Feature/OPED
Nigeria’s N58.18trn Budget and Rising Cost of Deficit Governance
By Blaise Udunze
When President Bola Tinubu presented the N58.18 trillion 2026 Appropriation Bill to the National Assembly, unbeknownst to some, it opened with a contradiction that should unsettle even its most optimistic readers. It is an irony that a budget promises consolidation, renewed resilience, and shared prosperity, at the same time, it is built on a deficit of N23.85 trillion, as the largest budget in the nation’s history, equivalent to 4.28 percent of GDP, financed largely through borrowing, and debt servicing alone will consume N15.52 trillion, nearly half of the projected revenue. What a contradiction! The reality today is that Nigeria is borrowing not primarily to expand productive capacity or unlock long-term growth, but to keep the machinery of the state running. Salaries, overheads, inherited liabilities, and interest payments increasingly define the purpose of new debt. Capital formation, though loudly advertised, struggles to keep pace with fiscal reality. This raises a fundamental and unavoidable question. How sustainable is a fiscal model where debt service crowds out development spending year after year? Until this question is convincingly answered, no amount of reform rhetoric can restore confidence in Nigeria’s budgeting process.
A Nation Drowning in Deficits and Debt
The problem with the deficit is that it is not a number by itself. It shows that there are problems with the way things are set up. By the middle of 2025, Nigeria owed a lot of money, N152.4 trillion, which represented about a 348.6 percent increase following the assumption of President Bola Tinubu into office in 2023. Before he assumed office, the country owed N33.3 trillion, and this is a country that was already having trouble paying for basic things it needed to.
Reflecting on Nigeria’s predicament, it mirrors a wider African crisis. Reviewing the occurrences across the continent of Africa, external debt now surpassed $1.3 trillion, while the debt servicing costs are estimated at $89 billion this year alone. Nigeria’s case is unique not because of the amount of debt, but because of its poor productive return. The lingering challenge is that Nigeria’s borrowing has skyrocketed, yet the economy remains conspicuously faced with fragile infrastructure. The fiscal irony is stark that Nigeria is borrowing to survive, not to thrive.
A Deficit-Fuelled Budget and the Rising Cost of Survival
Deficits can be useful tools when deployed strategically. But Nigeria’s deficits have become structural, persistent, and increasingly divorced from growth outcomes. The N23.85 trillion deficit in the 2026 budget represents a dramatic escalation from the N11-N12 trillion range of recent years. Analysts warn that this is no longer a counter-cyclical policy; it is a sign of fiscal stress. Tilewa Adebajo, Chief Executive Officer of CFG Advisory, describes Nigeria’s fiscal space as “the biggest threat to our economic recovery.” According to him, the country continues to expand its budget despite failing to meet revenue targets. “We cannot have a N23 trillion deficit, that’s not sustainable,” he warned, noting that deficits have doubled in just a few years. More troubling is what the deficit implies. With N15.52 trillion earmarked for debt servicing, nearly half of the projected revenue is already spoken for before development spending begins. Some estimates suggest that over 25 percent of Nigeria’s annual revenue now goes directly into debt servicing, and in certain months, the ratio rises far higher. Experts warn that when over 90 percent of revenue is consumed by old debts, governance becomes an exercise in survival rather than progress. This is the fiscal corner Nigeria is steadily backing itself into.
Borrowing to Run Government, Not to Build the Economy
Between July and October 2025 alone, Nigeria secured over $24.79 billion in new borrowings, alongside €4 billion, ¥15 billion, N757 billion, $500 million in sukuk, and other facilities, most justified as “development financing.” Yet the real sector continues to wait for a tangible impact. The African Democratic Congress (ADC) argues that a budget planning to generate N34 trillion in revenue while borrowing nearly N24 trillion amounts to an admission of fiscal insolvency. A deficit-to-revenue ratio approaching 70 percent, it insists, would be unacceptable in any functional fiscal system. While opposition language is often sharp, the underlying concern is valid. Borrowing makes economic sense only when it finances self-liquidating projects like investments that generate revenue to repay the loans. Instead, Nigeria increasingly borrows to service past debts and plug recurrent expenditure gaps. Uche Uwaleke, Professor of Finance and Capital Markets at Nasarawa State University, underscores the danger: “Nigeria’s debt service ratio is inimical to economic development, chiefly because what could have been used to build infrastructure and invest in human capital is used to service debt. The opportunity cost for the country is high.” In effect, debt has shifted from a development instrument to a fiscal life support system.
