Tag: strategy

  • Strategy or blind panic?

    Strategy or blind panic?

    Look into the opposition camp and what do you see — a winning strategy or just blind panic? 

    That’s a very interesting question, with the ADC huff-and-puff; and PDP’s seeming very difficult rebirth — and just as well, with the havoc it wreaked during its best-forgotten ruling years!  Karma never forgets!

    But first, the antics of the opposition leading voices — and the “I’m hungry” burlesque of Rotimi Amaechi, ex-passionate Transport minister, credited with Nigeria’s rail renaissance and former Rivers governor, is a fitting starting point.

    A “hungry” Amaechi, with a bulging pouch, and designer clothing, talk less of cars, is one riveting comedy image of the age!  He has moved from that to yammering about how outgoing INEC chairman, Prof. Mahmoud Yakubu, is the “worst” INEC chair ever!  Even the dullest of political dunces know that’s eternally reserved for Maurice Iwu!

    Someone should tell Amaechi, decent Rivers governor and energetic “rail” minister, that his present whining, as living patron saint of the “Ebi npawa” — we’re hungry — orchestra, ill defines his political essence. But then, that’s what desperation brings to the table.

    Desperation?  Take a dart, the tragic Goodluck Jonathan, the man that snatched redemption from conceding a presidential election defeat — first in Nigeria — to push at gobbling the old vomit of disgrace, by seeking a forlorn electoral “rofo-rofo” encore!

    Desperation — and maybe cynicism? — is solidly defined by Jonathan seeking automatic presidential ticket from his old party, PDP, and its new clone, ADC!  Which gores most: Jonathan’s taunting of his old phalanx, PDP?   Or romancing new mirage, ADC?  Quintessential Jonathan!

    Read Also: Nigerian media entrepreneur Ebhodaghe bags digital innovation award in UK

    Peter Obi?  The more that one opens his mouth, the more he de-markets himself! With his China stats — and good helpings from Argentina, Egypt and Bangladesh: pray, how did Nepal miss out! — he establishes a pattern, hardly flattering.

    He used and dumped APGA, despite eternal commitment vow to Emeka Odumegwu-Ojukwu.  He left PDP after a vice-presidential defeat.  His latest tryst with LP seems headed to end in tears, as he shops for a new platform to pursue his opportunism!

    How can any good, on nation-building, come from eternal opportunism, spiked with cynical deceit of projecting with zeal what you’re not?  That’s the Obi conundrum!

    Atiku Abubakar?  Perhaps the most delusional of the whole lot!  From an unfazed candidate of the “North” in 2023, he’s posturing as a born-again nationalist but still running on that same anti-South non-power-sharing anchor, with which he wiped out, almost wholesale, the PDP southern base in 2023!  He carries out as if all is normal!

    This pitiable ensemble — challenging for power on such slippery grounds?  The Tinubu government will answer own “hunger” problems.  But is this funny bunch helping in that challenge at all? 

    Again, is this sound strategy or just blind panic?  Year 2027 beckons!

  • Digital Transformation in a Dynamic Age of Innovation: Rethinking Strategy, Systems, and Skills for the Future Economy

    Digital Transformation in a Dynamic Age of Innovation: Rethinking Strategy, Systems, and Skills for the Future Economy

    • By Tosin Ojo

    The pace of innovation in today’s world is nothing short of extraordinary. Artificial intelligence now designs products, blockchain redefines trust, and quantum computing edges closer to commercial reality. Yet, in this fast-evolving landscape, the deployment of digital transformation has become both a strategic necessity and a complex challenge especially for developing economies striving to remain competitive.

    Digital transformation is no longer about adopting technology for efficiency; it is about reengineering how value is created, delivered, and sustained. As innovation cycles shorten and markets become more dynamic, the question confronting business leaders, policymakers, and educators alike is: How can economies deploy digital transformation strategically to thrive amid perpetual change?

    The Context: Innovation Is Moving Faster Than Institutions

    The post-pandemic decade has accelerated digital adoption globally, but not evenly. According to the World Bank’s Digital Economy Report 2024, while digital sectors now contribute nearly 20% of global GDP, many developing economies still operate in what can be described as “analogue mindsets in digital times.”

    Infrastructure gaps, low digital literacy, and fragmented policy environments continue to hinder transformation. The result is a widening “innovation divide” not between nations that have technology and those that do not, but between those that can adapt strategically and those that cannot.

    Digital Transformation as the Engine of Innovation

    At its core, digital transformation is the alignment of technology, talent, and trust to drive innovation. When deployed effectively, it reduces the friction between ideas and execution enabling faster product development, improved decision-making, and better customer experiences.

    In dynamic innovation environments, this alignment becomes critical because technology alone does not guarantee competitiveness. What differentiates resilient organizations and nations is their ability to integrate digital systems into the DNA of how they innovate, not merely what they innovate.

