News Agency of Nigeria
TEXEM champions strategic governance in digital era
General News

TEXEM champions strategic governance in digital era

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In an age marked by geopolitical shocks, institutional distrust, and digital acceleration, governance can no longer afford to be performative. Leadership must be principled. Strategy must be people-centred. And transformation must be inclusive.

These were the resounding themes at the recently concluded executive development programme—Strategic Governance and Leadership: Steering Excellence in Turbulent Times—designed and delivered by TEXEM, UK, in Lagos on July 16–17.

The programme brought together senior executives from Nigeria’s public and private sectors to co-create insights, strategies, and actionable tools for leading through uncertainty and shaping a resilient future.

Anchored by world-renowned faculty—including Bradley Jones, Executive Director of the UAE–UK Business Council, and Dr Alim Abubakre, Founder and Chair of TEXEM, UK—the initiative delivered not just knowledge, but catalytic impact.

“At TEXEM, we don’t design programmes for applause—we design them for transformation. True leadership is not a function of title or tenure, but the ability to steward trust, inspire action, and govern with integrity. In these turbulent times, that is not a luxury; it’s a necessity,” Dr Alim Abubakre, Founder and Chair, TEXEM, UK

Reimagining Governance as Stewardship

Day One unfolded as a bold redefinition of governance itself. Participants were immersed in sessions on VUCA thinking, crisis leadership, and managerial agility.

Bradley Jones, drawing on decades of diplomatic experience, painted a compelling picture of adaptive leadership—where paradoxes such as control vs. flexibility and legacy vs. disruption are not contradictions, but twin engines of innovation.

The thematic underpinning of paradox theory and temporal work theory was expertly woven into practical case discussions—highlighting how Nigerian organisations, much like their global counterparts, must shift from linear thinking to systems strategy. As the session on Public–Private Synergy demonstrated, the future of excellence lies in orchestrated collaboration, not isolated genius.

 

Values-Driven Governance in the Digital Age

The most powerful moments of Day Two emerged during Dr Abubakre’s session on Values-Driven Governance in a Digital Age.

Participants explored the evolution from Governance 1.0 (compliance) to Governance 3.0 (societal stewardship), using an integrated lens of ESG, stakeholder capitalism, and strategic CSR.

Using frameworks grounded in thought leadership from Academy of Management Discoveries, Harvard Business Review, and Journal of Business Ethics, the session emphasised how boardrooms must embed stewardship KPIs, scenario foresight, and stakeholder empathy into their charters.

From Access Bank Nigeria’s gender equity policy to Safaricom Kenya’s $600 million in shared value from M-Pesa, participants learned how digital innovation and ethical purpose are no longer mutually exclusive.

“I’ve learnt that in terms of CSR, it’s not just about the shareholders, but about all stakeholders. Going forward, my organisation is going to look at not just how to impact the communities, but how to assess the impacts of the CSR on our communities…”

The Boardroom Hackathon—a dynamic team exercise—challenged executives to redesign their governance structures for the digital era, resulting in tangible 90-day action plans and 12-month transformation roadmaps.

 

From Legacy to Future Generations

As the afternoon turned to Future-Focused Governance, delegates examined how visionary institutions—such as the Welsh Future Generations Commission and the UAE’s Digital Government Strategy 2025—are enshrining the rights of the unborn and embedding resilience as a cornerstone of leadership.

Bradley Jones’ insights on institutional logics—from market to family logic—underscored how balancing short-term investor demands with long-term societal imperatives is now the new boardroom imperative. In a country like Nigeria, where demographic bulges, climate risks, and infrastructure gaps intersect, the need for courageous, pragmatic leadership is urgent.

President Bola Tinubu’s recent declaration that Nigeria must stop “spending the money of generations yet unborn” found resonance in the room. TEXEM’s programme challenged delegates not just to reflect—but to redesign.

 

Strategic Pedagogy, Enduring Impact

What distinguishes TEXEM, UK’s offering is not just academic rigour—it is strategic relevance. With a methodology anchored in experiential learning, peer-to-peer dialogue, and African contextualisation, TEXEM consistently delivers executive education that is not just informative but transformational.

“It has been an interesting time sharing with colleagues and I have learnt a lot…The faculty has been very interested in the team…ensuring that we learn and go back with something practicable. I hope to be back again.”

Over 70% of TEXEM’s clients return—a testament to the trust it has built and the value it delivers. The Lagos cohort left not only with certificates but with renewed courage, practical frameworks, and a broader sense of moral purpose.

“Our goal is to prepare leaders not just for today’s challenges—but for tomorrow’s responsibilities. At TEXEM, we honour the future by equipping leaders who will build it,” said Dr Abubakre.

“What I like most about the programme is the crop of participants that they have, so that we’re able to exchange views, opinions…”

A Call to Purpose

As delegates received their certificates amid applause and spirited conversations, the sense was clear: something meaningful had happened. Strategies had shifted. Perspectives had deepened. Networks had expanded.

But more than that—leaders had been reminded that in turbulent times, governance that only serves shareholders is obsolete. Governance that serves society is unstoppable.

With programmes curated in partnership with global faculty and delivered across London, Lagos, Dubai, and Cairo, TEXEM, UK continues to shape the next generation of strategic African leadership—one values-driven decision at a time.

