Category: Blog

UK firm congratulates Petroleum Minister for appointment of Nsa

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.

UK firm celebrates Gboyega Lesi’s appointment as CEO

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.”

Winning in 2024: A year of recovery by Alim Abubakre, PhD.

Esteemed patriots and citizens of the world,

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.

How leaders can win with better Self Awareness — Professor Roger Delves

The University of Oxford alumnus Professor Roger Delves shares insights into how leaders can win through better self-awareness. He also explains why executives should attend TEXEM UK’s forthcoming programme on Self-awareness for better management of change in Uncertain times.

Delves himself, Professor Paul Griffith, Ambassador Charles Crawford, and Professor Randall Peterson will help deliver the live sessions of this programme, which is slated to hold virtually between February 11 and March 4

How do you see the TEXEM February 2023 programme, ‘Self-awareness for better management of change in Uncertain times,’ impacting Leaders?

This TEXEM, UK programme is pertinent and comes at an appropriate time. There is no doubt that we live in times of enormous change. We are not the first to do so, but nevertheless, change and accompanying uncertainty are here and show no signs of departing. Therefore, leaders need to be self-aware if they are to lead with clarity and purpose. Leaders who lack this awareness will find that change and uncertainty are hard to lead through, and their followers will find such leaders unequal to the task.

Which sectors would this programme be beneficial to?
I can’t think of sectors where change and uncertainty are not the current normal, so all sectors would benefit from this TEXEM, UK Self Awareness, for better management of change management development opportunities.

Do you have any doubts about the result of this programme, given that it’s an entirely virtual programme?
Developing leaders and managers in a virtual environment has developed with astonishing speed over the three years since we first felt the bite of COVID-19. Lecturers are better versed in gaining and maintaining attention, while the participants are now far more used to meeting in a virtual space. With goodwill on both sides, and a real desire to learn on the part of the participants, this learning experience will not be highly effective. Also, given TEXEM’s leader-friendly methodology that makes learning fun and impactfully, this programme will help inspire, transform and make leaders more effective.

How would you recommend TEXEM’s forthcoming programme,’ Self-awareness for better management of change in uncertain times’, which holds between February 11 to March 4 2023, to Leaders?
I would recommend this TEXEM, UK programme as a rare opportunity for leaders and managers to immerse themselves in learning how to be better at what they do, guided by robust models that have proved their efficiency and effectiveness repeatedly in businesses around the world. Unfortunately, opportunities such as these do not present themselves often.

Why does a mid-executive need to attend TEXEM’s programme?
I have never met a manager who could not be better at their job. Almost always, this is not because they are not trying hard; it is because they do not have the time to explore and discover the thinking and the models that will help them to be better – they are too busy to improve! But an essential programme like this, packed with proven ways to do things better, ways to approach things better, ways to think about things better, and ways to resolve things better, is exactly what all managers need to take that step up to the next performance level. They will no longer have to improve by trial and error. Instead, they can improve by embracing proven techniques, models, and approaches and, in the process, challenge assumptions.

How could leaders achieve Self-awareness for better management of change in uncertain times?
Self-awareness is a two-step process: knowing what to do and having the discipline and the application to do it. This executive development programme will provide the first step and advise on the second step, but the provision of application and dedication, which we term self-management, must be the responsibility of each attending individual.

Why are you best suited to deliver this executive development programme?
Following an Oxford education and a career in advertising, where I was a board director of an international agency for several years, I have been reading, writing, and leading seminars about this subject matter for over 25 years. I have taught in several top business schools worldwide, including in London, New York, San Francisco, Boston, Dubai, Lagos, Nairobi, Sydney and Melbourne, all over Europe, several parts of India and China. This has been my daily endeavour for a very long time, and I have worked with thousands and thousands of leaders and working professionals, helping them to be better leaders and managers. I relish the opportunity to do so again with this TEXEM, UK cohort.

What is Self-awareness, and how can a leader leverage it to better manage change in uncertain times?
Self-awareness is understanding what is important about me – my values, purpose, needs, strengths, weaknesses and so on. The more self-aware I am, the more confident I am, the more sure-footed I am around decision-making, and the more likely I am to be able to tell others what I stand for, offering them expectations of behaviour around concepts like personal integrity, for example, which are very important to followers or team members. For more information, please sign up for the TEXEM, UK programme at https://texem.co.uk/self-awareness-for-better-management-of-change-in-uncertain-times/

Can Self-awareness be taught or enhanced?
Anyone who is eager to learn can be taught how to become more self-aware. Think of it like a muscle that, when exercised, becomes stronger and stronger, more and more reliable, and capable of more and more demanding tasks. For more information about how to be more self-aware, please email [email protected] or register for this programme at https://texem.co.uk/self-awareness-for-better-management-of-change-in-uncertain-times/

Self-Awareness panacea for Success-London Business School Alumnus

Paul Griffith, London Business School trained Professor.

London Business School alumnus Paul Griffith, the world’s first professor of management to lead a team to launch a rocket, will share insights into why leaders should be more self-aware in the present uncertain times at the forthcoming capacity development programme of TEXEM UK.

Please tell us what role you will play in the TEXEM, UK February 2023 programme, ‘Self-awareness for better management of change in uncertain times, ‘ impacting the present-day leader.

