In today’s volatile world, where change is constant and uncertainty abounds, innovation and agility are indispensable for organisational survival. The TEXEM programme, Resilience in a Volatile World: Inspiring Transformation Successfully, is uniquely designed to help leaders integrate innovation into their leadership toolkit, enabling them to navigate complexity and foster organisational agility. Scheduled from February 8–22, 2025, this three-week programme is an immersive blend of virtual and live learning.
The programme provides leaders with an actionable roadmap to design resilient organisations capable of adapting to change while maintaining a competitive edge. It begins with self-paced learning activities, where participants engage with videos, case studies, and reflection exercises on TEXEM’s interactive learning platform. Points earned through these activities are displayed on a leaderboard, encouraging friendly competition and deeper engagement. Weekly live sessions complement these activities, offering participants the opportunity to collaborate with globally recognised faculty, such as Ambassador Charles Crawford, Bradley Jones, and Dr. TB McClelland Jr.
Innovation takes centre stage in this programme. Leaders are challenged to rethink traditional business models and explore new ways of solving complex problems. The live sessions provide actionable strategies for integrating innovation into daily leadership practices. For instance, Ambassador Crawford’s expertise in communication helps leaders articulate a clear vision for change, fostering alignment and engagement across their teams. His insights into influencing stakeholders empower participants to garner support for innovative initiatives, even in environments where resistance to change may be high.
Bradley Jones adds strategic depth to the programme by introducing decision-making frameworks that emphasise adaptability. Participants learn how to assess risks and opportunities, enabling them to make informed decisions in uncertain contexts. For example, Jones highlights how scenario planning can help organisations anticipate market shifts and adjust their strategies accordingly. By equipping participants with these tools, the programme ensures leaders can navigate volatility with confidence.
Dr. TB McClelland Jr. focuses on the cultural dimensions of innovation. His sessions explore how leaders can create environments that encourage experimentation and risk-taking. Participants examine real-world examples of organisations that have successfully embedded innovation into their cultures, identifying lessons that can be applied to their own contexts. For instance, McClelland emphasises the importance of psychological safety in fostering creativity, showing leaders how to build trust and encourage diverse perspectives.
A hallmark of the TEXEM programme is its emphasis on actionable learning. Participants engage in scenario-based exercises that simulate real-world challenges, such as managing high operational costs or navigating regulatory uncertainty. These exercises encourage participants to apply the principles of innovation and agility to design effective solutions. For instance, leaders might be tasked with developing a strategy to reduce costs without compromising product quality, using tools introduced during the programme.
The focus on agility is particularly timely in today’s fast-paced business environment. Leaders are encouraged to adopt iterative approaches to strategy development, enabling them to respond swiftly to changing conditions. By learning to pivot effectively, participants gain the confidence to make bold decisions that drive growth and resilience.
Stakeholder engagement is another critical theme of the programme. Leaders gain tools to build coalitions and inspire their teams, ensuring that innovative strategies are supported at all levels of the organisation. Ambassador Crawford’s sessions provide practical frameworks for influencing stakeholders, helping participants align diverse interests around a shared vision.
By the end of the programme, participants leave with a comprehensive understanding of how to embed innovation and agility into their leadership practices. They gain actionable tools to drive change, optimise operations, and achieve sustainable growth. More importantly, they develop the confidence to lead their organisations through uncertainty, ensuring long-term success. Testimonials from the previous delegates underscore TEXEM’s successes:
“I found TEXEM UK to be a very impactful and high powered platform. I’ve learned so much from the faculty here, and I believe that TEXEM UK is redefining the future of executive training and management. In the past few days, we’ve learned so much about resilience, about how to push our teams even in an economic downturn, and how to manage for profitability and improve performance.” – Amina Yuguga, Journalist and Group Head for Documentaries and Features for Media Trust Group
“The programme 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” – Niyi Toluwalope, Chief Executive Officer of eTranzact Group.
“A key takeaway for me is that fear is our greatest enemy, and conquering it empowers us to achieve anything. I also appreciated the opportunity to network with fellow participants from home that I hadn’t met before. Learning from Cadbury’s resilience and longevity in business was particularly inspiring, as it exemplifies how organizations can thrive despite disruptions. Thank you, TEXEM, for this enriching experience.” – Ann Iyonu, Executive Director, Goodluck Jonathan Foundation.
The TEXEM programme is more than a learning experience; it is a strategic investment in leadership excellence. By focusing on innovation and agility, participants are equipped to turn challenges into opportunities and achieve transformational results. For leaders ready to redefine their organisations’ futures, this programme offers the tools and insights to thrive in a volatile world.
Innovation is no longer optional; it is a critical skill for leaders navigating today’s volatile world. The TEXEM programme, Resilience in a Volatile World: Inspiring Transformation Successfully, is designed to equip leaders with the tools they need to foster innovation and achieve sustainable growth. Over three weeks, participants engage in a combination of self-paced and live learning sessions, gaining insights into how to build resilient organisations.
The programme’s unique structure encourages continuous learning through a gamified system. Leaders earn points for engaging with case studies, reflecting on real-world scenarios, and participating in discussions. The competitive leaderboard motivates participants to actively engage, while the live sessions deepen their understanding of the tools and frameworks essential for innovation.
Led by distinguished faculty, including Ambassador Charles Crawford, Bradley Jones, and Dr. TB McClelland Jr., the live sessions focus on equipping leaders with actionable strategies. Crawford’s expertise in communication and negotiation helps leaders build trust and inspire confidence, ensuring alignment among stakeholders. Jones introduces methodologies for decision-making and risk assessment, empowering leaders to adapt to uncertainty with agility. McClelland focuses on fostering cultures of innovation, enabling leaders to redesign business models and achieve profitable growth.
Innovation lies at the heart of the programme. Through interactive sessions, participants explore how to integrate creative problem-solving into their leadership strategies. They learn how to identify growth opportunities, optimise resources, and foster collaboration across their organisations. For instance, scenario-based exercises might illustrate how to navigate regulatory changes while maintaining operational efficiency. Testimonials from the previous delegates underscore TEXEM’s successes:
“I found TEXEM UK to be a very impactful and high powered platform. I’ve learned so much from the faculty here, and I believe that TEXEM UK is redefining the future of executive training and management. In the past few days, we’ve learned so much about resilience, about how to push our teams even in an economic downturn, and how to manage for profitability and improve performance.” – Amina Yuguga, Journalist and Group Head for Documentaries and Features for Media Trust Group
“The programme 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” – Niyi Toluwalope, Chief Executive Officer of eTranzact Group.
“I’ve enjoyed the presentations of the consultants. I’ve enjoyed the practicability of the consultants. They bring in life examples in all their presentations…”– Otunba Sonya Ogunkuade, Hon. Commissioner and Special Assistant to the President.
By the end of the programme, leaders are equipped with the tools and confidence to drive transformational change. They leave with a clear understanding of how to foster innovation, achieve strategic goals, and build organisations that thrive in uncertain environments.
In my fourteen years as the Founder of TEXEM, UK, and previously as a Director of Strategy in Cambridge, I have engaged with thousands of leaders across multiple continents. Amid these interactions, the exceptional creativity and tenacity of Nigerian leaders stand out. Yet the billion-dollar question persists: why, in spite of its abundant natural resources and immense population, has Nigeria not achieved more transformational success at both national and organisational levels? The answers lie in a tapestry of interwoven challenges—from insecurity and weak infrastructure to policy inconsistencies and corruption. Nevertheless, these issues, while daunting, are by no means impermeable. Through visionary leadership, focused governance, and impactful collaboration that bridges public and private sectors, Nigeria has the potential to transcend prevailing obstacles and forge a brighter future.
Nigeria at a Defining Juncture
Nigeria’s moment is now. Despite difficulties ranging from economic volatility to a pronounced digital divide, history demonstrates that leaders who harness adversity can spawn remarkable progress. Many nations have done precisely that, though their solutions must be adapted to Nigeria’s diverse contexts. Comprising over 200 million people from numerous ethnic backgrounds, the country presents a federal system with both benefits and complications. Strategic governance that nurtures peace, fosters inclusive growth, and upholds transparency can help Nigeria convert untapped promise into tangible gains for its citizens.
Insecurity as a Spur for Rethinking Governance
Security remains paramount for sustaining growth. When communities live in perpetual fear of insurgency, kidnapping, or communal unrest, the entire social fabric begins to unravel. Companies delay expansion, foreign investors waver, and communal hopes dwindle. Yet examples from Rwanda, Colombia, and India suggest that security challenges are not immovable. Rwanda reduced crime by integrating high-tech surveillance with community-focused policing; Colombia pivoted from decades of insurgent conflict by empowering local stakeholders and directing more resources to inclusive peacebuilding; India diminished fraudulent practices by introducing digital identification systems for public services. These successes highlight the importance of matching technology with grassroots initiatives, but Nigeria’s vast size, deep diversity, and entrenched patronage networks pose added complications.
Adapting these global experiences is essential. Inter-agency cooperation would help coordinate responses to threats, while bridging the mistrust between different arms of government. Community support programmes that include ex-combatants or disadvantaged youths could draw people away from radical or criminal activities. A renewed emphasis on transparency in security funding—ensuring that resources reach frontline efforts rather than vanishing into bureaucratic voids—would reinforce public trust. By tailoring foreign insights to Nigeria’s own socioeconomic realities, security can become more than just the absence of violence; it can catalyse development, attract investment, and infuse life back into communities.
