News Agency of Nigeria
Tinubu, Obi, Saraki urge leaders to build lasting legacies
General News

Tinubu, Obi, Saraki urge leaders to build lasting legacies

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By Diana Omueza

President Bola Tinubu, Mr Peter Obi, and former Senate President Bukola Saraki have called on leaders across all sectors to prioritise legacy-building by living impactful lives that can inspire future generations.

They made the remarks on Thursday in Abuja at a book presentation in honour of Chief Gabriel Osawaru Igbinedion.

The book, titled “The Chronicles of a Legend,” celebrates Igbinedion’s life, achievements, and significant contributions to society.

President Tinubu, represented by the Secretary to the Government of the Federation (SGF), Mr George Akume, described Igbinedion as a noble figure whose life continued to inspire across generations, sectors, and cultures.

“This book is more than a biography. It is a compendium of resilience, innovation, patriotism, and service,” he said.

He noted that Igbinedion’s pioneering role in founding Okada Air, one of Nigeria’s earliest indigenous airlines, brought national pride, created jobs, and inspired entrepreneurship.

He also highlighted the establishment of Igbinedion University, Nigeria’s first private university, as a testament to his commitment to education and intellectual growth.

Tinubu added that Igbinedion’s influence extended into governance through his son, Lucky Igbinedion, who served as Governor of Edo State.

“His support and counsel in matters of statecraft, public policy, and leadership have remained steady and reliable,” Tinubu said, also commending his efforts in preserving Benin culture and values.

He described the book as timely and timeless, especially for Nigerian youth who need role models that demonstrate greatness through purpose, values, and service to people.

In his remarks, Mr Peter Obi, a former presidential candidate of the Labour Party, emphasised integrity, visionary leadership, and service to humanity as core pillars of a meaningful legacy.

“We live in a country that doesn’t celebrate those who deserve it.

“Igbinedion built the first private university, launched the first indigenous airline, and was one of the first to be granted a banking license, yet no one is here from the Ministry of Education or Transport,” Obi lamented.

He pointed out that Igbinedion’s ventures once employed around 17,000 Nigerians and stressed the need for a productive economy where more citizens could contribute meaningfully to national development.

Obi also called for National Honours to be reserved for individuals like Igbinedion, whose entrepreneurship made tangible impacts.

Former Senate President, Bukola Saraki added that leaders must live lives that inspired youth, shaped decisions, and improved society.

He called on the current generation of leaders to follow Igbinedion’s example.

Mr Lucky Igbinedion, former Governor of Edo State and son of the honouree, stated that the 256-page, 16-chapter book was written to inspire current and future leaders to live like titans, with purpose and impact.

Other dignitaries present included Mr James Ibori, former Governor of Delta State; Mr Dennis Idahosa, Deputy Governor of Edo State; former Senate President Anyim Pius Anyim; and several royal fathers and traditional rulers from across Nigeria. NAN)

Edited by Abiemwense Moru

Stakeholders call for gender-inclusive leadership in Africa
Entertainment

Stakeholders call for gender-inclusive leadership in Africa

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By oshua Olomu

Leadership experts, Women rights advocates and other stakeholders have called for gender-inclusive  governance across Africa , emphasising the importance of equal representation and opportunities for all genders in leadership roles.

They made the call at a town hall meeting organised by Women Community in Africa (WCA), a coalition of civil society groups that advocates for egalitarian society and  addresses social issues, on Thursday in Abuja.

The News Agency of Nigeria (NAN) reports that the event brought women together to brainstorm on advocacy and actions towards empowering women for leadership roles in all walks of life.

The event, with the theme, “Empowered to Lead: Changing Attitudes Towards Female Leadership”, is a build-up to the 2025 WCA summit scheduled to be held in Rwanda later in the year.

According to stakeholders, there is a need to address the leadership challenges women face through actionable solutions for the African continent to experience even development.

Mr Adedayo Benjamins-Laniyi,  Mandate Secretary, FCT Women Affairs Secretariat, said  some African  countries  have recorded significant milestones in electing female Presidents and Prime Ministers who are successful leaders in their countries.

The Mandate Secretary, who was represented by Dr Zainab Buba-Marwa, said  that more needed to be done for gender-inclusive leadership to reflect at all levels.

“Decades of feminist’s uprising and advocacy gradually brought a near-balanced perception that women are true change agents, when it comes to leadership.

“Today, African women’s representation in leadership roles has significantly increased, but it remains a nightmare that the constitutional 35 per cent Affirmative Action for women is yet to be achieved.

“In essence, much more needs to be done to help women build leadership capacity, assume more leadership roles, and prove to the world that women are reliable leadership assets that our society needs now.

“African women need to redouble efforts to remove all stumbling blocks that prevent women from excelling in Leadership.

“This could come in the form of career choice, participating in politics, skills acquisition, gender equality advocacy, capacity building and influencing policy formulation in favour of women’s rights.

“At the end of this town hall meeting, it is believed that the Nigerian delegation to the upcoming  WCA Summit in Rwanda, would be more equipped.