    The Three Strategic Pillars of Digital Transformation Deployment

    1. Strategic Intent: Aligning Technology with Purpose

    Digital transformation must be driven by a clear strategic intent not by hype or imitation. Many organizations in emerging markets rush to digitize operations without first defining the why.

    As Michael Porter argued, “The essence of strategy is choosing what not to do.” For businesses and governments, that means prioritizing digital investments that align with national priorities such as job creation, export diversification, or human capital development rather than adopting every emerging technology trend.

    2. Systems Thinking: Integrating Technology Across Ecosystems

    Innovation today happens across networks, not silos. Effective digital transformation requires interoperable systems  connecting supply chains, government agencies, and research institutions through data-sharing frameworks and cloud infrastructure.

    Singapore’s “Smart Nation” framework and Estonia’s e-Government model demonstrate that innovation flourishes when systems communicate seamlessly. African economies, by contrast, often have excellent innovation hubs but weak institutional connectivity. A robust data exchange culture could close that gap.

    3. Skills and Culture: Humanizing Transformation

    The greatest barrier to digital transformation is not technological; it is cultural. According to the OECD 2024 Digital Economy Outlook, 42% of digital transformation projects fail due to resistance from employees and leadership misalignment.

    Building a digital-first culture requires continuous learning, agile leadership, and inclusivity. Workforce reskilling in data analytics, cybersecurity, cloud engineering, and design thinking  ensures that innovation remains sustainable rather than episodic.

    As Satya Nadella, CEO of Microsoft, puts it: “The true currency of digital transformation is not technology, but capability.”

    The Economics of Dynamic Innovation

    Innovation is no longer a linear process; it is a perpetual feedback loop of ideation, experimentation, and iteration. Digital transformation amplifies this loop by shortening innovation cycles and enabling near real-time adaptation.

    For instance, fintech startups in Nigeria and Kenya are leveraging data analytics and machine learning to refine credit scoring and expand financial inclusion. In healthcare, digital platforms are connecting rural patients to specialists through telemedicine. These are not just examples of technology adoption, they are transformations of innovation processes themselves.

    However, sustaining this dynamism requires ecosystem alignment  where government policies, private sector investments, and academic research reinforce one another. Countries like South Korea and Israel demonstrate that the synergy between R&D incentives, data-driven governance, and digital infrastructure can create self-reinforcing innovation economies.

    Challenges in Deploying Digital Transformation

    Despite the progress, several barriers persist across developing economies:

    Fragmented regulatory frameworks that slow down technology deployment.

    Limited access to affordable broadband, especially in rural regions.

    Low data trust and governance standards, discouraging data sharing and analytics.

    Underinvestment in human capital, with outdated curricula and limited reskilling opportunities.

    These factors increase the cost of digital maturity and reduce the return on innovation investment. To overcome them, governments must view digital transformation not as an ICT initiative but as a national development strategy  embedded in education, trade, and governance frameworks.

    A Path Forward: Deploying Transformation Strategically

    Adopt a Whole-of-Government Digital Strategy – aligning ministries and agencies around shared digital infrastructure and open data systems.

    Invest in Foundational Digital Skills – from primary education to workforce retraining, ensuring citizens can participate meaningfully in a digital economy.

    Foster Public–Private Collaboration – encouraging innovation sandboxes, digital hubs, and co-investment schemes.

    Measure and Monitor Impact – using data analytics to track the outcomes of digital policies and continuously refine them.

    In this way, digital transformation becomes less about technology and more about strategic governance  ensuring that every innovation serves a broader developmental purpose.

    Conclusion: From Adoption to Adaptation

    As the global innovation landscape evolves, success will no longer depend on who adopts technology first, but on who adapts fastest and smartest.

    Developing economies like Nigeria, Ghana, and Kenya stand at a critical inflection point. They can either continue to deploy digital transformation reactively  chasing trends and tools  or they can lead proactively by building strategic systems that harness data, empower talent, and foster inclusive innovation.

    Digital transformation, when deployed with purpose, can turn volatility into opportunity and uncertainty into growth. In the ever-dynamic world of innovation, that may be the most transformative innovation of all.

    Author Bio:

    Tosin Ojo is a strategy and data professional with expertise in digital transformation, innovation ecosystems, and human capital development. He writes on the intersection of data, policy, and sustainable growth in emerging economies

  • ‘National research strategy should be industry driven’

    Science and Technology Minister, Dr Ogbonnaya Onu has said it is in the best interest of the nation for researches carried out in the universities and research institutions to be industry linked. To him, this is the only way the national interest can be enhanced by exploiting the abundant natural resources and ensuring that manufacturers use alternative raw materials that are competitive locally.