Revenue Projections Caught Between Reform Ambition and Structural Limits
The Nigerian government projected N34.33 trillion in revenue for 2026, which is squarely anchored on improved oil output, non-oil tax reforms, and digitised revenue mobilisation across Government-Owned Enterprises (GOEs). To actualize its target, President Tinubu vowed to clamp down on leakages, enforce performance targets, and deploy real-time monitoring systems. Though these reforms are necessary. The question is whether they are sufficient and timely. Recent performance suggests caution. As at Q3 2025, only 61 percent of revenue targets had been achieved. Capital releases lagged sharply, and comprehensive implementation reports have not been published. Ayokunle Olubunmi, Head of Financial Institutions Ratings at Agusto & Co., expressed doubts about the credibility of the projections, citing weak performance in 2024 and 2025. “We don’t even know how many budgets we are implementing now,” Olubunmi observed, pointing to overlapping cycles and missing reports. The ADC goes further, describing revenue projections as detached from reality, while noting that revenue growth in 2024 was largely driven by currency devaluation, not structural expansion, before being doubled for 2025 and increased again for 2026. Nominal gains, it argues, are being mistaken for real fiscal strength. Without deep structural reforms, reliable power, export diversification, and productivity growth, revenue expansion risks remaining inflationary and fragile, unable to support the scale of spending proposed.
Budget Execution and the Credibility Gap
President Tinubu has declared 2026 a turning point. He promised an end to overlapping budgets, abandoned projects, and perpetual rollovers. All prior capital liabilities, he said, will be closed by March 31, 2026, ushering in a single budget cycle. Yet Nigeria’s execution record invites skepticism. The Coalition of United Opposition Political Parties (CUPP) points out that no comprehensive 2025 budget implementation report has been published, the first such lapse in 15 years. Quarterly performance reports, once routine, have been withheld, violating fiscal responsibility norms. “How can a new budget be proposed when the performance of the current one remains unknown?” CUPP asked. Execution failure is not cosmetic; it is costly. Projects stall, costs balloon, and borrowed funds yield no returns. Without transparency and enforcement, discipline risks becoming a slogan rather than a system.
Capital Spending vs the Persistent Cost of Governance
The N26.08 trillion allocated to capital expenditure is one of the budget’s most advertised strengths, with infrastructure, agriculture, education, and health featuring prominently. Yet Nigeria’s history cautions against equating allocations with outcomes. Recurrent non-debt expenditure remains high at N15.25 trillion, reflecting a governance structure that consumes significant resources. Ministries, departments, agencies, and political overheads continue to limit fiscal space. Mr. Idakolo Gbolade of SD&D Capital Management acknowledges the budget’s ambition but warns that over 70 percent of capital expenditure may be carried over into 2026. This suggests that implementation bottlenecks remain unresolved. Borrowing to fund capital projects that are delayed or abandoned compounds fiscal inefficiency. Nigeria risks paying interest on infrastructure that exists only on paper. Until the cost of governance is structurally reduced, capital spending will struggle to deliver transformative impact, regardless of headline figures.
Security Spending at Scale, But Lacking Clarity
Security receives the largest sectoral allocation, N5.41 trillion, alongside a new national counterterrorism doctrine targeting all armed non-state actors. The administration argues, correctly, that without security, investment cannot thrive. On the contrary, Nigeria’s experience shows that security spending does not automatically translate into security outcomes. Over the years, allocations have risen while insecurity persists across multiple regions. The challenge is not merely funding, but accountability, coordination, and effectiveness. Without transparency in procurement and deployment, security budgets risk becoming opaque sinks for public funds, undermining the very growth assumptions embedded in the budget.
Shared Prosperity Under Pressure
Though the budget promises shared prosperity, citing allocations of N3.52 trillion for education and N2.48 trillion for health, alongside agricultural and infrastructure investments, and with the National Bureau of Statistics announcement that inflation has moderated, and growth has improved modestly. Yet for ordinary Nigerians, relief remains elusive. Food prices are high, transport costs elevated, and real incomes squeezed. Social sector spending still struggles to keep pace with population growth. Shared prosperity cannot remain an aspiration deferred to the future. It must translate into jobs, affordable food, functioning schools, accessible healthcare, and rising real incomes.
