of financial institutions, and safeguarding depositors’ funds.

While welcoming the payment as an encouraging development, the consortium of lenders noted that it represents only the first phase of the repayment process, as a substantial portion of the outstanding debt remains to be settled. The lenders reaffirmed their commitment to working closely with the EFCC and other relevant stakeholders to ensure the seamless continuation of the recovery process until the outstanding indebtedness is fully liquidated.

The lenders also reiterated their commitment to supporting the EFCC by providing all relevant documents required for the diligent prosecution of the investigation, while ensuring that all parties comply with the law and that the recovery process remains lawful, transparent, and commercially responsible.

The EFCC reaffirmed its resolve to pursue the investigation to its logical conclusion and to ensure the full recovery of depositors’ funds in accordance with the law.

The European Commission has approved pound 2.3 million in emergency humanitarian funding for Nigeria, Cameroon, the Central African Republic (CAR) and Chad to support efforts to contain an ongoing cholera outbreak across West and Central Africa.

The funding, announced on Monday, is aimed at strengthening outbreak response, improving access to essential healthcare, expanding water, sanitation and hygiene (WASH) interventions, and protecting communities considered most vulnerable to the disease.

The intervention follows growing concern over the spread of cholera across the African continent.

According to the World Health Organisation (WHO), more than 61,000 cholera cases were reported across the WHO African Region during the first five months of 2026.

Nigeria will receive the largest share of the European Union’s emergency allocation, with pound 1.5 million earmarked for the country’s response to the outbreak.

The funding will be used to increase the number of emergency intervention teams deployed to affected areas and provide essential medical supplies, including cholera treatment kits.

It will also support water, sanitation and hygiene measures, including the treatment of public water points and household water supplies, in an effort to reduce the risk of further transmission.

The EU said part of the Nigerian allocation would be used to intensify epidemiological surveillance, particularly in areas that are difficult to access, while strengthening case management, risk communication and community sensitisation.

According to the Commission, Cameroon will receive pound 100,000 to support efforts to contain the outbreak and improve the management of cholera cases in affected communities.

It noted that the funding will facilitate the deployment of additional staff for humanitarian partners working on the ground, provide essential medicines and support the establishment of additional cholera treatment units and oral rehydration points in some of the worst-affected villages.

‘The Central African Republic will receive pound 500,000, which will be used to scale up cholera case management and vaccination, alongside expanded water, sanitation and hygiene interventions.

‘The allocation will also strengthen risk communication and community engagement, surveillance and case detection, while supporting dignified and safe burials for victims of the disease.

‘In Chad, pound 200,000 will be deployed to help break the chain of cholera transmission by improving access to safe water, sanitation and hygiene facilities.

‘The funding will also support communities in surveillance activities and the management of suspected and confirmed cases’, the statement noted.

Hadja Lahbib, Commissioner for Preparedness and Crisis Management, said cholera remained a preventable and treatable disease but could become deadly when communities lacked access to safe water and healthcare.

‘Cholera is preventable and treatable. Yet it still threatens lives when people lack something as basic as safe water and healthcare,’ Lahbib said.

She said the new funding reflected Europe’s commitment to supporting vulnerable communities despite increasing humanitarian needs and declining resources.

‘At a time when humanitarian needs are growing and resources are shrinking, Europe is not looking away.

‘This emergency funding will help our partners act quickly, contain the outbreaks and protect the communities most at risk,’ she added.

Cholera is an acute diarrhoeal infection caused by the bacterium Vibrio cholerae. It is transmitted primarily through the consumption of food or water contaminated with the bacteria, with transmission more likely in areas where access to clean water, sanitation and hygiene is inadequate.

While many infected people may experience mild or moderate symptoms, severe cases can result in rapid and significant loss of body fluids, leading to dehydration, shock and death if treatment is not provided promptly.

The EU said the risk posed by cholera is substantially lower in Europe, where the disease is not common, adding that the likelihood of transmission from imported cases remains low.

Language does more than describe reality. It shapes how we perceive it.