The journey continues. And for those who attended, the mandate is clear: lead boldly, govern wisely, and build legacies that outlive you.(NAN)

Edited by Ismail Abdulaziz

Group charts inclusive path for digital employment in Nigeria
General News

Group charts inclusive path for digital employment in Nigeria

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By Aderonke Ojediran

Jobberman Nigeria, in partnership with the Mastercard Foundation, under the Young Nigeria Works programme, successfully convened the Technology and Employment Inclusion in Marginalised Contexts Roundtable on Thursday in Abuja.

 

The event brought together key stakeholders across government, the private sector, civil society, digital platforms, and development organisations to address urgent barriers and emerging opportunities in the digital employment landscape for Nigeria’s most vulnerable groups.

 

These include women in disadvantaged communities, persons with disabilities (PWDs), and internally displaced persons (IDPs).

 

In a keynote address, Mr Abba Isa, Senior Special Assistant to the President on Special Needs and Equal Opportunities, emphasised the importance of building inclusive digital ecosystems that provide equitable access to employment and economic dignity for all Nigerians.

 

The roundtable opened with remarks from Hilda Kabushenga, CEO of The African Talent Company (TATC), the parent company of Jobberman.

 

Kabushenga said: “Technology can and must be a force for inclusion, not division. As the world of work evolves, we must ensure that no one is left behind. Today’s conversations are not just about technology, they are about equity, access, and opportunity.”

 

A key highlight of the event was the presentation and validation of a new research report titled: “Technology and Employment Inclusion in Marginalised Contexts”.

The report explores how digital platforms such as job boards, gig and remote work platforms, and social media can unlock access to meaningful employment for marginalised populations.

 

It also outlines the structural, cultural, and technological barriers these groups face, including low digital literacy, unaffordable data costs, and discrimination in the labour market.

 

The Technology and Employment Inclusion in Marginalised Contexts research highlights inequalities in employment access for marginalised groups in Nigeria.

 

“Nearly 9 in 10 employers don’t recruit from these groups, with 72% making no effort toward inclusive hiring. Skills gaps, transport issues, and bias remain major barriers, yet 55% of PWDs and 44% of displaced women have found work, often through self-employment in creative/media and agricultural sectors.

 

“Poor educational access, as 85% of schools unequipped for PWDs, compounds the problem, though digital tools and remote work are creating new pathways. The report revealed that employers now cite a need for subsidised inclusivity training and public recognition to drive change.”

 

Breakout sessions were held focusing on three critical groups: women in disadvantaged communities, persons with disabilities, and internally displaced persons.

 

Each session provided space for honest dialogue and collaborative problem-solving, generating insights to inform policy and practice.

 

Rosy Fynn, Country Director, Mastercard Foundation Nigeria, highlighted the Foundation’s long-standing commitment to inclusive economic growth.

 

“This roundtable aligns with our mission to enable 30 million young Africans, particularly young women, to access dignified and fulfilling work by 2030. Inclusion is not a side conversation, it is the main agenda. We must design systems where marginalised groups are not just considered but centered,” she said.

 

She said outputs from the event, including a policy and practice brief, would inform employment programming, platform design, and advocacy initiatives.

 

She added they would also contribute to the broader Young Nigeria Works learning agenda, which is focused on advancing scalable solutions for meaningful work among young people in Nigeria.(NAN)

Edited by Ismail Abdulaziz

TEXEM programme sparked strategic leadership for digital age- Abubakre
General News

TEXEM programme sparked strategic leadership for digital age- Abubakre

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In the vibrant heart of Abu Dhabi, under the soft glow of a May morning, an extraordinary gathering unfolded. Senior executives from across Nigeria and beyond convened for TEXEM UK’s transformational executive development programme—Digital Innovation: Stimulating a Culture of Intrapreneurship in a Digital Age.

Over the course of four meticulously designed days, what began as a cohort of high-potential leaders evolved into a community of purpose-driven changemakers, fuelled by shared insights, strategic rigour and an unwavering commitment to excellence.

 

From the outset, the tone was set with an air of curiosity and vision. Dr Alim Abubakre, Founder of TEXEM UK, welcomed participants with a powerful call to action: “In times of disruption, curiosity becomes our most strategic asset. Leadership today demands that we ask better questions and build better futures.” His words echoed throughout the week, grounding each moment in a greater mission—to lead not by authority, but by influence, innovation, and integrity.

 

The opening day immersed participants in the rich cultural and historical context of the UAE. A visit to a heritage destination became more than sightseeing—it transformed into a masterclass on leadership through perspective.

Delegates were reminded that understanding history and culture is essential to navigating the complexities of contemporary governance and global leadership. The afternoon brought a dynamic exploration of digital excellence in practice, providing participants with front-row access to real-world examples of how organisations are harnessing innovation to redefine customer experience and operational efficiency. By evening, conversations around the dinner table were no longer introductions—they were beginnings of collaboration.

Tuesday was a turning point. Framed around the theme of strategic leadership in a digitally disruptive era, it confronted the reality that the future does not belong to the biggest, but to the boldest. In a fast-changing world defined by volatility, uncertainty, complexity, and ambiguity, participants dissected what it truly means to lead with vision.

Practical sessions guided executives through the art of aligning culture with strategy, embedding innovation into daily practice, and creating ecosystems where intrapreneurial ideas could flourish without fear of failure. The fireside chat chaired by Abubakre was especially profound—executives shared authentic challenges and discovered the immense value of peer-driven insight.