Borrowing Without Beneficiaries
At the 2025 IMF and World Bank Annual Meetings in Washington, D.C., global leaders again pledged to address developing countries’ debt burdens. But as Nigeria continues to issue Eurobonds, sukuk, and bilateral loans, a simple question demands attention: who benefits from all this borrowing? If the answer is not citizens, businesses, and future generations, then the debt is not development finance; it is deferred hardship.
When Deficits Become Destiny
The 2026 budget reflects an administration aware of Nigeria’s fiscal dysfunctions and eager to correct them. The language of discipline, digitisation, and delivery signals intent. But credibility is not declared; it is earned. A deficit-driven budget that leans heavily on borrowing, struggles with revenue realism, and carries unresolved execution gaps places Nigeria on a narrow fiscal path. If borrowing is decisively tied to self-liquidating projects, transparency restored, and governance costs reduced, the budget could mark a turning point. If not, it risks confirming a grim truth as Nigeria is financing today by mortgaging tomorrow. Until debt stops crowding out development and revenue begins to fund governance rather than merely service it, deficits will no longer be temporary tools. They will become destiny.
Blaise, a journalist and PR professional, writes from Lagos and can be reached via: [email protected]
By Abu Mahmud
The recent realignment within the African Democratic Congress (ADC) is a direct response to its founding promise of transparency, accountability, and people-centered politics, free from money politics, godfatherism, and elite domination. The party seeks to harness a powerful opposition coalition while safeguarding its founding ideals from elite capture. Success will depend on how rigorously the ADC enforces its transparency and accountability mechanisms as the 2027 race intensifies.
As the 2027 elections approach, that promise is being put to the test. The ADC’s realignment is a high-stakes balancing act. The party must decide whether to open its doors to opportunistic politicians whose primary currency is personal ambition. Such “wolves” may bring short-term numbers, but they threaten the party’s credibility, cohesion, and long-term legacy. The ADC’s true strength lies in shared values, not in the whims of any single individual.
If the ADC admits politicians driven more by personal ambition than by shared ideals, it risks undermining its very foundation. As electioneering draws nearer, the party stands at a crossroads: either remain faithful to its principles or sacrifice them for short-term political advantage. Its credibility, cohesion, and long-term relevance depend on choosing the former.
As Nigeria moves toward the 2027 general elections, the country needs leaders of integrity—visionary, unifying, and committed to national development above sectional or personal interests. Such leaders must be accountable, open to competent new talent, and committed to institution-building, job creation, poverty reduction, and national cohesion, rather than divisive, self-serving politics.
At this critical moment, Nigerians cannot afford leadership captured by individuals who exploit poverty and emotion through populist rhetoric while pursuing narrow ambitions. Citizens must distinguish between politicians who seek power and wealth for themselves and those who serve with integrity, transparency, and a genuine commitment to community development.
A political party is bigger than any individual. It is built on shared values and collective purpose, not personal ownership. When individuals attempt to dominate a party, democracy weakens and godfatherism thrives.
Even before the election season, there is a real possibility that the ruling establishment could attempt to weaken opposition forces through proxy infiltration, sowing discord within emerging coalitions.
This concern is heightened as the PDP faces what may be its weakest moment since inception.
Atiku Abubakar has emerged as a central figure in a new opposition coalition that has adopted the ADC as its platform for 2027. The coalition includes figures such as former Senate President David Mark (interim national chairman), former Osun State Governor Rauf Aregbesola (interim secretary), Nasir El-Rufai, Rotimi Amaechi, and others. They have held consultations on party structure and strategy, advocating transparent primaries and urging members—including Peter Obi—to fully transition into the ADC. Atiku’s exit from the PDP and registration with the ADC signal a coordinated effort to challenge the APC government.
This context raises a critical question: can the ADC afford to admit politicians whose entry is conditioned on personal guarantees?
One recurring feature of some Kano-based politicians is the tendency to conflate local dominance with national relevance. Through emotionally charged rhetoric, such figures mobilize loyal supporters while mistaking regional popularity for nationwide appeal. More troubling is the practice of setting conditions even before joining a party.