In this TEXEM, UK’s programme, I will be exploring the topic of ‘translating strategy into action’. One of the critical challenges for any organisation is effectively executing its strategy research over the last 20 years has consistently shown that 70% of strategies fail to deliver the intended outcomes they were conceived to deliver. If organisations can address this issue, then they will significantly impact their performance.

2. Do you consider this programme pertinent to the needs of Leaders?

Understanding oneself is a crucial insight that successful leaders possess. Leadership is the ability to have people follow you. First, you need to know yourself before you can expect people to follow you. Knowing your strengths and areas of development is a key part of maturing as a leader, and it helps leaders to recognise these traits in others to build successful organisations. Ultimately, this TEXEM UK programme will offer fresh insights and help leaders challenge assumptions to win. For more information, please visit https://texem.co.uk/self-awareness-for-better-management-of-change-in-uncertain-times/

3. What benefits do executives stand to gain from participating in this programme?

This TEXEM, UK programme gives executives the opportunity to develop their self-awareness through a range of concepts, tools and experiential sessions in a supportive environment. As a result, executives will gain insights into their talents and how to leverage them for their organisation’s benefit and to ‘turbo charge’ their careers. Importantly, this programme will leverage TEXEM, UK’s tested and proven methodology that has helped over 4000 executives globally to win.

4. How would you recommend TEXEM’s forthcoming programme titled ‘Self-awareness for better management of change in uncertain times’, which holds between February 11 to March 4 2023, to the leader in these challenging times?

I recommend this TEXEM, UK programme to any executive who aspires to lead a team, business function or organisation. Participants will learn and network and organisations will optimise their performance and win. For more information, please visit https://texem.co.uk/self-awareness-for-better-management-of-change-in-uncertain-times/

5. How successful can a leader be without Self-awareness?

Without understanding yourself, leading others successfully is impossible- either in direct line management roles or when leading across multiple business areas where you may not have line management responsibility to achieve results. Self-awareness gives us clarity about our purpose and goals and how we can bring others on the journey to deliver impact for our organisation.

6. Why is Self-awareness needed at the management level?

We need to be aware of our reactions to situations so that we are able to empathise and engage with others around us effectively, and that is why this TEXEM, UK’s programme is relevant and necessary for all organisations.

7. Many change initiatives fail; how could self-management help make change- management succeed?

Change is ever present in organisations; we are operating in an environment of incredible pace, and things will never be this slow again. In most cases, people do not like change in organisations as they often associate it with ‘loss’ of power, influence, status and role. Helping colleagues through the change process requires leadership. Often times change is ambiguous and uncertain, so by having self-awareness, leaders can confidently provide direction and support to their people when they need it most. We will cover this during this forthcoming TEXEM, UK programme. For more information, visit https://texem.co.uk/self-awareness-for-better-management-of-change-in-uncertain-times/

8. As a professor who has also worked in leadership positions in critical and diverse industries, why is self-awareness important to organisations?

A leader needs to create the best environment for their people to flourish. Understanding one’s strengths and response to challenging situations helps us engage with our people to ensure we can support them as individuals and deliver exceptional results. The other faculties (Ambassador Charles Crawford, Professor Randall Peterson of London Business School, Oxford alumnus Prof Paul Griffith) and I will share insights from our experience on this programme. For more information, please visit https://texem.co.uk/self-awareness-for-better-management-of-change-in-uncertain-times/

9. What is the format of the programme?

The TEXEM, UK Self-awareness for Better Management of Change in Uncertain Times programme is a combination of self-paced study and live sessions. Participants will study for an average of one hour every day between February 11 to March 4, and there will be live sessions every Saturday for four weeks. The experience has been gamified such that participants will get points ranked on a league table for every article read, video watched, and comment made. The top 5 on the league table will be recognised each weekend when we have the live sessions via zoom, during which different faculty will deliver. For example, each live session on Saturday will have Professor Randal Peterson of London Business School, Professor Paul Griffith, the world’s first Professor of Management to lead a team to launch a rocket, and I deliver. For more information, email [email protected] or register at https://texem.co.uk/self-awareness-for-better-management-of-change-in-uncertain-times/

Self-Awareness is critical to success in turbulent times – Former British Ambassador.

In this interview, winner of the equivalent of two Oscars and Oxford alumnus Ambassador Charles Crawford explains why executives should attend the forthcoming TEXEM Self-awareness for Better Management of Change in Uncertain Times programme. Other TEXEM’s faculty delivering this programme include Professor Paul Griffith, the World’s first Professor in Management to lead a team to launch a rocket into space and Professor Randall Peterson of London Business School.

1. Please tell us what role you will play in the TEXEM February 2023 programme, ‘ Self-awareness for better management of change in uncertain times, ‘ impacting the Leader today?

I’m pleased to deliver one of the live sessions featuring fundamental practical communication skills that will help any leader or manager sound smart, confident and convincing in all settings.
The key idea is this: It’s not what you say – it’s what they hear. So, if you’re trying to motivate a team to do something new and difficult, your words may be (more or less!) OK. But what if they’re hearing from your tone and the wider context such ‘deeper’ things as Boring, Lazy, Doesn’t Mean It, Sexist, Time-waster, Irresponsible, and Annoying? Your words will be wasted against this broader cynicism.

2.Do you consider this programme pertinent to the needs of Leaders?

Yes. Because if you don’t know how you’re coming across to the team, your seniors, customers, and regulators, what do you think you’re doing all day?