The day ended not in closure, but in reflection, with an interactive knowledge quiz that doubled as a celebration of learning and camaraderie.

Wednesday deepened the journey by linking governance with innovation. As discussions unfolded, it became clear that digital transformation must be governed by integrity and transparency to have enduring impact.

In a session led by Abubakre on strategic perspectives on organisational culture, participants applied rigorous frameworks to assess the visible and invisible elements shaping behaviour within their institutions.

They uncovered blind spots, challenged assumptions, and began to design cultures that reward trust, accountability, and experimentation. The evening’s visit to a flagship commercial hub was not recreational—it was strategic. Participants analysed design, customer flows, and experiential branding, drawing parallels with their own organisations’ service delivery and internal culture.

By Thursday, the cohort had not only absorbed insight—they had internalised a new mindset. The day’s theme—resilience, innovation and leading through adversity—could not have been more timely.

With crises becoming the new normal, executives explored how to lead through the storm, not just survive it. They learned from powerful real-world stories of leadership under fire, understanding that composure, clarity and courage are forged in moments of trial. Sessions on strategic storytelling provided tools to inspire teams, mobilise boards, and influence stakeholders with authenticity and purpose.

The final session brought it all together in a symbolic crescendo—an energetic, competitive quiz, the awarding of certificates, and deeply moving closing reflections. These were not just credentials; they were affirmations of a new chapter—one rooted in action.

What set this programme apart was not only its world-class content or its expert faculty, including luminaries like Professor Rodria Laline and John Peters. It was the alchemy of context, content and community.

Delegates left not just with theory but with a clear, actionable roadmap tailored to their organisational challenges and strategic goals. Many had already identified intrapreneurial pilots to launch, culture shifts to initiate, and cross-sector collaborations to activate upon their return.

Within 72 hours of departure, follow-up exchanges revealed that new partnerships had been born, board-level dialogues had been scheduled, and performance metrics were being redesigned to encourage innovation and accountability.

Reflecting on the experience, Abubakre shared, “True leadership is a relay, not a solo sprint. Our duty is to pass the baton of curiosity so swiftly and so generously that innovation becomes everyone’s default.”

That philosophy—generosity in insight, urgency in action, and curiosity as currency—was the lifeblood of the entire programme.

In an era where disruption is relentless and strategy must be as fluid as it is firm, the May 2025 TEXEM programme did more than educate. It ignited. It transformed and it empowered a new generation of executives to architect a future where innovation is not a buzzword but a daily discipline—where culture is not an afterthought but a competitive advantage—and where resilience is not reactive but proactive.

The journey continues, not in classrooms, but in boardrooms, field sites, policy briefings, and innovation labs across Nigeria and beyond. These leaders do not return as they came. They return as catalysts—ready to create value, drive transformation, and lead with audacity and empathy in equal measure.(NAN)(www.nannews.ng)

Edited by Ismail Abdulaziz

COAS pledges commitment to developing combat-ready force
Defence/Security

COAS pledges commitment to developing combat-ready force

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By Sumaila Ogbaje

The Chief of Army Staff (COAS), Lt.-Gen. Olufemi Oluyede, has reaffirmed the Nigerian Army’s commitment to developing a highly motivated and combat-ready force through structured career planning and digital transformation.

Oluyede gave the assurance at the opening of the 6th Career Planning and Management Seminar for Officers, organised by the Army Headquarters Department of Military Secretary on Tuesday in Abuja.

The seminar has as its theme: “Effective Career Planning for Nigerian Army Officers: Imperative for a Well-Motivated and Combat-Ready Force within a Joint and Multi-Agency Environment”.

Represented by the Chief of Special Services and Programmes, Maj.-Gen. Jamal Abdulsalam, the COAS, emphasised that career development was a critical pillar in maintaining a professional and effective military.

He highlighted the army’s ongoing efforts to modernise career management by ensuring that officers were deployed based on their skills and competencies.

He commended the Department of the Military Secretary for digitising officers’ records and urged them to accelerate the rollout of an electronic performance evaluation report set for 2025.

“As we navigate evolving security challenges, it is imperative that our officers are well-prepared, motivated, and assigned roles that align with their expertise.

“This will not only enhance operational effectiveness but also boost morale within the force,” he said.

Oluyede reiterated his vision for a digitally advanced and combat-effective Army and encouraged officers to embrace career planning as a tool for professional growth and operational success.

He added that the initiative reflected the Nigerian army’s broader reforms aimed at strengthening personnel development and improving military readiness.

“This therefore brings to the fore the need for efficient career planning and management of personnel.

“As the world continues to evolve and with several organisations embracing novel and new strategies in human resource management, we must continually seek to improve our approach to career planning and management of our military human resources.

“This will ensure that we keep producing the right crop of personnel adequately prepared and equipped to deal with our present and future threats.

“We must all continue to try to ensure that our officers and men remain professional in the discharge of their duties,” he added.

The Military Secretary, Maj.-Gen. Everest Okoro, said the seminar was designed to focus on achieving motivated and combat-ready Nigerian army officers through recruitment, appointments, and deployments within a joint and multi-agency environment.

Okoro said that it was also designed to guarantee the desired output and future packages that would encourage participants to contemporarily approach military resource management with a view to improve career planning at all levels.