Diversifying Beyond Oil: A Route to Resilience
For many years, Nigeria’s heavy dependence on oil revenue has cast a long shadow over its economy, rendering it vulnerable to fluctuations in global prices. Repeated budget crises attest to the perils of failing to diversify. Indonesia’s example serves as an antidote to complacency. That country’s leaders strategically shifted their focus from oil to manufacturing, agro-processing, and tourism, ultimately boosting GDP to over one trillion dollars.
Nigeria can emulate this by committing to broad-based growth in sectors beyond oil. Agricultural modernisation is an urgent priority. Through initiatives such as agro-industrial parks and upgraded processing facilities, farmers could convert perishable commodities—like cassava—into marketable products such as biofuels or starch. Harnessing these opportunities requires stable conditions: ongoing conflicts in rural areas directly affect farm output, distribution routes, and export logistics. A secure environment, in tandem with policies that encourage public-private partnerships and efficient transport networks, would improve revenue streams, create jobs, and reduce dependence on oil.
Empowering the Youth: Turning a Demographic Wave into an Engine of Growth
Nigeria’s youthfulness is one of its most substantial assets: well over half the population is below the age of twenty-five. However, a mismatch between education and employment frequently traps young graduates in frustration. India’s leap into global IT leadership provides a relevant lesson. The introduction of tech hubs, investment incentives for startups, and a focus on digital literacy empowered a generation to reshape the country’s economy.
Nigeria can replicate this trajectory by concentrating on technical education and entrepreneurship support. The government’s 3MTT programme already offers a framework, but more significant input from both private and public partners is necessary. Universities can realign curricula to include the technical, creative, and entrepreneurial skills needed in a rapidly evolving world. Incubation centres and venture funding would propel ideas into viable enterprises, sparking innovation among young Nigerians. However, such growth hinges on security—entrepreneurship cannot flourish in areas plagued by kidnappings or armed groups. Securing these regions, establishing reliable electricity and internet provision, and reducing bureaucratic red tape would enable the nation’s youth to channel their energy into productive enterprises rather than succumbing to disillusionment and crime.
Confronting Infrastructure Deficits
Infrastructure—both physical and digital—is a backbone for sustainable development. Unreliable power cripples factory output, poor road networks delay the transport of goods, and spotty internet blocks opportunities for remote work and online services. Rwanda’s strides in partnering with private investors to improve infrastructure underscore the merits of a methodical approach, yet Nigeria’s size dwarfs that of Rwanda, necessitating an even more comprehensive plan.
A modern railway that connects each state capital could strengthen trade links, reduce accidents on congested roads, and accelerate travel for millions of citizens. Expanding broadband access, especially through a project covering all 774 local government areas, can ignite a digital revolution in e-commerce, telemedicine, and online education. Such large-scale initiatives must factor in security from inception. Infrastructure without security remains vulnerable to vandalism and looting, but secure infrastructure fosters trust, investment, and a spirit of optimism about the country’s future.
Building Trust Through Transparency
Corruption is a debilitating force that stalls progress. When bribes and favouritism dominate, faith in institutions crumbles, deterring foreign investors who expect fair markets and clear regulations. Botswana’s experience proves that embedding accountability into national culture is possible, though it demands steadfast leadership. Digital tools can drastically lessen human-driven corruption by automating transactions and allowing for real-time oversight. For Nigeria, piloting blockchain technology to track financial flows, digitising procurement processes, and reducing face-to-face administrative touchpoints offer promising solutions.
Ultimately, transparency must begin at the top. Leaders must embody the values they champion, sending a clear signal that no individual is above scrutiny. Whistle-blower protection laws and diligent enforcement agencies can amplify this ethical revolution. Deploying technology in tandem with well-publicised legal reforms would help win public support and bolster the economy, creating a virtuous cycle in which integrity drives security and development.
Cultivating Human Capital for the Knowledge Economy
No matter how sophisticated the infrastructure or how advanced the technology, a country’s real competitive advantage lies in its people. Nations like South Korea, Singapore, and Finland invested heavily in education, research, and continuous learning to foster citizens equipped for the modern world. Nigeria could join their ranks by tailoring educational systems to contemporary market needs, rewarding both academic excellence and creative thinking.
Collaborations between universities and businesses—locally and internationally—would facilitate targeted research, leading to innovative solutions with commercial potential. Offering scholarships, research grants, and awards tied to national development goals could spark a surge in problem-solving initiatives. Yet this endeavour again hinges on security: scholars and entrepreneurs are loath to risk their personal safety or see their labs destroyed by conflict. A steady environment not only entices foreign experts but also persuades ambitious Nigerian graduates to remain at home, helping to strengthen research capabilities and foster local entrepreneurship.
Tackling Root Causes of Insecurity
While bolstering police forces and armed responses have their roles, sustainable security emerges from addressing deep-rooted social and economic disparities. Colombia’s approach to community-driven peacebuilding stands out as a model. By extending development projects and livelihood opportunities into vulnerable areas, Colombia drew communities away from insurgent groups.
Nigeria could adapt a similar strategy: communities that feel marginalised or neglected may respond positively if offered genuine pathways to economic participation. Well-administered digital identification programmes could ensure targeted delivery of welfare and poverty alleviation schemes, especially in conflict-prone zones. This reduces the appeal of criminal or extremist factions that often thrive in socio-economic vacuums. By bringing healthcare, education, and employment prospects closer to those who lack them, the government could gradually reshape attitudes and nurture genuine partnerships with citizens in forging security solutions.
The Virtuous Cycle of Security and Investment
Enhanced security encourages entrepreneurs to innovate, creates confidence for multinationals looking to invest, and allows local firms to operate unimpeded. In turn, growing businesses expand the tax base and generate employment, which strengthens security further as citizens sense renewed hope and have less motivation to engage in wrongdoing.
Rwanda’s gains in stability, Colombia’s shift toward reconciliation, and India’s focus on inclusive digital frameworks illustrate that no country is inherently doomed to insecurity. Nigeria has a wellspring of entrepreneurial spirit waiting to be tapped. Once business owners trust that their assets and staff are safe, and that regulatory processes are fair, many more will contribute to the economy’s diversification—whether in agriculture, tourism, technology, or manufacturing.
Visionary Leadership as the Cornerstone of Change
Bold, ethically grounded leadership remains essential to unravelling Nigeria’s challenges. Leaders in government, civil society, and business must be prepared to question long-standing norms, embrace accountability, and marshal data-led strategies. This approach transcends rhetorical commitments, requiring tangible strides in infrastructure, support for youth, and unwavering anti-corruption campaigns.
An empathetic stance that values grassroots input can transform the nation’s varied cultural tapestry into a unifying strength. Decision-makers must identify and empower competent, integrity-driven individuals across society, including women, youth, and underrepresented groups in the critical implementation phase. Innovative ideas often originate from the margins rather than the centre, and an inclusive leadership style that channels these insights can spark a collective sense of ownership and engagement in the national project.
Conclusion: A Collective Journey Towards 2025 and Beyond
Nigeria has the critical ingredients of a remarkable success story: vast natural resources, an energetic and youthful population, a dynamic entrepreneurial scene, and strategic influence in Africa. Translating these advantages into real-world prosperity, however, hinges on systematic efforts to quell insecurity, modernise infrastructure, and eradicate corruption. When trust in institutions grows, communities become safer, and talents are harnessed in service of progress, the nation stands on the cusp of a profound transformation.
By adopting the lessons of Rwanda, Colombia, India, Indonesia, and other nations—while calibrating them to Nigerian realities—leaders can build genuine momentum for change. Diversifying beyond oil secures economic stability. Fostering youth entrepreneurship creates pathways out of poverty and channels youthful zeal into productive endeavours. Modernising infrastructure enables businesses to operate seamlessly, while robust transparency measures rebuild faith in governance. Strengthening human capital fuels, a leap into a globally competitive knowledge economy. At the same time, addressing deep-seated grievances through community-led development and inclusive policies strikes at the heart of insecurity, replacing despair with opportunity.
Under visionary leadership that is firmly rooted in empathy, accountability and effective as well as efficient implementation of well thought out policies, Nigeria can break free of its historical constraints. The global community, including investors, researchers, and development partners, is more likely to commit their resources and expertise to a country that consistently proves its dedication to transparency, stability, and innovation. As Nigeria continues along this journey, it has the potential to radiate positive influence throughout Africa and beyond, providing a blueprint for how strategic leadership can convert manifold struggles into a legacy of shared prosperity.
Dr Alim Abubakre is the Founder of TEXEM, UK (www.texem.co.uk), a senior lecturer at Sheffield Business School, Member of the Advisory Board of London Business School Africa Society and Non-Executive Director of Business Council for Africa.
The TEXEM programme, Resilience in a Volatile World: Inspiring Transformation Successfully, is a transformative initiative designed to equip leaders with the skills, tools, and frameworks needed to navigate an increasingly complex and unpredictable world. Scheduled from February 8–22, 2025, this unique three-week programme combines dynamic live sessions with engaging virtual self-paced learning. It offers leaders actionable strategies to innovate, influence stakeholders effectively, and drive profitable growth, ensuring they thrive even in the face of significant challenges.
Over the course of the programme, participants engage in a gamified learning experience. Every interaction on TEXEM’s platform—whether watching a video, reading an article, reflecting on scenarios, or contributing to discussions—earns points that contribute to a leaderboard. This leaderboard fosters healthy competition, with the top five participants celebrated weekly during live sessions and recognised with letters sent to their organisations. This approach not only drives engagement but also instills a culture of continuous learning.