3.What benefits do executives stand to gain from participating in this programme?

The core benefit of the programme Self Awareness for better management of change in uncertain times is that they’ll think differently about themselves and their work. Coping amidst uncertain and challenging times requires just the right combination of determination and flexibility. You may think you’re getting that right? But what’s your test of success and your test of failure? This programme will make leaders optimise their decision-making credentials about areas for improvement, and it will make their organisations consistently learn, innovate and deliver excellent products and services to all stakeholders. The programme will help organisations win.

4. How would you recommend TEXEM’s forthcoming programme titled ‘Self-awareness for better management of change in uncertain times’, which will be held between February 11 to March 4, 2023, to Leaders?
Leaders anywhere in the world need to grasp the operational and policy distinction between what’s important – and what matters. It’s not enough these days to be grand or powerful and astute. You need to be convincing and effective. This programme helps you think hard about the necessary ‘mindset’ to achieve that. Also, TEXEM’s methodology of making learning fun, engaging and impactful is another critical reason why participants should attend this programme, Self-awareness for Better Management of Change in Uncertain Times. Also, research has shown that organisations with strong financial performance have a distinct feature of possessing more self-aware leaders than poorly performing companies. Also, organisations with more self-aware employees are likely to have more collaborative and cohesive teams and deliver superior performance.

5. How successful can a leader or manager be without Self-awareness?
Quite successful until everything abruptly crashes to the floor in pieces. A leader or manager with no self-awareness is like one of those children’s cartoon characters who walk confidently off a high cliff into thin air and keeps on walking happily in the air for a few paces before gravity starts asking difficult questions and the speedy painful fall begins. To achieve enduring success, teams in organisations must be emotionally savvy. They must possess the ability to identify and manage their emotions and identify and influence others’ emotions for results. When individuals, teams, and managers have excellent emotional intelligence, this could lead to a culture of learning and innovation that is challenging for others to imitate and could be one of the contributors to sustainable competitive advantage.

6. Many change initiatives fail; how could self-management help make change- management succeed?

There are no guarantees. You may even do the best possible job and succeed until something completely unexpected (say, a new invention or new policy context) comes along and wrecks everything. It’s genuinely hard to summon just the right balance between discipline, hard work, creativity and flexibility. But all these things require you to have the right competence and emotional stability to make you resilient despite headwinds, which is why this programme is relevant and necessary. This programme, Self-awareness for Better Management of Change in Uncertain Times, is critical as it equips organisations and their team to pay serious attention to their open and subliminal messages: their messages to your teams, customers, stakeholders, and yourself.

7. What is the format of the programme?

The Self-awareness for Better Management of Change in Uncertain Times programme is a combination of self-paced study and live sessions. Participants will study for an average of one hour every day between February 11 to March 4, and there will be live sessions every Saturday for four weeks. The experience has been gamified such that participants will get points ranked on a league table for every article read, video watched, and comment made. The top 5 on the league table will be recognised each weekend when we have the live sessions via zoom, during which different faculty will deliver. For example, each live session on Saturday will have Professor Randal Peterson of London Business School, Professor Paul Griffith, the world’s first Professor of Management to lead a team to launch a rocket, and I deliver.

How Government and Private Sector Leaders Can Win in These Turbulent Times Times by Alim Abubakre PhD

Let’s face it! We thought COVID-19 was the worst crisis the world had ever faced, but even before its effects were over, political instability across the world began. The Russia-Ukraine war has affected supply chains worldwide, and there seems to be no relief soon. All these and others have severe effects on the global economy. Following the sharp slowdown in 2022, various international bodies have warned that there could be a recession in 2023. Indeed, in October 2022, the International Monetary Fund warned that the global economy’s growth would fall by 2.7% in 2023.

As a leader, whether in government or the private sector, you have a unique role in inspiring confidence, even during times of turbulence. Already, there are signs that the projected global economic recession is beginning to bite. So, your organisational models could only succeed with proper leadership during hard times. But, while some effects are inevitable, you can prepare for the uncertain future and find a way to sail through the tough times. There are several strategies you can use to ensure that your organisation responds appropriately to the volatility that the global economy is facing now and in the future and still achieve sustainable success.

a) Mental health for leaders and employees

Working and living in times of uncertainty creates anxiety, depression, burnout and other mental-health-related issues. All these eventually affect performance, and it gets even worse when there are crises and volatilities in the market. As a leader, you are responsible for supporting activities that promote good mental wellbeing for everyone. One way to do so is to create initiatives and efforts that help reduce the effects of issues related to mental health. In your strategies as a leader, some of the best initiatives you can try include the following:

Counselling: Avail counselling to everyone and ensure leaders and employees have support when needed.

Platforms for sharing experiences: Create platforms or touch points where employees share their experiences and feelings. You can also use activities or sessions that help bring people together.

De-stigmatise mental health: Establish various programs that help de-stigmatise mental health in your organisation. The idea here is to create a community of support.