    He spoke in Lagos on the sideline at the closing ceremony of the fourth annual Nigeria Raw Materials and Equipment Manufacturing EXPO (NIRAM) with the theme: “Optimising Value Chain towards Growth and Competitiveness in the Manufacturing Sector”.

    Dr  Onu said the Science and Technology ministry and related agencies have a mandate to revive dead industries by giving them life-line in terms of locally available competitive raw materials. He said the decision  was taken to save manufacturers and industries the cost related to the importation of raw materials  or equipment attributed to why many industries closed shop as they could no longer afford the cost of importation.

    He said:  “Ensuring our raw materials are competitive is our goal and to discourage as much as possible the importation of raw materials with local varieties. We want our research institutions to be industry linked and relevant to the manufacturing sector in order to grow our economy. The new line of thinking is that researches should be in line with industry need.”

    Comparing the contribution of the manufacturing sector to the GDP, which is a paltry nine per cent, he said in emerging economies such as South Africa and Indonesia, the manufacturing sector contributes over 30 per cent and employs huge labour. He encouraged manufacturers not to be deterred by any challenge, but be rest assured that the government is prepared to encourage the sector in all way possible.

    Manufacturers Association of Nigeria (MAN) President, Mr. Mansur Ahmed, regretted the gap between research and delivery into the market, urging the government to create capacity to transform the nation’s raw materials into finished goods.

    He said it is only then that the economy can be competitive. Mansur commended the EXPO as helpful to manufacturers as according to him, it created a market place for all stakeholders both in the raw materials manufacturing and machine tools component.

  • Kidnappers devise new strategy

    Abductors have devised a new method of operation in Akoko, Ondo State.

    The Nation learnt that they hire ‘compromised’ okada riders, who usually carry passengers and drop them for the kidnappers.

    A victim, Alhaji Abdulazeez Umar, who was coming from Ogbagi-Akoko, said the motorcyclist charged him N200 on the pretext that he usually carried two passengers.

    Umar said: “When we got to the middle of the road, near Okeagbe, the okada rider told me that his motorcycle was faulty and he would call one of his colleagues to carry me.

    “Not quite three minutes, three hefty men, armed, came out from hiding and marched me into the bush. That was around 10:30am.

    “For almost three hours, we were in the bush. They snatched my belongings. When we got to a location, I saw two persons already tied and guarded by two gunmen.”

    He said the kidnappers tortured him.

    Umar said it was when they slept off, due to stress that he escaped and found himself at Omuo in Ekiti State where he begged for fare from good Samaritans and headed for his hometown.

    Contacted, the Divisional Police Officer (DPO) in Okeagbe-Akoko, Adetaranmi Ibitayo, a Superintendent of Police (SP), said the case had not been reported.

    He urged the public to always report criminal cases to the police for investigation.

  • Re-thinking Nigeria’s development strategy

    Since the time that I left the University of Ibadan, (the Great UI), in 1972 and joined the noble diplomatic service of Nigeria, I have not stopped thinking of the fate of our country in the comity of nations.

    Over the years, Nigeria has been grappling with one problem or the other and never seems to have a respite for relative peace and enduring happiness.

    My colleagues and I had great visions in 1972 when we joined the Nigerian Foreign Service, of a country that would rival, if not surpass, many advanced countries of the world in socio-economic development by the year 2002, some 30 years thence.

    Our visions were based on the expected shrewd utilization of the vast resources of Nigeria and the love for our country. We were inspired by the patriotic zeal of our senior colleagues and bosses and were, therefore, determined to work assiduously towards the realization of our visions.

    We were perhaps too idealistic, naïve even, to assume, that we could do it alone, without the leadership of the country having similar visions and the commitment to actualize them.

    Here we are, 46 years later! Those of us who had visions that Nigeria would likely be developed and catch up with, if not surpass Britain and others by 2002, are, to say the least, disappointed that our dreams have not come to pass.

    Perhaps, it could be that the leaders of Nigeria since the 1970’s had limited visions that could not go beyond the 20th century; and so, many of them designed development plans that did not exceed four to five years each, and which did not dovetail into each other.

    They were never consistent. Each succeeding plan was befallen by policy somersault, and thus, were not designed to prepare the nation to transcend into the world of globalization and techno-political economy of the 21st century.

    The worst of the various inconsistent development plans was the infamous Structural Adjustment Programme (SAP) which impoverished the Nigerian people, widened the gap between the few rich and the poor masses as a result of the massive devaluation of the naira, which has worsened since SAP, and which brought very high inflation and socio-economic hardship on the country and its people who are still wallowing in abject poverty and despair.

    “Vision 2020” could not come to the rescue as it was an unrealizable dream and a mirage; neither could the National Economic Empowerment and Development Strategy (NEEDS) nor the Transformation Agenda lift up the country into the 21st century internet and cyber technology.

