Economy
Succession and Obligation of Leadership
By Jerome-Mario Utomi
Am I a good leader? I do not know and I guess no one else does. The people, the future and history will stand judged and I will accept their judgments no matter what they might be. Nevertheless, I am fully convinced that I am leading my people, not only on the right part but on the only one available -Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the United Arab Emirate (UAE).
Presently, the global community is in agreement that Nigeria is blessed with abundant resources –both human and natural. But in spite of these resources, development professionals are concerned that the nation is equally littered with a huge number of ‘coercive’ and selfish leaders as against truly ‘democratic, pace-setting and coaching’ leaders.
Essentially also, Nigerians, particularly the poor masses, are aware of these disappointing performances of their leaders and need no one to remind them. They are visible realities.
Aside from these failures exacerbated by public office holders/policymakers non-recognition that the efficiency of the government does not only affect the performance of the public sector –but affects that of the whole country including the private sector, Nigerians have in the past six years watched the country lie prostrate and diminish socially and economically with grinding poverty and starvation driving more and more men into the ranks of beggars, whose desperate struggle for bread renders them insensible to all feelings of decency and self-respect while the privileged political few continue to flourish in obscene and splendour as they pillage and ravage the resources of our country at will.
Also rings apprehension is the awareness that with less than two years to the expiration of this administration, there is neither a sincere desire among elected officials to engage best minds to help get the answers and deploy the resources we need to move into the future or engineer a sustainable process of generational change in the nation’s leaders structure via recruitment and allocation of rightful leadership positions to, but youthful Nigerians.
From the above realities, the following questions may be asked; what is the obligation of leadership in any given society, state or nation? What is giving a boost to Nigeria’s poor leadership that is notoriously reputed for, and devoid of a sincere succession plan?
Why is such negative leadership practice gradually becoming a norm in Nigeria? Why are public office holders in Nigeria reluctant to alleviate the real condition of the poor, the deprived, the lonely, and the oppressed or at the very least, get into their lives and participate in their struggle? How come public office holders in Nigeria are never willing to give, train, or admit youths into leadership apprenticeships? Why is this practice of leadership type characterized as self-centred and non-coaching? Why is Nigeria’s leadership ideology not based on considerations such as; meritocracy, pacesetting, people-focused but primarily on mundane factors such as tribal/ethnicity, religion, power rotation and federal character? Why has leadership in the country seriously failed to provide security and pursuit of the economic welfare of citizens which are the only two constitutional responsibilities of the state which all leaders must achieve?
To many, the answer to the above is signposted in leaders’ ground propensity/penchant for corruption, cronyism, backdoor or under the counter leadership approach/ practices. Others argue that more often, leaders believe that knowledge is power and that they retain power only by keeping what they know to themselves. Their implicit strategy is to preserve their leadership discretion by deliberately leaving the rules for success and failure vague. In their calculation, it is better to maintain control by keeping the people at arm’s length as bringing them close would represent a threat.
Could this be the only explanation?
Definitely not! There also exist public office holders in Nigeria who understand power as the ability to protect their interest and not as an opportunity to engineer social, political and economic prosperity.
However, one can make a stronger case as to why Nigeria’s leadership challenge is a crisis.
To support this claim, this piece will bring to mind/cast a glance at how Kuen Yew, Pioneer Prime Minister of Singapore used creative leadership prowess characterized by talent hunt, education, leadership apprenticeship/ coaching, to stamp out leadership mediocrity in Singapore, and in its place, install sustainable leadership excellence for the nation via the establishment of succession structure/culture that allows brilliant minds to collide and create.
Let’s listen to Lee; our greatest task was to find the people to replace my ageing ministers and me. My colleagues and I had started to search for younger men as possible successors in the 1960s. We could not find them among the political activists who joined the PAP, so we scouted for able, dynamic, dependable, and hard-driving people wherever they were to be found.
In the 1968 general election, we fielded several PhDs, bright minds, and teachers at the universities, professionals including lawyers, doctors, and even top administrators as candidates. In by-elections in 1970 and 1972, we fielded several more. We soon discovered that they needed to have other qualities besides a disciplined mind able to marshal facts and figures, write a thesis for a PhD, or be a professional.
Leadership, he added, is more than just ability. It is a combination of courage, determination, commitment, character, and ability that makes people willing to follow a leader. We needed people who were activists with good judgment and interpersonal skills. The search became more urgent at each subsequent election because I could see that my colleagues were visibly slowing down.
To do this, Lee said something interesting; I had to find and get into the office a group of men to provide Singapore with effective and creative leadership. Had I left it to chance, depending on the activists coming forward to join us, I would never have succeeded. We set out to recruit the best into the government. The problem was to persuade them to enter politics, get themselves elected, and learn how to move and win people over to their side. It was a slow and difficult process with a high attrition rate. Successful, capable professionals and executives are not natural political leaders, able to argue, cajole, and demolish the argument opponents at mass rallies, on television, and in parliament.