Every enduring discipline eventually develops its own vocabulary. Law has its language. Medicine has its language. Economics, engineering, diplomacy and computer science all possess conceptual vocabularies that enable practitioners to describe phenomena with greater precision than ordinary language permits.

Journalism is no exception.

Yet the vocabulary of journalism has largely remained rooted in the 20th century. We continue to speak of newsrooms, reporters, editors, publishers, news cycles and audiences-concepts that remain important but no longer fully capture the realities of a profession transformed by digital technology, artificial intelligence, data science and knowledge production.

If journalism itself is changing, then its language must also evolve.

Throughout this series, I have argued that the 21st-century newsroom should no longer be understood merely as a producer of news but as a knowledge-producing institution. That institutional transformation inevitably requires a corresponding conceptual transformation. New realities require new language.

A Note on the definition of the Sundiata Post Model

In Part 1 of this series, I defined the Sundiata Post Model as an institutional framework for media-based knowledge production. The development of the Model across the subsequent parts has, however, clarified its institutional character and conceptual architecture. I therefore refine that original definition here and assert the following as the canonical definition:

The Sundiata Post Model is an institutional model for media-based knowledge production in which an independent newsroom systematically integrates journalism, original research, conceptual innovation, and scholarly dissemination to produce original analytical constructs that contribute to public understanding, academic inquiry, and policy discourse within the global knowledge ecosystem. Its conceptual framework sets out the principles, structures, processes and mechanisms through which such a newsroom can become a knowledge-producing institution and sustain that capacity over time.

The Sundiata Post Model (SPM) therefore proposes not simply an institutional model but also a vocabulary through which its conceptual framework can be understood and communicated.

This vocabulary should not be viewed as rigid terminology imposed upon the profession. Language evolves through use rather than decree. Some concepts will prove useful. Others may be revised or replaced. Ultimately, the value of any terminology lies not in its novelty but in its capacity to illuminate reality more clearly.

What follows is therefore an emerging lexicon for 21st-century journalism. It gives language to the ideas developed throughout this series.

Knowledge-producing institution

Perhaps the central concept within the SPM is the Knowledge-Producing Institution.

Traditional media organisations produce journalism. A knowledge-producing institution produces journalism while simultaneously generating research, analytical frameworks, datasets, policy knowledge and institutional memory. It informs today’s public while contributing to tomorrow’s understanding.

This distinction represents the philosophical foundation upon which the entire model rests.

Dual engine architecture

The Dual Engine Architecture describes the internal structure through which journalism and knowledge production become mutually reinforcing.

The Media Operations Engine generates journalism, public engagement and commercial activity.

The Knowledge Operations Engine converts that journalistic activity into research, intellectual frameworks, datasets, publications and institutional knowledge.

Together they create a continuous cycle in which journalism enriches research and research strengthens journalism.

Media operations engine

The Media Operations Engine is the institution’s public-facing operational system.

It encompasses reporting, editing, verification, multimedia production, audience engagement, commercial publishing, conferences, public events and other activities through which the institution serves society while generating the resources necessary to sustain its mission.

Knowledge operations engine

The Knowledge Operations Engine is the institution’s intellectual infrastructure.

It conducts research, develops theories, constructs analytical frameworks, curates datasets, preserves institutional memory and maintains standards for methodology, research quality and knowledge governance. It transforms information into enduring knowledge.

Institutional intelligence cycle

The Institutional Intelligence Cycle describes the continuous movement of knowledge between journalism and research.

Reporting generates observations.

Observations generate questions.

Research transforms those questions into structured knowledge.

That knowledge subsequently enriches journalism, producing deeper reporting and more informed public discourse.

The cycle then begins again.

Knowledge therefore accumulates rather than disappears.

Institutional memory

Institutions do not become enduring simply because they survive. They become enduring because they remember.

Institutional Memory refers to the organised preservation of knowledge generated through journalism, research, governance and public engagement. It ensures that experience accumulates across generations rather than disappearing with personnel changes, the passing of news cycles or successive algorithmic transformations.

Knowledge stewardship

Creating knowledge is only the beginning.