The weekly live sessions, lasting four hours, provide an opportunity to delve deeper into key themes. Led by renowned faculty such as Ambassador Charles Crawford, Bradley Jones, and Dr. TB McClelland Jr., these sessions blend group discussions, interactive games, and faculty presentations to provide participants with a comprehensive learning experience. Each session emphasises how leaders can enhance their ability to innovate, influence, and adapt in volatile environments.
Ambassador Charles Crawford’s expertise in negotiation and communication empowers participants to influence diverse stakeholders successfully. His insights are invaluable for leaders aiming to foster collaboration and build trust across complex organisational ecosystems. For instance, in environments marked by rising operational costs or policy shifts, Crawford’s frameworks for effective communication can help leaders align their teams and stakeholders toward shared goals.
Bradley Jones, with his extensive experience as Executive Director of the UAE-UK Business Council, focuses on how leaders can navigate uncertainty while maintaining operational excellence. His sessions equip participants with strategies to refine decision-making processes and build resilience within their organisations. These tools enable leaders to adapt swiftly, ensuring their organisations remain competitive and efficient.
Dr. TB McClelland Jr. enriches the programme by offering practical insights into leadership behaviours that drive innovation and agility. His sessions encourage leaders to embrace creative problem-solving, redesign business models, and foster cultures of experimentation. These behaviours are critical for organisations seeking to identify growth opportunities in the face of adversity.
Innovation is at the core of the programme. Leaders will explore methodologies to rethink traditional business models, optimise resource allocation, and achieve scalable, profitable growth. For example, participants might engage in scenario-based exercises where they learn to develop agile systems that respond effectively to shifting market demands or talent challenges.
The programme also underscores the importance of influencing stakeholders at all levels. Leaders will gain tools to build coalitions, negotiate effectively, and inspire their teams. These capabilities are particularly crucial for addressing high-stakes challenges such as talent scarcity or currency volatility. By fostering a mindset of adaptability and collaboration, leaders can ensure their organisations not only survive but thrive.
A key aspect of the TEXEM programme is its focus on achieving measurable results. Participants will leave equipped with frameworks to assess their progress, measure the impact of their strategies, and refine their approaches over time. This ensures that the lessons learned during the programme translate into actionable, real-world outcomes.
What makes this programme truly transformative is its commitment to holistic leadership development. By blending the flexibility of virtual learning with the depth of live sessions, it offers leaders a comprehensive and engaging experience. Participants not only gain new skills but also develop the confidence to lead with clarity and purpose in uncertain environments. Testimonials from the previous delegates underscore TEXEM’s successes:
“I found TEXEM UK to be a very impactful and high powered platform. I’ve learned so much from the faculty here, and I believe that TEXEM UK is redefining the future of executive training and management. In the past few days, we’ve learned so much about resilience, about how to push our teams even in an economic downturn, and how to manage for profitability and improve performance.” – Amina Yuguga, Journalist and Group Head for Documentaries and Features for Media Trust Group
“The programme 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” – Niyi Toluwalope, Chief Executive Officer of eTranzact Group.
“The quality of the faculty is tremendous, I wonder how they were able to put together such a tremendous faculty combination; people with diverse work experience, people with diverse knowledge. Imagine the level of knowledge among the 3 faculty we interacted with in the last 3 days, it’s something out of the blue”- Kayode Awolu, CEO, Jubilee Life Mortgage Bank.
As the programme concludes, leaders will have a clear vision for their organisations and the tools to turn that vision into reality. They will leave with a deep understanding of how to influence effectively, innovate consistently, and achieve their strategic goals. For those ready to take their leadership to the next level, TEXEM’s Resilience in a Volatile World programme is a vital step toward achieving sustainable success.
Dr. Alim Abubakre Founder of TEXEM & Senior Lecturer at Sheffield Business School and Advisory Board Member of the London Business School Africa Society
The rising cost of living presents a formidable challenge for the people of Nigeria. However, this challenge is not unique to Nigeria. Globally, many countries are grappling with inflationary pressures due to a combination of geopolitics and the fiscal fallout from the COVID-19 pandemic. The conflict between Russia and Ukraine has disrupted food and energy supplies, while tensions in the Middle East exacerbate global oil price volatility. Countries such as the United Kingdom have experienced sharp inflationary spikes, Sri Lanka faced severe food shortages, and Argentina continues to endure hyperinflation. As Nigeria embarks on economic reforms—including the reduction of subsidy payment and the flotation of the Naira—these challenges must be mitigated through innovative strategies across the short, medium, and long term.
This strategic roadmap offers actionable solutions for Nigeria, focusing on alleviating immediate pressures while building sustainable growth frameworks for the future. Alongside these strategies, funding mechanisms will ensure these interventions are practical and impactful.
Empowering Leadership through Strategic Capacity Development
A pivotal element in addressing the cost-of-living crisis is enhancing the strategic capacity of Nigeria’s leaders. Investing in leadership development programs empowers policymakers to adopt holistic and strategic solutions. For instance, countries like Singapore have implemented rigorous leadership training, resulting in visionary policies that drive economic success. In Nigeria, seeking uncommon strategic insights focused on leadership excellence can equip leaders with the skills to navigate complex economic landscapes, fostering innovative approaches to inflation, unemployment, and poverty.
Cultivating the Right Mindset for Sustainable Economic Growth
Equally important is fostering a progressive mindset among leaders that prioritises sustainable economic growth. This involves embracing transparency, accountability, and a commitment to long-term development over short-term gains. Rwanda’s remarkable transformation, driven by leadership that values sustainability and inclusiveness, serves as a compelling example. Nigerian leaders can adopt similar principles, promoting policies that encourage investment, diversify the economy, and enhance the quality of life for all citizens.
Short-Term Strategies: Immediate Relief for Citizens
In the short term, providing quick relief to vulnerable citizens is essential to cushion the impact of higher living costs. One of the most effective ways to achieve this is through direct cash transfers. India demonstrated the efficacy of this approach during the COVID-19 pandemic by disbursing payments to over 200 million women under the Pradhan Mantri Jan Dhan Yojana scheme. A similar initiative in Nigeria, targeted at the poorest households, would offer immediate relief and help prevent households from slipping into deeper poverty.
Additionally, temporary tax reductions on essential goods can lower retail prices and ease the burden on consumers. For instance, Kenya temporarily reduced VAT from 16% to 14% during the pandemic to help citizens cope with rising costs. Nigeria could adopt a similar approach by reducing import duties on staple foods and essential products. (There is already in place an ineffective zero duty on food. Government should check her own policies for effectiveness and self-correct.)
Another immediate intervention is providing subsidies for public transportation. With transport costs constituting a significant portion of household expenses, subsidies can ease commuting costs. Germany exemplified this with its €9 monthly public transport ticket, a move that was widely appreciated for making travel more affordable. Proper implementation and funding of the conversion and adoption of Compressed Natural Gas (CNG) for public transport could also be explored with vigour. The government should make the kits for conversion cheaper by working directly with manufacturers or, better still, encouraging them to start producing locally.
To prevent market distortions, the government—especially at the state level—must monitor prices and curtail hoarding. India’s proactive market surveillance, particularly on essential commodities like onions and pulses, has shown that monitoring systems can stabilize prices and prevent panic buying. Nigeria should implement similar anti-hoarding policies, supported by sanctions for violators.
The government can also release more strategic reserves of food and fuel to counteract supply disruptions and stabilize prices. The United States’ decision to release oil from its Strategic Petroleum Reserve in 2022 eased global fuel prices, a model Nigeria could replicate with its grain and petroleum reserves.
Furthermore, introducing price caps on essential medicines and healthcare services will ensure affordability in the short term. South Africa’s Single Exit Price policy for medicines provides an example of how government intervention can keep healthcare accessible for citizens.
Finally, community feeding programs can offer immediate relief to vulnerable populations. Brazil’s Zero Hunger Program successfully used community kitchens to provide meals to those in need. Nigeria could expand its school feeding programs and establish community kitchens to support the most affected populations. -This should be negotiated into Corporate Social Responsibility mandates for corporations. The government should minimise direct involvement in such activities to reduce the risk of corruption.
Medium-Term Strategies: Building Resilience through Strategic Investments
Medium-term strategies are crucial to foster economic resilience and prevent future crises. One priority is to boost local production through agricultural support. Ethiopia’s Agricultural Transformation Agency exemplifies how targeted interventions—such as improved seed distribution and farming techniques—can increase food production and reduce dependency on imports. Nigeria can leverage its agricultural potential by providing farmers with access to better inputs and technical training.
Encouraging small and medium enterprises (SMEs) through financial incentives and business development support will stimulate job creation and income growth. Malaysia’s SME Masterplan successfully facilitated economic growth and employment by providing capital and training to entrepreneurs. Nigeria should prioritize similar initiatives, focusing on sectors with high growth potential.
Investment in public transportation infrastructure can alleviate commuting costs while addressing urban congestion. Colombia’s TransMilenio system in Bogotá improved mobility for millions of citizens and reduced their transport expenses. Expanding Nigeria’s public transportation network, especially in urban centers, will similarly lower commuting costs. Encouraging all subnational governments to build suitable mass transit networks—whether rail, buses, or trams—powered by CNG, renewable electricity, or diesel, is essential.
Supporting renewable energy adoption is another essential medium-term strategy. Morocco’s investment in solar energy through the Noor Ouarzazate Solar Complex created jobs and lowered energy costs. Nigeria can incentivize renewable energy solutions—such as solar panels in rural areas—to reduce reliance on expensive fossil fuels. Indeed, Nigeria has massive potential for solar energy nationwide and wind energy in the North-West and North-East is crucial. Sub-national governments should start building medium to large solar and wind farms for power generation. New legislation allows every state to generate and sell power.