To see how wide the net must be cast for talent, I had only to remember that the best ministers in my early cabinets were not born in Singapore. Three-quarters of them had come from outside Singapore. The net that brought in my generation of leaders was thrown in a big sea that stretched from South China across Malaysia, to South India and Ceylon.
Whenever I had a lesser minister in charge, I invariably had to push and prod him, and later to review problems and clear roadblocks for him. The end result was never what could have been achieved. When I had the right man in charge, a burden was off my shoulders. I needed only to make clear the objectives to be achieved, the time frame within which he must try to do it, and he would find a way to get it done, he concluded.
Indeed, while the above account in my view sums up the obligation of leadership, this piece must underline without fail that Nigeria and Nigerians need leaders like Lee of Singapore and Mohammed bin Rashid Al Maktoum of UAE to lead them not only on the right part but on the only one available.
Jerome-Mario Utomi is the Programme Coordinator (Media and Public Policy), Social and Economic Justice Advocacy (SEJA), Lagos. He could be reached via je*********@***oo.com/08032725374.
Economy
Distributors Kick Against Plans by Lagos to Tackle Egg Glut
By Adedapo Adesanya
The Eggs Sellers and Distributors Association of Nigeria (ESDAN) has kicked against the proposed plan involving the production of egg powder to tackle the glut of eggs.
The National President of ESDAN, Mrs Olaide Graham, made the position clear in an interview with the News Agency of Nigeria (NAN) this week.
Egg glut occurs when egg production exceeds consumer demand, resulting in a surplus that often forces farmers to sell at reduced prices to avoid spoilage.
The Lagos State Government recently announced plans to establish an egg powder processing facility as part of efforts to address seasonal egg glut in the poultry sector.
Mrs Graham described the initiative as a welcome development but maintained that it would not address the fundamental challenges facing the industry.
“The establishment of an egg powder factory in Lagos to address the egg glut situation will have a positive impact if it is properly implemented and the product meets market standards.
“It could help reduce waste and, to some extent, stabilise prices temporarily.
“However, egg powder may not be widely accepted as a substitute for fresh eggs in this part of the country because of differences in taste, texture and consumer perception.
“Many consumers still regard fresh eggs as more nutritious,” she said.
According to her, the major issue is identifying and addressing the root causes of the egg glut rather than focusing solely on processing surplus eggs.
“We have a population of over 200 million people. Why should there be an egg glut?
“We need to examine what farmers, distributors and other stakeholders are not getting right and provide the necessary support.
“Egg powder is not the cure for egg glut in Nigeria. Stakeholders should come together to identify sustainable solutions,” she said.
Mrs Graham noted that egg powder could serve as a raw material for the production of other goods, but should not be viewed as a long-term remedy for the challenge.
She emphasised the need for improved distribution systems across the egg value chain.
“Effective distribution can go a long way in addressing the problem.
“We should remember that Lagos distributes not only eggs produced within the state but also eggs brought in from other parts of the country.
“In every challenge, there is always a solution, but egg powder is not the major solution to egg glut,” she said.
The ESDAN president also dismissed concerns that egg distributors could be negatively affected by the proposed factory.
“Distributors have nothing to fear because Nigerians are accustomed to consuming fresh eggs.
“The number of consumers who will continue to prefer fresh eggs will still be higher.
“Even if egg powder production affects access to fresh eggs, there will still be ways to address that challenge.“If the purpose of producing egg powder is to reduce glut, then that is why distributors have joined the conversation,” she said, according to the news agency.
Economy
Oyedele Advocates Domestic Resource Mobilisation Over Foreign Aid
By Adedapo Adesanya
The Minister of Finance and Coordinating Minister of the Economy, Mr Taiwo Oyedele, says that reliance on aid and concessional finance was neither sustainable nor sufficient.
He said this at the opening of a high-level capacity-building session in Abuja on Wednesday, noting that Nigeria needs to strengthen local funding sources, a message that also guided discussions during a visit by an Ethiopian delegation to learn about Nigeria’s Integrated National Financing Framework (INFF).
“Domestic Resource Mobilisation remains the most critical pillar of any credible financing framework”, he said. “Our objective is not to increase the burden on citizens. Our objective is to create a fairer, more efficient and growth-oriented revenue system that supports development, encourages enterprise and strengthens voluntary compliance.”
The minister presented Nigeria’s INFF as a practical, evolving response to the continent’s widening financing gap for the Sustainable Development Goals (SDGs) and Agenda 2063.
He outlined the process that had produced the framework — a Development Finance Assessment, a multi-stakeholder steering committee and a Financing Strategy aligned with the Medium-Term National Development Plan.