“They will be more  prepared to join fellow women across Africa, to advance cross-cultural discourse on an inclusive approach to issues of Women and Leadership in the African continent,” she said.

Dr Bukola Olatunde, Deputy President, Defence and Police Officers Wives Association (DEPOWA), said the marginalisation of women in leadership roles across the continent was largely caused by age-long traditions and cultural practices.

She, therefore,  urged that the trend could  be curbed at the family level, adding that parents should treat children equally irrespective of their genders.

“I  think  it will be very good if we can take it to our homes  and stop giving the  boys the impression that they are not superior to the girls.

“Raise your children in such a way that every child will know that it is very important that everyone has a voice no matter your gender”, she said.

Chizoba Ogbeche, Vice President (North Central), Nigeria Association of Women Journalists (NAWOJ) urged women to unite and form a common front to assume elective leadership roles.

“Let’s start preparing from the grassroots at the ward level, and be  registered to vote.

“Also when you have many women vying for a position, we must ensure that the  best woman for the position  emerges”, she said.

Earlier, Dr Adetoun Dally, Global President of WCA, said the need to influence patriarchal attitudes  towards leadership in  society was urgent now more than ever before.

“A few African countries have come to realise that the unique perspective to issues that concern women and children can only be provided by women due to our inherent nurturing abilities.

“Namibia and Ghana have welcomed women in political leadership while Rwanda stands in a class of its own with about 63 per cent  of women in Political leadership positions being examples to the rest of Africa.

“We are gathered here to lend our voices to on-going conversations, to amplify, magnify and engage stakeholders and policy makers to create an enabling environment, challenge gender biases.

“We want to foster a shift in attitudes for women to ascend leadership positions in its entirety” she said.

In her closing remark, Dr Khadijah Abdullahi-Iya, Founder of WCA, said the body was a movement for the voices of women that have decided to come together for a better society.

“We must challenge barriers that hold us back, as our mission has always been to facilitate a process to legislate appropriate laws to inspire and empower children and women in Africa”, she said.

NAN reports that members of the Diplomatic community from within and outside the continent presented their goodwill messages at the event, including representatives of Rwanda, Pakistan and Belgium embassies in Nigeria.

Highpoint of the event was  a debate by Secondary School students on whether “Women Quota Should Be Made Compulsory in African Politics or Not.”(NAN)

Edited by Esenvosa Izah/Joseph Edeh

Buhari: Lessons in Leadership & patriotism
General News

Buhari: Lessons in Leadership & patriotism

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By Ismail Abdulaziz, News Agency of Nigeria(NAN)

On July 13, retired Maj.-Gen. Muhammadu Buhari, former President of Nigeria, passed away after the mid-day prayers at a London Clinic at the ripe age of 82.

Many testimonies about his life and times indicate a man of civility, discipline and patriotism not adding his avowed principle of living a Spartan life and commitment to eradication of corruption.

President Bola Tinubu, paid a glowing tribute.

‘’Buhari was to the very core, a patriot, a soldier, a statesman; his legacy of service and sacrifice endures.

“He served Nigeria with unwavering dedication, first as a military leader from January 1984 to August 1985, and later as a democratically elected President from 2015 to 2023; duty, honour, and a deep commitment to the unity and progress of our nation defined his life.

“He stood firm through the most turbulent times, leading with quiet strength, profound integrity, and an unshakable belief in Nigeria’s potential.

“He championed discipline in public service, confronted corruption head-on, and placed the country above personal interest at every turn,’’ the president said.

Similarly, the revered Islamic scholar, Mufti Ismail Menk, said Buhari was an upright man, who never missed his prayers and a very disciplined believer who served his people to the best of his ability.

“His name was synonymous with integrity.

“He was definitely one of those who made me develop a much better perception of Nigerians as a people,’’ he said.

The U.S. Mission in Nigeria also condoled with Nigeria.

“Buhari was a leader whose life was defined by service, discipline, and a commitment to restore integrity to public office.

“His legacy includes his efforts to strengthen Nigeria’s democratic institutions,’’ it said.

The Chinese embassy in Nigeria also expressed its condolences.

‘’We mourn a resolute leader whose unwavering dedication to Nigeria’s unity and progress leaves an enduring legacy.

“His pivotal contributions to advancing China-Nigeria relations will forever remain etched in our shared history,’’ it said.

Former President Olusegun Obasanjo, who was also a former military Head of State like Buhari, said the late president was a comrade, a cool patriot, who as a soldier, played his role.

“As an administrator, he played his role as an administrator; as a statesman, he played his role as a statesman.

“At a time like this, we need the totality of the experience and what I may call statesmanship of all those who have had opportunities to run the affairs of this country to get us out of the situation we are in; he will be sorely missed; may his soul rest in perfect peace,” Obasanjo said.

Tributes have also come in from the Ethiopian Prime Minister Abiy Ahmed Ali, Sierra Leone President Julius Maada Bio as well as World Trade Organisation Director-General Ngozi Okonjo-Iweala.