Rabiu Musa Kwankwaso, has openly stated that he would only defect to another party if offered the presidential or vice-presidential ticket for 2027. He argued that his decades-long political career entitles him to such consideration, insisting that his supporters would accept nothing less. Yet this posture contrasts sharply with the conduct of other coalition members who have subordinated personal ambition to collective negotiation. To demand special concessions while others make sacrifices raises serious questions about motive, sensitivity, and commitment to a shared cause.
This article is not rooted in personal animosity or partisan loyalty. Rather, it examines a political style defined by populism, personality-driven movements, and frequent party migration motivated by immediate ambition rather than ideology. Kwankwaso commands a loyal base in Kano, where he is celebrated as a champion of the masses.
Beyond that stronghold, however, his career is marked by serial defections—from PDP to APC to NNPP—each aligned with personal calculations rather than consistent principles. Supporters describe this as pragmatism; critics call it political nomadism.
Recent developments in Kano have punctured the myth of Kwankwaso’s invincibility. Political ruptures within the state have exposed a reality long obscured by propaganda: his influence depends heavily on access to state power.
Without control of institutional machinery, his dominance diminishes. Electoral outcomes reinforce this limitation. In the last presidential election, Atiku Abubakar secured over seven million votes, Peter Obi over six million, while Kwankwaso garnered just 1.14 million—nearly all from Kano.
Governor Abba Yusuf’s anticipated defection to the APC further signals a shift in Kano’s political landscape. While the Kwankwasiyya movement remains relevant, its grip on state power is weakening. This moment calls for recalibration, not confrontation. Politics is not a do-or-die affair, and clinging to power at all costs risks eroding both dignity and legacy.
Reports of behind-the-scenes meetings involving Kwankwaso and former President Olusegun Obasanjo, along with speculation that he could be used to destabilize opposition parties, only deepen concerns about his role in any coalition. As his influence wanes, he increasingly portrays himself as a victim of betrayal, rallying supporters with narratives that elevate personal loyalty above political evolution.
In a political maneuver aimed at self-preservation, reports claimed that the former NNPP presidential candidate sought the intervention of Chief Bisi Akande to arrange a direct meeting with President Bola Ahmed Tinubu to negotiate his defection. Akande reportedly declined, stressing that he could not bypass established party structures, and instead referred Kwankwaso to the party’s official high-level negotiation committee.
The NNPP has also stated that, according to its constitution, the Kano State governor is the party leader, being its only sitting governor. Kwankwaso, they noted, was merely the party’s 2023 presidential candidate—an arrangement that ended after the election when the Memorandum of Association between the party and the Kwankwasiyya Movement expired.
Despite his anxiety about his political future, Kwankwaso has been unable to explain to the youths—whose blind loyalty he still relies on—why many long-standing allies dating back to 1999 have walked away. Absent from his narrative is any reckoning with his habit of discarding those who helped build his career: Senator Hamisu Musa, Musa Gwadabe, Abubakar Rimi, among others. Political independence is not betrayal; it is a legitimate pursuit.
When Abdullahi Ganduje parted ways with Kwankwaso, he endured ridicule and abuse. In my view, Kwankwaso and his supporters should at least appreciate Abba Gida-Gida’s restraint in not publicly recounting the unpleasant experiences surrounding his emergence as governor under the NNPP. While the Kwankwaso–Abba conflict is fundamentally political—a struggle for solutions and self-determination—there remains a clear distinction between betrayal, the pursuit of solutions, and the quest for independence from total submission. Madugo’s recent speeches, laden with symbolism and coded language aimed at Governor Abba Yusuf, reflect nothing more than a troubling lack of restraint.
For Atiku, other heavyweight politicians, and the ADC, the lesson is clear: no serious political party should mortgage its future on conditional loyalty or personal ambition. The party’s strength lies in its principles, not in accommodating politicians who seek to bend its vision to their own ends.
At this stage, Kwankwaso’s political control appears to have reached its limits. History shows that successful politicians understand timing, terrain, and temperament. They fight when the cause is just, support is solid, and victory is achievable. They retreat when the odds are stacked, when emotion outweighs reason, or when temporary withdrawal can prevent permanent defeat. It may be time for him to step aside gracefully, preserve his dignity, and protect his legacy. When an ant becomes arrogant, it grows wings.