    We know now that much of the financial and other resources needed to transform the economy ended in the pockets of some politicians, civil servants and in heavy accounts of contractors and commissioned agents.

    Countries like India, South Korea and Malaysia which were on the same socio-economic pedestal with Nigeria in the 1960’s and early 1970’s by-passed Nigeria and launched themselves into the 21st century. Nigeria on the other hand was exalting itself in self-deception or delusion of an economy with ever-flowing oil money.

    It did not prepare for the 21st century high technology that seemed to have suddenly arrived unannounced and overran the country with cheap products through globalization. A new technological age had dawned and resulted in rendering the country into an import-dependent nation.

    Nigeria’s future cannot be built on petroleum, nor on the oil money. Now is the time to dream new dreams or visions of high technology and creativity which will be articulated in a development plan that would be religiously implemented and result in an effective diversification of the Nigeria economy that will be 21st century compliant.

    It will, therefore, require a genuine paradigm shift in the country’s vision and development planning process of the country’s leadership that will focus on the acquisition of high technology and massive investment in human development capital and infrastructure.

    These are the factors that will enhance the capacity of the country to produce more than it consumes and export the surplus at internationally competitive price.

    Nigeria has the fortune of being abundantly endowed with resources which countries like Switzerland, Japan or Singapore are dreaming of. Yet, these countries are centuries ahead of Nigeria in so many respects due to their vision of long term strategy of huge and continuous investment in human development capital, science and innovation, infrastructure and in the state-of-the-art technology. With these assets, they convert imported raw material into goods and services to build formidable domestic and export markets.

    The Asian Tigers, acknowledged universally as emerging nations, have taught us the crucial lesson that the sky is the limit to any country’s development, if it is peaceful and has patriotic, visionary and determined leadership that is focused, willing to be industrious and incorruptible, as exemplified by Lee Kuan Yew of Singapore.

    Even with a limited resource endowment, such leadership, if it allows the rule of law to prevail, sustain a free market economy, facilitates foreign direct investments and operates a system based on meritocracy, can unleash the productive capacity of a nation.

    Nigeria certainly needs peace, not killings and self-serving politicians, but incorruptible leaders with great vision. Nothing less will rouse Nigeria from its slumber and make it live up to the expectation of being the giant of Africa in the 21st century.

    In the run-up to the 2019 General Elections, what should pre-occupy the minds of Nigerian politicians, therefore, is how to conceive and promote a new vision, a paradigm shift from the current ways of conducting business; a vision that will create, promote and advance the spirit and substance of the technological age of the 21st century that catapulted Singapore, Korea, China and Malaysia to emerging industrial economies.

    The country’s leadership should not wait till elections are lost or won before drawing up an appropriate development plan.  Lessons should be learnt from the long delay by the federal government in coming up with its Economic Recovery and Growth Plan, 2017-2020, which should have been launched immediately after the government assumed power for a four-year term ending in 2019.

    So far, the public has not felt its impact, and there is no assurance of its continuity if the mantle of leadership falls on a different political party in 2019.

    By now, it is expected that the major political parties that hope to form a new government, including the ruling party, should have in place an economic think-tank/ expert group to draw up an appropriate national development plan that would lift Nigeria out of the league of the world’s poorest countries.

    Such development plan should contain measurable set objectives or goals with benchmarks that will indicate progress in plan implementation, and should have built-in mechanisms for monitoring and evaluation.

    All in all their vision should encapsulate the will, determination and commitment to actualize strategic goals of the 21st century technological advancement, which will usher in diversification of the economy, creation of wealth and equitable distribution of that wealth, eradication of poverty and corruption, attainment of socio-political justice, and enduring peace and prosperity.

     

    • Dr Lewu is a former Nigerian Ambassador to Brazil, Paraguay and Bolivia.
  • Stakeholders discuss medium term sector strategy

    As a way of sustaining the present development in Osun State, State Ministry of Budget and Economic Planning and Development, headed by Dr. Olalekan Yinusa, organised a two-day capacity building programme for stakeholders from all sectors within the state between Tuesday, February 27 and Wednesday, February 28.

    But the capacity building was not an end in itself. It was to pave the way for a more all-inclusive strategy workshop which finally held in Osogbo, the state capital, two weeks after.

    The workshop was a critical part of the process where the most important stakeholders’ decisions on a Medium Term Sector Strategy (MTSS) for all sectors were taken towards achieving the government’s desire to ensure continuity in its planned course of actions for future development.

    The current administration in Osun believes that the effective implementation of the Strategy Development Programme (SDP) will not only help the state economy to grow, provide essential services to achieve the desired development goals of the state, objective prioritization of projects and adequate allocation of resources towards specific strategic state goals and programmes within the constraints implied by the overall fiscal targets over a three-year period.