During his campaign in 2015, something spectacular happened.

The masses of Nigeria decided to contribute their widows’ mites for his success.

What else can a human want than the general believe in his capacity and ability to lead them to the Promised Land?

This singular act was a burden placed on him by the people to rectify the past.

Analysts say the history of Nigeria will be replete with the roles Buhari played during his three terms leading the country.

First, as a military head of state and subsequently, as a democratically elected president between 2015 and 2023.

For history to be kind to him, the testimonies of those around him during his time will shape the final options.

As an elder statesman, Ibrahim Badamasi Babangida once said: “History will be kind to you for taking a decision, but will never be kind to you for not taking a decision.”

Buhari accepted most of the mistakes he took while serving the people as exemplified in one of his statements in the course of his handing over the reign of leadership to President Tinubu.

“Whoever thought that there has been some form of injustice on him we are all humans, there is no doubt I hurt some people, and I wish they would pardon me and those who think that I have hurt them, please pardon me.”

The man that peacefully handed over power to Buhari, former President Goodluck Jonathan, has some comforting words.

‘’He will be remembered as a courageous leader, a disciplined officer, and a committed public servant who made considerable contributions towards the peace and progress of our dear nation.

“The late President was deeply admired across the strata of society for his decency, integrity and exemplary life of service.

“As a leader, he was selfless in his commitment to his duty and served the country with character and a deep sense of patriotism.

‘’In his passing, Nigeria has lost one of its foremost leaders, and I have lost a respected colleague and elder.

“His legacy will continue to endure in the hearts of all who value sacrifice, integrity, perseverance and devotion to national ethos,’’ Jonathan said.

Buhari was born on Dec. 17, 1942 in Daura, Katsina State to Adamu and Zulaiha Buhari.

He was raised by his mother, following the death of his father when he was about four years old; he had his primary school education in Daura and Maidua from 1948 to 1952, before proceeding to Katsina Middle School in 1953.

He joined the Nigerian Army in 1961 when he was admitted to the Nigerian Military Training College, Kaduna.

Buhari underwent the Officer Cadets training at Mons Officer Cadet School in Aldershot, England from 1962 to 1963, and was commissioned as Second Lieutenant in January, 1963.

He attended the Nigerian Military College, Kaduna for the Platoon Commanders’ Course from 1963-1964

Buoyed by a deep sense of patriotism and commitment to national service, Buhari entered politics in 2003, following Nigeria’s return to a democratic dispensation in 1999.

Buhari joined the All Nigeria People’s Party (ANPP) and contested the presidential election on its platform that year.

He lost to the presidential candidate of the People’s Democratic Party (PDP) Olusegun Obasanjo.

Undeterred by defeat, Buhari continued his political struggle, and on Dec. 18, 2006, he emerged as the consensus presidential candidate of the ANPP for the 2007 elections.

His main challenger in the April 2007 presidential polls was the ruling PDP candidate, Umaru Yar’Adua.

In the election, Buhari officially scored 18 per cent of the total votes cast, against 70 per cent for Yar’Adua.

In March 2010, Buhari left the ANPP and formed, with some of his supporters, the Congress for Progressive Change (CPC).

Buhari was nominated as the CPC presidential candidate on April 16, 2011 for that year’s general election.

He ran against the then incumbent, President Jonathan of the ruling PDP, Malam Nuhu Ribadu of the Action Congress of Nigeria (ACN), Ibrahim Shekarau of the ANPP, and other candidates of smaller parties.

Using the platform of the CPC, a newly formed party, Buhari was able to garner 12, 214, 853 votes, coming second to Goodluck Jonathan of the Peoples Democratic Party(PDP), who polled 22, 495, 197 votes.

In 2015, under the platform of the All Progressives Congress (APC), Buhari won the presidential elections of March 28, defeating the incumbent Jonathan of PDP.

He was sworn into Office as President, Commander-In Chief of the Armed Forces, and Federal Republic of Nigeria on May 29, 2015.

After eight years in office, Buhari ensured a smooth transition process; in May 29, 2023, he handed over power to President Bola Tinubu who was also elected under the platform of APC in the February, 2023 presidential election.(NANFeatures)

 

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

TEXEM programme highlights strategic governance, leadership in turbulent times
General News

TEXEM programme highlights strategic governance, leadership in turbulent times

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In today’s volatile and uncertain environment, organisations and their leaders in Nigeria are confronted with a complex web of strategic challenges that demand more than operational excellence.

Indeed, they require courageous governance, visionary foresight, and agile execution. One of the most critical issues is the persistent gap between short-term survival and enduring profitable growth.

Boards and executive teams often find themselves reacting to daily fires, unable to pause, reflect, and recalibrate their organisations to remain resilient and relevant in a world of constant disruption.

The story of Volkswagen Nigeria serves as a cautionary tale in this regard. Once a beacon of industrial promise, it failed to adapt to evolving market realities and industrial policy shifts, eventually shutting down. What could have been a thriving automotive hub turned into an emblem of missed strategic renewal.

