Feature/OPED
Me, Myself and I: Damaging Effect in Business Decisions
By Timi Olubiyi, PhD
As businesses grow, many decisions come to bear from marketing to funding, expansion, investments, operations, logistics, staffing, technology adoption, and so on, all to enhance business productivity.
Without a doubt, just like individuals make poor choices and bad decisions, businesses do too. Business leaders and entrepreneurs make bad decisions not because they are not clever or experienced, but because they are humans.
Certainly, humans are never perfect decision-makers at all, a bad decision can occur once in a while or repeatedly and such is the case with business leaders, entrepreneurs, top management, and/or owner-managers of businesses around as well.
As important as decision-making is in business operations, the good news is that business failures have been identified largely to be due to poor decision-making by the operators, owners, or business managers.
Why is this good news? In my opinion, understanding the major cause of past business failures could help restrain many entrepreneurs or businesses from repeating this error clearly.
Since poor decision-making has been identified as a major concern for business sustainability, therefore, making a good choice most time is important for any business, though this can be argued.
In business, no matter the structure in place, decision-making is key and is one of the main indicators of a high-performing business or one of the indicators of how healthy a business is.
Remember, not having a decision-making process is in itself a decision on its own. I have observed keenly that a large number of the businesses be it large or small in Nigeria, particularly the ones in the industrialized states and areas, relish taking shortcuts as a normal practice and they hardly ever have an articulated decision-making process within their businesses.
It is rather worse in small-scale businesses where decision-making could be the sole responsibility of the operators or business owners.
In fact, in small-scale businesses, the most common cause of poor decisions is that the operators are so dominant with excessive managerial control that they see decision-making as their sole right without any recourse to the ideas or opinions of employees or others. This is the big issue really.
Furthermore, no initiative or contributions from employees and subordinates are ever considered, key decision making is never participatory and this sometimes leads to business concerns.
A decision-making responsibility before, during, and after any implementation of a task in a business should not be the entire decision of the business owners.
Playing the obvious role of the sole expert in all departments, units, and concerns of the business operations by the owners is never sustainable but damaging. This action has been captured as one of the major causes of the incidence of widespread business failures amongst small-scale businesses in the country.
A good decision can enable a business to thrive and survive long-term, while a poor decision can lead a business into failure. A common behaviour of leaving things to chances when decisive action ought to be taken are also decisions but a poor one at that, which can bring huge consequences on the business.
This worrying development amongst small-scale business operators has cost many their fortune, particularly with the advent of the coronavirus pandemic (COVID-19) which has been impacting the economy and businesses negatively. It should be a time for decision-making for businesses and not a time to operate aloof.
The coronavirus pandemic has changed the world and also signalled a new era for businesses, therefore, there is a need for business operators to make strategic decisions, most notably in the manufacturing, retail, and service sectors due to technology disruptions.
Yet business operators in these mentioned sectors disregard this all-important activity. The failure of any business or venture in making good and quality decisions could be a result of many factors, such as inexperience, lack of time, stress, overwork, and pressure from stakeholders among others.
All these can lead to poor decision-making and the eventual failure of any business. The quality of decisions in any business directly impacts its performance and overall business outcomes.
Small business operators should understand that it is healthy for staff to disagree over decisions if the views defer. It only helps to make a proper and effective decision for the business at the end of the day. Leaders should purposefully create a culture where debate and disagreement are welcome.
Remember, decision-making is the action or process of thinking through possible options and uncertain outcomes, and selecting the best option concerning the business. This decision-making could bother on marketing, financing, customer satisfaction, investment, and technology usage in the business.
It is often shocking that once known and thriving businesses can suddenly go under and cease to operate as a result of what most times seem to be poor decision-making and mismanagement.
In the case of big and widely known multinational businesses like Kodak, Nokia, Motion Blackberry, and Motorola, the managements ignored the shift in technology and failed to be decisive in their decision making particularly on innovations until it was too late despite the vantage position.
Though Nigeria has a tough operating environment and harsh economic factors, many of the small businesses and start-ups in the real estate, retail, manufacturing, corner shops, and service sectors among others have lost their relevancies due to poor or lack of prompt decision-making.
For instance, just on Ogudu road via Ojota in Lagos State businesses that were once the toast of teeming residences and customers such as Cherries superstore, Terminal 3 restaurant, CCD stores, and The Mr Biggs eatery Ogudu branch have all now remained permanently closed, failed, sold off or shut down to what seems to be poor decision making from the management. This is the fate of so many of the medium-small scale businesses in Lagos State and indeed Nigeria, they disappear after a few years of operations and never grow to become intergenerational businesses.