Knowledge Stewardship concerns the responsibility to preserve, organise, govern and transmit that knowledge responsibly across generations.

It treats intellectual assets not as temporary outputs but as permanent institutional resources.

Knowledge governance

If knowledge is to become an institutional asset, it must also be governed.

Knowledge Governance refers to the principles, systems and standards through which institutions ensure methodological integrity, research quality, documentation, accessibility, preservation and responsible use of knowledge.

It provides order to institutional intelligence.

Realm of the long term

Every institution eventually reaches the point where immediate performance gives way to long-term stewardship.

The Realm of the Long Term describes that stage in institutional development.

Here, management shifts its attention from short-term success to enduring relevance.

Leadership becomes stewardship.

Growth becomes continuity.

Performance becomes permanence of purpose.

The seven pillars

The Seven Pillars constitute the institutional foundations upon which the Realm of the Long-Term rests: Financial Sustainability,

Human Capital and Leadership, Knowledge Stewardship, Governance, Innovation and Adaptation, Trust and Reputation

Mission Continuity; together they provide a practical philosophy for institutional endurance.

The logic of the long term

The Logic of the Long Term is the principle that enduring institutions are sustained not by isolated organisational strengths but by the interaction of mutually reinforcing capabilities. Within the SPM, it explains why the Seven Pillars operate as an integrated institutional system rather than as independent functions.

Institutional success

Within the SPM, institutional success extends beyond commercial performance. It encompasses four progressively deeper levels.

Operational Success measures present performance.

Institutional Success measures organisational endurance.

Civilisational Success measures the institution’s enduring contribution to society’s accumulated stock of knowledge.

Legacy measures Generational Influence-the extent to which an institution’s ideas, values, methods and contributions continue shaping future generations.

Success is therefore measured not only by what institutions produce, but ultimately by what continues because the institution existed.

The triple institutional architecture

The SPM is not only an institutional model. Its development has also generated an emerging institutional architecture through which its principles can be expressed in practice.

That architecture consists of three complementary institutions: Sundiata Post Media Ltd., the Sundiata Post Intelligence Unit (SPIU), and the Sundiata Post Foundation.

Sundiata Post Media Ltd. constitutes the media and public-information institution. Its primary function is journalism: reporting, investigation, verification, public engagement and the dissemination of knowledge to society. The Sundiata Post Intelligence Unit (SPIU) constitutes the research and knowledge institution. Its function extends beyond journalism into original research, conceptual innovation, analytical constructs, datasets, policy research and scholarly dissemination. The development of The Insecurity Triad, the Trinity of Sovereignty Decay (TSD) and the Decoupling Sovereignty Index (DSI) demonstrates the potential for this research function to generate original intellectual contributions rather than merely reproduce existing knowledge.

The Sundiata Post Foundation constitutes the social-impact and civic-engagement institution within the wider ecosystem.

Together, these institutions form a Triple Institutional Architecture:

Media-Knowledge-Social Impact

The three institutions are distinct in function but complementary in purpose. Their differentiated institutional roles create distinct but mutually reinforcing pathways for sustaining public value.

This architecture also extends the Dual Engine Architecture of the SPM beyond the internal structure of a newsroom. The Media Operations Engine and Knowledge Operations Engine remain the core internal mechanisms of the knowledge-producing institution, while the Triple Institutional Architecture shows how those functions can connect to a wider institutional ecosystem in which journalism, research and social impact reinforce one another.

The four original constructs developed through the Sundiata Post intellectual project provide an initial proof of concept for the knowledge-producing capacity underlying this architecture.

The Triad demonstrates the capacity to develop an original analytical lens. The TSD demonstrates theoretical innovation. The DSI represents an attempt to translate theory into an empirical measurement system. The SPM itself provides the institutional model through which such knowledge can be generated, preserved and disseminated.

The significance, therefore, lies not in the existence of four ideas or three institutions independently, but in their interaction.

The constructs demonstrate intellectual production. The institutions provide organisational embodiment.

The architecture connects knowledge production to public value.

Beyond journalism: Strategic management and organisational theory

The SPM sits at the intersection of journalism and media studies, organisational theory, and strategic management.

