NEWS AGENCY OF NIGERIA
TEXEM programme highlights strategic governance, leadership in turbulent times

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

TEXEM congratulates Sanni on FrieslandCampina WAMCO appointment

TEXEM congratulates Sanni on FrieslandCampina WAMCO appointment

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By Kayode Adebiyi

TEXEM, UK, a global thought leader in executive development, has congratulated Yinka Sanni on his appointment as chairman of FrieslandCampina WAMCO Nigeria, the nation’s foremost dairy company.

 

This is contained in a statement by Dr Alim Abubakre, Founder of TEXEM, UK, on Monday in Abuja.

 

Abubakre described the appointment as a testament to his exceptional leadership pedigree, dedication to impact and commitment to legacy building.

 

He said that with a distinguished career spanning decades in financial services, including key leadership roles at Stanbic IBTC and the Standard Bank Group, Sanni has consistently exemplified the highest standards of strategic foresight, operational excellence, resilience, and purposeful leadership.

 

“Yinka Sanni is a lodestar of purpose-driven leadership—an exemplar of how resilience, strategic learning, and an unwavering focus on impact can transform institutions, inspire communities, and shape enduring legacies,” Abubakre said.

 

He added that as WAMCO navigates a rapidly evolving economic and social landscape, Sanni’s deep commitment to learning, attention to detail, and sacrificial service positions him to steer the organisation towards greater innovation, sustainability, and national relevance.

 

The TEXEM founder commended Sanni not only for his appointment but for his unwavering dedication to fostering inclusive growth, mentoring emerging leaders, and driving long-term value for all stakeholders.

 

“We encourage him to continue making a positive difference and shaping futures—just as he always has.” (NAN)(www.nannews.ng)

Edited by Ismail Abdulaziz

TEXEM programme sparked strategic leadership for digital age- Abubakre

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

TEXEM: Transforming Leadership for Sustainable Value Creation

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

How Nigerian leaders can drive organisational transformation- TEXEM

How Nigerian leaders can drive organisational transformation- TEXEM

279 total views today

Strategic leadership in the digital era demands more than short-term fixes or narrow departmental expertise. Nigerian organisations that aim to stay relevant must adopt a forward-thinking perspective that touches every facet of operations, from customer engagement to internal processes.

 

The Digital Innovation: Stimulating A Culture of Intrapreneurship in A Digital Age” programme, set for May 19 to May 22 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.

 

Amazon offers a striking illustration of how a strategically aligned, intrapreneurial culture can yield exponential growth and diversification.

 

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.

 

Despite the promise of a thriving digital marketplace, leaders in Nigeria frequently encounter three core obstacles.

 

First, the pace of technological change often outstrips the ability of organisations to build robust strategic frameworks.

 

By participating in this TEXEM programme, executives learn methodologies for staying ahead of these rapid shifts, ensuring that new technologies are integrated smoothly rather than disruptively.

 

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., Prof. Rodria Laline, and Prof. John Peters, will leverage TEXEM’s proven and tested methodology—integrating scenario planning, data analytics, and practical workshops—to cultivate strategic thinking.

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.

 

Additionally, these sessions will equip leaders with the skills to create collaborative networks that transcend departmental silos.

 

Often, leaders struggle to translate data-driven insights into tangible actions due to organisational inertia.

 

This programme addresses that challenge by providing 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. Otunba Sonya Ogunkuade, Hon. Commissioner and Special Assistant to the President, highlighted the practical approach of the consultants, stating, “I’ve enjoyed their presentations and the real-life examples they incorporate, making the sessions highly engaging and applicable.”

 

Similarly, 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)

Edited by Ismail Abdulaziz

TEXEM honours women leaders’ in governance, strategy, innovation

TEXEM honours women leaders’ in governance, strategy, innovation

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These Executive Minds (TEXEM), a United Kingdom-based leadership development organisation, has recognised outstanding Nigerian women leaders among her alumni for their contributions to governance, strategic leadership, and innovation.