One of the worst things to do in business is to ignore customers’ preferences, revolutionary innovations and also fail to adapt to changes within the business environment as quickly as possible. The high business mortality rate in Nigeria is mainly due to these reasons.
Entrepreneurs and operators try to protect what they already have going for them, instead of having a decision-making process that can always suggest innovation and ways of doing things better to meet and surpass customers’ expectations.
Many businesses still follow this rigid path, particularly in the manufacturing, services, and retail businesses, lacking the foresight of the advent of online presence, e-commerce, and technological shift occasioned by COVID-19. In my view, businesses need to have a sound decision-making policy that is in tune with the current realities of aggressive social media and internet usage.
We have experienced a major cultural shift in customers’ behaviour with the COVID-19, businesses need a decision-making process to review their activities from time to time. This will help to adapt to the economic and environmental changes accordingly.
Multiple studies have suggested that engaging employees in the decision-making process can impact businesses positively, make them more committed to business success, have stronger connections with the businesses, increase engagements and also help produce higher quality results.
Therefore, building a participatory decision-making culture is recommended for businesses particularly small-scale businesses at this time. This strategy will more than likely improve the competitive position and effectiveness of the management, operators, and business owners. Because making decisions is a critical component of effective leadership, hence involving employees in the process will help businesses make better decisions.
Let the truth be told, inexpensive and reasonable businesses built around clothing, housing, potable water, medical care, education, home essentials, shopping and food items will always have economic demands. Thus, in as much as the adequate and proper decision-making process or policy is in place, that should give the needed competitive advantage and make businesses not ordinarily fail. Good luck!
How may you obtain advice or further information on the article?
Dr Timi Olubiyi is an entrepreneurship and business management expert with a PhD in Business Administration from Babcock University Nigeria. He is a prolific investment coach, seasoned scholar, a chartered member of the Chartered Institute for Securities and Investment (CISI), and a Securities and Exchange Commission (SEC)-registered capital market operator. He can be reached on the Twitter handle @drtimiolubiyi and via email: dr***********@***il.com, for any questions, reactions, and comments
Feature/OPED
Daniel Koussou Highlights Self-Awareness as Key to Business Success
By Adedapo Adesanya
At a time when young entrepreneurs are reshaping global industries—including the traditionally capital-intensive oil and gas sector—Ambassador Daniel Koussou has emerged as a compelling example of how resilience, strategic foresight, and disciplined execution can transform modest beginnings into a thriving business conglomerate.
Koussou, who is the chairman of the Nigeria Chapter of the International Human Rights Observatory-Africa (IHRO-Africa), currently heads the Committee on Economic Diplomacy, Trade and Investment for the forum’s Nigeria chapter. He is one of the young entrepreneurs instilling a culture of nation-building and leadership dynamics that are key to the nation’s transformation in the new millennium.
The entrepreneurial landscape in Nigeria is rapidly evolving, with leaders like Koussou paving the way for innovation and growth, and changing the face of the global business climate. Being enthusiastic about entrepreneurship, Koussou notes that “the best thing that can happen to any entrepreneur is to start chasing their dreams as early as possible. One of the first things I realised in life is self-awareness. If you want to connect the dots, you must start early and know your purpose.”
Successful business people are passionate about their business and stubbornly driven to succeed. Koussou stresses the importance of persistence and resilience. He says he realised early that he had a ‘calling’ and pursued it with all his strength, “working long weekends and into the night, giving up all but necessary expenditures, and pressing on through severe setbacks.”
However, he clarifies that what accounted for an early success is not just tenacity but also the ability to adapt, to recognise and respond to rapidly changing markets and unexpected events.
Ambassador Koussou is the CEO of Dau-O GIK Oil and Gas Limited, an indigenous oil and natural gas company with a global outlook, delivering solutions that power industries, strengthen communities, and fuel progress. The firm’s operations span exploration, production, refining, and distribution.
Recognising the value of strategic alliances, Koussou partners with business like-minds, a move that significantly bolsters Dau-O GIK’s credibility and capacity in the oil industry. This partnership exemplifies the importance of building strong networks and collaborations.