Notably, supporting mental health and wellness is a game changer. It separates organisations that thrive from those that suffer losses and stagnation, especially during crises. Moreover, unlike other challenges that affect organisations, mental wellness directly affects performance. So, let it be a priority area when leading during turbulent times just as Microsoft, Pinterest and Unilever have been taking promising steps in the right direction in employee wellbeing and in optimising performance for sustainable success.

b) Embrace Innovation & Adopt Innovative Practices

As the saying goes, necessity is the mother of innovation/invention. During the COVID-19 pandemic, organisations that innovated at a fast pace thrived, while does that did not cease to exist. Chinese scientists sequenced the COVID virus in just three weeks. The UK’s National Health Service constructed a 4,000-bed capacity hospital within four days. Teams from London, Oxford and other places also developed vaccines in a few months and started testing rapidly. In addition, the CACOVID organised the financial muscle of the private sector and deployed resources for philanthropy offered to the downtrodden.

If you embrace innovation during a crisis, you increase your chances of survival. Your focus on innovation should be more than just during times of crisis. If you can sustain the same efforts over time, even after a crisis, you are sure of growth and top performance. To do so, you need to replicate proxy crises and allocate resources to innovation and build a culture of learning, collaboration and exploring novel solutions. That way, you will lead your organisation to success both during turbulent and good times

c) Communicate Effectively

Proper communication plays a very vital role during times of uncertainty. It enables organisations to function effectively despite disruptive events and risks. People want information, and whether good or bad, you need to ensure it gets to the right people on time using the right platform for young folks social media could be the best means while older employees might prefer emails. In addition, you need to provide clarity and direction if you want to sustain good performance. So, you need to step up your communication, especially when times change and tomorrow seems very uncertain. Here are suggestions that can help you communicate effectively:

Control your messages and create one version
Emphasise clarity over volume
Provide updates regularly
Don’t go into hiding when things get thick; provide leadership
Stick to facts and avoid speculations
Provide tools to aid communication and ensure leadership is on the same page
Join the dots for your people lest rumor mongering becomes the order of the day.

It is crucially important to oversee your organisational story. Provide clear direction especially during crises. Make sure that communication is effective and that all messages reach the intended audience without distortion. That’s how giants sail through turbulent times and turn adversity into prosperity by building more resilient core competences that endures.

d) Emphasis on Purpose and Corporate Social Responsibility

Contributing to the communities and societies where your profits come from is one way to win during turbulent times. It is a move that creates a beneficial cycle that will help your organisation to remain afloat even during crisis times. Note, however, that CSR is not just about giving to the community near your organisation. Your moves must be relevant and help tackle social issues, environmental hazards, governance issues and others. Leaders should also embrace societal leadership, which entails inspiring solutions that addresses society’s theming challenges. The societal leader demonstrates ethical leadership even when others are cutting corners. They embody value-based leadership, inspire their team to embrace morality and their organisation is a bastion of compelling purpose. That’s the best way to create impact, and you, as a leader, should be at the forefront when doing such activities. The ethical leader consistently inspire their team to always embrace President John F Kennedy’s golden and evergreen advise that all should “ask not what your country can do for you – ask what you can do for your country.”

e) Be More Strategic

Leaders need to be more strategic in dealing with turbulent times. Traditionally, as a leader, you would try to predict markets and competition and then plan accordingly. Employees and other stakeholders would then work with you in executing your plan. And since markets were relatively stable, the only task to do while executing your strategic plan is monitoring and working to keep everyone on track. Such an approach worked well in the past, but you cannot use it anymore these days because the competitive landscape is changing quickly.

While conventional strategy-making techniques are great, they often fail since they need to consider various eventualities. Global financial crises, oil price spikes, wars, pandemics, climate change, digital disruptions and others can render your plans and strategies useless quickly. So, how do you survive all these and steer your organisation successfully even during such turbulent times? You need to be more deliberate about the choices (e.g., around intrapreneurship, internationalisation, acquisitions and alliances) that you make and the actions (e.g., processes, practice and leadership style) that you take to position (e.g. around; culture, resources, macro-environment and engaging stakeholders) of your organisation for enduring success. Let your strategy-making be a continuous process which entail deliberately choosing a distinct set of activities and- is responsive to changing times to deliver a unique mix of value. This is what progressive and top 5 companies such as Amazon, Walmart and Apple all have in common.

f) Develop Core Competence in Engaging Stakeholders Locally, Regionally and Globally

Stakeholder engagement plays a very vital role in the success and growth of every organisation, especially during turbulent times. It would help if you had a plan to do such an engagement, and it should be well-structured and exhaustive. In your plan, be clear on stakeholder identification, their power, interest level and the influence they have in the day-to-day running of your organisation. You can use a matrix to define every area and make a plan for addressing every critical aspect.

To develop and enhance core competence in engaging stakeholders, use the right tools and do not leave anyone out. Engage all stakeholders, starting with local ones, those at a regional level and even those on the global stage. You may have to create smart and specific plans targeting each group. For effective communication and engagement, use the right digital tools such as big and deep data, artificial intelligence, virtual reality, augmented reality and internet of things. It saves time and ensures you include everyone. The African Continental Free Trade Agreement and Europe’s gas need due to the Russia-Ukraine war are two examples of immense opportunities that requires effective stakeholder engagement to unlock.

In conclusion, coping with the challenges of volatility, crises, and the dynamic global economy is challenging for leaders in government and the private sector these days. As a leader, you need to craft a winning strategy to keep you going and even grow despite the turbulence. Adopt the strategies shared here and improve your chances of succeeding as a leader.