In his lecture, the former Military Secretary, retired Maj.-Gen. Shehu Abdulkadir, said that the Nigerian army had continued to face a critical need for a modernised human resource management system.

Abdulkadir delivered a paper titled, “Military Human Resource Management in a Joint and Multi-Agency Environment: The Nigerian Army in Perspective”.

He said that a comprehensive talent management system, similar to that employed by the US Army, would help identify and promote personnel based on their skills, experience, and leadership potential, ultimately improving the army’s overall effectiveness.

He added that ongoing reforms could focus on improving the balance of personnel within the army and ensuring that human resource management decisions were data-driven, transparent, and focused on long-term personnel development. (NAN) 

Edited by Deborah Coker

How organisations can transform through digital innovations- TEXEM
General News

How organisations can transform through digital innovations- TEXEM

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A strategic programme for leaders in modern business to stay relevant and forward-thinking is being organized by The Executive Minds (TEXEM) in Abu Dhabi.

With the theme ‘’Digital Innovation: Stimulating a Culture of Intrapreneurship in a Digital Age, it will focus on long-term fixes and wider departmental expertise.

Dr Alim Abubakre, a senior executive at the TEXEM, said that the programme would touch on every facet of operations, from customer engagement to internal processes.

‘’The programme, set for 19th to 22nd May 2025 in Abu Dhabi, provides leaders with a high-level framework for shaping organisational mindsets, capabilities, and structures.

‘’This programme organised by TEXEM UK is not about merely upgrading a company’s technology stack or refining functional leadership roles; it is about equipping decision-makers to drive comprehensive and sustainable transformation.’’

Abubakre said that Amazon offers an illustration of how a strategically aligned, intrapreneurial culture can yield exponential growth and diversification.

He said that while many viewed it only as an online bookstore in its early years, Amazon’s leadership continually leveraged market insights to branch into diverse arenas, ranging from cloud services to smart home devices.

‘’This expansion was not random; it was guided by the belief that every employee could be a source of innovative ideas, tested in controlled but encouraging environments.

‘’Nigerian businesses of all sizes can replicate this principle by fostering an ethos where experimentation is welcomed and strategic alignment is paramount.’’

Abubakre said that the programme would address some key core obstacles limiting leaders from taping into the thriving digital marketplace.

‘’First, the pace of technological change often outstrips the ability of organisations to build robust strategic frameworks. Second, many firms struggle with limited cross-functional collaboration, which inhibits the free flow of ideas and stifles intrapreneurial thinking.

‘’The interactive sessions in Abu Dhabi, guided by the expertise of Dr. T. B. (Mac) McClelland, Jr., Professor Rodria Laline, and Professor John Peters, will leverage TEXEM’s proven and tested methodology.

‘’Through engaging approaches such as case studies, peer-to-peer discussions, role play, and group work, participants will gain actionable insights to empower their teams, foster innovation, and embed a culture of continuous improvement.’’

He added that the sessions would equip leaders with the skills to create collaborative networks that transcend departmental silos and translate data-driven insights into tangible actions.

Abubakre said the programme would also provide practical techniques for transforming analytical findings into strategic moves that drive revenue growth and enhance operational efficiency.

Past delegates have shared their experiences from previous programmes.

Niyi Toluwalope, CEO of eTranzact Group, praised the programme for its depth and impact, noting, “It was incredibly engaging, offering profound insights from exceptional facilitators. It brought together world-class professors, visionary founders, trailblazing innovators, and creative experts with unmatched expertise and rich experiences.”

‘’By enrolling for £5,500, discounted to £4,750 or £4,300 if paid before 10th May, participants position themselves and their organisations to better absorb the shocks of a volatile market.

‘’Through a pedagogy that includes group activities, real-world case discussions, and observation practice, attendees will discover immediately applicable strategies.

‘’Whether one leads a small community-based venture, a national corporation, a government institution, or an international NGO, the lessons are designed to transcend industry boundaries and scale effectively.

‘’Executives can register by contacting TEXEM at +44 7425 883791 or emailing exec@texem.co.uk.

‘’As the Nigerian economy grows ever more connected and complex, the time is ripe for leaders to develop strategic capabilities that will allow them to exploit digital opportunities and mitigate emerging risks.’’(NAN)

TEXEM offers digital innovation, intrapreneurship training for leaders
Economy/Business

TEXEM offers digital innovation, intrapreneurship training for leaders

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These Executives Minds (TEXEM) is organizing a training programme for leaders on driving innovations and intrapreneirship to succeed in a digital age.

 

The programme scheduled for May 19 to May 22, is expected to bring together leaders concerned with evolving digital trends and remaining competitive and relevant.

 

 

“The forthcoming “Digital Innovation: Stimulating A Culture Of Intrapreneurship In A Digital Age” programme, taking place from 19th to 22nd May 2025 in Abu Dhabi, offers a transformative solution for leaders across all types of organisations.

 

“(It will) small local businesses, large indigenous conglomerates, government agencies, or NGOs. By focusing on strategic capabilities rather than mere functional expertise, this TEXEM programme equips participants with the tools to redefine their organisational futures and avoid the stagnation that comes with clinging to outdated practices.”

 

The programme will tackle three major challenges that undermine the progress of many organisations in Nigeria.

 

These are an overreliance on reactive approaches, where companies wait for market shifts to become critical before adapting; absence of structured intrapreneurship and the struggle to align digital initiatives with broader organisational goals.