The astute businessman, who was recently nominated by the African Union’s Agenda 2063 as AU Special Envoy on Oil and Gas (Continental), admonishes young entrepreneurs to be disciplined and firm in their decision-making, a quality he attributed to his success as a player in the oil and gas sector. By embracing opportunities, building strong partnerships, and maintaining a commitment to excellence, Koussou has not only achieved personal success but has also set a benchmark for future generations of African entrepreneurs.
His journey serves as a powerful reminder that with determination and vision, success is within reach.
Feature/OPED
Pension for Informal Workers Nigeria: Bridging the Pension Gap
***The Case for Informal Sector Pensions in Nigeria
***A Crucial National Conversation
By Timi Olubiyi, PhD
In Nigeria today, the phrase “pension” evokes many different mixed reactions. For many civil servants and people in the corporate world, it conjures a bit of hope, but for the majority in the informal sector, who are in the majority in Nigeria, it is bleak. Millions of Nigerians are facing old age without any financial security due to a lack of retirement plans and a stable pension plan. Particularly, the millions who operate in markets, corner shops, transportation, agriculture, and loads of the nano and micro scale enterprises operators are without pension plans or retirement hope.
From the observation of the author and available records, staggering around 90 per cent of Nigeria’s workforce operates in the informal economy. Yet current pension coverage for this group is virtually non-existent. As observed, the absence of meaningful pension participation by this class of worker reinforces the vulnerability, intensifies poverty among older people, and puts pressure on families who are ill-equipped to shoulder the burden.
The significance of having a pension plan for informal workers in Nigeria, given the large number of people in that sector and the high level of unemployment and underemployment, cannot be overstated. As it is deeply connected to sustenance and the level of poverty in the country. Pension for informal workers in Nigeria is not just a technical policy matter; it is a story about dignity, security, and whether a lifetime of hard work ends in rest or in desperation.
Nigeria’s pension system, primarily structured around the Contributory Pension Scheme (CPS) managed by the National Pension Commission (PenCom), has made significant progress for formal sector employees, yet the large portion of the informal workforce which are traders, artisans, okada riders, small-scale farmers, domestic workers, and gig economy participants who drive the real engine of the economy.
Though the Micro Pension Plan (MPP) was launched in 2019, which is intended to provide a voluntary contributory framework for informal workers, its uptake has been underwhelming; after several years, only a fraction of the millions targeted have enrolled, and far fewer contribute actively. One big reason for this is that, unlike formal workers who receive regular salaries and have employers who deduct and remit pension contributions, informal workers face irregular incomes, a lack of documentation, limited financial literacy, and deep mistrust of government institutions, making traditional pension models ill-suited for their realities.
Moreso the informal worker most times live on day-to-day income. For instance, a motorcycle rider in Lagos who earns ₦14,000 on a good day but must pay for fuel, bike maintenance, police “settlements,” and family expenses, how can he realistically commit to a monthly pension contribution when his income fluctuates wildly? So, the Micro Pension Plan for the informal sector participation will remain low due to poor awareness, complex processes, lack of tailored contribution flexibility, and limited trust.
To truly make pensions work for informal workers, Nigeria must rethink the system from the ground up, designing it around the lived realities of its people rather than forcing them into rigid formal-sector structures. First, the government should introduce a co-contributory model where the state matches a percentage of informal workers’ savings, similar to what is practised in some European countries, turning pension contributions into a powerful incentive rather than a burdensome obligation.
Second, digital technology must be leveraged aggressively—mobile-based pension platforms linked to BVN or NIN could allow daily, weekly, or micro-contributions as small as ₦100, integrating seamlessly with fintech apps like OPay, Paga, or bank USSD services so that saving becomes as easy as buying airtime.
Third, automatic enrollment through cooperatives, trade unions, market associations, and transport unions could significantly expand coverage, with opt-out rather than opt-in mechanisms to counter human inertia.
Fourth, financial literacy campaigns in local languages via radio, community leaders, and religious institutions are essential to rebuild trust and demonstrate that pensions are not a “government scam” but a personal safety net.
Fifth, Nigeria should consider a universal social pension for elderly citizens who never participated in formal or informal schemes, modelled after systems in countries like Denmark and the Netherlands, ensuring that no Nigerian dies in poverty simply because they worked outside formal structures.
Sixth, investment strategies for pension funds must prioritise both security and development—allocating a portion to infrastructure projects that create jobs, improve power supply, and stimulate economic growth while maintaining prudent risk management.
Seventh, inflation protection should be built into pension payouts so that retirees’ purchasing power is not eroded by Nigeria’s volatile economy.