Fast forward to recent years, even multinational giants have not been immune—GlaxoSmithKline (GSK), after operating for over five decades in Nigeria, exited in 2023, citing a harsh business environment and supply chain disruptions that leadership failed to foresee or sufficiently mitigate.

Stakeholder trust, once easily assumed, is now increasingly fragile. Governance lapses, inconsistent communication, and a disconnect between leadership decisions and societal realities have eroded confidence.

Today’s leaders must move beyond compliance and embrace strategic empathy, while boards must evolve from ceremonial oversight to active custodians of purpose and accountability. This erosion of trust was palpable in the downfall of Savannah Bank. The bank once held strong public confidence, but inadequate risk management, weak board oversight, and governance failings undermined its credibility and led to its eventual revocation.

The lessons are clear: trust, once lost, is hard to regain, and its loss has institutional consequences that can be existential.

Procter & Gamble (P&G), another global powerhouse, also closed its Nigerian manufacturing operations in 2023. While they remain present via imports, the strategic withdrawal from local production reflected not just currency volatility, but a deeper governance gap in adapting to regulatory shifts and aligning operations with evolving local realities.

As digital disruption accelerates, many organisations remain stuck in outdated modes of operation. Executives may lack the fluency to drive innovation, and boardrooms often struggle to frame the right strategic questions around cybersecurity, platform shifts, and future-of-work dynamics, leaving critical blind spots unaddressed.

The collapse of NITEL exemplifies this. As Nigeria’s national telecoms provider, NITEL stood at the centre of a digital revolution it failed to lead. Mired in bureaucracy and bereft of bold leadership, it missed pivotal transitions to mobile and data-led services. Private competitors surged ahead while NITEL clung to outdated infrastructure and hierarchical governance models. What was once a national asset became a casualty of digital stagnation and strategic inertia.

Similarly, Sanofi, the French pharmaceutical giant, halted local operations and shifted to an import-based model in 2023. This decision reflected the consequences of poor long-range planning and an overdependence on fragile supply chains without the buffers or scenario plans that effective boards ought to oversee.

The dissonance between strategy and execution is another silent saboteur. Grand visions articulated in the boardroom frequently lose momentum as they cascade, if at all, through layers of management. Performance frameworks remain fixated on lagging indicators, missing the very metrics that drive agility, innovation, and stakeholder impact.

Today, similar gaps are visible in the retail sector. Shoprite, once hailed as the gateway to modern retail in Nigeria, exited in 2021. Rising operating costs, insecurity, and supply chain challenges were contributing factors, but at the heart of it was an inability to localise strategy, strengthen stakeholder partnerships, and empower in-market leadership to execute effectively in a dynamic environment.

Meanwhile, few leadership teams are truly prepared for the geopolitical shifts and regulatory unpredictability that increasingly shape the African and global business terrain. Boards and executives must cultivate the ability to read these signals early and act with speed, clarity, and conviction. Those who fail to anticipate disruption often become overwhelmed by it.

The experience of Niger Insurance offers yet another telling lesson. Once a strong player in Nigeria’s insurance sector, its fall was driven by undercapitalisation, regulatory breaches, and insufficient board oversight on financial sustainability. Strategic drift over the years, worsened by governance complacency, led to regulatory sanctions and loss of market relevance. Its story reflects the cost of reactive, rather than anticipatory, leadership.

Equally pressing is the issue of talent flight and the growing leadership vacuum. Experienced professionals leave, promising talent becomes disillusioned, and without deliberate action, the winning culture erodes. Succession becomes reactive rather than strategic, and organisations lose the very people who should shape their future. Underpinning all of this is the absence of a compelling strategic narrative. In too many organisations, there is no single, shared story that inspires alignment, enables execution, and rallies internal and external stakeholders around a unifying purpose.

When the narrative is unclear, the mission falters. When leadership is silent or misaligned, organisations lose their moral and strategic compass—and eventually, their market position.

These challenges, while daunting, are not insurmountable. They are inflection points. They are urgent calls for directors, executives, and public sector leaders to think differently, lead boldly, and govern strategically. This is exactly what TEXEM’s powerful executive development programme, Strategic Governance and Leadership: Steering Excellence in Turbulent Times, scheduled between July 16 and July 17 at Wheatbaker, Ikoyi, is designed to deliver. It is a transformative platform for those ready to lead their organisations with clarity, courage, and a deep sense of purpose.

Guided by an exceptional faculty, this programme brings together rare insight and practical relevance. Bradley Jones, Executive Director of the UAE–UK Business Council, offers participants the benefit of a global perspective shaped at the highest levels of government and corporate diplomacy. His expertise is shaped by his work as a former advisor to five foreign ministers in the UK and his proven experience in equipping leaders to navigate complexity, drive performance, and lead change.

Leveraging TEXEM’s tested and proven methodology, he will provoke critical thinking, challenge assumptions, and foster deep learning that endures long after the programme ends.