Power is not bestowed by any individual; it is granted by Allah alone, who gives and withdraws authority as He wills. Both Islam and Christianity affirm this truth: power is a divine trust, not personal property. Any posture that suggests authority flows from personal will contradicts both faith and reality.
Mahmud writes from Hadejia Road, Kano
By Abiodun Alade
In a year shaped by geopolitical tension, technological disruption and intensifying scrutiny of corporate conduct, Anthony Chiejina has once again secured a place among the world’s most influential communications leaders.
In the orchestration of influence, some leaders make themselves heard; others, like Chiejina, make themselves felt. As Group Chief, Branding and Corporate Communications, Dangote Industries Limited, Africa’s largest industrial conglomerate, he operates not in the glare of the spotlight, but in the rarified space where strategy, trust and perception converge. Influence, in Chiejina’s world, is not performative. It is deliberate, calibrated and sustained.
His inclusion on the 2025 Influence 100 for the fifth consecutive year confirms his standing as one of the most consequential in-house communicators globally—and the only Nigerian on this year’s list.
Now in its 13th year, the Influence 100 has become a benchmark for leadership at the intersection of reputation, strategy and power. Compiled annually by PRovoke Media’s senior editorial team, the list recognises communications, corporate affairs and marketing executives whose judgement shapes organisational credibility, agency relationships and public trust. Selection is based on organisational influence, strategic remit, thought leadership and the capacity to lead through complexity.
Chiejina’s sustained presence on the list signals something deeper than recognition. It reflects a style of leadership defined not by volume, but by judgement.
Leadership Beyond Messaging
In today’s corporate environment, communications is no longer a support function. It is a leadership discipline. For Chiejina, that evolution has long been reality. His remit extends from strategic counsel at the highest level to internal alignment across a vast workforce, crisis navigation, regulatory engagement and long-term brand stewardship across sectors.
Dangote Group’s footprint spans cement, energy, agriculture, manufacturing and infrastructure—sectors that sit at the heart of national economies and global supply chains. Every decision, every word, carries weight beyond the corporation itself.
That responsibility has intensified as Dangote Group has undertaken some of the most ambitious industrial projects in Africa, drawing global attention and regulatory scrutiny. Managing reputation at this scale demands more than messaging. It requires institutional memory, political literacy and an acute understanding of how public legitimacy is earned and sustained.
Under his stewardship, Dangote Group has maintained its position as Africa’s most admired company while navigating periods of heightened public debate and international visibility. His work consistently connects corporate ambition with public confidence, ensuring that growth is matched by credibility.
Institutional Memory and Strategic Calm
More than 15 years within the Dangote Group have given Chiejina a rare asset: deep institutional memory. That continuity has proven invaluable during periods of expansion, regulatory change and market volatility. While others respond to headlines, he focuses on coherence, consistency and long-term trust.
Those who work with him describe a leader who privileges preparation over performance and clarity over drama. His approach is measured and analytical, grounded in the belief that reputation is not built in moments, but through years of disciplined engagement.
Chiejina’s fifth consecutive appearance on the Influence 100 places him among a peer group that includes communications chiefs from Apple, Google, Coca-Cola, Nike, Ford, Emirates, Reliance and other global giants. Yet he remains the only Nigerian on the 2025 list and one of the few Africa-based executives consistently recognised.
That distinction reflects both the scale of his responsibility and the growing global relevance of African corporate leadership. As Africa’s industrial champions assume a larger role in global supply chains and energy markets, the standards by which they are judged have become unmistakably international. Chiejina has helped ensure that Dangote Group meets those standards not through imitation, but through coherence, transparency and confidence in its own narrative.
Before joining Dangote Group, Chiejina built a career across banking, manufacturing and journalism, with senior roles at Zenith Bank, Oceanic Bank, Seven Up Bottling Company, African Economic Digest and African Concord—publications from the famed Concord Group that shaped a generation of African journalists. That breadth of experience continues to inform his leadership: commercially grounded, media-literate and alert to the political and economic realities that frame corporate action in emerging markets.