    At the programme, emphasis was further laid on ensuring a linkage between government expenditures and state goals and programmes that will be articulated in the SDP, ensuring that government’s expenditure reflects government priorities, promotion of transparency and accountability in government expenditure and facilitation of monitoring, evaluation and performance assessment of government expenditures.

    Part of the focus of the training also included orderly and coherent development of the state across all sectors, ensuring its timely implementation through the annual budget and ending what used to be project abandonment.

    The stakeholders were taught the cardinals of MTSS to give them a clear understanding of government’s policies and goals as contained in the SDP; set medium term sector objectives broken down into programmes, link them to SDP and identify key projects that need to be executed to achieve sector objectives.

    The training covered various aspects of MTSS, including conceptual framework of MTSS, review of high level policy documents, sector situation analysis, introduction to strategy session; developing sector mission, vision, core values, objectives, programmes and outcomes, syndicate session and presentations, project development and prioritisation, cross cutting issues in MTSS development, introduction to projects and costing, Roles of SPT in MTSS process and MTSS documentation.

    Why does the Aregbesola administration considers it germane to go ahead with this program at this point? The commissioner in charge, Dr. Olalekan Yinusa, stated that the programme was designed as part of the comprehensive efforts at institutionalizing development programmes and project in Osun.

    “The whole essence is first to develop a long term plan for the state, meaning that in the next three years, what do you expect Osun to be and from this particular long term plan, we need to develop a sector strategy which will lead into actualizing some of the goals of our identified deliverables from the State Development Plan.

    “We believe that if we develop a State Development Plan, we know it will be implemented by the sector champions and the sector champions are the one to develop the sector strategies. So we believe that it is pertinent for us to give the stakeholders the technical details of what they need to know on how to deliver the strategies that will be spelt out in the SDP. So following the retreat we held in January on envisioning the SDP, we planned a sector planning team training which is the one we are doing now to basically leverage on the experience that we have had at the state level in January and now bring all those things we said we will achieve down to the sectoral level.”

    According to him, the essence of the capacity building is that projects and programmes will be identified and cost put to it to form the basis upon which the state budget will be developed, adding that the advantage is that there will be a connection between policies and programmes and the budget being developed as when policies is not linked with sector strategies and budget, there will be a mismatch.

    “That is what we are trying to do, to make sure that by the time our budget is prepared, it captures the overall intentions of government. And with this programme, that vision will be fulfilled because when you develop a plan, there is a need for you to have the required human resources to deliver the implementation. So it is one thing to have everything down, it is another thing to have the needed human resources to implement it because you must make sure the plan is not only accepted but implemented well and all stakeholders have the knowledge behind the content of the goal,” Dr. Yinusa stated.

  • ERGP: Building competitive economy through focused laboratories strategy

    ERGP: Building competitive economy through focused laboratories strategy

    In this analysis, Cecilia Ologunagba of the News Agency of Nigeria (NAN) writes that the Federal Government is adopting the Focus Laboratories option to stimulate investors’ interest in power, agriculture and manufacturing to drive its Economic Recovery and Growth Plan (ERGP).

    The medium term Economic Recovery and Growth Plan (ERGP) 2017 to 2020, inaugurated by President Muhammadu Buhari to address the country’s economic challenges, will be one year old in April.

    Integral to the ERGP is an ambitious roadmap to return the economy to the path of growth and achieve seven per cent growth rate by 2020.

    The driver of the ERGP is the Focus Laboratories on power, agriculture and manufacturing recently inaugurated by the Vice President Yemi Osinbajo. The laboratories have been designed to fast track economic growth.

    According to Prof. Osinbajo, the Focus Laboratories would further boost economic growth and ensure continuity in Nigeria’s determination to build a competitive economy.

    The vice president said: “The labs will operate by bringing together all private and public sector officials to achieve the ERGP’s objective of reaching seven per cent economic growth by 2020.

    “The Focus Labs are being conducted in three selected areas to accelerate investment and job creation.

    “These specific areas are agriculture and transport, manufacturing and processing and finally power and gas sector.”

    Osinbajo explained that the laboratory groups were meant to bring private/public sector participants and potential investors together to think through the implementation of the specific areas of focus.

    “We believe that working together as a group, we will be able to achieve these specific objectives that have been set out for us,” he said.

    Budget & National Planning Minister Udoma Udo Udoma said the government would improve power generation and its operational capacity to 10 gigawatts by 2020.

    But two years to the deadline, the Federal Government has only succeeded in generating four gigawatts.

    The former senator has however expressed optimistic that the laboratories will eliminate the bottlenecks that hinder private sector investment in key sectors of the economy.

    He listed the sectors critical to economic growth as agriculture, manufacturing and power.

    The minister said the removal of the bottlenecks has become imperative because $245.1 billion would be required to implement the ERGP, out of which $195.98 billion would be sourced from private sector and $49.15 billion dollars from the public sector.