He also cited concrete reforms such as expanded digitalisation of tax administration, deeper engagement with international capital markets through green and sustainability-linked instruments and institutionalised accountability mechanisms.
“These are not merely technical outputs,” Mr Oyedele said. “They are the instruments by which we mobilise, align and deploy financing to turn plans into services — schools, clinics, roads and social protection for our people.”
He insisted the INFF was “a living framework” that would continue to adapt as Nigeria sought to deepen private-sector participation, mobilise climate finance and strengthen subnational financing architecture.
The minister’s emphasis on sovereign revenue came with a direct appeal to state actors, urging states to pursue reforms that would increase the tax-to-GDP ratio without unduly burdening households.
Mr Oyedele positioned the INFF as the mechanism to reduce external dependence by aligning public, private, domestic and international finance with national priorities.
“This is not cause for despair”, he said of Africa’s financing gap. “Rather, it is an opportunity to rethink how development is financed and to ensure that every available source of capital is aligned with national priorities.”
Addressing the Ethiopian delegation directly, Mr Oyedele framed the engagement as mutual learning, stating: “Nigeria does not claim to have all the answers. Rather, we offer our experience in the spirit of partnership, transparency and mutual learning. Ask difficult questions. Challenge assumptions. Share your innovations and experiences.”
In her remarks, the Senior Special Assistant to the President on SDGs, Mrs Adejoke Orelope-Adefulire, told delegates that the capacity of states to effectively mobilise, manage and deploy financial resources directly influenced the quality of life of millions of Nigerians.
She stressed that states must carry constitutional responsibility for primary healthcare, basic education, water and sanitation and other frontline services.
She also warned that current revenue and institutional weaknesses at the subnational level threatened service delivery across the country.
“The fiscal realities confronting many sub-national governments — rising expenditure pressures, limited internally generated revenue, growing infrastructure deficits, climate-related vulnerabilities and global economic uncertainties — are battering state finances,“ Mrs Orelope-Adefulire said. “Addressing these issues requires innovative thinking, bold reforms and stronger collaboration among all key stakeholders.”
On her part, UNDP Resident Representative, Ms Elsie Attafuah, echoed the call for domestic solutions while emphasising the value of peer learning.
“The Sustainable Development Goals are ultimately delivered in states, provinces, cities and communities,” she said. “This is why strengthening fiscal capacity at the state level is not simply a revenue issue. It is fundamentally a development issue.”
Ms Attafuah commended Nigeria’s reform agenda and stressed that South-South cooperation, exemplified by the Ethiopia–Nigeria exchange, could accelerate progress, noting, “No single country has all the answers. Yet every country has lessons that can help others move further and faster.”
Economy
Nigeria Launches EMERGE to Unlock $750bn Mineral Wealth
By Adedapo Adesanya
Nigeria has launched the Early-Stage Mineral Exploration and Research Grant Endowment Program (EMERGE), a new initiative aimed at accelerating early-stage mineral exploration, strengthening geological research and advancing local value addition.
The programme is part of moves to unlock Nigeria’s $750 billion worth of untapped mineral deposits under broader efforts to diversify its economy beyond oil.
Nigeria has outlined plans to expand mineral exploration and production, identifying 44 strategic mineral deposits and is seeking developers with the requisite capital and technological expertise to invest.
The government has also sought to increase mining’s contribution to GDP to 10 per cent in 2026. However, unlocking these opportunities will require stronger geological data, greater technical capacity and increased investment in early-stage exploration.
The introduction of the EMERGE initiative aims to address these gaps. The programme is centred around three areas of focus: science-backed exploration, critical minerals development and research and development.
The exploration stream targets early-stage geological insights to generate reliable mineral data, the critical minerals stream targets minerals required for the energy transition, while the research and development stream integrates science and innovation across the value chain.
Driven by the Solid Minerals Development Fund, the programme is designed to position Nigeria as a major player in the global minerals value chain. It also builds on a rising wave of international partnerships aimed at modernising Nigeria’s exploration infrastructure through digitisation and enhanced capacity building.
Nigeria and Turkey formalised a partnership agreement in May 2026, aimed at strengthening cooperation in mining technology, exploration and investment.
Nigeria has also entered geological mapping and exploration cooperation agreements with South Sudan and South Africa, aimed at advancing geological and technical expertise while facilitating greater investment flows across the exploration sector.
Recent mineral ambitions are being backed by global finance. In March 2026, Nigeria secured $1.3 billion from the Africa Finance Corporation (AFC) to fund its mineral exploration programs as well as the construction of an alumina refinery, advancing its national mineral production and domestic beneficiation strategy.
Also, late last year, the federal government allocated over $600 million for geoscientific exploration and nationwide mapping, highlighting Nigeria’s commitment to de-risk the sector through access to modern geological data and accelerated exploration activities.
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