 

By attending this training, leaders will learn to proactively identify and seize new opportunities, building a reservoir of strategic options rather than scrambling for last-minute solutions.

 

Secondly, it will establish systems and mindsets that nurture creativity and innovation at every level of the enterprise as well as offer approaches to synchronise digital investments with strategic objectives and ensuring maximum return on effort and resources.

 

Past delegates have shared their experiences from previous programmes. Anne Omezi, Director of ICT at NMDPRA, described it as “an enriching and transformative experience”, adding that she gained valuable insights and skills she is eager to apply.

 

Similarly, Niyi Toluwalope, CEO of eTranzact Group, praised the programme for its engaging nature and profound insights, stating, “It brought together world-class professors, visionary founders, trailblazing innovators, and creative experts with unmatched expertise and rich experiences.”

 

The cost of the programme is £5,500, discounted to £4,750, with a further reduction to £4,300 for those who complete payment on or before May 10.

 

This fee covers study materials and certification, offering lasting value that extends well beyond the four days in Abu Dhabi.

 

The faculty, which includes Dr T. B. (Mac) McClelland, Jr. on May 20, Prof. Rodria Laline on May 21, and Prof. John Peters on May 22, comprises thought leaders who have guided global organisations to success.

 

“Through interactive approaches such as case studies, peer-to-peer discussions, role play, and group work, participants will gain actionable insights to empower their teams, foster innovation, and embed a culture of continuous improvement.

 

Their collective insights, coupled with a methodology that includes games, case studies, and peer-to-peer learning, promise an immersive experience that teaches the “how” of strategic innovation, not just the “what.”

(Edited by Ismail Abdulaziz)

Why Nigeria must protect its digital gains with effective anti-cybercrime strategy
Features

Why Nigeria must protect its digital gains with effective anti-cybercrime strategy

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By Ibukun Emiola, News Agency of Nigeria

An entrepreneur, Mrs Oreofe Aina, very early on a Saturday morning tried to log into her account with a Fintech company but couldn’t. She tried several times and used various means but she was unsuccessful.

 

This sent a panic signal and she contacted the financial company via email. Her efforts to log back into her account later became successful.

 

Her fear stemmed from the news of a Fintech company hacked by fraudsters which rented the airwaves sometimes ago.

 

“My heart was racing. I thought I had lost all my money just like that.

 

“You can’t blame my initial panic response. I just read about how hackers broke into Opay,” Aina said.

 

Aina, having gained access, moved all her money to another bank account for fear of hackers.

 

According to reports, the account of the Fintech company was hacked and cloned. The cloned website was then used to mislead owners of Non-Fungible Tokens (NFTs) and entrepreneurs.

 

At one point or the other over the years many Nigerians have had the same experience and would panic because of activities of fraudulent people and what they perceived as lack of strong cyber security protection.

 

A Cyber security and Data expert, Mr Oluwaleke Oni, said it was imperative to strengthen cyber security policies in Nigeria, especially with the increasing number of cyber-attacks targeting companies and individuals.

 

“By combining updated legislation, technological investments, public awareness campaigns, and partnerships, Nigeria can create a robust cyber security ecosystem.

 

“Building trust requires transparency, swift response to incidents, and ensuring individuals and organisations feel their data is safe in an increasingly digital world,” Oni said.

 

He stressed the need to encourage digital responsibility and personal accountability.

 

“Educating individuals about securing personal devices, using strong passwords, and avoiding unsafe websites are also important.

 

“There is also the need to work with Mobile Network Providers, and indeed, telecom companies to improve SIM card and internet service security,” Oni said.

 

The cyber security expert stated that promoting cyber security awareness through public education would help.

 

He said such awareness could be the launch of nationwide campaigns to educate citizens about common threats like phishing, fake investment schemes, and mobile fraud.

 

“Some Nigerian businesses lack cyber security knowledge. Offering training programmes for small and medium enterprises on data protection practices will be beneficial.

 

“This awareness can be introduced into school curricula. Cyber security education in schools would build awareness from a young age,” he said.

 

Oni, however, urged companies and organisations in digital space to invest in advanced technologies.

 

According to him, organisations should invest in implementing end-to-end encryption, multi-factor authentication, and tokenisation to safeguard sensitive data.

 

“Intelligence Systems are needed to deploy Artificial Intelligence (AI) and Machine Learning (ML) systems for early threat detection and prevention.

 

“Also, block chain security should be explored. Block chain can be used to secure transactions, especially in the financial sector,” Oni said.

 

He stated that establishing Incident Response Teams; some sort of a Computer Emergency Response Teams (CERTs) at state and local levels to provide rapid responses to breaches would help identify and recover digital goods stolen and even deter perpetrators.

 

Also, Mr Ahmed Olanrewaju, Principal Systems Analyst, Management Information System Unit, University of Ibadan, said the major issue to be tackled is users’ education; both on the part of individuals and organisations.

 

Olanrewaju noted that often times employees who left an organisation still have some form of access which can later be used to compromise the system of the organisation.

 

According to him, collaborations that can jeopardise the organisation could be formed by those within and outside any organisation if proper mode of exit protocols were not in place.

 

Olanrewaju emphasised the need for following standard procedures and best practices in handling hardware gadgets and software of organisations by staffers to ensure there were no loopholes hackers can use to penetrate.