    Udoma said the three main objectives of the initiative were to create new investment opportunities for critical projects, job creation and resolution of complex inter-agency problems that inhibited private sector investment.

    In continuation of the executive/legislative engagement on critical plans and activities of the ministry, Udoma at the National Assembly on February 21 to brief a joint session of its leadership on the economic recovery focus laboratories.

    The minister explained that they were aimed at driving the critical sectors of the economy to achieve the strategic objectives of the ERGP.

    The objectives are restoring economic growth, investing in the people and building a globally competitive economy.

    Udoma said the ministry established the labs because of government’s determination to actualise the strategic objectives of the major enabling sectors of the ERGP.

    According to him, they would unlock investment potentials stalled due to bureaucratic bottlenecks and in the process, fast track the projects to enable investors to mobilise their investments.

    The labs therefore, he said, are aimed at fast-tracking the attainment of the set objectives and to deliver quick and fast results to the citizens.

    He said this would be achieved by identifying actionable projects and removing roadblocks that had been impeding their implementation.

    Udoma, however, told the legislators that since government alone could not shoulder the provision of critical infrastructure and provide investment capital needed to drive the process, it decided to create an enabling environment.

    The minister said: “It has decided to not partner with the private sector for investment funds, but also make the environment attractive to investors.

    “To achieve its goal, the government must target its investment drive significantly at investors with the capacity to boost the economy and create jobs for Nigerians.

    “That is why it is embarking on the labs to fashion out a strategic direction and then conduct a mass crowd sourcing of ideas to mobilise resources into the focused areas.”

    The minister said that labs would also identify catalytic Entry Point Projects (EPPs) that would mobilise private investment projects to spearhead investment and job creation in the specific sectors.

    The labs are being executed in three phases: Pre-lab expected to take place from January 15 to March 4; Main lab, from March 5 to April 15 and Post lab, April 15 to May 13.

    Deputy Senate President Ike Ekweremadu who represented Senate President Bukola Saraki at the session, commended government’s move at ensuring the implementation of the plan, and that government had become serious about developing the economy.

    He urged Nigerians to stop de-marketing the country through unnecessary criticism and pessimism, making it difficult to find solutions to problems besetting the economy.

    He said Nigerians should put their acts together and think patriotically.

    Ekweremadu suggested that some structures of government should give way and allow funds to be put to proper and more beneficial use to the people.

    He called on the Federal Government to reinforce its security architecture and power infrastructure to ensure a conducive environment that would attract investors.

    House of Representatives Speaker Yakubu Dogara commended the executive for ensuring the objectives of the ERGP were realised.

    Dogara, however, urged the Federal Government to do something about the interest rate regime as Nigerians might be unable to effectively participate in the investment programme because of funding constraints.

    Dr Idris Jala, the Head of the Malaysian Performance Management Delivery Unit (PEMANDU) briefed the leadership of the National Assembly on the Malaysian experience.

    According to Jala, the Malaysian economic history has a lot of semblance with the Nigerian experience.

    He said at a point the Malaysian economy took a downward turn and he had to warn that unless there was a fundamental way of managing the economy, the country would go bankrupt.

    Dr. Jala recommended transformational leadership at all levels, which entailed taking actions that might be painful in the short-term but beneficial in the long-run to the people.

    He said that Malaysia also used the lab process with great success as a tool for the transformation of its economy.

    Nevertheless, analysts note that the level of commitment from the government and private sector would result to generating $24 billion worth of investment for the country from the labs.

  • Ambode appoints Ajanaku SA on Information, Strategy

    Ambode appoints Ajanaku SA on Information, Strategy

    Lagos State Governor Akinwumi Ambode has approved the appointment of Mr. Idowu Ajanaku as his Special Adviser on Information and Strategy.

    The appointment is with immediate effect.

    A letter by the Head of Service (HOS), Mrs. Folasade Sidikatu Adesoye, said the appointment is in line with Ambode’s vision to strengthen the state’s information machinery with the aim of making it more people-oriented and effective up to the grassroots.

    Ajanaku, a multiple award-winning journalist and political strategist, was the Senior Special Assistant to the Governor on Media and Strategy. He is expected to use his wealth of experience to promote the Ambode administration, having worked with Vanguard and The Guardian for over one and a half decades.

    He holds a Bachelor’s degree in History and International Studies (Second Class Upper) from the Lagos State University (LASU) and a Masters degree with distinction in History and Strategic Studies from the prestigious University of Lagos (UNILAG).

    He is also a fellow of Martin Luther King Centre for Leadership.

  • Strategy for putting items on clearance

    Merchants need to maximise all available selling space to maintain the highest profit margins possible. To do so, they must implement a process for weeding out slow-selling items and replacing them with newer or more in-demand merchandise. Getting rid of the slow sellers quickly and efficiently requires a well-thought-out strategy for identifying and liquidating them.