What makes TEXEM different is not just what is taught, but how it is delivered. This isn’t passive learning—it’s an immersive experience that blends robust academic content with experiential techniques.

Participants engage in simulations, live case studies, reflective assessments, gamified learning, and peer-driven dialogue. It is a rich, dynamic environment where knowledge is not just acquired but tested, contextualised, and applied. This methodology ensures leaders leave not with notes, but with new mindsets, frameworks, and strategies they can immediately put to work.

For organisations, the value is tangible and lasting. Boards emerge better equipped to steer strategic direction and ensure long-term value creation. Executive teams gain the confidence and capacity to lead in uncertainty and translate vision into measurable impact.

Governance mechanisms are recalibrated to reinforce strategic priorities, enhancing performance and stakeholder alignment. Transparency and accountability become cultural anchors, not mere aspirations. The ability to lead digital and structural transformation becomes embedded, rather than outsourced. Internal leadership pipelines are reinvigorated, and the seeds of succession are planted with intention. And, perhaps most powerfully, a shared strategic language begins to emerge—one that cuts through noise, dissolves silos, and aligns the entire organisation behind a common purpose.

The exits of GSK, P&G, Sanofi, and Shoprite from Nigeria serve as sobering reminders of what happens when strategic misalignment, weak foresight, and inadequate governance go unaddressed.

TEXEM’s programme empowers leaders to anticipate disruption, align boards and management with clarity of purpose, and embed resilience into the very fabric of the organisation. It is not just an opportunity—it is an antidote to organisational fragility, a lifeline for those who wish to lead with impact, and a strategic imperative for those determined to thrive in turbulent times.(NAN)

Edited by Ismail Abdulaziz

Only Tinubu can lead us to Nigeria of our dreams – Wike 
General News

Only Tinubu can lead us to Nigeria of our dreams – Wike 

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By Philip Yatai

The Minister of the Federal Capital Territory (FCT), Mr Nyesom Wike, says the country needs leaders like President Bola Tinubu to achieve the “Nigeria of our dreams”.

Wike said this in his 2025 Distinguish Personality Lecture, titled, “The Nigeria of our Dreams” presented at the Obafemi Awolowo University, Ile-Ife on Thursday.

Wike pointed out that the greatest challenge confronting Nigeria and  militating against its development was the plague of bad leadership.

He agreed with Chinua Achebe, whose seminar, ‘The Trouble with Nigeria’, graphically captured the challenge, when he stated that ‘the trouble with Nigeria is fairly and squarely the absence of proper leadership’.

“This statement, damaging as it may appear, is extremely difficult to controvert.

“Our leaders have, in the main, emerged through self-serving conspiracies that have little or nothing to do with national interests and development.

“This has been the case in both military and civilian contexts,” he said.

He, however, said that Tinubu had stood out as the leader the people needed to drive Nigeria to progress and prosperity.

He explained that Nigeria needs a leader that was prepared to lead with sound character and resilience in the face of challenges.

He added that the leader must also be a person who believed in the infinite possibilities that the Nigerian nation exemplifies, while taking solid, proactive, logical and well-informed decisions that would maximally actualise her potential.

This leader, he said, must have the courage and audacity to act, build, innovate and generally expand the frontiers of development with a hands-on approach that would emphasise excellence over mediocrity.

He added that more importantly, the leader of Nigerians’ dream must create a society of free and responsible citizens whose potentials flowed freely and free enterprise thrived.

“Let me make bold at this juncture to state that today, in our country, we have such a leader in the person of Tinubu.

“He has shown in several ways and at different times, a stout commitment to the enthronement of democracy in our country, to the extent of even putting his own life on the line in the process.

“He has shown great capacity for engendering development as captured in the unprecedented rapid and exponential development of Lagos state under his watch and even beyond,” he added.

He also said that Tinubu had demonstrated a rare courage by removing fuel subsidy on his first day, upon being sworn in as President.

According to him, leaders before him all spoke about the evil of fuel subsidy, but none had the courage to dare the blackmail of removing it.

“Tinubu did and is fittingly grappling with the inevitable, unintended and sometimes orchestrated consequences of this removal.

“Today, our states have far more resources to develop, the debts are no longer piling and the price of petrol is gradually but steadily adjusting downwards in tandem with the forces of demand and supply and the strict implementation of regulatory conditionalities.

“Also, the overwhelming cry of over-centralisation of power and resources at the national level and the attendant abuse of the doctrine of federalism is being systematically addressed.

“This is being addressed through the creation of zonal/regional commissions empowered to devolve developmental impetus to the respective zones and regions, so that power can truly return to the people.”

On security, Wike said that the situation was being addressed through proper funding and the training and retraining of security forces.

The minister added that Tinubu’s approval for the recruitment of forest guards across the country to take charge of the nation’s forests, bandits and terrorists would no longer find incubation points and free territories to operate.

“Put simply, the era of banditry and terrorism will soon come to an end.

“These and many other policies and measures are being put together by Tinubu to reposition our country on the path of progress and development,” Wike said.