The recognition, which coincides with Women’s Month and International Women’s Day, highlights the achievements of female professionals in government, finance, healthcare, media, and other key sectors.

TEXEM stated that these women’s contributions underscore the growing influence of female professionals in national development and the critical role of women in shaping public policy and driving business transformation.

Among those recognised are Sen. Akon Eyakenyi, Deputy Governor of Akwa Ibom State, and Sen. Oluranti Idiat Adebule, both commended for their roles in legislative reforms, education policy, and public administration.

Also acknowledged are Sunkanmi Oyegbola and Busola Abidakun, serving as Permanent Secretaries in Lagos State, and Daba Bolaji, Permanent Secretary in the Office of the Deputy Governor of Lagos State, for their contributions to policy implementation, youth empowerment, and governance reforms.

The organisation also recognised Dupe Olusola, immediate past Managing Director of Transcorp Hotels, for leading business transformation in the hospitality industry and Chinwe Iloghalu, Acting Managing Director at Nova Bank, for driving financial innovation.

Others recognised include Adenike Brown Awosan, for her leadership in branding and marketing, Ebele Nwachukwu, Managing Director of Royal Exchange General Insurance, and Olayinka Ajayi, Executive Director at Zenith Pensions, for their contributions to the insurance and pensions sectors.

In the media sector, Ijeoma Nwogwugwu, former CEO of Arise News, and Ijeoma Ude, Executive Director at BusinessDay, were acknowledged for their role in public discourse and business journalism.

Zainab Nda-Isaiah, Chairman of Leadership Newspaper Nigeria Ltd, and Dr (h.c.) Hadiza I. Bala, Group Executive Director at Media Trust Group, were also recognised for their contributions to journalism and corporate governance.

In healthcare, Tonye Ukpong, CEO of Total Health Trust, was commended for enhancing service delivery and industry collaboration.

The organisation also highlighted the impact of Hajara Bolanle Oniyangi and Ann Iyonu of the Goodluck Jonathan Foundation, for their contributions to policy reforms, democracy, and sustainable development.

TEXEM noted that the achievements of these professionals demonstrate the shifting leadership landscape, where women continue to break barriers in governance and corporate leadership.

The organisation called for sustained efforts to promote gender inclusivity, stating that women’s leadership fosters diversity, better decision-making, and economic growth.

The founder of TEXEM, UK, said:
“The future belongs to those who lead with vision, resilience, and impact. At TEXEM, we celebrate women who redefine governance, strategy, and innovation—not just by breaking barriers, but by shaping a more inclusive and prosperous world.”

TEXEM is a leadership development and executive education organisation committed to equipping public and private sector leaders with strategies to address complex challenges.(NAN)
Edited by Ismail Abdulaziz

How organisations can transform through digital innovations- TEXEM

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

TEXEM offers digital innovation, intrapreneurship training for leaders

312 total views today

 

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)

TEXEM schedules programme on organisational transformation in competitive environment

TEXEM schedules programme on organisational transformation in competitive environment

281 total views today

By Hafsah Tilde
These Executive Minds (TEXEM) has scheduled a programme for transforming organisations towards solving the challenges of volatility in a competitive environment.

Caroline Lucas, TEXEM Director of Special Projects, disclosed this is in an interview with the News Agency of Nigeria (NAN) on Sunday in Abuja.

She said that the programme with the theme ‘’Resilience in a Volatile World: Inspiring Transformation Successfully, was designed to help leaders embed agility into their organisational DNA.

Schedule for Feb. 8 to Feb. 22, Lucas said the programme would enable organisations to navigate uncertainty and drive sustainable growth for the advancement of the workplace and workforce.

She said that the three-week programme combines self-paced virtual learning with live interactive sessions to provide a holistic leadership development experience.

‘’Agility begins with adaptability, and the programme’s structure reflects this principle. Participants engage with self-paced learning activities on the TEXEM platform, earning points for tasks such as reading case studies, reflecting on practical scenarios, and engaging in discussions.

‘’This gamified approach encourages consistent engagement and fosters a collaborative learning environment. The weekly live sessions, facilitated by globally renowned faculty, build on this foundation by exploring themes of innovation, influence, and strategic decision-making.’’