Eighth, the system must be inclusive of women, who dominate the informal sector yet often lack property rights or formal identification, by simplifying documentation requirements and providing gender-sensitive outreach.
Ninth, limited emergency withdrawal options could be introduced—strictly regulated—to help contributors handle crises without abandoning the system entirely.
Finally, transparency and accountability are non-negotiable; regular public reporting, independent audits, and user-friendly dashboards would strengthen confidence that contributions are safe and growing. If Nigeria can blend its innovative spirit with lessons from global best practices—combining Denmark’s social security ethos, Singapore’s savings discipline, and Canada’s inclusivity—it could transform the lives of millions of informal workers who currently face retirement with fear rather than hope.
Imagine Aisha, years from now, closing her market stall not in exhaustion and anxiety but in calm assurance that her pension will cover her basic needs; imagine Tunde hanging up his helmet knowing he can afford healthcare and shelter; imagine Ngozi harvesting not just crops but the fruits of a lifetime of secure savings. The suspense that hangs over the future of Nigeria’s informal workers can be resolved, but only if policymakers act boldly, creatively, and compassionately—because a nation that allows its hardest workers to age in poverty is a nation that undermines its own prosperity, while a nation that secures their retirement builds not just pensions, but peace.
Hope comes from innovation. Fintech-powered pension models that allow small, frequent contributions similar to informal savings associations like esusu offer ways to integrate pensions into existing savings cultures. Making pension contributions compatible with mobile money and agent networks could drastically reduce barriers to entry. Hope comes from public education. Building financial literacy campaigns, partnering with community leaders, marketplaces, trade associations, and digital platforms can help shift perceptions. A pension should be understood not as a distant bureaucratic programme, but as future self-insurance and dignity
The significance of having a pension plan for informal workers in Nigeria, given its large informal sector and high level of unemployment and underemployment, cannot be overstated, as it is deeply connected to social stability, economic sustainability, poverty reduction, and national development.
First, from a social protection and human dignity perspective, a pension plan for informal workers is critical because it provides a safety net for old age. Nigeria’s informal sector includes traders, artisans, mechanics, tailors, hairdressers, okada riders, gig workers, domestic workers, small-scale farmers, and street vendors, many of whom work hard throughout their lives but have no formal retirement benefits. Without a pension, these individuals often become completely dependent on their children, relatives, or charity in old age, which can strain families and increase intergenerational poverty. A well-structured pension system ensures that ageing informal workers can maintain a basic standard of living, access healthcare, and avoid extreme deprivation, thereby preserving their dignity and reducing elderly vulnerability.
Second, from an economic stability and poverty reduction standpoint, pensions play a crucial role in reducing old-age poverty. Nigeria already struggles with high poverty levels, and a large proportion of elderly citizens without income support exacerbates this problem. When informal workers lack pension savings, they continue working well into old age, often in physically demanding jobs, which reduces productivity and increases health risks. A pension system allows for smoother retirement transitions, reduces reliance on welfare, and ensures that older citizens remain consumers rather than economic burdens, thereby sustaining economic activity.
Third, pensions for informal workers are significant for financial inclusion and savings culture. Many Nigerians in the informal sector operate primarily in cash and have limited engagement with formal financial institutions. A pension plan tailored to informal workers, especially one integrated with mobile money and digital platforms, can encourage regular saving, improve financial literacy, and bring millions of people into the formal financial system. This, in turn, strengthens Nigeria’s overall financial sector and increases the pool of domestic savings available for investment in infrastructure, businesses, and development projects.
Fourth, the significance is evident in reducing dependence on government emergency support. Currently, the Nigerian government often has to intervene with ad-hoc social assistance programs, especially during crises such as the COVID-19 pandemic, inflation shocks, or economic downturns. If informal workers had functional pension savings, they would be better able to absorb economic shocks in retirement without relying heavily on government aid, reducing fiscal pressure on the state.
Fifth, pensions for informal workers contribute to intergenerational equity and family stability. In Nigeria, many elderly parents depend on their working children for survival, which places financial strain on younger generations who may already be struggling with unemployment, housing costs, and education expenses. A pension system reduces this burden, allowing younger Nigerians to invest in their own futures rather than being trapped in a cycle of supporting ageing relatives without external assistance.