From journalism and media studies, it draws on the tradition of public service-a profession dedicated to informing society, strengthening democracy, and contributing to public understanding.

From organisational theory, it draws on the study of how institutions are designed, governed, sustained and renewed over time, emphasising organisational structure, institutional memory, culture, stewardship and long-term continuity.

From strategic management, it draws on the principles of institutional endurance-financial sustainability, governance, human capital development, innovation, knowledge stewardship and mission continuity.

These are not separate concerns. The SPM argues that journalism cannot fulfil its public purpose without institutional strength, and that institutional strength cannot be built without understanding journalism’s unique mission.

This interdisciplinary foundation is reflected throughout the Model-in its Dual Engine Architecture, its Seven Pillars, its measures of institutional success, and its proposed vocabulary. Each element integrates the concerns of both fields, offering a framework that is both mission-driven and institutionally grounded.

A living vocabulary

No vocabulary is ever complete.

The language proposed in this series should therefore be understood as a living intellectual framework rather than a finished dictionary. As journalism evolves, new concepts will emerge. Existing concepts will be refined. Some terms may disappear altogether while others become widely adopted. That is how intellectual traditions develop.

History reminds us that new ways of understanding the world often begin when someone gives language to a previously unnamed reality. Once that language gained acceptance, the underlying ideas became easier to understand, debate and improve.

The SPM aspires to make a similar contribution. Its value will not be determined by whether every term survives unchanged, but by whether this vocabulary helps journalists, scholars, media executives and researchers think more clearly about what the newsroom of the 21st century can become.

If that conversation continues beyond these pages-if these concepts are questioned, tested, adapted and applied-then the language will have served its purpose.

Because institutions are built with systems.

Ideas are built with language.

The future of journalism will require both.

Across these seven parts, I have defined the problem, formulated a new institutional model, proposed its architecture, articulated its guiding principles, developed measures of success, and finally given it its own vocabulary. Together, these elements give the SPM its internal coherence and completeness.

A philosophical triad of enduring influences

With humility, drawing on decades of experience at the forefront of the African media industry, a fellowship at the highest level of the Chartered Institute of Human Resource Management (CIHRM), foundational membership in the Institute of Strategic Management Nigeria, and from my desk at Sundiata Post in Abuja, I release these ideas-the Sundiata Post Model-into the world. Their future is no longer mine to determine. If they endure, it will not be because I insisted upon their importance, but because others found them worth questioning, testing, adapting and building upon.

For many years, my life journey and the arc of my interdisciplinary thinking have been shaped by a philosophical triad of enduring influences. The first is Sigmund Freud’s insight that ‘immortality means being known by many anonymous people’-which, to me, revealed the possibility that ideas can outlive their creators and that the truest measure of intellectual work lies not in personal recognition but in the enduring life of ideas.

The second is Edward Said’s vision of the intellectual as one who engages society’s most pressing questions with independence, integrity, and moral courage.

The third is Antonio Gramsci’s conception of the organic intellectual, which helped me see journalism as far more than the reporting of events. It reframed journalism for me as an intellectual vocation-one that interprets reality, organises knowledge, frames public understanding, and contributes to society’s accumulated stock of learning.

Together, these three influences have shaped my conception of journalism not merely as a profession, but as an intellectual vocation and a means of creating knowledge that can outlive its creator.

If, through the development of four original constructs-The Insecurity Triad, the Trinity of Sovereignty Decay, the Decoupling Sovereignty Index, and now the Sundiata Post Model-I have made a meaningful contribution in that tradition, I am content to leave the judgment to history and to those who engage with these ideas in the years ahead.

This series is concluded.

Trust is sacred. Stay seasoned.

Introduction

Music has always been more than organised sound; it is a vessel of memory, identity, emotion, and shared human experience. Across generations, it has carried humanity’s hopes, fears, triumphs, and spiritual longings. Yet in this digital epoch-defined by rapid technological acceleration and global connectivity-the making of music has undergone a profound transformation. No longer confined to instruments or traditional studios, music now emerges from a fusion of technology, digital communities, and emotional engagement. In this new landscape, the essence of music extends beyond performance: it resides in what is felt, how it resonates, and the meaning it creates across interconnected global ecosystems.