Food price stabilization funds can provide a buffer during periods of price volatility. Indonesia’s State Logistics Agency (Bulog) stabilizes rice prices by managing reserves and offering subsidies. Nigeria could establish a similar fund for key staples to cushion against market fluctuations.
To address housing costs, developing affordable housing programs is vital. Singapore’s Housing and Development Board provides affordable homes for over 80% of its population. Nigeria could partner with private developers to build affordable housing units and offer mortgage subsidies to middle- and low-income families.
Finally, strengthening social safety nets through expanded welfare programs, such as unemployment benefits and health insurance, will protect vulnerable citizens from economic shocks. Chile’s Solidarity and Social Investment Fund offers a model of comprehensive social support that Nigeria can emulate to enhance the well-being of its population.
Long-Term Strategies: Building a Sustainable, Inclusive Economy
For long-term stability, Nigeria must focus on diversifying the economy. The UAE’s success in reducing its reliance on oil by investing in tourism, aviation, and finance offers a blueprint for Nigeria. Developing sectors such as technology, manufacturing, security and agriculture will reduce economic vulnerability and provide sustainable employment opportunities.
Investing in education and skill development is essential for creating a skilled workforce capable of thriving in a modern economy. South Korea’s emphasis on education and skills training propelled its economic growth and technological leadership. Nigeria should prioritize educational reform, focusing on vocational training and digital skills to prepare its youth for the future.
Promoting industrialization will further enhance domestic production and reduce dependency on imports. China’s focus on manufacturing has transformed it into the “world’s factory,” creating millions of jobs and making goods more affordable. Nigeria can adopt a similar approach by fostering manufacturing hubs and offering incentives to investors.
Advancing agricultural technology is another long-term strategy that will increase productivity and food security. The Netherlands’ leadership in agricultural innovation enabled it to become the world’s second-largest exporter of agricultural products. Nigeria should invest in research and technology to enhance farming practices and boost yields.
Expanding renewable energy infrastructure is critical for reducing energy costs and environmental impact. Denmark’s investment in wind energy, which now supplies nearly half of the country’s electricity, is a testament to the potential of renewable energy. Nigeria can pursue large-scale renewable projects to diversify its energy sources.
Building comprehensive social welfare systems will ensure that citizens are protected from future economic downturns. Sweden’s extensive welfare programs have contributed to low poverty rates and a high standard of living. Nigeria should develop robust systems of healthcare, education, and unemployment insurance to support its citizens.
Strengthening economic governance and anti-corruption measures is essential to attract foreign investment and ensure efficient resource allocation. Botswana’s anti-corruption efforts have resulted in sustained economic growth and investor confidence. Nigeria must prioritize governance reforms to build a transparent and efficient economy.
Funding the Solutions: Realistic, Implementable Approaches
Funding these initiatives requires innovative strategies. Nigeria can explore public-private partnerships (PPPs) to fund infrastructure projects, replicating the success of India’s PPP model for highways. Tax reform—including better collection of existing taxes—can improve government revenues, as seen in Rwanda’s efforts to digitize tax collection. The Federal Government’s tax reform committee’s recommendations should be thoroughly reviewed and implemented accordingly.
Nigeria could also issue more diaspora bonds to leverage contributions from Nigerians abroad, following Ethiopia’s successful use of such bonds to fund infrastructure projects. Debt restructuring and relief negotiations with international creditors, similar to Argentina’s approach, will free up funds for domestic priorities. More funding initiatives like Sukuk bonds for road construction, successfully utilized by the previous Ministry of Works, should be explored.
The government can increase revenue through state asset privatization, as seen in Saudi Arabia’s partial privatization of Saudi Aramco. Carbon credits and environmental levies offer another source of revenue, with countries like Canada generating income from carbon taxes. However, we must assess whether we have viable assets left to sell off, aside from the refineries and federal government owned real estate.
Furthermore, Nigeria should strengthen foreign direct investment (FDI) frameworks, following Singapore’s model of attracting investors through incentives and policy stability. Remittance facilitation can also enhance foreign exchange reserves, as the Philippines has done by encouraging overseas workers to remit funds.
Conclusion: A Sustainable Future for Nigeria
While the reduction of the payment of subsidies and the flotation of the Naira have presented challenges, they also offer an opportunity for Nigeria to embark on meaningful economic reforms. By empowering leaders through strategic capacity development and cultivating the right mindset toward sustainable growth, Nigeria can effectively implement these short, medium, and long-term strategies. Examples from around the world highlight the transformative impact of visionary leadership and strategic planning.
By adopting these strategies, Nigeria can reduce the cost of living, create more employment, improve national security, build a resilient economy, and improve the well-being of its citizens. Strategic funding mechanisms will ensure these initiatives are realistic and sustainable. With political will, effective implementation, and empowered leadership, Nigeria can emerge stronger, charting a path toward inclusive and sustainable growth.
Leaders Empowered at TEXEM’s Transformative Liverpool Programme
The recent TEXEM Strategic Agility and Inspiring Change programme, held from August 26th to 29th, 2024, was a remarkable gathering that left an indelible mark on all who attended. This executive development programme, which took place in the vibrant city of Liverpool, was not just a capacity development programme but an immersive experience that combined cutting-edge leadership insights with practical applications, all aimed at empowering leaders to navigate the complexities of today’s turbulent environment. Hosted at the prestigious Hilton Liverpool City Centre, the programme commenced with a warm welcome on Monday, August 26th. The morning session, led by the esteemed Prof. Rodria Laline, delved into the foundations of strategic agility, setting the stage for a week of deep learning and transformative discussions. Participants were introduced to the principles of strategic agility, exploring how these concepts provide a critical leadership edge in times of uncertainty—the afternoon continued with an exploration of effective leadership in change management, where executives learned best practices in implementing change—a crucial skill in maintaining organisational resilience.
Tuesday, August 27th, was a day that blended rigorous academic inquiry with an unforgettable practical experience. Dr Alim Abubakre, Founder of TEXEM, UK, guided participants through a detailed analysis of strategic agility versus agile strategy, drawing on the resource-based view to provide a robust framework for leveraging organisational strengths to win. Specifically, the presentation on “Strategic Agility vs. Agile Strategy: Leveraging the Resource-Based View” provides leaders with a clear distinction between these two concepts, emphasising the importance of organisational flexibility and rapid adaptation in a dynamic business environment. By leveraging unique resources and capabilities, leaders can sustain competitive advantages and foster resilience against disruptions. The benefits include enhanced decision-making, faster response times, and the ability to capitalise on emerging opportunities, ultimately driving sustainable success in turbulent times.
The evening offered a unique opportunity to visit Liverpool Football Club, where participants engaged in a working trip that transcended the usual confines of corporate capacity development programmes. Led by the legendary Ian Callaghan, who holds the record for the most appearances for Liverpool and was a key player in their FA Cup success and England’s World Cup-winning squad, this guided tour provided not just inspiration but a living example of dedication, teamwork, and strategic thinking. The third day, Wednesday, August 28th, facilitated by Ambassador Charles Crawford, brought forward big ideas on how to make meetings more effective—a critical component of strategic agility. Participants were then challenged to engage in practical speaking exercises, sharpening their communication skills, which are essential for motivating teams and driving change. The afternoon was dedicated to case studies highlighting diplomatic agility, providing real-world examples of how strategic thinking can be applied in high-stakes situations. The day concluded with discussions that distilled vital messages from the day’s activities, leaving participants with actionable insights to bring back to their organisations.
The final day, Thursday, August 29th, under the guidance of Prof. Roger Delves, was a masterclass in emotional intelligence (EQ) and transformational leadership. Participants explored how strategic relational management fuels sustainable success, delving into authentic and purpose-driven leadership. This session culminated the week’s learning, bringing together the threads of strategic agility, change management, and leadership authenticity into a coherent approach to leading in uncertain times.
Throughout the programme, participants were engaged in learning and networking during informal discussions over lunch and dinner, creating connections that are sure to last well beyond the programme. The farewell dinner on Thursday evening marked the conclusion of a week that was as much about building community as it was about gaining knowledge.
The programme’s methodology encompasses group and individual impactful activities, peer-to-peer learning, games, observation practice, and self-reflection to make learning fun, engaging, and insightful. This approach not only made the sessions more enjoyable but also ensured that the insights were deeply ingrained, practical, and immediately applicable. Participants left with a sense of accomplishment, armed with actionable strategies to drive organisational success. The benefits of this methodology were manifold—enhanced retention of knowledge through active engagement, a supportive learning environment that fostered collaboration, the opportunity to immediately apply new skills in a safe setting, the development of critical thinking through interactive exercises, and the ability to reflect on personal leadership styles and their impact.
Testimonials from the participants underscored the programme’s success: “The programme is all about strategic agility, and we’re living in times of disruption. The programme has equipped me with some valuable skills in terms of emotional intelligence, in terms of transformational leadership, and these are quite important ingredients and tools for any organisation that wants to thrive and succeed.” Rabia Wanka, Head of Oil and Gas Transactions, NEXIM Bank.
“A lot has been learned. And, specifically, I like the energy. Sincerely, I’ve had other international programmes, but this is with a difference, the faculties that were brought, the way the programme is structured, you know, around organisation and around self. It’s distinct, and I want to recommend it to leaders, to come to TEXEM.” John Tizhe, Executive Director, NPF Microfinance Bank.
“Well, I was coming from an environment where agility is the language, it is not strange…to me, but this programme further exposed me more, like, a firsthand information, … with this insight I’ve gotten from here, it’s going to help me to move even more faster…” – Olusola Faleye, MD/CEO, Lagos Building Investment Company Plc (LBIC).