 

“If hackers break through into a bank system to steal, did it start overnight?

 

“An official laptop is not supposed to be taken home when you have sensitive data in it. Imagine people with official laptops and they use it for other purposes outside work.

 

“For some people, their child will need that same official laptop to process their own assignments. The other documents in the system, if they are not encrypted, then compromise has set in already,” Olanrewaju said.

 

He underscored the need for regular audit by organisations to know who has access to what and frequent change of protocols especially password to sensitive data to deter hackers.

 

According to him, education is key to reducing the activities of hackers and security digital financial services, digital data management services and other digital public infrastructures processes towards digital transformation.

 

Olanrewaju said it was alarming the number of people who were always eager to learn about how to safeguard themselves while online or using digital services.

 

“When you are talking about cyber security, the major factor is these loopholes. If you bring the best cyber security experts in the world, and yet there is no user education, you are wasting your time.

 

“In Nigeria, there is no education, both on the users side and organisations. It is a very big issue. There should be a law on user education,” Olanrewaju said. (NAN) (www.nannews.ng)

**If used, please credit the writer and the News agency of Nigeria (NAN).

“This report is produced under the DPI Africa Journalism Fellowship Programme of the Media Foundation for West Africa and Co-Develop.”

Exploring Nigeria’s digital literacy and NITDA’s 2027 plan
Science & Tech

Exploring Nigeria’s digital literacy and NITDA’s 2027 plan

855 total views today

 

By Ijeoma Olorunfemi, News Agency of Nigeria (NAN)

 

Digital literacy has become a cornerstone for economic growth and social inclusion in the 21st century.

 

Countries like South Korea and Estonia have set global benchmarks with robust frameworks and near-universal internet access, while Nigeria struggles to bridge the digital divide.

 

These challenges include infrastructural deficits, limited internet penetration, and high costs of digital tools.

 

When compared to South Korea and Estonia, the gap in digital literacy becomes evident.

 

Both countries boast modern infrastructure and comprehensive integration of digital skills into their education systems.

 

Estonia, for instance, incorporates e-Governance and digital learning from early education, fostering inclusivity and efficiency in its digital economy.

 

On the other hand, Nigeria faces some obstacles, such as unreliable electricity, limited broadband access, and a growing disparity between urban and rural communities where basic digital infrastructure is scarce.

 

To address these challenges, the National Information Technology Development Agency (NITDA) launched the Strategic Roadmap and Action Plan (SRAP) 2.0 earlier this year.

 

Spanning 2024 to 2027, the initiative is designed to enhance IT skills among Nigerians and foster a resilient, inclusive, and prosperous digital Nigeria.

 

Aligning with the Ministry of Communications and Digital Economy’s broader vision, SRAP focuses on eight strategic pillars.

 

These include; fostering digital literacy, cultivating talent, promoting innovation, and building robust technological and policy frameworks among others.

 

Malam Kashifu Inuwa, Director-General of NITDA, recently underscored the agency’s prioritisation of digital literacy and talent cultivation, noting that these efforts reinforce other SRAP objectives.

 

He aligned this vision with President Bola Tinubu’s agenda to accelerate economic diversification through industrialisation, digitisation, and innovation.

 

“This presents a significant opportunity for Nigeria to emerge as a global digital talent powerhouse, especially with its young population combined with increasing digital engagement,” Inuwa said.

 

He cited a Korn Ferry report that predicts a global talent shortage of 85 million by 2030, potentially costing $8.5 trillion in unrealised annual revenue.

 

He also referenced a 2022 PwC report, ‘Nigerian Brain Exports: The Optimal Path to Growing the Nigerian Economy’, which shows the country’s potential to lead in exporting digital skills and services.

 

To achieve these ambitious goals, NITDA launched the Digital Literacy for All Initiative (DL4ALL) to ensure universal digital literacy by 2027.

 

The programme seeks to equip Nigerians with essential digital skills for education, employment, and safe online navigation.

 

“DL4ALL is geared towards communicating, collaborating effectively using digital tools, and developing the digital fluency required for many in-demand jobs,” Inuwa added.

 

Recognising the vast rural-urban digital divide, NITDA partnered with the National Youth Service Corps (NYSC) to train 30 million Nigerians, particularly youth, in digital skills.

 

Corps members are integral to the initiative’s success, delivering training across the nation’s 774 Local Government Areas.

 

The pilot phase of the programme was floated in 12 states, which included Kebbi, Jigawa, Gombe, Kwara, Ekiti, Osun, Cross River, Bayelsa, Abia, Ebonyi, Niger and the FCT.

 

In spite of these efforts, experts highlight the gaps that persist.

 

Dr Niran Oyekale, Executive Chairman of Commit Technology and Consult Limited, identified a disconnect between educational outcomes and labour market demands.

 

“There is inadequate integration of digital literacy in the educational curriculum at all levels of Nigeria’s education system,” he noted.

 

Oyekale proposed adopting the Future-Proof Economy (FPE) Model, which targets the training and certification of 70 million Nigerians by 2027.

 

The expert believes that legislative and policy reforms are needed to promote digital literacy, including the establishment of a Nigeria Digital Literacy Management Office (NDLMO).

 

These reforms would involve drafting an Executive Bill to formalise the NDLMO and advance digital literacy and technologies.