The digital reordering of musical creation

For centuries, musical creation was shaped by geography, privilege, and access. A gifted composer in a remote village might never reach a global audience. A talented singer without the backing of a powerful label might remain unheard. Instruments, studios, and distribution channels were once the gatekeepers of musical destiny.

The digital revolution has dismantled these barriers with remarkable force. A young creator armed with a laptop, smartphone, and internet connection can now compose, edit, refine, distribute, and promote music to millions. Digital audio workstations, cloud-based collaboration tools, and streaming platforms have democratised creativity. The studio is no longer a physical room; it is a digital space accessible to anyone with imagination and determination.

This democratisation has expanded creative horizons. Producers can layer hundreds of sonic textures, simulate orchestras through software, and manipulate sound with precision unimaginable in previous eras. Artificial intelligence-once a distant concept-is now a creative partner. AI systems can assist with composition, mastering, sound design, and personalised listener recommendations. Machine learning can analyse patterns across genres, helping creators discover new structures and styles.

These tools do not replace human creativity; they amplify it. They allow artists to spend more time expressing emotion, refining ideas, and exploring new sonic territories. Technology has become a creative companion, not a competitor.

The emotional architecture of music

Despite technological sophistication, the enduring power of music remains rooted in emotion. Neuroscientific research consistently shows that music activates regions of the brain associated with memory, reward, empathy, and social bonding. A familiar tune can transport an individual back decades. A worship hymn can ignite spiritual fervour. A national anthem can unify millions in shared identity.

Music’s emotional potency has become even more vital in an age marked by stress, uncertainty, digital fatigue, and social fragmentation. Around the world, individuals increasingly turn to music as a coping mechanism for anxiety, loneliness, grief, and emotional exhaustion. During global crises, virtual concerts, curated playlists, worship recordings, and digital choirs became sanctuaries of comfort and resilience.

Music provides an emotional language where words often fail. It becomes a refuge, a companion, and a healer.

Music as therapy and restoration

The field of music therapy offers compelling evidence of music’s healing power. Healthcare professionals employ music-based interventions to support patients experiencing trauma, depression, neurological disorders, and cognitive decline. Research shows that music can regulate mood, reduce stress responses, improve communication, and enhance overall wellbeing.

In dementia care, familiar songs often unlock memories and emotional recognition even when verbal communication becomes difficult. For individuals recovering from emotional wounds, music becomes a bridge between pain and healing.

The digital age has amplified access to these therapeutic benefits. Streaming platforms place millions of songs within immediate reach. Wellness applications, guided meditation soundscapes, and therapeutic playlists are available to diverse audiences regardless of location. People curate personal soundtracks for concentration, relaxation, prayer, exercise, and recovery.

Music has become a tool for emotional self-management-an accessible form of daily therapy.

Music as social glue in a fragmented world

Music continues to unite people across cultural, ethnic, and generational boundaries. Digital platforms have created unprecedented opportunities for collaboration and cultural exchange. Artists from different continents can produce songs together without ever meeting physically. Listeners can explore diverse traditions through a single device.

This interconnected musical ecosystem strengthens global cultural dialogue and fosters appreciation of diversity.

Social media has further reshaped the relationship between artists and audiences. Music is no longer a one-directional broadcast. Fans remix content, create dance challenges, share interpretations, and contribute to the viral success of songs. Communities now co-create meaning, shaping the cultural and emotional impact of music.

Audiences have evolved from passive consumers into active participants.

The challenges of digital abundance

Yet the digital transformation of music is not without challenges. The sheer abundance of content can overwhelm creators and listeners alike. Algorithms increasingly influence discovery and consumption patterns. Musicians may feel pressured to prioritise visibility, virality, and engagement metrics over authenticity.

There is also concern that excessive reliance on automated systems could encourage formulaic production. These challenges remind us that technology must remain a servant of creativity, not its master.