Earlier, Gov. Ademola Adeleke of Osun, described Wike as a straightforward politician, adding that his wealth of political experience and leadership style was exemplary.

Represented by the Deputy Governor, Kola Adewusi, the governor said that the minister’s infrastructural transformation in the FCT was visionary.

Also, the Vice-Chancellor of the university Prof. Adebayo Bamire, said that the theme of the lecture, ‘’Nigeria of our Dream” was timely and thought-provoking.

“At a critical juncture when our nation’s democratic journey, when the challenges of governance, civic trust, and equitable development are at the forefront of public discourse, this lecture offers a vital platform for reflection, engagement and forward thinking.

“It calls us to interrogate the structures that uphold democracy, the principles that guide responsible governance, citizenship and the strategies that can unlock Nigeria’s development potential,” he said.

The Royal Father of the Day, Ooni of Ife, Adeyeye Ogunwusi, said he has deep respect for Wike because of his fearlessness.

He described the minister as an “upright politician” who “said things as they are.

“Hate him; like him – what will be will be.” (NAN)

Edited by Abiemwense Moru

Salem University, a miracle, shaping Nigerian youths for leadership – VC
Education

Salem University, a miracle, shaping Nigerian youths for leadership – VC

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By Thompson Yamput

Prof. Alewo Johnson-Akubo, Vice Chancellor, Salem University, Lokoja, has praised the foresight of Archbishop Sam Amaga for the establishment of the institution.

Johnson-Akubo gave the commendation during his speech at the institution’s 18th Anniversary celebration held at the Chapel of Peace in Lokoja.

“Indeed, Salem University is a miracle God performed through Archbishop Sam Amaga, the founder.

“A forest transformed by God through him. Where this Campus is presently situated is a wonder city.

“A man looked at this place that was hitherto a forest, and declared that tomorrow, you will be a city, and here we are”

“Here in Salem University, we raise change agents and global leaders in conformity with the vision of the founder, born 18 years ago. This is what we are celebrating this time around.

“The management, staff and students of Salem University are today grateful to our Founder and Chancellor for foresight and vision and for responding to God’s call that has lifted and still lifting many youths to fulfil their destinies, ” he said.

The VC told the students that they are being processed to stand shoulder to shoulder with their colleagues elsewhere, globally, any day and any time as change agents and global leaders.

Johnson-Akubo said, “since our Founder is a man of vision, I strongly charge you all, staff and students alike, to be forward thinking persons if you want to be global leaders that will impact lives.”

He encouraged the students to be focused, innovative, courageous and see far ahead of everyone and arrive their destinations far ahead of others.

According to him, the students must be resilient, ready to make sacrifices and utilise the time before them since time is of the essence to inspire others.

“Have a cross-cultural intelligence. Be open-minded to see what others see. There is nobody that knows it all. So as you relate, you learn more.

“Don’t be narrow minded but be receptive to ideas because your mind is a gate. Salem University is not about the certificate, but your mind, spirit and future.

“We have produced change agents that are creating impact globally, so take advantage of this place and be who God has destined you to be in life, ” he advised.

The Vice Chancellor prayed for longevity and prosperity for the founder.

Also speaking, the Deputy Vice Chancellor Academic, Prof Sunday Okpanachi

said that Salem university has not only put behind her most challenging times, but has also seen most victories brought about by God. (NAN)

Edited by Bayo Sekoni

TEXEM: Transforming Leadership for Sustainable Value Creation
General News

TEXEM: Transforming Leadership for Sustainable Value Creation

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TEXEM, UK’s recently concluded two-day capacity development programme, themed “Strategic Foresight: Developing Winning Strategies for Unparalleled Value,” delivered by Dr. Alim Abubakre, Founder of TEXEM, and Dr. T.B. (Mac) McClelland, Jr., Chair of Luxury International and former US Marine Leader, represents a watershed moment for leadership development in Nigeria.

 

In a world defined by volatility, technological disruption, and shifting stakeholder expectations, the programme transcended traditional learning models. It immersed executives in the art of strategic foresight, the science of data-driven decision-making, the craft of stakeholder alignment, and the discipline of agile leadership execution.

 

Participants embarked on a transformational journey, beginning with understanding strategic foresight. They explored how forward-thinking organisations, unlike reactive institutions, scan the horizon for weak signals, anticipate emerging risks, and position themselves to lead rather than follow. Through vivid examples, such as Kodak’s downfall due to missed innovation opportunities versus Amazon’s relentless reinvention, leaders recognised the cost of complacency and the dividends of anticipatory leadership.

 

The session on leadership agility in uncertain times revealed that agility is not merely about moving fast but about moving strategically with purpose. Participants discovered that enduring organisations are those that empower decentralized decision-making, iterate fast, and maintain a clear yet flexible strategic vision. Drawing lessons from Apple’s crisis-era leadership and SpaceX’s pioneering resilience, the executives sharpened their ability to pivot intelligently in dynamic contexts.