Dr Alim Abubakre is on the advisory board of the London Business School Africa Club and is the non-executive chair of These Executive Minds (TEXEM)-An organisation which he founded and has trained over 4000 executives across multiple continents. He is a Senior Lecturer in International Business at Sheffield Business School (An AACSB accredited Business School) at Sheffield Hallam University. Sheffield Hallam was named the University of the Year for Teaching Quality by The Times and Sunday Times Good University Guide 2020

Strategic Leadership for Success in Volatile Times

From November 21 to 24, Professor Paul Griffith, the World’s first Professor in the area of Management to lead a team to launch a rocket into space, will leverage TEXEM’s proven and tested methodology to deliver TEXEM’s upcoming programme.

Other of TEXEM’s illustrious faculties that will join Professor Paul Griffith include Harvard’s Founding Director of Maximise your Board programme and World renowned Ambassador Charles Crawford and Gerald Baldwin, CEO of Cadbury World.

In addition, during this programme, participants will include senior executives of different organisations attending TEXEM UK’s upcoming Strategic Leadership for success in volatile times programme at Jury’s Inn, Birmingham (The city that recently hosted the World to the Commonwealth Games), UK. London Business School alumnus Professor Paul Griffith (pictured above) shares insights into how organisations can deploy Strategic Leadership for Success.

1. In what ways could an organisation develop and innovate customer value propositions while still navigating in times of uncertainty?
When the business environment becomes more uncertain, this is an excellent opportunity for customer-led organisations to prosper. During uncertain times customers’ needs often change. By understanding these new requirements and developing the value propositions to help customers solve their problems, organisations can engender great loyalty with existing clients and attract new customers. It is also an opportunity to innovate to provide solutions to non-customers – where a different option suddenly becomes attractive to them.

2. Are there benefits in digital transformation for organisations who want enhanced business performance and profit after the COVID – 19 era?
Digital transformation is the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements in a highly agile way. This reimagining of business in the digital age is digital transformation. The point of a digital transformation isn’t to become digital; it’s to generate VALUE for the organisation and your clients. Successful leaders show high curiosity and agility to look past their current business to reimagine where transformative value & growth is possible. So digital transformation is a driver for organisations to develop an enhanced customer-centric culture, more innovative processes and the ability to understand and respond quicker to a more volatile and uncertain business environment. This topic and others will be covered in more detail at Birmingham’s forthcoming TEXEM Strategic Leadership for Success in Volatile times programme.

3. What are the major challenges and obstacles that could inhibit digital performance in an organisation’s operations not sure of the future?
Organisations need to reimagine their business model in the 21st Century. They must combine efficiency with innovation effectively – often, organisations focus on the former – to become truly ‘ambidextrous’ organisations. Changing the ambition and culture of an organisation to embrace the digital World and adopt the new driving principles of innovation, customer centricity and agility in their culture and critical performance indicators are significant barriers to overcome. Nevertheless, leaders of organisations need to engage with this transformation, and as with all change, it is difficult to leave the World we are familiar with behind.

4. What strategies could you prescribe for organisational success when predictions of prosperity are not certain?
Strategy is about ‘choice’. In a more uncertain environment making these choices becomes harder; how does the strategy reflect a focus on core areas for investment and still place bets for new opportunities in an unclear and fast-changing commercial context? During the Covid pandemic, those organisations that focused on using their ‘purpose’ as the touchstone for their decision-making appear to have performed better – being clear on why they exist and the problem(s) they are solving for customers and setting these at the centre of their strategic choice making has served them well.

5. How does an organisation ensure digital transformation without staff rationalisation so as not to hurt performance noticeably?
There is a lot of debate about how the digital World of the 21st Century will change the skills required of employees. We can see that new skills are needed, and different roles in organisations appear as digital systems and processes become embedded in organisations. Those digitally transforming organisations are improving their performance – the most valuable and fastest-growing companies in the World demonstrate this. For these organisations, more staff are required with different skill sets, such as data analytics, artificial intelligence, quantum computing and different ways of working, for example, being more collaborative with greater accountability in flatter organisations. So the challenge for organisations is developing and training their existing staff in these new technologies and ways of working whilst attracting new talent with digital skill sets.

6. What are the possible strategies that would ensure digital transformation for an organisation to progress steadily without harming the gradual disposal of manual operations for optimal success?
Digital transformation will only increase in different sectors of the market. So the first strategic choice for an organisation is to reimagine its business model and commit to changing it to ensure that they are a successful player in the digital 21st Century. Conceptually, this is no different than we saw during the industrial revolution, as manual labour gave way to steam engines, which were replaced by electrification and then computerisation. There are of course, organisations that were unwilling or unable to make this transformation and they no longer exist. The leaders of the organisation need to define their vision of the organisation and put in place a plan to execute this.

7. Why should executives attend TEXEM UK’s forthcoming programme on Strategic Leadership for Optimised Organisational Performance in an Era of Uncertainty?
With a more uncertain environment, those organisations that perform best are distinguished by their leadership capability more than ever. Those leaders who can demonstrate clarity and purpose of their strategic choices, exemplify being customer-led and translate and communicate their strategy through the organisation are best placed to deal with the challenges of a volatile and complex world. By joining this impactful TEXEM programme, you will be exposed to the thinking and frameworks that drive the development of the 4000 executives that TEXEM has helped to develop their leadership capabilities in the past 12 years. Also, this programme will leverage TEXEM’s proven and tested methodology, which makes learning fun, impactful and engaging with support from leading practitioners who would make it easy for you to apply these ideas pragmatically and strategically in your organisation. For more information, please visit texem.co.uk or email [email protected]