For those who missed this programme, it is not an exaggeration to say that they missed a truly transformative experience. The insights gained were not just theoretical but practical, providing leaders with the tools they need to drive their organisations forward with confidence and agility. As we all know, the ability to adapt and lead in turbulent times is not just a luxury but a necessity for sustainable success. Those who were fortunate enough to attend now carry with them a strategic edge that will undoubtedly set them apart in their respective fields.
Ambassador Charles Crawford is an Oxford and Harvard-trained British Diplomat. He is the winner of the equivalent of two Oscars and a former British Ambassador to Bosnia and Poland. He has inspired thousands of leaders globally on how to win in a world increasingly shaped by geopolitics and volatility. He will be among the four faculty members delivering the TEXEM. Other faculty members include Professor Rodria Laline (Inventor of the first chip used on the first ATM card, Former Senior Vice President of Oracle in Asia Pacific and Harvard, INSEAD and IESE Professor, Oxford trained Professor Roger Delves, Board Member at Global Firm at the age of 30 and Dr Alim Abubakre, Advisory Board Member of London Business School Africa Society and Founder of TEXEM, UK. In this interview, Charles Crawford shares insights on how to inspire change and fuel Sustainable Success as part of this TEXEM, UK programme Strategic Agility and Inspiring Change: Fuelling Sustainable Success taking place between 26th and 29th of August at Hilton Liverpool.
How can your extensive diplomatic experience in post-communist Europe and your work in post-conflict reconciliation inform leaders on anticipating and adapting to market dynamics in rapidly changing environments?
The Foreign Office library had no handy text-book on ‘How to Abandon Communism’ that we could read. The situation we faced was completely new, almost revolutionary. The drama of the situation compelled new thinking and in the early years after the Soviet Union dissolved some unusual urgency. We all had to try to think differently. To go back to First Principles, in a sense. The problem was that we had no way of identifying what those principles in fact were! Our main mistake (and my own main mistake) was to have been too optimistic especially about Russia but then also Serbia. That’s a good lesson for business leaders operating in these increasingly volatile world: don’t think that buoyant market conditions are doomed to last for ever.
What unique insights can participants gain from learning about leadership strategies from you, someone who has firsthand experience in managing complex transitions in volatile regions like the former Yugoslavia, Russia, and South Africa?
Leaders are likely to be as good as their followers. Any major change programmes have winners and losers, and the losers tend to be highly motivated and disruptive. It’s important to be ambitious but also realistic. The Serbia Prime Minister Zoran Djindjić was assassinated because he underestimated his enemies. But then how do you make concessions to dangerous enemies without demoralising friends? You will glean fresh insights and challenge assumptions around this through this forthcoming TEXEM programme Strategic Agility and Inspiring Change: Fuelling Sustainable Success.
How does the concept of ‘Strategic Agility’ in business align with the diplomatic agility demonstrated by you during your service in regions undergoing significant political and social transformation?
Diplomacy is typically not ‘agile’ and does not aim to be. Rather the emphasis is on patience and method, albeit with appropriate energy and ambition. Plus, it’s fine to be agile. But what if your agility makes you jump into a deep dark hole? Maybe it all comes down to willingness to take smart risks – and being good at taking smart risks! During this TEXEM programme Strategic Agility and Inspiring Change: Fuelling Sustainable Success we will discuss actionable insights that will help them win.
What lessons can be drawn from your role as a speechwriter and communicator in the Foreign and Commonwealth Office and thereafter for world leaders that are applicable to leading change and inspiring others in a corporate setting?
Leaders have to mobilise and motivate followers. That normally comes through words that explain actions. Far too many speeches focus on sharing ‘information’ and ignore the importance of motivation. Speeches don’t need to give watertight answers. It’s often enough to pose new questions or challenge old thinking without giving answers – get the audience thinking for themselves! That said, no speechwriter gets far if the senior speaker does not want to take any risks or say something new and challenging. ‘Let’s play it safe today’ is always a tempting way to avoid responsibility.
In what ways can the case studies of leaders who successfully led through chaos, presented in this programme, benefit from your experience dealing with the fall of communism and apartheid?
Inside stories from these great political or diplomatic dramas are always interesting. They show how hard choices were there to be made, and what happened if those choices were embraced or avoided. One interesting problem is Trust – how to focus on delivering ambitious goals while not being naive about the intentions of the people you’re now unexpectedly working with? Lots of examples of these and many more will be shared leveraging TEXEM’s proven and tested methodology that makes learning, insightful, practicable, engaging, stimulating and fun
How does networking with a former senior diplomat like you and other illustrious faculty such as Professor Rodria Laline and Professor Roger Delves on this programme provide participants with unique perspectives on international market trends and leadership strategies?
I want programme participants to go away with some new big ideas but also some practical skills they can apply the next day in a tough work context. Great programmes combine theory and practice in a lively thought-provoking package. This TEXEM programme will entail a methodology that encourages peer to peer learning, networking, improved self-awareness and stronger sense of purpose for leaders to achieve their goals more effectively and efficiently. For more information, please visit https://texem.co.uk/strategic-agility-and-change-mastery-fueling-sustainable-success/
In the dynamic world of leadership and organisational excellence, few individuals stand out as prominently as Engr. Abel Nsa, a distinguished alumnus of TEXEM UK. With immense pride and joy, we extend our heartfelt congratulations to Engr. Nsa on his recent appointment as the Senior Technical Advisor to the Minister of Petroleum Resources Gas by the administration of President Bola Ahmed Tinubu.
Engr. Abel Nsa’s journey with TEXEM UK has been exceptional, marked by a commitment to continuous learning and a relentless pursuit of excellence. Having participated in two of TEXEM’s flagship programmes, “Developing and Leading High-Performance Organizations for Superlative Results” in July 2018 and “Winning in Turbulent Times” held in July 2023, Engr. Nsa has exemplified the qualities that define authentic strategic leadership. His repeat participation in TEXEM’s programmes demonstrates his embrace of a growth mindset and illustrious pursuit of lifelong learning, which are quintessential requirements for thriving as a leader.
With a career spanning over 25 years in the Public Service, Engr. Nsa’s trajectory has been nothing short of remarkable. He embarked on his professional journey in 1996 at the Department of Petroleum Resources (DPR), starting as Engineer I and progressing through various roles, including Senior Engineer, Principal Engineer, and Assistant Chief Engineer in the Engineering & Standards Division. As the Senior Technical Adviser to the Nigerian Upstream Petroleum Commission Chief Executive from October 2021 to May 2022, he provided strategic advisory services on industry issues, spearheaded high-impact industry engagements, and represented the Chief Executive at conferences. In his role as Head/Assistant Director at the Department of Petroleum Resources from January 1994 to October 2021, he facilitated the development of marginal fields, administered domestic gas supply obligations, and delivered the Gas Transportation Network Code, contributing to the optimisation of the DPR’s service delivery and regulatory impact analyses on critical policies. Throughout my career, I consistently provided technical advisory services, ensured timely delivery of action items, initiated programs for service optimisation, and maintained a keen focus on industry performance indicators, showcasing my commitment to transformative leadership and strategic impact. A graduate of Chemical Engineering from the prestigious University of Lagos in 1991, Engr. Nsa further honed his expertise with Double master’s degrees in Chemical Engineering and Natural Gas Engineering from the University of Lagos and Texas A&M University in 1998 and 2008, respectively.
Engr. Nsa’s commitment to professional standards is evident through his certification as a Registered Engineer of the Council for the Regulation of Engineering in Nigeria (COREN) with registration number R.26033. Additionally, he holds the esteemed title of Fellow of the Nigerian Society of Engineers. He is a proud member of the Society of Petroleum Engineers (SPE) and the Nigerian Society of Chemical Engineers. His multidimensional approach to the industry is further demonstrated by his membership in the Nigerian Gas Association.
Notably, Engr. Nsa’s contributions to the industry were recently recognised with an Award of Recognition for his significant role in the successful launch of the Nigerian Gas Transportation Network Code by the Nigerian Gas Association in April 2023.
Before assuming his role as Senior Technical Advisor to the Minister of Petroleum Resources Gas, Engr, Nsa served as the Director of the National Oil & Gas Excellence Centre (NOGEC) from May 2022. This progression is a testament to his unwavering dedication, expertise, and leadership acumen.
As an organisation committed to fostering leadership excellence, TEXEM UK takes immense pride in Engr. Abel Nsa’s achievements. His success reflects his personal dedication and exemplifies the impact of quality leadership development programmes. We encourage Engr. Nsa will continue to make invaluable contributions to the industry, and we look forward to witnessing the positive influence he will bring to his new role.
TEXEM, UK’s founder, counsels, “Bravo, Engr Abel, on your well-deserved appointment! Your dedication to service is commendable and crucial in fostering good governance, paving the way for impactful nation-building initiatives. Please embrace this role as a profound opportunity to leave an enduring legacy. Your commitment to excellence will undoubtedly contribute to the greater good, elevating the service standards of humanity. You can weave a narrative of positive change and enduring impact in your new position. Your strategic leadership will be instrumental in steering the course towards a future marked by integrity and progress in the oil and gas industry and, by extension, Nigeria.”
In celebrating Engr. Nsa’s accomplishments, we also celebrate the spirit of continuous learning, resilience, and leadership that TEXEM UK aims to instil in every participant. We take great pride in Engr. Nsa’s accomplishments and is honoured to have played a part in his professional journey. We extend our warmest congratulations to Engr. Abel Nsa and we wish him continued success in his new and influential role. May his journey inspire many others to reach greater heights in their professional endeavours.