 

A crucial part of the programme focused on data-driven decision-making. Leaders were challenged to rethink their relationship with data, not as an overwhelming sea of information, but as a powerful compass that guides strategic navigation. Case studies, including Netflix’s data-driven content creation model, showcased how data analytics, when deployed effectively, can sharpen strategic focus and fuel sustainable innovation.

 

Beyond anticipating future threats and leveraging data, participants immersed themselves in the often-overlooked art of winning stakeholder support. Through structured stakeholder mapping exercises and reflections on Airbnb’s crisis management strategy, executives internalized that successful leadership is not simply about top-down directives, but about orchestrating diverse interests into coherent action toward common goals.

 

Further enriching the leadership arsenal, the facilitators delved into the discipline of strategy execution and change management. The difference between strategy as theory and strategy as lived reality was explored through powerful narratives such as Microsoft’s cultural transformation under Satya Nadella. Leaders learned actionable frameworks for building internal coalitions, creating accountability loops, and transforming bold strategic visions into tangible, measurable outcomes despite organisational resistance.

 

The programme culminated with a focus on strategic resilience and digital transformation. Participants were exposed to real-world examples such as Alibaba’s pivot during the SARS crisis and Tesla’s relentless embedding of innovation into organisational DNA. It became clear that resilience is not about enduring one crisis; it is about systematically building adaptive muscles for an age where disruption is the new normal. True digital transformation, it was emphasised, goes beyond adopting new technologies — it demands a fundamental shift in organisational culture, mindsets, and behaviours.

 

This intensive programme delivered not just knowledge but equipped leaders with actionable frameworks, battle-tested tools, and world-class case studies that they can immediately deploy in their organisations.

 

For the leaders, the programme was profoundly beneficial. They now possess the strategic agility to pre-empt threats, the influence strategies to rally stakeholders behind ambitious visions, and the data literacy to make precise, timely, and impactful decisions. Their ability to move beyond survival tactics towards shaping the future of their industries was markedly enhanced.

 

For their organisations, the gains are substantial. By embedding foresight, agility, stakeholder mastery, data intelligence, and resilient cultures, organisations represented at the programme are now positioned to achieve stronger competitive positioning, reduce the risk of strategic failure, foster continuous innovation, and achieve greater stakeholder trust — all essential ingredients for enduring growth.

 

For Nigeria as a whole, the ripple effects are transformative. Building a critical mass of executives equipped with foresight, agility, and resilience enhances national economic competitiveness, boosts investor confidence, strengthens governance structures, and catalyses innovation ecosystems critical for the country’s sustainable development.

 

This programme reinforced TEXEM’s enduring commitment to inspiring strategic leadership, nurturing transformative action, and catalysing positive change. As participants return to their organisations, they do not merely carry certificates — they carry the seeds of profound, systemic impact.

 

In an era where those who fail to anticipate the future are doomed to be disrupted by it, TEXEM, UK’s “Strategic Foresight” programme did not just prepare leaders to survive disruption — it prepared them to shape the future.

Edited by Ismail Abdulaziz

Industrialist makes case for empowering women for leadership, STEM
General News

Industrialist makes case for empowering women for leadership, STEM

422 total views today

By Rukayat Moisemhe

An industrialist, Mrs Funlayo Bakare-Okeowo, has outlined key action plans to support women in leadership, business, and Science, Technology, Engineering, and Mathematics (STEM) fields.

Bakare-Okeowo, Chief Executive Officer (CEO) of FAE Envelopes Ltd., have the outline at the Lagos Business School (LBS) 2025 International Women’s Day (IWD) event on Saturday.

She emphasised the need for women to access continuous leadership development and professional growth opportunities to thrive in their careers.

According to her, these opportunities include formal training programmes, leadership workshops, and executive coaching.

She highlighted female leaders like Ngozi Okonjo-Iweala, Mo Abudu, and Dr Lisa Su as proof that women can lead industries to new heights.

The industrialist stressed that investing in women’s economic empowerment fosters gender equality, poverty eradication, and inclusive economic growth.

She noted that women contribute significantly to economies—whether in business, farming, entrepreneurship, employment, or unpaid care work at home.

“One major way to support women in STEM is by establishing strong mentorship programmes offering guidance, support, and networking opportunities to advance their careers,” she said.

She explained that pairing women with experienced mentors builds confidence and provides access to vital industry knowledge.

“Both formal and informal mentorship opportunities are valuable. Formal programmes offer structured meetings and goals, while informal mentoring occurs through casual conversations and peer interactions,” she added.

Bakare-Okeowo also advocated for gender-responsive infrastructure to meet the needs of women and girls, enabling inclusive and sustainable development.

She said infrastructure systems such as energy, transport, water, sanitation, schools, housing, hospitals, waste management, and digital communications could empower women.

She called for greater participation of women and girls in sports and creative arts, urging targeted efforts to create an inclusive and supportive environment.

“A Nigeria where women and girls thrive is a Nigeria that prospers.