Strategic Leadership for Success in Volatile Times

From November 21 to 24, world renowned Ambassador Charles Crawford (pictured above) will leverage TEXEM’s proven and tested methodology while joining other TEXEM’s illustrious faculties, such as Harvard’s Founding Director of Maximise your Board programme to deliver TEXEM’s upcoming programme. Other TEXEM’s faculties delivering this programme include Professor Paul Griffith, the World’s first Professor in the area of Management to lead a team to launch a rocket into space and Gerald Baldwin, CEO of Cadbury World. In addition, during this programme, participants will include senior executives of different organisations attending TEXEM UK’s upcoming Strategic Leadership for success in volatile times programme taking place at Jury’s Inn, Birmingham (The city that recently successfully hosted the world to the Commonwealth Games), UK.

The University of Oxford alumnus Charles Crawford shares insights into how organisations can deploy

Strategic Leadership for Success in Volatile times especially via Influencing and Negotiating.

He also explains why executives should attend the forthcoming TEXEM programme.

What are the specifics with respect to what leaders and followers actually need from each other?

Big question! A typical answer is Trust. But maybe Trust depends on Honesty.

And honesty is hard. How far does a leader really want his or her team to be honest about the leader’s performance, or things that are going wrong or opportunities being missed? Do a team of followers want their leader to be honest in telling them that they’re lazy and not trying hard enough?

These are subtle things. But good organisations talk about them in a smart way. It boils down to any organisation’s culture. Is that culture based on Excellence? Or on Excuses? Attend TEXEM’s forthcoming programme to glean more insights.

In what ways could leaders apply smart questions when involved in the negotiation process?

One key part of any negotiation is working out what the other side really wants from it. And the other side might not be clear on that. So, you need to explore the issues, and that means asking smart questions in a smart manner. A lot of technique comes into play here.

Another aspect is learning how to sum up well, so that you keep the issues together in an organised way.

The Texem sessions we run draw on professional mediation skills that combine active listening (and active watching) with subtle questioning skills that help get people talking and so (all being well) reveal their deeper motivations. And, if all goes well, that leads towards negotiated outcomes that are not just a dull ‘win-win’ but something much richer than that.

In what ratio should silence and speech be applied by leaders to ensure better results and influence while involved in negotiation?

Speech is like music. Music is not mainly about the notes – it’s about the space between the notes. The phrasing and emphasis.

So, with speech. There’s what you say – and what you can convey without actually speaking. Gestures. Tone. A sense of confidence. Basically, less is more. Don’t be afraid of silence. Let it do some of the heavy work.

But you also have to train yourself to be good at listening to those silences. What aren’t they saying? What have they avoided saying? What have they avoided doing?

What are the best communication arsenals leaders should apply while addressing employees during periods of business uncertainties?

Best not to mention Arsenal to a Tottenham supporter!

When in doubt, be honest. If jobs have to be lost, make that clear in broad terms and explain how and when it is going to be done as fairly as possible. Give people a chance to jump before they’re pushed. And if it finally comes to letting people go, don’t come across as nervous or unhappy. It’s part of your job to make and then take tough decisions. Do it with conviction.

It’s also important to convey confidence that these hard times can be survived and perhaps end up making everyone stronger and wiser. But don’t overdo it and raise false hopes. As my journalist friend used to tell me, ‘The truth is usually the best story’. Upon attending TEXEM’s forthcoming programme on Strategic Leadership for Success in Volatile times, you will learn how to communicate strategically and influence effectively.

Kindly enumerate specific leadership strategies that heads of organisations could use to revive such organisations in periods of recession.

Hard to say: it’s bound to be very organisation-specific and sector-specific. One good profound question that always needs answering is: What business are we really in these days? Maybe the current storms can compel a much-needed tough-love reorganisation and re-focus that looks at opportunities and customer service in quite different (and much better) ways.

Likewise, have a searching look at what the organisation really does well and what it does not so well. Honesty again. Cut out the not-so-good things and put more effort into the really good things.

Most organisations these days have mountains of junk processes. Try to reduce those mountains! That’s hard when so much IT and digitalisation push a lot of processes into over-restrictive rules that take away individual responsibility and initiative. But there should be scope in all that for bringing back plenty of ‘human touch’ that makes customers feel pleased and grateful and so wanting to return for More. That is why TEXEM’s forthcoming programme on Strategic Leadership for success in volatile times is very topical and relevant.

What are the best tactics a leader could deploy in controlling a meeting or negotiation successfully without appearing too assertive?

Nothing wrong with being assertive. If it’s done well. There’s a thin line between confidence and over-confidence or assertive and obnoxious! Assertiveness isn’t just about coming across as rather noisy and self-confident. It can come from not saying much but making sure that everything you say has authority and helps move things along.

All in all, SLOW DOWN. Give yourself time to THINK about what you’re doing as you go along and to adjust if things are not on track. But you also have to know what track you want to be on. That means before a meeting or negotiation starts having a test of success and a test of failure. If you don’t know what success looks like, don’t start the meeting!

What benefits are there for chief executives attending TEXEM UK’s programme on Strategic Leadership for Optimised Organisational Performance in an Era of Uncertainty?

You’ll learn a lot of highly practical specific ideas and skills that will help you be a far more subtle and thoughtful (and therefore effective) leader immediately. The programme will also leverage TEXEM’s tested and proven methodology that has helped over 4000 executives and their organisations to win and makes learning fun, impactful, engaging, stimulating and fun. Not many courses achieve that.