TEXEM UK extends heartfelt congratulations to Gboyega Lesi on his appointment as the Managing Director of Leadway Assurance Company Limited.
In a decisive move to propel Leadway Assurance Company Limited into a new era of leadership, Gboyega Lesi has been appointed Managing Director, marking a significant milestone in his illustrious career spanning over 25 years in the insurance industry.
Mr Lesi’s journey in the world of professional insurance commenced as a trainee risk surveyor, a role that laid the foundation for a career distinguished by excellence and commitment. Studying Civil Engineering at the University of Lagos, in Nigeria, gave him a solid educational background that would intertwine seamlessly with his deep understanding of risk management, insurance brokering, underwriting, product development, Bancassurance, and sales.
A seasoned professional, Mr Lesi’s expertise has been honed through a series of courses, both locally and abroad, focusing on insurance underwriting, risk management, strategy, management, operations, and marketing. His academic pursuits include an MBA from Aston University in Birmingham, UK, adding a strategic dimension to his technical acumen. As an Associate of the Chartered Insurance Institute of London and Nigeria and a member of the Chartered Management Institute (MCMI) of London, Mr Lesi brings a wealth of knowledge and a commitment to upholding the highest standards of professionalism. His dedication to impactful societal leadership is exemplified by his voluntary work as the President of the Rotary Club of Falomo as far back as 2014, during which he championed community development, innovation and resilience in his commendable service to humanity.
Notably, Mr Lesi’s engagement with TEXEM in July 2021 through the “Effective Leadership for Sustainable Success” programme showcases his dedication to continuous learning and professional development. This participation underscores his proactive approach to leadership and aligns with TEXEM’s mission to empower executives with the skills and insights necessary for sustainable success in dynamic business environments.
Reflecting on his new role, Mr Lesi expressed gratitude and a deep sense of responsibility: “It is an honour to assume leadership of this esteemed company during such a pivotal time. Our robust growth over the years is attributed to our values, a customer-centric culture, and an engaging approach that sets us apart.”
Mr Lesi further emphasised his commitment to building upon Leadway Assurance’s rich legacy: “Taking up the mantle to build upon this legacy is a challenge I eagerly embrace alongside our dedicated professional team. My determination to consistently deliver excellence remains unwavering. I am wholeheartedly committed to furthering our accomplishments by placing our clients at the centre of every aspect of our operations.”
TEXEM UK recognises Gboyega Lesi not only as an exceptional leader but also as an individual dedicated to the principles of continuous improvement and stakeholder-focused service. As he assumes the role of Managing Director, we extend our best wishes for continued success, innovation, and sustainable growth at Leadway Assurance Company Limited.
Congratulations, Gboyega Lesi, on this well-deserved appointment. May your tenure be marked by unparalleled achievements and lasting impact in the insurance industry. TEXEM’s founder, Dr Alim Abubakre, advises, “As you embark on this journey, Mr Gboyega Lesi, envision your role as a catalyst for transformation. Every decision you make, every initiative you spearhead, and every strategic positioning you inspire should be rooted in the profound belief that service to humanity is the cornerstone of genuine success.”
I write with a tremendous sense of responsibility considering the scale of existential challenges that leaders glocally (globally and locally) face in these disruptive times characterised by slow growth, failing business models, cyber threats and high inflation. Leveraging insights gleaned from diverse contexts and thousands of interactions with decision-makers globally as the founder of TEXEM, UK, I present some actionable solutions for success in 2024. In the crucible of economic challenges, Nigerian CEOs stand at the helm, poised for transformative leadership. Embrace resilience, chart strategic courses, and foster innovation to navigate the complex landscape. In 2024, let governance be your compass, steering toward ethical excellence. Forge strategic alliances, empower teams, and lead with unwavering vision to endure and thrive in adversity. This is your call to pioneer change, where leadership, strategy, innovation, and governance converge for a prosperous year ahead. Navigating challenging economic times demands resilient leadership. Here’s a strategic blueprint for success in 2024: Embrace Innovation: “Innovation is the specific instrument of entrepreneurship.” – Joseph Schumpeter. Opportunity Identification, Problem-Solving Capability, Market Relevance and Strategic Evolution are many benefits of innovation in these uncertain times. Nigerian leaders could learn from developing countries like India, where technology leaders have transformed the landscape despite challenges. Agile Leadership: “Leadership is the capacity to translate vision into reality.” Warren Bennis. In these times of high inflation and heightened currency risks, leaders in Nigeria can learn from the agility and resilience of leaders in Brazil, who adapt swiftly to economic shifts. Strategic Vision: “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” – Gary Hamel. In these times of turbulence, leadership is tested, and true leaders thrive. In challenging times, CEOs with a clear vision successfully navigate challenges and win. Governance Excellence: “Good governance never depends upon laws, but upon the personal qualities of those who govern. The machinery of government is always subordinate to the will of those who administer that machinery.” – Frank Herbert. In these volatile times, strategic leaders need to optimise their decision-making credentials and oversight acumen. Leaders should examine and learn from the governance models in Singapore, emphasising and inspiring core competence that stimulates better accountability, effective resource allocation and efficient execution. Diversification & Uncontested Market Strategy. The Uncontested Market Strategy and diversification share common elements but are distinct concepts. In these complex times, leaders need to diversify. Diversification involves expanding an organisation’s business operations into new markets, products, or services, e.g., Exploring new markets that the Africa Free Trade Continental Agreement offers. On the other hand, the Blue Ocean Strategy is a specific approach to business strategy that focuses on creating uncontested market space. For example, Nintendo’s Wii gaming console introduced motion-sensing technology, making gaming accessible to a broader audience. The console’s user-friendly design and interactive gameplay appealed to non-traditional gamers, creating a new market segment. Nintendo strategically shifted focus from competing in the traditional gaming console market, tapping into a blue ocean of casual gamers. Also, Singapore has successfully implemented a Blue Ocean-like strategy by transforming itself into a global hub for finance, trade, and technology. The government focused on creating an attractive business environment, investing in education, and fostering innovation. This strategy positioned Singapore as a unique and thriving economic centre in Southeast Asia, attracting multinational corporations and promoting economic growth. Furthermore, government leaders can learn from Mexico’s diversified economy to mitigate risks and navigate uncertain economic climates.
Stakeholder Collaboration: “Coming together is a beginning, staying together is progress, and working together is a success.” – Henry Ford. The capability to build strong relationships with diverse stakeholders is a resource that is unique and difficult to imitate. Nigerian leaders can observe how leaders such as Jeff Bezos (Amazon) thrived. Bezos transformed Amazon into a global e-commerce giant through collaboration with sellers, partners, and investors. Amazon’s success is deeply rooted in its ability to create a vast ecosystem of stakeholders. Talent Development: “In the end, strategy is about the organisation’s survival.” – Henry Mintzberg. A learning organisation or country will always turn challenges into vitamins. They would avoid complacency, denial and confusion and always aspire to renewal. To build a learning culture, leaders can glean valuable insights from how Malaysia focuses on talent development to ensure organisational resilience. Nigeria could develop its citizens’ competence in programming, entrepreneurship, customer service, arts, fashion, and entertainment and export this to the rest of the world. Digital Transformation: Data analytics provides valuable insights for leaders’ informed decision-making. In these turbulent times, organisations can leverage data to understand customer behaviour, market trends, and internal operations, leading to better strategic choices. At the national level, a digitally transformed economy stimulates economic growth by fostering innovation and attracting investments, which Nigeria urgently needs. The Nigerian government could leverage technology to improve the ease and cost of doing business, enabling the private sector to create new job opportunities, resulting in improved competitiveness. Nigeria can take cues from Rwanda’s commitment to digital transformation, leveraging technology for economic resilience. Public-Private Partnerships: “The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.” – Peter Drucker. The Nigerian government should adopt an intrapreneurial mindset and embrace more public-private partnerships at scale to unlock inclusive, sustainable development through better infrastructure development, risk management and resource mobilisation. We can glean pragmatic insights from how leaders in Kenya foster public-private partnerships for mutual growth. It is apposite to share two examples of successful Public-Private Partnership initiatives in Kenya. Firstly, the Mombasa-Nairobi Standard Gauge Railway (SGR) was implemented through a PPP, enhancing transportation connectivity. Secondly, the Kenyan government has sought private sector involvement in providing affordable housing solutions. PPPs are utilized to develop housing projects, addressing the growing demand for quality and affordable housing. Kenya has strategically employed Public-Private Partnerships to address infrastructure gaps, improve service delivery, and promote economic development. These collaborations have allowed the government to leverage private sector expertise, resources, and efficiency to achieve shared goals. Risk Management: “Risk comes from not knowing what you’re doing.” – Warren Buffett. In times of crisis, leaders need to be deliberate about managing risk as it will assure superior brand equity, regulatory compliance and financial stability. Nigerian leaders need to reflect on Chile’s approach to risk management, emphasising strategies to mitigate and navigate uncertainties. Ethical Leadership: “The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.” – Dwight D. Eisenhower. Consider New Zealand’s Prime Minister Jacinda Ardern’s emphasis on ethical leadership during the COVID-19 crisis. She utilised clear communication, people-centric decision-making, empathy and compassion, prioritising public health and economic support with fairness. Stakeholder-Centric Innovation: Nigerian leaders can learn from the Philippines, where companies innovate with a stakeholder-centric approach to stay relevant and resilient. Strategic Alliances: “The essence of strategy is choosing what not to do.” – Michael Porter. Nigerian leaders can observe how leaders in Egypt form strategic alliances to bolster their market positions. Social Responsibility: “Leadership is not just about giving energy…it’s unleashing other people’s energy.” – Paul Polman. Social Accountability could help build public trust and legitimacy, foster national cohesion and drive inclusive growth. Nigerian leaders can glean many lessons from the success of socially responsible companies globally, positively impacting society and their bottom line. Adaptive Governance Models: “Governance is not just about the organisation’s legal compliance. It is also about creating a culture that allows good things to happen.” – Sir Adrian Cadbury. In these challenging times, an adaptive governance model is crucial for winning. Adaptive governance models offer flexibility to respond quickly to changing circumstances. Adapting policies and strategies in real-time is vital for effective decision-making in difficult times. Nigerian leaders can learn from Indonesia’s adaptive governance models that foster innovation and responsiveness. Strategic Communication: “The most important thing in communication is hearing what isn’t said.” – Peter Drucker. Nigerian leaders can learn from and avoid the errors made by the Turkish government, which failed in strategic communication during the recent earthquake. Investment in Education: “Education is the most powerful weapon you can use to change the world.” – Nelson Mandela. Nigeria needs to take a cue from the leader of Singapore, prioritising education as an investment in long-term economic resilience. Lee Kuan Yew (Singapore) is a good case in point. As Singapore’s founding father, Lee Kuan Yew recognised the importance of education in the nation’s development. He invested heavily in building a robust educational system, fostering a meritocratic society. Singapore’s education policies contributed significantly to its economic success, making it a global hub for innovation and talent. My humble submission is that if leaders like Lee Kuan Yew and Jeff Bezos can do it, so can Nigerian leaders. 2024 and beyond is the time to make deliberate choices, take strategic actions, and position themselves optimally to win in 2024, a year of recovery and immense promise.