Authenticity therefore becomes a critical value. Regardless of technological sophistication, audiences respond most strongly to music that communicates genuine human experience. The songs that endure are those rooted in truth, vulnerability, and emotional honesty.

Music and faith communities

For faith communities, music occupies a sacred space. Worship music has long served as a vehicle for spiritual reflection, communal identity, encouragement, and transformation. In the digital era, congregations can access worship resources from around the world. Live-streamed services, digital choirs, and online worship gatherings extend spiritual participation beyond physical buildings.

Music continues to nurture faith, strengthen devotion, and connect dispersed communities through shared spiritual experience.

Educating the next generation

Young people are particularly shaped by the convergence of music, technology, and digital culture. Educational institutions therefore have a responsibility to integrate digital literacy, musical creativity, and emotional intelligence. Teaching students how music influences cognition, behaviour, and wellbeing can support healthier relationships with technology and culture.

Music education must evolve to reflect the realities of the digital age.

The future: Immersive, intelligent, and human

Looking ahead, the future of music will be increasingly immersive. Virtual reality, augmented reality, spatial audio, and intelligent creative systems are already redefining musical experiences. Audiences may soon participate in interactive performances that adapt in real time to emotional responses.

Yet even within these advanced environments, the essence of music will remain fundamentally human. Technology may shape the experience, but emotion will define its meaning.

The call to society

Ultimately, the making of music in the digital age extends far beyond technical performance. It encompasses emotional expression, social connection, cultural exchange, psychological well-being, and spiritual enrichment. The most important question is not merely what instrument is played, but what experience is created, what emotion is communicated, and what healing is inspired.

As society advances deeper into the digital era, musicians, educators, technologists, policymakers, faith leaders, and listeners must recognise this broader significance. When technology amplifies human creativity, when communities use music to strengthen social bonds, and when individuals employ music as a pathway to emotional healing, society benefits immensely.

The making of music is therefore not only about what you play. It is about what you feel, what you share, and what you help others become.

Conclusion

The digital age has expanded music into a multidimensional force that heals, connects, and inspires. Technology may accelerate production and broaden access, but emotion remains the essence of musical impact. As artificial intelligence and immersive platforms evolve, authenticity and human experience will continue to define the music that endures. Ultimately, the making of music is not only about what is played; it is about what is communicated, shared, and transformed in the lives of listeners. In embracing this broader vision, society strengthens creativity, emotional well-being, and collective connection.

The Federal Government is set to begin the deployment of about 3,700 telecommunications towers across underserved communities in Nigeria from October 2026, as part of efforts to expand mobile and internet access to millions of Nigerians currently outside the country’s digital economy.

Bosun Tijani, Minister of Communications, Innovation and Digital Economy, disclosed this as the government intensifies its efforts to close Nigeria’s digital connectivity gap and extend critical infrastructure to rural, riverine and hard-to-reach communities.

The project is being implemented under the Nigeria Universal Communication Access Project (NUCAP), a major federal initiative designed to bring connectivity to more than 20 million Nigerians living in unserved and underserved communities.

According to Tijani, the Federal Government has completed the resource mobilisation and contractual processes required for the project, paving the way for physical deployment.

‘The government plans to begin deploying about 3,700 telecommunications towers from October to improve mobile network coverage in underserved communities,’ Tijani said.

The minister said the initiative is part of a broader strategy to strengthen Nigeria’s digital infrastructure and ensure that communities that have historically been excluded from commercial telecommunications investment can gain access to reliable connectivity.

Connecting more than 20 million Nigerians

The NUCAP rollout is expected to target communities where telecom operators have historically found it difficult to justify investment because of low population density, challenging terrain, or limited commercial returns.

The government has argued that leaving these communities disconnected has consequences beyond telecommunications, limiting residents’ access to digital financial services, online education, healthcare, e-government platforms, markets and employment opportunities.

Earlier reports on the programme put the number of Nigerians targeted by the initiative at more than 20 million, while previous government statements have referenced more than 23 million people who could benefit from rural connectivity expansion.

Tijani has framed the investment as infrastructure for economic participation rather than simply a telecommunications project.