Lucas said that Amb. Charles Crawford’s sessions would focus on the art of communication and negotiation, essential skills for leaders seeking to foster alignment and build trust in volatile environments.

She said that his frameworks would enable participants to navigate complex stakeholder dynamics with clarity and confidence, ensuring their organisations remain cohesive and focused even amidst uncertainty.

‘’Bradley Jones brings a strategic perspective to the programme, introducing tools for scenario planning and risk management. His sessions emphasise the importance of proactive decision-making, equipping participants with the skills to anticipate challenges and respond effectively. For example, leaders might explore how to leverage market opportunities during periods of economic volatility, ensuring both stability and growth.

‘’Dr. TB McClelland Jr. rounds out the faculty by addressing the cultural dimensions of agility. His sessions highlight the importance of fostering a culture of experimentation and adaptability, enabling leaders to redesign business models and optimise resource allocation. Participants are encouraged to embrace innovative approaches to problem-solving, ensuring their organisations remain competitive in dynamic markets.’’

Lucas stressed that TEXEM programme’s emphasis on practical application ensures that participants leave with actionable tools to enhance their leadership practices.

She added that scenario-based exercises would provide a safe space for leaders to test new strategies and refine their approaches.

‘’For instance, participants might simulate a response to a sudden regulatory change, using the frameworks introduced during the programme to develop an adaptive strategy.

‘’Stakeholder engagement is another critical theme of the programme. Leaders gain tools to inspire trust and foster collaboration across their organisations, ensuring that innovative strategies are supported at all levels.

‘’Ambassador Crawford’s insights into stakeholder influence provide a valuable foundation for building coalitions and aligning interests, even in the face of conflicting priorities.

She added that by the end of the programme, participants would be equipped with the tools to transform organisational agility into a competitive advantage.

She said they would leave with a clear understanding of how to lead effectively in uncertain environments, ensuring their organisations thrive in the face of complexity.

The TEXEM programme is not just a leadership development initiative- it is a catalyst for transformation. By focusing on agility, innovation, and influence, it prepares leaders to turn volatility into opportunity and achieve sustainable success.(NAN)
Edited by Ismail Abdulaziz

Flexibility key to organisational transformation, says expert

Flexibility key to organisational transformation, says expert

308 total views today

 

By Hafsah Tilde

Dr Mac McClelland, the Chairman of The Luxury Council International, says leaders need to develop the mindset to strike a balance between flexibility and stability to lead successful organisations.

 

In an interview with the News Agency of Nigeria (NAN) on Friday in Abuja, he said that agile leadership was a necessary management requirement for success in an organisation.

 

McCleelland, who is a Former US Marine, Global Advisor to World leaders and award nominated author, said he would speak at the session on “Resilience in a Volatile World: Inspiring Transformation Successfully” from Feb. 8 to Feb. 22 organised by TEXEM.

 

He said he would share insights into why leaders should be more agile in the present uncertain times at the capacity development programme.

 

McClelland also elaborated on topics that would lead to lively discussions and peer-to-peer learning during the upcoming programme.

 

“Agility is the driving force that enables organisations to anticipate change, adapt quickly and accelerate growth in an unpredictable world.

 

“To foster agility, leaders must first cultivate a learning culture where curiosity, continuous development, and adaptability become the norm.

 

“The most resilient organisations encourage a growth mindset, ensuring that challenges are embraced as opportunities.

 

“Dangote Group exemplifies this approach by consistently investing in workforce development, enabling the company to navigate economic shifts while sustaining long-term success.”

 

McCleeland added that another crucial factor in fostering agility is prioritising open communication and collaboration.

 

He said that organisational silos could be a major barrier to adaptability, slowing down decision-making and innovation.

 

He said that leaders should create environments where information flows seamlessly across departments, encouraging faster and more effective responses to emerging challenges.

 

“Empowering teams to make autonomous decisions is also essential in creating an agile organisation. When employees are trusted to take ownership of their work, they become more creative, engaged, and resilient.