Sixth, from a national development perspective, including informal workers in the pension system strengthens Nigeria’s long-term economic planning. Pension funds represent large pools of capital that can be invested in critical sectors such as housing, energy, transportation, and manufacturing. If millions of informal workers contribute even in small amounts, this could significantly expand Nigeria’s pension fund assets, providing stable, long-term financing for development projects that create jobs and stimulate growth.
Seventh, pensions for informal workers are important for gender equity, because women dominate many informal occupations in Nigeria, such as petty trading, market vending, tailoring, and caregiving roles. These women often have lower lifetime earnings, limited access to formal employment, and fewer assets. A targeted informal sector pension scheme can protect elderly women from destitution and reduce gender-based economic inequality in old age.
Eighth, the significance is also linked to public trust and governance. A transparent, accessible, and reliable pension system for informal workers can strengthen citizens’ trust in government institutions. Many informal workers currently distrust government programs due to past corruption, failed schemes, or poor implementation. A well-functioning pension plan that delivers real benefits would demonstrate that the state values all citizens, not just formal sector employees.
Lastly, given Nigeria’s demographic reality of a large and growing population, failing to integrate informal workers into a pension framework poses serious long-term risks. As life expectancy increases, the number of elderly Nigerians will rise significantly in the coming decades. Without a structured pension system for informal workers, Nigeria could face a severe old-age crisis characterised by mass poverty, social unrest, and increased pressure on healthcare and social services.
In summary, having a pension plan for informal workers in Nigeria is significant because it promotes social security, reduces poverty, enhances financial inclusion, supports economic stability, eases intergenerational burdens, strengthens national development, promotes gender equity, builds public trust, and prepares the country for its ageing population. For a nation where the majority of workers are informal, excluding them from pension coverage is not just an oversight; it is a major structural weakness that must be urgently addressed for Nigeria’s long-term prosperity and social cohesion.
Feature/OPED
Revived Argungu International Fishing Festival Shines as Access Bank Backs Culture, Tourism Growth
The successful hosting of the 2026 Argungu International Fishing Festival has spotlighted the growing impact of strategic public-private partnerships, with Access Bank and Kebbi State jointly reinforcing efforts to promote cultural heritage, tourism development, and local economic growth following the globally attended celebration in Argungu.
At the grand finale, Special Guest of Honour, Mr Bola Tinubu, praised the festival’s enduring national significance, describing it as a powerful expression of unity, resilience, and peaceful coexistence.
“This festival represents a remarkable history and remains a powerful symbol of unity, resilience, and peaceful coexistence among Nigerians. It reflects the richness of our culture, the strength of our traditions, and the opportunities that lie in harnessing our natural resources for national development. The organisation, security arrangements, and outlook demonstrate what is possible when leadership is purposeful and inclusive.”
State authorities noted that renewed institutional backing has strengthened the festival’s global appeal and positioned it once again as a major tourism and cultural platform capable of attracting international visitors and investors.
“Argungu has always been an iconic international event that drew visitors from across the world. With renewed partnerships and stronger institutional support, we are confident it will return to that global stage and expand opportunities for our people through tourism, culture, and enterprise.”
Speaking on behalf of Access Bank, Executive Director, Commercial Banking Division, Hadiza Ambursa, emphasised the institution’s long-standing commitment to supporting initiatives that preserve heritage and create economic opportunities.
“We actively support cultural development through initiatives like this festival and collaborations such as our partnership with the National Theatre to promote Nigerian arts and heritage. Across states, especially within the public sector space where we do quite a lot, we work with governments on priorities that matter to them. Tourism holds enormous potential, and while we have supported several hotels with expansion financing, we remain open to working with partners interested in developing the sector further.”
Reports from the News Agency of Nigeria indicated that more than 50,000 fishermen entered the historic Matan Fada River during the competition. The overall winner, Abubakar Usman from Maiyama Local Government Area, secured victory with a 59-kilogram catch, earning vehicles donated by Sokoto State and a cash prize. Other top contestants from Argungu and Jega also received vehicles, motorcycles and monetary rewards, including sponsorship support from WACOT Rice Limited.
Recognised by UNESCO as an Intangible Cultural Heritage of Humanity, the festival blends traditional fishing contests with boat regattas, durbar processions, performances, and international competitions, drawing visitors from across Nigeria and beyond.
With the 2026 edition concluded successfully, stakeholders say the strengthened collaboration between government and private-sector partners signals a renewed era for Argungu as a flagship cultural tourism destination capable of driving inclusive growth, preserving tradition, and projecting Nigeria’s heritage on the world stage.
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