 

“Inclusion of digital literacy modules at primary, secondary, and tertiary education levels is essential, along with updating national learning standards to meet 21st-century demands.

 

“There is also a need for digital literacy to be incorporated into the West African Examination Council, Joint Admission and Matriculation Board, Direct Entry admissions, and Postgraduate admissions,” Oyekale said.

 

Similarly, technology expert, Jide Awe, emphasised the importance of addressing structural challenges, such as inadequate infrastructure and insufficient public awareness of digital literacy’s benefits.

 

“Digital literacy is the foundation for participating in a digital economy, and for a country like Nigeria, we should have 80-90 per cent of the populace who are digitally literate to tap into the opportunities of the digital economy,” he stated.

 

Data analyst Chinemerem Ndubisi shared similar sentiments, pointing out that many rural communities lack access to electricity and internet connectivity, essential for digital learning.

 

According to him, the average Nigerian does not have access to laptop, good internet and steady electricity that facilitate the learning of digital skills.

 

“2027 is a short time and for the government to embark on the goal there should be a plan and timeline to provide necessary infrastructure.

 

“There are rural communities that don’t have access to electricity, internet coverage and connectivity, these people should be carried along so that there are no gaps in ensuring digital inclusion.”

 

In conclusion, Nigeria’s journey towards digital literacy is ambitious but laden with challenges.

 

 

Stakeholders agree that addressing infrastructural deficits, aligning educational curricula with labour market demands, and fostering public-private partnerships are crucial for success.

 

With a data-driven and inclusive approach, Nigeria can harness its youthful population to bridge the global talent gap, drive sustainable growth, and position itself as a leader in the digital economy. (NANFeatures)

 

**If used, please credit the writer and the News Agency of Nigeria.

E-Naira: Why Nigeria’s digital currency is struggling
Data & Analysis

E-Naira: Why Nigeria’s digital currency is struggling

595 total views today

By Ibukun Emiola (News Agency of Nigeria)

The e-Naira also known as the Nigerian digital currency was launched and activated on Oct. 5, 2021 by former President Muhammad Buhari, under the slogan: “Same Naira, More Possibilities”.

 

But why have Nigerians not adopted the platform as expected by the initiators? Were the possibilities with the platform elusive to the target customers?

 

Like some other Nigerians, a Lab Scientist, Mr Demola Okunola, claimed they knew nothing about the e-Naira and the possibilities it could achieve.

 

Okunola wondered about the need for the platform and how it could serve Nigerians as many electronic platforms perform similar functions.

 

“I know nothing about the e-naira and what it is supposed to do,” he said.

 

According to reports, the digital currency platform has been sluggish as less than 0.5 per cent of Nigerians are using it after a year of its launch, in spite of discounts to encourage its adoption.

 

Wikipedia reports, as of 2024, indicated that most wallets were reportedly inactive with barriers such as weak technology infrastructure, unreliable electricity, the lack of training for financial employees, anxieties about data privacy and financial crime, and low trusts in government.

 

An ICT expert, Mr Emmanuel Nkom, stated that he adopted the platform when it was introduced but couldn’t do much with it.

 

He alleged that the introduction of the policy was to clamp down on crypto currency and after the launch, there was no activity on the wallet he created.

 

“I didn’t see any benefits or incentives for using it or what difference is it from our native banking system. There was really no noise about it after the start,” Nkom said.

 

According to experts, more important is the lack of a financial inclusion policy; it excludes people without existing bank accounts.

 

 

 

 

Experts’ opinion on digital currency

 

According to a report by Access to Finance survey, as of 2023 about 26 per cent of the Nigerian populace is financially excluded while the financially included population rose to 74 per cent (formal and informal).

 

Considerable efforts from platforms like Opay and Moniepoint have helped to reduce the number of those excluded according to the industry’s experts.

 

A banker, who spoke to the News Agency of Nigeria(NAN), said the first thing to note is what problem was e-Naira meant to solve, and what is the issue surrounding creating e-Naira.

 

“In other parts of the world where digital currency has been used, the main problem solved will always be a means of exchange for goods and services and in those cases, it’s usually used in international trade business.

 

“For example, you have the UDT which is the equivalent of digital dollar currency, you have the Bitcoin, you have Ethereum and all of these digital currencies are meant to provide settlement for international trade,” he said.

 

He stated that digital currencies were meant to be internationally acceptable as a means of exchange, not localised and they are basically created where the fiat currencies are in short supply to do trade settlements.

 

The banker said that UDT which is the dollar is affiliated to the USD. “We all know that the dollar is an international means of settling goods and services as there could not be enough paper dollars to go around internationally.

 

“So, when they came up with UDT, it was you know wise in that it’s now the digital version of USD that can be acceptable internationally to settle trades. The same thing for Bitcoin, same thing for Ethereum.

 

‘’When it came to the issue of e-Naira, to start with, it is only a local currency and the time it was pushed, the idea sold was that it was supposed to replace the physical Naira.

 

“But as you and I know, the Nigerian populace is not ripe enough for digital currency,” he said.

 

According to him, the level of literacy among Nigerian traders to accept digital currency in the form of the Naira is still low.

 

“The infrastructure that will drive it is still not well formed. The security architecture around it that will support the acceptability and give confidence to the adoption of this digital Naira currency is still not well developed.

 

“All of this summed up has not even given the owner of the initiative the ability to push it and to ask for the adoption of this digital currency,” he said.