I look forward to welcoming many senior executives to this programme.

Seven quick wins for national prosperity post 62nd Independence Anniversary

Nigeria's 62nd Independence Anniversary by Dr Alim Abubakre

Nigeria is the 6th most populous country in the world. It is richly endowed with several mineral resources, including oil, Nigeria has a great potential that, if utilized, can propel it to great heights of success. However, 62 years after independence, the country, like a vehicle on a hilly road, is struggling to climb. Indeed, one would argue that its large population and resources are at present a weakness and not a strength as they should be. Significant challenges impeding its progress include high unemployment, poor infrastructure, insecurity, poor governance and a high level of immigration.
So, with the myriad challenges, can Nigeria spring up and reverse the negative and worrying trajectory? Without a doubt, a positive change is possible. But first, there must be a paradigm shift. Indeed, the Nigerian government, decision-makers in the third sector and business leaders are fully aware of the challenges the county is facing six decades after gaining its independence from Britain. The million-dollar question is how can these challenges be addressed for sustainable success for all? Leveraging my experience of engaging with over 4000 executives globally and helping hundreds of organizations to win, I suggest these seven areas that could fast-track Nigeria’s goal of sustainable development, comparative advantage and the competitiveness of her businesses in the global space.

1) Harnessing Diasporas and Increasing Exodus of Talent

Migration movements worldwide have positively influenced economic and demographic transformations over the years. In the past few years, owing to globalization and in search of greener pastures, there has been massive emigration of Nigerians to Europe, North America and Asia. Unlike in the past, today’s migration is characterized by the transfer of skills, technologies and resources that, if utilized well and an enabling environment created, can help in nation building.
Being a country endowed with huge potential, Nigeria can achieve prosperity by harnessing diasporans and attracting investments from compatriots outside the country’s shores. Specifically, diasporans could be a source of talent and technology transfer. Technology advancement could be achieved if the country develops special schemes that encourage more Nigerians to return home, at least during their leave. This suggestion is practicable as some doctors overseas are already doing this for Nigeria, and South Korean and Chinese Engineers do it for their nations. Thus, this will make their emigration from Nigeria a brain gain, just like the Jewish diasporans.
On the other hand, through better intra-agency collaboration, deliberate government policy and judicious use of big and deep data, the country should make it easier for some of its citizens who have migrated to other countries to invest at home. Furthermore, given the country’s present revenue challenge and the diasporans’ remittances are the country’s largest source of foreign exchange, it is critical for government and the private sector to invest more in a better relationship with the “hen that lays the golden egg”. Better relations initiatives could include conferment of more Nigerian national honours when they excel overseas and offering the opportunity to participate in the electoral process through suffrage.
Also, since diasporans are plenipotentiaries overseas, they could also be a source of global soft power. They could help obtain the outcomes that Nigerians want in world politics if they are actively courted and treated as strategic assets. With better connections with their home country and incentives for investment, it becomes easier to foster development and nation-building.

2) Vertical Integration of Agriculture and Petroleum

Nigeria is one of the world’s largest producers of oil and gas yet the largest importer of refined petroleum and fertilizers in Africa. The largest producer of cassava but the continent’s largest importer of starch. One of the continent’s biggest tomato producers but the largest importer of tomato paste. Nigeria is in a no-win situation with her almost sole reliance on oil for its foreign exchange export earnings. For example, with over-reliance on oil, the price volatility makes it difficult for leaders to plan. Also, when the price is low government revenue dwindles and when the price is high, government expenditure increases due to subsidies. One way to avoid such scenarios is by diversifying and building other industries. More precisely, vertical integration of agriculture and petroleum industries could reduce her foreign exchange import bill and create fiscal stability. Vertical integration should entail the Nigerian government and business leaders building more refineries to leverage petrochemicals’ developmental benefits, especially for the country. According to IEA, petrochemicals are the largest source of demand for crude oil and will account for 50% of crude oil demand by 2050. By-products of petrochemicals include asphalt for paving roads, aromatics for the manufacture of perfumes, Propylene and sulphur used in the petrochemical, pharmaceuticals and naphtha for producing polymer. Other uses of petrochemicals are for manufacturing digital devices, medical equipment, fertilizers, detergents and tyres. Petrochemicals are so vital that they could be a source of developing the renewable energy value chain. For example, petrochemicals could be used to manufacture components of solar panels, wind turbines, batteries, thermal insulation and electric vehicles, which is greener, sustainable and will create jobs. The symbiosis between the petrochemical and agriculture value chain will drive energy and food security in Nigeria. It could spur the development of the agro-allied industries that could ensure an integrated manufacturing ecosystem. This strategic approach to leadership would also lead to the conservation of foreign exchange and create a compelling case to attract more foreign direct investment that will enhance economic growth. In doing so, the country diversifies its revenue stream and builds vibrant industries, especially agriculture and manufacturing, that will drive sustainable, inclusive economic growth.