Dr Alim Abubakre is the Founder of TEXEM, UK (www.texem.co.uk) and a Senior Lecturer at Sheffield Business School.
Twice mentioned in House of Lords’ debates as an authority on corporate governance and internal auditing and by The Times as ‘a worldwide authority on corporate governance’ Andrew has been a non-executive director of a FTSE250 financial institution, a well-known mutual, small software companies. He has served on the board of an NHS acute hospital trust and a prominent charity – usually having chaired their audit committees. He was Dean of what is now the leading Cass Business School, where he is professor emeritus, and until 2013 was Professor of Corporate Governance at London South Bank University. He was Professor of Audit and Control at the University of Hull from 1994-98 and has held visiting professorships at the Catholic University of Leuven in Belgium (twice) and Birmingham City University.
He has worked as a Specialist Adviser to the House of Lords’ Economic Affairs Select Committee’s Inquiry into Auditors: Market concentration and their role that led to audit market reforms. Andrew was one of a seven-member UK committee that published Internal Audit Guidance for Financial Services. He has been a member of the UK FRC’s Auditing Practices Board and until recently chaired Accountancy Europe’s Corporate Governance and Company Law committee (Brussels).
Andrew has received The Institute of Internal Auditors’ (UK) Distinguished Service Award and the Bradford Cadmus Memorial Award of the global Institute of Internal Auditors.
Author of more than twenty books, including Chambers’ Corporate Governance Handbook (8th ed., 2020), Operational Auditing Handbook – Auditing Business & IT Processes (2nd ed., 2010, Wiley, ISBN 0470744766), and Tolley’s Internal Auditor’s Handbook (2nd ed., 2009, LexisNexis, ISBN
Clive Carpenter
Clive Carpenter is an international banker with a proven track record in management at board level, with a reputation for providing innovative solutions and implementing them.
He is accomplished at analysing and resolving challenges and operating in highly demanding environments.
With over 45 years experience in business and finance, principally in the banking industry and, latterly, extending to private sector development, especially in developing countries, he is also a registered Trustee being Chairman of the Royal Over-Seas League’s Trust (registered charity number 306095).
He has worked and resided in Kenya, Nigeria and The Netherlands, in addition to the UK, and travelled to many other African countries in the course of his work, giving advice and providing solutions.
Financially qualified (FCIB), qualified in corporate governance (C.Dir.), together with strong people and communication skills.
He is a Prudential Regulatory Authority Authorised Person – reference CXC01975 with Senior Management Function – SMF 12 – Chair of Remuneration Committee.
He is established as a fully independent non-executive Director and adviser/consultant on the key financial and management issues affecting businesses and the implementation of good governance, most especially in developing countries in Africa. He is also a mentor to many young executives.
Author of published articles on African issues and popular public speaker/lecturer.
Frank Aigbogun
Frank is a journalist and publisher of BusinessDay newspaper, which he co-founded in 2001. He began his journalism career at the Guardian and moved on to Vanguard, where he rose to the position of editor of all the titles of the newspaper. Frank served for many years as the Lagos correspondent of the Associated Press, AP.
Mr Aigbogun holds a degree in Mass Communication and is an alumnus of the Lagos Business School.
He was a member of the vision 2010 committee that was tasked by the federal government with drawing up a long term economic vision for the country and served as alternate rapporteur for the sub-committee on competition and deregulation. He has also served on the governing board of Nigeria’s National Competitiveness Council.
Professor John Peters
John Peters, Former Chair of Association of MBAs, Top Word Leadership Speaker and Survivor Par Excellence, has been Visiting Professor in many UK Universities (E.g. Aston and Henley Business School)
John Peters came to the world’s attention in January 1991, when his bruised and battered face flashed onto television screens around the world as a prisoner of war. It was his disfigured image that became a potent symbol of Saddam Hussein’s ruthless aggression. He has written two best-selling books and the documentary, ‘Tornado Down’ was Independent Documentary of the Year and a BAFTA Award Nominee. He has extensive international TV, radio, PR and media experience.
John Is an experienced International consultant working with senior leaders. He has followed Mr Nelson Mandela on stage in South Africa, followed Heads of State and spoken for Royalty. At home with corporate, government or third sector audiences, he speaks on resilience, leadership, dealing with uncertainty, agility and high-performance mindset.
On leaving the RAF, he founded Monkey Business, providing business-critical development, consulting and coaching – through a leadership lens for senior business teams. Working internationally with corporates, governmental and the Third Sector, Monkey Business provides business-critical development, consulting and coaching through a leadership lens. Using his Gulf War, POW experience, international media exposure, award-winning Human Factors development programme and instruction in high-performance aviation and 20 years’ consultancy business, John challenges leaders’ approach and provides practical tools that can be applied immediately in the workplace.
High-Performance Leadership with Mayors of Moscow (simultaneous translation)
Change Management. Top 50 Civil Servants in Cabinet Office, HM Government UK
Senior Leadership Programme, NATO
Board of the travel business of E4bn turnover, 10000 employees.
Developed a dysfunctional Board into the leadership team and introduced values organisation-wide programme.
Board of leading terrestrial TV Company was not expected to achieve estimated sales of £180 million. Our solution re-energised the team. £205 million in sales achieved.
Provision of cultural change programme to regional directors of a major Bank following an acquisition/merger. Within three months, the Bank achieved record sales.
Following a significant safety incident, conducted a culture/leadership programme for a utility company, achieving every stretch target and ½ bn(half a billion-dollar) Investment.
Prof. Delves Roger was former Dean of Qualifications and Professor of Leadership Practice at Ashridge Executive Education. His special Interests are helping others to understand the roles of authenticity, emotional intelligence, ethics, values, principles and integrity in leadership and the development of ethical decision-making methodologies. Roger has an MA in English Literature from St Catherine’s College, Oxford and is a Fellow of the RSA (Royal Society of Arts). He is qualified in a range of psychometric tools and has designed and led tailored, open, and qualifications programmes. He has taught across most of Western Europe and in Turkey, the UAE, Saudi Arabia, Lebanon, Rumania, Qatar, America, Canada, Singapore, Malaysia, Russia, Brazil, Australia, Ghana, Kenya, South Africa and Nigeria. Roger previously worked for the international advertising agency DMB&B (D’Arcy Masius Benton & Bowles) where he was a UK Board Director. He spent several years as Principal Consultant at Ellis Hayward/Academee and then six years as a Programme Director within Cranfield’s Centre for Customised Executive Education. He has been at Ashridge since April 2008. He is the co-author of The Top Fifty Management Dilemmas (Pearson, 2014), and Branded Britain (Bloomsbury), due to be published in 2017. He is also co-editor of inspired Leadership (Bloomsbury), published in late 2016.
Professor Rodria Laline
Rodria Laline is a professor of governance and strategic management practice. At global operating enterprises, she is renowned for her board oversight, advisory and co-creative expertise. She is co-founder of the MYBP Board Program at Harvard, was director of corporate governance programs at Nyenrode, and assistant Professor in business studies at the University of Amsterdam.
Rodria has been CEO of global innovation and R&D collaborations with IBM, DEC, HP, ING, KPN, Bull, Elsevier, Siemens, and Philips. She was a member of Oracle General Management, GIIC e-commerce thought leader at Global Information Infrastructure Commission and board member of the Open Software Foundation. She holds a doctoral degree in molecular chemistry and quantum physics.
In 2005, she founded Intrabond Capital with offices in Hong Kong, Amsterdam, San Francisco, and New York. During her long career in the corporate world, she held independent non-executive director positions and chaired various boards. She is an alumnus of IMD Switzerland and is certified by the American Association of Corporate Board Directors (NACD) on boards’ role in strategy and risks.
She regularly lectures on governance, including at HORASIS, INSEAD, the ING Banking Group, BNY Mellon Standish, IESE Business School, and ICLIF FIDE. She is currently visiting faculty at TEXEM, ASRE MRE, and a board advisor and supervisory board member overseeing ESG investments in the built environment with transformations in green, circular, and digital economies.