The latest push also gives attention to riverine communities, many of which face geographical and infrastructure challenges that make conventional network deployment more difficult.

China-backed infrastructure investment

In June, Tijani announced that China Industrial Bank (CIB) had expressed support for the initiative following a meeting with a delegation led by Peng Shuang, general manager of the bank’s Strategic Emerging Industries Business Headquarters.

CIB’s support is significant because the bank has committed to helping deliver at least 1,000 tower sites by the end of 2026. Tijani described the bank’s involvement as its first investment in Nigeria.

The minister has also described the project as a ‘green’ telecommunications network which reflects the government’s intention to deploy infrastructure capable of providing sustainable connectivity in locations where conventional infrastructure can be difficult to operate.

Towers form part of wider connectivity strategy

The 3,700 towers are only one component of the Federal Government’s wider digital infrastructure programme.

The government is also pursuing the deployment of a 90,000-kilometre fibre-optic backbone intended to extend high-capacity connectivity across Nigeria.

Tijani said the fibre project is designed to cover every state, geopolitical zone, local government area and ward, creating the backbone required to improve the quality and reach of broadband services nationwide.

The government is also working on strengthening satellite infrastructure through NIGCOMSAT, while the Nigerian Communications Commission(NCC) has been pushing network upgrades by operators.

The NCC has said telecom operators committed to upgrading thousands of network sites in 2026, including the migration of legacy infrastructure to 4G and 5G technologies.

Together, these initiatives are expected to address different layers of Nigeria’s connectivity challenge, which is backbone infrastructure and last-mile mobile access.

Rural connectivity becomes economic infrastructure

For Nigeria, the significance of the tower rollout goes beyond improving phone calls or internet speeds. A larger connected population means more people can participate in digital payments, e-commerce, online learning, remote work, and digital government services.

For farmers and rural businesses, connectivity can improve access to market information and financial services. For schools and health facilities, reliable internet can expand access to digital learning and telemedicine.

The government believes these benefits will also support its ambition of building a larger digital economy. The challenge now will be ensuring that the towers do not simply get deployed but remain operational.

Reliable electricity, fibre backhaul, security, maintenance and affordable data services will be critical to translating the infrastructure investment into meaningful connectivity.

For the millions of Nigerians living in communities where mobile coverage remains weak or unavailable, the October rollout could mark an important step toward bringing the country’s digital economy within reach.

There are moments in public life that speak quietly yet leave a lasting impression. President Julius Maada Bio’s visit to Bunce Island in June and recently, to the Leicester Peak Viewing Platform, Tourism Innovation and Education Center and Tacugama Chimpanzee Sanctuary, with the First Lady and their children, were among those moments.

Many saw a family enjoying time together in one of Sierra Leone’s treasured natural spaces. I saw something equally significant: a leader reminding us that building a destination of choice begins with the choices we make ourselves.

When the President later encouraged Sierra Leoneans to visit these tourist attractions, he actually invited us to rediscover our own country. That invitation deserves our attention because every successful tourism destination is first embraced by its own people.

As Minister of Tourism and Cultural Affairs, I have travelled extensively across Sierra Leone. Every journey reinforces the same conviction. Ours is a country blessed with extraordinary natural beauty, remarkable biodiversity, rich heritage, unique cultural traditions and communities whose warmth leaves a lasting impression on everyone fortunate enough to visit. Yet some of our greatest treasures are often the ones we overlook, simply because they are familiar to us.

Around the world, tourism is evolving. Travellers increasingly seek authentic experiences, meaningful connections and destinations whose stories are rooted in culture, heritage, nature and people. Sierra Leone is uniquely positioned because authenticity is not something we have to create. It is who we are.

Located within Bathurst, Tacugama is one of the finest examples of the future we are building for tourism in Sierra Leone. With the Chimpanzee Sanctuary, Canopy Walkway and Tourism Innovation and Education Centre, it demonstrates how conservation, education, innovation and visitor experience can work hand in hand. These investments are creating destinations that don’t just protect our natural heritage but also inspire learning, recreation and sustainable economic opportunity for surrounding communities.