“Empowering women and girls is not just a moral imperative; it is a catalyst for Nigeria’s economic growth, social development, and national progress,” she stated. (NAN) (www.nannews.ng).

Edited by Kamal Tayo Oropo

Lawmaker blames opposition leadership crisis for defections
Politics

Lawmaker blames opposition leadership crisis for defections

548 total views today

By Ikenna Osuoha

A member of the House of Representatives, Cyriacus Umeha, has blamed the wave of defections from opposition parties to the ruling party on a lack of leadership.

Umeha, representing Ezeagu/Udi Federal Constituency, told the News Agency of Nigeria (NAN) that opposition parties were experiencing a leadership crisis.

“Labour Party, which I belong to, is in crisis at both ward and national levels. The Peoples Democratic Party and even the New Nigeria People’s Party are also facing a leadership crisis,” he said.

The lawmaker stressed the need for opposition parties to unite and speak with one voice, saying that only then would defections stop.

He emphasised that every politician was committed to working under a harmonised and united political party leadership.

According to him, the opposition lacks credible and united leadership, forcing members to seek stability in the ruling party.

Umeha regretted the leadership tussle within the Labour Party, saying it had caused divisions and weakened the party.

“The Labour Party was seen as a third force with great expectations from Nigerians. Unfortunately, it is now in crisis,” he said.

However, he reaffirmed his dedication to delivering the dividends of democracy to his constituents through developmental projects.

He stated that he had provided water to rural communities and constructed rural roads to improve livelihoods.

Umeha also urged INEC to fulfil its duty of replacing vacant seats in the National Assembly without delay.

He criticised INEC’s failure to conduct elections within 90 days as required by the constitution, calling it unhealthy for Nigeria’s democracy.

NAN reports that there has been a wave of defections in the National Assembly, particularly from opposition parties to the ruling party. (NAN)

Edited by Kamal Tayo Oropo

Public service: FCTA builds leadership capacities of young civil servants
Metro

Public service: FCTA builds leadership capacities of young civil servants

634 total views today

By Philip Yatai

The Federal Capital Territory Administration (FCTA) has commenced a capacity building programme to nurture leadership abilities of young civil servants for effective public service.

Mr Grace Adayilo, Head of FCT Civil Service stated this in Abuja on Friday, at the opening of the1st Cohort of the FCT Leadership Enhancement and Development Programme (FCT LEAD-P).

Adayilo explained that the FCT LEAD-P was one of three core training programmes established under the Federal Civil Service Strategy and Implementation Plan (FCSSIP), 2020 to 2025.

She said that the programme specifically targets civil servants on grades level 10 to 14, made up of highly talented individuals deemed essential for the succession planning and transformation of the civil service.

According to her, the programme is strategically designed to attract, recruit, and nurture these individuals through a comprehensive array of training activities.

“LEAD-P is regarded as a pivotal element for the future of public service, with its guidelines informed by the FCSSIP, policies governing leadership management and succession planning in the civil service.

“Establishment of the FCT LEAD-P is a crucial step toward ensuring that we have a pool of highly skilled and capable leaders ready to take on the challenges of governing our vibrant capital territory.”

She disclosed that the FCT LEAD-P aims to train a minimum of 100 officers every year to cultivate a new generation of leaders.

She added that the officer would be equipped not only with the requisite knowledge and skills but also with resilience, adaptability, and a strong commitment to FCT’s shared vision of public service excellence.

Adayilo said that the move would establish a solid foundation for effective succession planning that fosters a culture of self-development, designed to enrich the civil service landscape.

The head of service commended the FCT Minister, Mr Nyesom Wike, for approving the programme, which demonstrated his commitment and visionary leadership.

She encouraged the beneficiaries to embrace the opportunities for learning, networking, and personal growth that lie ahead.

The Permanent Secretary, Common Services, FCTA, Mr Babatunde Ajayi, said that the programme marks a significant and transformative chapter in the journey toward building a dynamic and efficient civil service in the FCT.

“This programme is not just an educational endeavour; it is a gateway to self-discovery and professional growth.

“Our commitment extends beyond mere training; it is about nurturing a culture of leadership that resonates throughout every level of our administration.

“Each successful cohort of this programme will be regarded as the elite crop of civil servants, distinguished by the depth of knowledge and expertise they have acquired,” he said.

On her part, Dr Jumai Ahmadu, acting Director, Reform Coordination and Service Improvement, FCTA, said that the programme was the first of its kind in the history of the FCT.

“This is the first time this is happening in the FCTA to fill the identified gaps in service delivery following a result of a baseline research,” she said.

Ahmadu Said that 975 officers applied for the programme, out of which only 100 would be selected for a 7-months training within and outside the FCT.

She said that the officers would be trained to fill the gap in the next generation of leaders when their time comes to become directors, permanent secretaries or head of service.

She explained that the officer would be trained to work in any of FCTA’s secretariats, departments and agencies, including serving as technical assistants to political appointees. (NAN)

Edited by Ekemini Ladejobi

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