 

He noted the need for financial inclusion to be a key agenda of the nation’s digital currency.

 

An Ex-banker, Mr Yomi Babalola said digital currency must factor in the inclusion of most of the unbanked populace.

 

Babalola added that the e-Naira should not jettison the physical Naira so as not to disenfranchise some set of people who were unbanked.

 

He noted that some sets of users of the current means of exchange are not well literate, and do not have enough gadgets to power the digital currency initiative.

 

“Before you can talk of e-Naira you must have a smartphone that will house the application and you must be able to have a know-how on how to navigate to the utilisation of this digital Naira.

 

“You must have to understand how the security around it works and we all know the level of literacy in the country,” Babalola said.

 

He stated that the greater proportion of the population was not yet ripe, in terms of being educated or well exposed, well knowledgeable about technological things for us to be able to drive it.

 

“The infrastructure for digital currency; do we have it? We rely on the telecommunication industry to provide data and stuff like that. Do we have the right infrastructure?

 

“The spread of this infrastructure, how the spread is you know telecommunication services in all the over 700 plus local government areas, not to talk of the wards, that will make this technology to go around and be well adopted,” Babalola said.

 

**If used, credit the writer and the News Agency of Nigeria (NAN)

 

***This report is produced under the DPI Africa Journalism Fellowship Programme of the Media Foundation for West Africa and Co-Develop.”

Digital disruption strategic for innovation, growth- TEXEM boss
Business

Digital disruption strategic for innovation, growth- TEXEM boss

454 total views today

 

Dr Alim Abubakre of These Executive Minds (TEXEM) has described digital disruption as a strategic tool for leaders to enable innovation and growth in their organisations.

 

At a Strategic Leadership Programme in Oxford, Abubakre said that this would ensures that their organisations remain competitive in the fast-changing global markets.

 

In a paper titled “Strategic Leadership in a Disruptive World”, he urged leaders to take digital disruption as a launch pad to moving forward.

 

On the programme, Abubakre said: “(It) was a transformative initiative that empowered leaders to excel in a world characterised by digital disruption and rapid change.

 

“With a blend of academic excellence, actionable insights, and innovative methodologies, the programme left participants inspired and equipped to drive growth, resilience, and sustainability in their organisations.

 

“The programme’s benefits were evident from the start and organisations whose leaders participated stand to gain significantly. Leaders left with enhanced strategic agility, enabling them to anticipate and adapt to market shifts, customer demands, and technological advancements.

 

“This agility ensures that their organisations can remain competitive in fast-changing global markets.

 

“Participants also developed the ability to make improved decisions, grounded in a deeper understanding of big data, analytics, and AI. By leveraging these tools, leaders can navigate complexities, identify opportunities, and optimise operations, driving their organisations toward sustainable success.

 

“A significant outcome of the programme was the cultivation of stronger organisational cultures. Leaders are now better equipped to inspire their teams, fostering environments that prioritise adaptability, inclusion, and continuous learning.

 

“Such cultures empower employees to think creatively and embrace innovation, a critical component of success in today’s fast-paced world.”

 

Col. Andrew Clarke, in a presentation on Cyber Security, said leaders must be aware of importance of cyber security in their operations.

 

Clarke said it provides them with the tools to safeguard organisational assets, protect sensitive data, and foster trust.

 

“This heightened cybersecurity awareness is especially critical for organisations operating in all sectors including fintech and technology.”

 

During this programme, participants engaged in peer-to-peer learning and networking with leaders from diverse industries and regions.

 

“These connections open doors to international collaborations, enhancing organisational influence and reach in an increasingly interconnected world.”

 

Clarke said that by prioritising ethical governance, environmental, social, and governance (ESG) compliance, and future-ready strategies, leaders are prepared to steer their organisations through uncertainty while ensuring enduring success.

 

“They are building organisations not just for today but for the future, creating systems capable of thriving amidst challenges and seizing emerging opportunities.”

 

The Strategic Leadership Programme, designed and delivered by TEXEM, UK, utilised a tested and proven methodology, including games, observation practice, self-reflection, and case studies, making learning both engaging and impactful.

 

“Leaders departed not only with enhanced skills but also with renewed vision and purpose, ready to redefine success in their organisations.

 

“This programme was more than a capacity development session; it was a call to action for leaders to champion innovation, inspire change, and create a legacy of growth and resilience.

 

“For organisations in Nigeria, it offers a pathway to building visionary leaders who can transform industries and contribute to nation-building.”

 

Mr Ismael Yahaya, the General Manager of Production Operations at SEPLAT and a participant in the programme, said: “This leadership programme has been incredibly impactful.

 

“It provided me with the opportunity to learn from top-notch resources from across the globe, coupled with highly engaging participation.

 

“While I previously viewed digital transformation from a different lens, this experience has given me a clearer understanding of effective leadership in a digitally evolving environment.

 

“I’m confident I can apply these insights to my current role, ensuring measurable improvements moving forward.”

 

Anne Omezi, the Director of ICT at NMDPRA and a participant, said: “This has been an enriching and transformative experience for me. I’ve gained valuable insights and skills that I’m eager to take back to Nigeria and put into practice.

 

“The true essence of training lies in its application, and I’m confident that implementing what I’ve learned here will drive meaningful change- not just within my department but across the organisation as a whole.”(NAN)

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