For nearly three decades, the Sanctuary has cared for rescued chimpanzees while safeguarding an important part of the Western Area Peninsula National Park, reminding us us that conservation and development are mutually reinforcing. Every forest protected today enriches the experience that visitors seek tomorrow while ensuring future generations inherit a country whose natural heritage remains intact.

Tourism is also one of the most effective ways a nation expresses its identity. In Sierra Leone, visitors experience our forests, beaches, heritage sites, creativity and the warmth of our people. Those experiences become lasting memories that shape how our country is understood around the world.

This is why domestic tourism deserves a central place in our national conversation. Countries with resilient tourism sectors do not rely solely on international arrivals. They are sustained by citizens who know their own destinations, celebrate their own heritage and proudly introduce their children to the places that define their national identity. Domestic tourism is the foundation of every resilient tourism economy. When we explore our own country, we strengthen national pride, support local businesses and become our most authentic ambassadors.

Interestingly, there is also a quiet expression of patriotism in choosing to explore and experience Sierra Leone.

Patriotism is not confined to national celebrations or public ceremonies. It is reflected in the choices families make about where they spend their leisure time, where children encounter wildlife for the first time and where lasting memories are created together. The President’s visit to these sites illustrated this beautifully. Tourism belongs not only to international visitors; it belongs first to Sierra Leonean families.

Every journey made within the country creates opportunities far beyond the destination itself. It supports hotel owners, guides, transport operators, artisans, restaurateurs, photographers, farmers and countless small businesses whose livelihoods depend on visitor activity. Tourism has a unique ability to spread opportunity across communities and ensure that economic growth reaches places where other sectors often cannot.

For many years, Sierra Leone’s story was too often told by others, some of whom never visited the country. Today, that narrative is increasingly being shaped by those who experience our country for themselves. They leave with memories of pristine beaches, thriving wildlife, remarkable heritage, unique culture, vibrant creativity and communities that welcome them with genuine warmth. In doing so, they become ambassadors for a new Sierra Leone.

This progress reflects deliberate investments in heritage preservation, tourism infrastructure, innovation and community partnerships. It is the product of Government working alongside local communities, development partners, private investors and conservation organizations to build a stronger and more competitive tourism economy.

Tourism, perhaps more than any other sector, reminds us that national development is never the work of one institution alone. It is built through communities protecting their heritage, entrepreneurs investing in new ideas, artists preserving culture, young people embracing innovation and citizens who understand that every visitor deserves an experience worth remembering.

It also reminds us that tourism is one of our most effective forms of diplomacy. Every visitor returns home carrying impressions no marketing campaign can manufacture. Some become repeat travellers. Others recommend Sierra Leone to friends and colleagues. Many return as investors, partners or advocates. Every positive experience extends the reach of our country through the most powerful form of promotion: personal testimony.

This conversation extends beyond our borders. Across Africa, a growing movement is encouraging Africans to travel more across the continent, strengthening regional integration while celebrating our shared heritage and diversity. Sierra Leone is proud to contribute to that movement by welcoming visitors from across Africa while encouraging our own citizens to explore both our nation and our continent with equal curiosity.

As we continue building Sierra Leone’s tourism future, perhaps the most important question is not how many visitors we hope to attract, but what kind of destination we aspire to become.

Our hope is that Sierra Leone will be recognised not simply for its beauty, but for the values that define our tourism sector: authenticity, conservation, culture and shared heritage, creativity, innovation, community ownership and genuine hospitality.

Years from now, we hope that this period will be remembered not only for rising visitor numbers or increased investment, but as the moment Sierra Leone embraced tourism as an expression of national confidence. A time when families travelled more within their own country, communities rediscovered pride in their heritage, conservation and culture, and creativity became central to our development story.

President Bio’s visits remind us that the most meaningful journeys begin at home. If we continue choosing Sierra Leone with pride, curiosity and purpose, the world will continue choosing Sierra Leone too.

So, why not take some time this week or the next to Explore Freedom in Destination Sierra Leone?

There is so much of home waiting to be discovered.

Enti Ina know say tourism business na all man business.