     

    Item selection

    Experts have advised that retailers  have a clear-cut method of determining which items they need to discontinue, such as using inventory-control software to show where items rank in their particular product category. Even if an item has sold well in previous years, its failure to outsell other items may be a sign that it is headed for obsolescence. Hanging on to these previously successful items in hopes will rebound they say, could increase inventory costs and tie up precious selling and storage space.

     

    Timing

    Experts have also advised that it is important to review profits for items at the end of their particular selling season to determine slow movers and enhance the success of the clearance sale. For instance, marking down slow-moving park as at the middle of the year will likely yield better results than doing so at the end of the year.  Also, instead of cluttering sales space with out-season merchandise that generates little interest, retailers will have more room in for displaying seasonal items.

     

    Deepest discount first

    To move clearance merchandise quickly, it is wise to offer deepest discount first. The goal is to move discontinued merchandise out and cut losses, not necessarily to turn a profit, so a 50 percent markdown will generate much more interest than a 10 percent markdown. Generally, the slower an item sells, the deeper the retailer   makes the initial discount.

     

    Marketing

    If there are a number of items to clear out at once, experts have said it may be beneficial to hold a storewide clearance sale and advertise it through media outlets. This they say, can increase traffic through store and help build an identity as a source for bargains, if that image suits  overall marketing strategy. If a retailer operates more of an upscale establishment or have only a few clearance items, it is wise to set up a small clearance area or keep items on the shelf and identify them with a “special sale” sign.

  • Kim Jon Un and end of balance of terror strategy

    To end the tenacity of the Japanese and their kamikaze bombing of United States’ ships in the pacific and their soldiers readiness to commit harakiri rather than surrendering in the face of overwhelming forces, the United States decided on the orders of President Harry Truman to drop atomic bombs on Hiroshima and Nagasaki, wiping out hundreds of thousands of Japanese civilians and soldiers in 1945 thus ending the Second World War with a bang. With this, the genii got out of the bottle and warfare changed for ever. In 1945 the United States was the only nuclear power but by 1949 the USSR caught up with them. It took one or two years before the USSR developed bombers that could reach the United States which by then had bombers in European bases spread from Britain, Germany to Turkey. Thus began the arms race and American strategy of containment in the face of being outnumbered by Soviet and East European land forces. Containment relied largely on massive nuclear retaliation in the case of Soviet land attack on American forces and their allies in Europe. Decades later, the USSR’s strategy of putting nuclear missiles in communist Cuba led to the missile crisis of 1962 when the whole world faced the possibility of nuclear war between the two superpowers of USA and USSR. This brinkmanship was resolved when in a secret deal, President John F. Kennedy agreed with the Russian leader Nikita Khrushchev of Russia to move out its missiles from Cuba while the USA moved out its own from Turkey on the border of the USSR. From then onwards, the emphasis shifted to development of ICBM and nuclear submarines carrying Polaris missiles as well as developing and deployment in various silos in the USSR and USA intercontinental ballistic missiles. This military advancement gave both superpowers second strike capability. This is to say if the USA were to hit the Soviet Union, it would have had the capability to retaliate because all its missiles would not have been taken out or destroyed. Realizing the futility of further development after the failed attempt of President Ronald Reagan anti-missiles system to be deployed in space to destroy on coming intercontinental ballistic missiles, the so-called Star Wars programme, serious negotiations to limit nuclear weapons by the two superpowers began. The previous SALT (strategic arms limitation talks) moved to the START (strategic arms reduction talks) by which considerable reductions were made in the nuclear arsenals of the two superpowers. In spite of whatever reduction that have been made, each of the nuclear weapons state of the USA and now Russian federation has enough nuclear weapons to bury the world six times over. The destructive awesomeness of nuclear weapons was captured in the statement of Albert Einstein when he said if there was a Third World War, the Fourth World War would be fought with sticks and stones meaning human civilization would have been destroyed and we would be back to the Stone Age. This was before China joined the nuclear weapons states in 1964 adding more explosion to the possible nuclear Armageddon. While the possible use of nuclear weapons in Europe was inconceivable because of the strategic balance then prevailing, it was not ruled out of consideration in other theatres of war outside Europe. For example, before China developed its own bomb, there was a move by General Omar Bradley of the US army and endorsed by his commander in the Korean War, General Douglas MacArthur to prevail on President Harry Truman to authorize the use of nuclear weapons against China until he was relieved of his command in 1951.