3) Building a National Brand

Arguably, Nigeria can create a meaningful economic impact and promote sustainable growth over the coming years if it builds a vibrant and trusted national brand globally. But first, it must set its standards high and strive to build trust in Nigerian products and services, especially in agricultural products, fashion, arts and entertainment. Nigeria can borrow a leaf from Japan, whose Made in Japan goods and services is considered among the top 5 trusted brands globally. However, this country’s export was not always regarded as high quality; given Japan’s poor response to Fukushima, many of its manufactured cars were once considered low quality. Like the Japanese, the Nigerian government should invest in sensitization programmes that encourage manufacturers to enshrine transparency, authenticity, continuous improvement, innovation and flexibility while producing and exporting their goods and services. With an excellent national brand, the government and other business leaders can go ahead to market their products and improve Nigeria’s balance of payment. Indeed, national brands have other benefits, including high customer trust, reduced marketing expenses, visibility, loyalty and strong, soft power. With such benefits and the associated high revenues, achieving prosperity will be a matter of time.

4) Harnessing Nigeria’s Youthful Population

With one of the largest youthful populations in the world, Nigeria has a tremendous economic asset that, if utilized well, can contribute to the country’s economic growth. Approximately 70% of the country’s population is young, most of whom are under 30. Such a high percentage of youthfulness can be harnessed for nation-building, especially in the areas relating to art, entertainment, fashion and technology development, among others. From Facebook to WordPress, Subway to Dell, Microsoft to Yankee candles, these companies all have a common denominator; young people founded them. While Europe is ageing and arguably in decline, Nigeria could leverage its young demography’s drive, energy and technological capacity in unleashing innovation and optimizing its global impact. But for such a population to be adequately harnessed and its potential utilized, the government and other leaders in the private sector must invest in good health care, tuition in entrepreneurship and how to manage money at a very young age. Also, competitive grants should be offered, and mentoring programmes extended to young entrepreneurs. These deliberate investments in the youths will build their entrepreneurial capabilities and develop a skilled and healthy workforce for national prosperity. Suppose all stakeholders consciously try to create a favourable environment for youths to thrive and blossom? In that case, the youths will channel their passion, talent and energy into building Nigeria, a superpower globally.

5) Developing a Sustainable Energy Ecosystem

In recognition of the growing threats of adverse changes in climate leading to environmental degradation and global warming, the Nigerian government and leaders in the private sector need to pay attention to developing a sustainable energy ecosystem as part of its nation-building strategies. While the country is endowed with abundant natural resources such as wind and sunlight, the country can learn from China, whose government has partnered with the private sector and other international partners to invest massively in the sustainable energy ecosystem. There is a need to increase funding and deployment of environmentally friendly technologies; this will attract international grants and foreign direct investment. Diversifying its energy sources to more sustainable and abundant sources will spur industrial transformation that will reduce transactional costs and positively impact the productivity of Nigeria’s formal and informal sectors. Furthermore, the country will be able to promote pollution mitigation, preserve its environment, contribute to a safe and healthier populace, leading to a more prosperous future for the present and next generation, and achieve sustainable national development.

6) Take Advantage of Africa’s Free Trade Agreement

Africa’s free trade agreement seeks to promote the free movement of capital, labour, goods and services within the region. Since it took effect in January 2021, the agreement has been gradually eliminating tariffs on goods traded in the continent-wide market across 55 countries. In addition to removal of barriers, there are other additional benefits that will accrue due to the expected increase in foreign direct investment both from within various African countries and even outside Africa. In particular, the investment will bring capital, skills and technologies that will spur economic growth.

Nigeria, Africa’s largest economy, stands to gain in many ways if it has the first mover advantage to take advantage of the agreement. Nigerian firms, especially manufacturing enterprises should utilize the free access to cheaper goods and services from other African countries. However, as it stands, intra-Africa trade remains low. Nigeria’s imports from African countries relative to its total imports remaining below 5 percent, while its exports to other African countries are slightly above 10 percent, clearly suggesting that there are opportunities not yet tapped. Going forward, the government and business leaders need to seize the opportunity by building competitive sectors to take advantage of the close to one billion strong market created by the agreement. Just as Germany has greatly benefited and registered tremendous growth by offering innovative and value-adding goods and services to the EU market, Nigeria can do the same in Africa.

7) Harness Diversity as a strength

Undoubtedly, Nigeria has one of the most culturally diverse populations globally, comprising 300 ethnic groups, speaking over 520 languages and practising different religions. Such diversity brings together a large pool of opportunities which can be harnessed for nation-building in many ways. For instance, Southeasterners are entrepreneurial, the North is the country’s food basket, the Southwest appears adept in international affairs, and South-south is the foreign exchange hub through the export of petroleum products. If brought together through transformative leadership, all these can be great for building national cohesion, as in the USA. Albert Einstein (in science and originally from Germany), Sergey Brin (Co-Founder of Google, originally from Russia) and Dikembe Mutombo (Renowned Basketballer – from the Democratic Republic of Congo) are all successful immigrant Americans. These examples demonstrate that America is a fantastic example that celebrates diversity and harnesses talent irrespective of where they are from. If the USA can do it, Nigeria could also do it-the country could be a confederation of nations, where your ethnicity, religion or gender will not limit what you can achieve.
In conclusion, as Nigeria commemorates its independence, there is so much to do to achieve prosperity over the coming years. However, if it can tackle its challenges and utilize the opportunities it has in the seven areas explored, then there is a very successful future for this blessed nation.

Happy Independence Celebration, Nigeria.

Dr Alim Abubakre is on the advisory board of the London Business School Africa Club and is the non-executive chair of These Executive Minds (TEXEM)