 

“Micromanagement stifles agility, whereas decentralised decision-making fosters innovation.

 

“This is evident in Flutterwave, the Nigerian fintech leader, where employees are encouraged to take bold, high-impact decisions, enabling the company to dominate Africa’s payment ecosystem in record time.

 

“Above all, leaders must lead by example—embracing experimentation, taking calculated risks, and learning from failures. Agility starts at the top, and organisations that adopt a “fail-fast, learn-fast” mentality are better positioned to refine strategies based on real-time insights.”

 

He said that TEXEM’s upcoming programme would provide deeper insights into how leaders can integrate these strategies into their leadership approach to build more responsive and resilient organisations.

 

He said that change was inevitable, yet resistance is a natural human response to uncertainty.

 

He said that leaders who succeed in driving transformation understand that effective communication is the key to reducing resistance.

 

“Clearly articulating the why behind the change fosters transparency and trust, making it easier for teams to align with the organisation’s vision.

 

“Ethiopian Airlines successfully executed its ambitious expansion by ensuring that all employees understood the strategic rationale behind the move, creating a sense of collective purpose.

 

“When individuals feel that they have a voice and their concerns are acknowledged, they are more likely to support and champion the transformation.”

 

He added that providing adequate support and training also plays a significant role in easing transitions.

 

He said that employees often resist change when they feel unprepared to adapt.

 

“Investing in the necessary training helps teams develop the skills and confidence needed to navigate new realities.

 

“The Central Bank of Nigeria has recognised this by consistently providing leadership training to equip teams with the competencies required to manage financial reforms effectively.”

 

He noted that resistance to change was often rooted in fear—fear of uncertainty, fear of failure, and fear of the unknown.

 

“Addressing these fears directly through open dialogue fosters trust and makes transitions smoother.

 

“For example, Nigeria’s banking sector reforms were initially met with scepticism, but through proactive engagement with stakeholders, industry leaders were able to build trust and ensure compliance.

 

“Setting clear expectations while remaining supportive is equally important. Employees need reassurance, but they also need firm direction to navigate change successfully.”

 

McCleeland said that mastering this delicate balance, leaders can cultivate a workplace where innovation thrives, and employees remain engaged, even amid significant transformation.

 

He pointed out that for organisations to remain agile, they must commit to continuous improvement and a culture of innovation.

 

“Investing in training and skill development ensures that teams are equipped to adapt to rapidly changing market conditions.

 

“When employees continue to learn and refine their abilities, they become more agile and proactive. Organisations that prioritise learning, like Dangote Group and Safaricom, consistently outperform competitors by staying ahead of industry trends.

 

“Recognising and rewarding creativity and calculated risk-taking further reinforces a culture of agility. Employees are more likely to experiment and propose bold ideas when they know their contributions are valued.

 

“Companies that celebrate innovation—whether through incentives, recognition programmes, or internal innovation labs—create a cycle of continuous improvement that strengthens long-term resilience,” he said.

 

McCleeland said that sustaining agility requires visionary leadership that not only anticipates market shifts but also takes proactive steps to innovate.

 

He added that encouraging decentralised decision-making is another essential aspect of sustaining agility.

 

He said that building strategic partnerships also strengthens long-term resilience.

 

“Organisations that collaborate with other businesses, government entities, and research institutions are better positioned to navigate complex challenges.

 

“Partnerships provide access to new technologies, market insights, and resources that can drive sustainable growth.”

 

On why leaders should attend the TEXEM programme, he said they would gain actionable insights, learn from world-class faculty, and connect with influential decision-makers.

 

He said that the programme’s proven methodology would ensure that learning is engaging, practical and immediately applicable.

 

He said that they would also have the chance to connect with C-suite leaders, industry experts, and policymakers, fostering relationships that can drive strategic partnerships and business growth.

 

He said speakers at the programme include Ambassador Charles Crawford and Bradley Jones, Executive Director of the UAE-UK Business Council.(NAN) (www.nannews.ng)

Edited by Ismail Abdulaziz

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