    Because of the awesomeness of nuclear weapons, there has been no direct military conflict between the two major super powers since 1945. There have been proxy wars between the communist world and the USA and her allies as was the case in Korea (1950-1953) and in Vietnam 1955-1975). There have been other proxy wars in Southern Africa and South America. The main reason why there has been relative global peace was because of nuclear weapons since everybody knows that in a direct exchange of nuclear weapons, there will be no winner and the whole world will be victims. Those who survive being incinerated will die as a result of radioactive fallout. It is this fear of the consequences of nuclear exchange that has underpinned the theory of mutual assured destruction (MAD) and of nuclear deterrence.

    The relations between USA and Russian federation which inherited the nuclear arsenals of the Soviet Union have been based on this strategy of deterrence. When China joined the club, the same equation applied. Before the accession to the NNPT (nuclear non-proliferation treaty), other countries such as Great Britain, France, India, Pakistan, covertly Israel and North Korea became nuclear weapons states. Iran has nuclear ambitions and apartheid South Africa actually became a nuclear weapons state clandestinely around 1975 but destroyed this nuclear infrastructure when it realized a black government of South Africa might inherit it. The new comers and prospective comers into the nuclear club argue that it is an insurance against being run over by powerful countries. This is the argument of Israel, Pakistan and apparently North Korea. But none apart from North Korea has threatened to use it to preserve itself or to threaten potential adversary especially the much more powerful USA. This has been the case since the young and impetuous Kim Jon-Un took over the reins of government in North Korea after the death of his father Kim Jon il.

    The Kim dynasty officially called the “Mount Baektu Bloodline” is a three generation lineage of North Korean leadership descending from the country’s first leader Kim il- Sung in 1948. Kim came to rule the country after the end of Japanese rule in 1945 led to its division into north and south Korea. He ruled with iron fist and led his country to the brutal Korean War in which he wanted to unify the country under his own rule and failed because of American resistance supposedly under United Nations auspices. Kim il Sung was succeeded by his son Kim Jon-il in 1994 and remained in power till his death in 2011. After his death, one of his teenage sons Kim Jon Un took over and began aggressive development of nuclear weapons and the missiles to carry them. He has tested middle range missiles and once launched an ICBM over Japan and threatened to destroy American forces in Guam and Okinawa. The seriousness of this issue has led twice this year to unanimous condemnation of North Korea by the UN Security Council including the concurrence of China and Russia which usually do not see eye to eye with the United States.

    The open threat by North Korea to hit the USA has elicited strong reaction from the pugnacious United States President Donald J. Trump who openly declared before the United Nations General Assembly in September that if provoked the USA will destroy completely the government and presumably the people of North Korea. Since the 1962 Cuban missile crisis, the possibility of use of nuclear weapons has not been seen anywhere in the world, not even in the eternal conflict between India and Pakistan which developed nuclear weapons in the fear of being attacked by each other over their rival claims of the disputed territory of Kashmir over which they have fought several wars since the partition of the British Raj into India and Pakistan 1947.

    The world is actually facing the breakdown of a long established strategy of world peace. This breakdown is occasioned by the apparent lack of fear of retaliation by North Korea, unless its leaders are engaging in a policy of dangerous posturing.  In a conflict between the USA and North Korea, there are several arsenals in the possession of the United States such as tactical nuclear bombs and neutron bombs that can be used to kill people without destroying physically the country. But of what use will the country be if its people are destroyed. Unless it is possible to take out its leadership surgically without the use of nuclear weapons, the present policy of North Korea may lead it to national suicide. If it can only moderate its rhetoric and behave responsibly as a nuclear weapons state, the country may survive. This will mean North Korea embracing the theory and practice of deterrence because it will be futile and dangerous for the USA to attack it if it is accepted as a nuclear weapons state. Then North Korea would have avoided the fate of Muamar Gadhafi’s Libya and Saddam Hussein’s Iraq that were invaded because of not having nuclear weapons. It is to avoid this fate that is also driving the nuclear ambitions of Iran in spite of its protestation of pacific intentions and innocence.

    The United States’ policy and  the global nuclear non-proliferation treaty which is internationally subscribed to by most non-nuclear  weapons states  has failed in the case of North Korea because  of America’s non-pacific intentions to North Korea. It may also fail in Iran because of the same reasons if America  under President Trump walks away from the carefully negotiated international agreement between Iran and the P5+1 (USA ,China, United Kingdom, Russia, France and Germany). It is ironical that while working for a peaceful world, America’s policy of intervention or threat of intervention is driving some of its potential enemies like Iran and North Korea to want to acquire nuclear weapons as some form of insurance against invasion. While Iran can still be prevented from becoming a nuclear weapons state, it is too late to talk about denuclearization of the Korean Peninsula because North Korea will never give up its nuclear weapons. The fear of course is if North Korea does not behave responsibly as a nuclear weapons state should behave, Japan and South Korea, for strategic balance, may develop their own independent nuclear deterrence with or without American encouragement and sadly, the world will be less safe.