Mike Wilkins
Michael Wilkins is a Managing Director at S&P Global Ratings based in London where he has global responsibility for the division’s sustainable finance research activities. Michael experience at S&P Global Ratings includes three years as global head of Sustainable Finance and seven years as head of Infrastructure Finance Ratings, the analytical group within S&P Global Ratings which covers utilities, project finance, PPPs and transportation in Europe, the Middle East and Africa. Michael was also co-head of the Corporate Securitisation group. He joined S&P Global Ratings in London in January 1994 and has also worked in the Melbourne and Hong Kong offices. Michael’s expertise encompasses the European power, water, environmental, transportation and social infrastructure sectors. Previously, Michael worked for Water UK, the trade body representing the UK water industry. He also worked for four years as a journalist on various UK daily regional newspapers and global business publications. Michael is a visiting fellow at Cambridge University Judge Business School where he leads the Sustainable Finance elective on the Masters of Finance program. He is also a frequent guest lecturer at the London Business School MBA programme, Oxford University’s Smith School of Enterprise & the Environment, UCL, the London School of Economics. He is a member of the FSB Taskforce on Climate Related Financial Disclosures (TCFD), the G20 Sustainable Finance Study Group (SFSG), the advisory council of the Smith School Sustainable Finance Programme and the Climate Bonds Initiative. Michael has a Bachelor of Arts degree within Modern Languages at Bristol University. He also holds an MBA in Finance from the Cass Business School and additionally has a Certificate of Carbon Finance & Analytics from the London Business School.
Sir Ambassador Richard Gozney
After graduating from St Edmund Hall, Oxford in 1973, Sir Richard Gozney joined the Foreign and Commonwealth Office and went on to have a varied career in diplomacy.
In 1989, after foreign postings that included Jakarta, Buenos Aires and Madrid, Sir Richard was Private Secretary to three Foreign and Commonwealth Secretaries: Sir Geoffrey Howe, John Major and Douglas Hurd. In 1993 he was appointed British High Commissioner to Swaziland. After serving three years in Swaziland, he was appointed Head of the Foreign Office Department advising on the foreign policy aspects of defence and then Chief of the Intelligence Assessment Staff.
Sir Richard returned overseas when he was appointed British Ambassador to Indonesia in 2000 and then British High Commissioner to Nigeria in 2004. In 2007 Sir Richard’s last FCO posting was as Governor and Commander-in-Chief of Bermuda.
Sir Richard has many outside interests, and these include bird watching, walking and sailing.
Dr. Graham Wilson
A behavioural scientist, author and commentator on many aspects of management, leadership, organisation and personal development, I have been very fortunate in the range of experiences that my career has opened up for me. In most cases, my colleagues and I have delivered pioneering, and some quite exceptional outcomes.
My primary interest is in facilitating the learning and development of leaders, executives, and entrepreneurs – individually and collectively.
As a confidant to some elite leaders in global business, government and the not-for-profit sectors, I help them navigate their complex worlds to achieve outstanding results. My publications list includes nine books and over 300 articles.
Having worked in many areas of executive education, today I prefer to contribute through more formal academic environments as a member of a team delivering larger scale, longer-term, or more intensive programmes, at both undergraduate and postgraduate levels; developing my research themes; and collaborating with others.
For five years, from 2012, I developed and led the leadership strand of the GCAP/Smith School (University of Oxford) ‘Adaptation Academy’ – helping senior leaders in the field of climate resilience hone their abilities to influence highly complex political landscapes. A further book on distributed leadership is in preparation now.
In October 2013, I began teaching at The Oxfordshire Business and Enterprise School in Abingdon, which is an inspiring environment with a very diverse range of mature students. This confirmed my enjoyment of longer-term class facilitation and adult education. Through TOBES, I teach undergraduate and Masters’ level Human Resources Management (leading to CIPD qualifications), and undergraduate level Multicultural Management, Personal Development and, most recently, Engineering Management.
Professor Michael Mol
Michael J. Mol is a Professor of Strategic and International Management in the Department of Strategy and Innovation at Copenhagen Business School. His research focuses on the strategic management of larger firms, with particular interests in innovation, especially management innovation and open innovation, sourcing strategy, especially offshoring and outsourcing, and strategy in Africa. His publications have appeared in among others Academy of Management Review, California Management Review, Global Strategy Journal, Research Policy, Organization Studies, MIT Sloan Management Review, and Strategic Management Journal. He has also (co-)authored four books. He has won several research awards, including the best article award from AMR. He serves on the editorial boards of nine academic journals including Academy of Management Journal, California Management Review, Global Strategy Journal, and Journal of International Business Studies.
Rt. Hon. Mark Simmonds
Until recently, RT. Hon Mark Simmonds was the Foreign & Commonwealth office Minister with responsibilities for Africa, the Caribbean, UK Overseas Territories, International Energy and Conflict Prevention. He served as a Member of the UK Parliament for 14 years.
He now has several international roles including senior consultant to Kroll, Deputy Chairman of the Commonwealth Enterprise & Investment Council and Chairman of the Advisory Board of the Global Investment platform Invest Africa, Senior Advisor to Farallon Capital, Non-Executive Director of African Potash and Chairman of the Counter-Extremism Project (UK).
Ambassador John Buck
Former UK Ambassador John Buck is an experienced and capable facilitator between business and governments, particularly in the international oil and gas industry. His vast experience qualifies him in the fields of energy; EU and UN issues; Southern and South-East Europe; international negotiation; alternative dispute resolution, mediation, foreign policy, diplomacy, corporate diplomacy, government relations.
Following an early career as a probation officer and social worker, John spent more than 25 years with the British Diplomatic Service (including as British Ambassador to Portugal) before joining a leading British energy company as Group Director, Government and Public Affairs. He now represents clients in their negotiations and dealings with governments. He also delivers executive training in negotiation and diplomatic skills to senior representatives of international organisations.
During his Foreign Office career, John was involved in EU, UN and human resource issues and was posted to Bulgaria, Cyprus and Portugal. He was Principal Private Secretary to successive Cabinet Ministers in the Cabinet Office and Director for Iraq in the FCO during the year following the 2003 military intervention. John’s final post from 2004-2007 was as Ambassador to Portugal, where he focused on EU issues and supported partnerships between British and Portuguese companies in the IT, renewable energy and water sectors.
During his time in the energy industry, John had responsibility for a global network of government relations specialists in the company’s most critical overseas assets. Specific projects included developing an improved framework for assessing and mitigating political risk; advising on the political context in West African countries. He was also involved in building relationships with the authorities in South American countries to support its commercial partnerships; deepening government relationships in Central Asia to underpin operations and business development. Also, he ensured a good understanding of UK Government policy, levering UK Government resources when necessary to support the company’s ambitions and operations overseas.
Professor Wim Vanhaverbeke
Wim Vanhaverbekeis Professor Digital Innovation and Entrepreneurship at the Surrey Business School (UK) and is visiting professor at ESADE Business School and till recently also at the National University of Singapore. He published in different international journals such as Organization Science, Research Policy, Journal of Product Innovation Management, California Management Review, Journal of Management, Journal of Management Studies, Small Business Economics, Journal of Business Venturing, Technovation, etc. He was co-editor with Henry Chesbrough and Joel West of “Open Innovation: Researching a New Paradigm” (OUP, 2006) and “New frontiers in open innovation” (OUP, 2014). He published a management book “Managing open innovation in SMEs” (CUP – 2017) and an academic volume “Researching open innovation in SMEs” (World Scientific Press – 2018).
He is a dedicated open innovation and innovation ecosystem researcher collaborating with different partners around the globe. His current research focuses on the implications of digital strategies and sustainability requirements for the management of innovation ecosystems. He established the European Innovation Forum with Henry Chesbrough in 2012 and is co-organizer of the World Open Innovation Conference 2016. He is a frequently asked speaker at leading international conferences and an adviser for several globally operating companies.
He consults and organizes workshops for multinationals and technology companies. He was recognized by the International Association of Management of Technology (IAMOT) as one of the top 50 authors of technology and innovation management during the period 2008-2012. He was appointed as member of the Advisory Committee of the Research Center for Technological Innovation of the Tsinghua University from April 2018 till March 2021.
Dr Tony Raven
Cambridge Enterprise’s role is to support University staff and students in creating world-class societal benefit through commercialisation of their world-leading research and scholarship. Tony’s aspiration for Cambridge Enterprise is to ‘have fun and make a difference’ supporting the full breadth of opportunities across the campus, from archaeology to zoology, with an ambition worthy of a university of Cambridge’s international standing.
This strategy has resulted in tremendous growth for Cambridge Enterprise; since 2011, its venture funding capacity has grown by 730%, the number of spin-outs created has gone up by 250%, and its consultancy support service has increased by 90%. Today, Cambridge Enterprise is one of the most successful offices internationally. Compared to its international peers, it generates more licences per £/$ of research funding and at the lowest cost per licence, while Cambridge University spin-outs have raised the largest amount of investment in total over the past five years.
Starting in academia and before coming back into academia, Tony had a long history as a successful technology entrepreneur. The companies he has founded include Summit Technology, the pioneer of laser refractive surgery, which was acquired by Nestle Alcon in 2000 for $893 million; publicly-quoted Cambridge technology consultancy Sagentia plc; and Diomed Inc, a pioneer of surgical diode lasers which was listed in the US in 2002 before being acquired by a Angiodynamics Inc in 2008.
Tony is a Fellow of the Institute of Physics and a Member of the Institute of Directors. He joined Cambridge Enterprise as CEO in December 2011.