Quiet Authority
Anthony Chiejina’s leadership is marked by restraint. He is not a public-facing executive in the conventional sense, yet his counsel influences decisions at the highest level. In an era where reputations can be destabilised overnight, his value lies in foresight, discretion and strategic calm.
As global business becomes more exposed, more questioned and more accountable, leaders like Chiejina represent a new model of executive authority—one rooted in trust, institutional credibility and long-term thinking.
In that sense, his continued presence on the Influence 100 is not merely a personal milestone. It is a signal: that African enterprise, guided with discipline and clarity, belongs confidently at the centre of global leadership.
And in a world that increasingly confuses noise for power, Chiejina’s career offers a reminder: the most enduring influence is rarely the loudest.
Abiodun, a communications specialist, writes from Lagos
Not too long ago, streaming in Nigeria was seen as a convenience, an alternative to traditional television, used mostly to catch up on missed shows or explore international content. Today, it has evolved into something far more ingrained. Streaming is now a culture: a daily habit that shapes conversations, influences pop culture, drives fandoms and even dictates how stories are told.
From late-night binge sessions and group watch parties to live-tweeting reality shows and football matches, streaming has become woven into how Nigerians experience entertainment. As mobile devices, smart TVs and affordable data options continue to expand access, the platform has moved from the fringes to the centre of everyday life. In 2026, this cultural shift will become even more pronounced.
Here’s what to expect as streaming continues to evolve in Nigeria and across Africa.
Value Will Define Loyalty in an Overcrowded Streaming Market: As streaming becomes mainstream, Nigerian audiences are becoming more discerning. Subscription fatigue is real, and users are no longer impressed by platforms with limited libraries or infrequent updates.
In 2026, loyalty will belong to platforms that offer sustained value, not just headline titles. This means:
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Deep content libraries that go beyond a handful of popular shows
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A healthy mix of live TV, sports and on-demand entertainment
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Regular content refreshes that keep audiences engaged month after month
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Viewers now understand value, and they will gravitate towards platforms that consistently deliver variety and relevance.
Local Stories Will Drive Cultural Relevance: Streaming has amplified the power of Nigerian storytelling, giving local productions the scale and visibility once reserved for traditional TV. Viewers are showing a clear preference for stories that feel familiar, authentic and culturally grounded.
In Nigeria, titles like Omera, Glass House, Italo, The Real Housewives of Lagos, Nigerian Idol and Big Brother Naija have become shared cultural moments, driving online conversations and real-world buzz. These shows are not just being watched; they are being experienced.
Across the continent, similar patterns are emerging, reinforcing the role of hyperlocal content in building loyalty and identity. In 2026, investment in African creators will remain central to streaming growth.
Streaming Becomes Personal and Predictive: As streaming matures, platforms will increasingly rely on AI to understand viewers on a deeper level. In 2026, Nigerian users can expect:
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More intuitive recommendations tailored to individual tastes
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Smarter content discovery that reduces the time spent searching
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Interactive experiences that respond to viewer behaviour
Beyond content, AI will also enhance advertising relevance and customer support, creating a smoother, more personalised user journey.
Live Sports Will Continue to Anchor Streaming Culture: While binge-worthy series drive daily engagement, live sports remain one of streaming’s biggest cultural anchors. Football, in particular, continues to command passionate followership in Nigeria.
With the 2026 FIFA World Cup scheduled for June–July, live streaming will dominate viewing behaviour once domestic leagues conclude. Nigerian football fans demand quality, reliability and immediacy, making official platforms with full broadcast rights, such as SuperSport, essential destinations during major tournaments.
In 2026, sports will further reinforce the value of legitimate, high-quality streaming experiences.
Security Becomes Non-Negotiable: As streaming cements its cultural relevance, content protection will take on greater importance. Premium sports and entertainment remain prime targets for piracy, but the response is becoming more sophisticated.
Technologies from cybersecurity firms like Irdeto now enable real-time monitoring, rapid takedowns and legal action against illicit streaming networks. These measures protect not just platforms, but creators and the broader creative ecosystem, a critical consideration as local production continues to grow.
Innovation Makes Streaming More Inclusive: One of the most significant shifts in Nigeria’s streaming landscape is how inclusive it has become. Platforms are innovating around:
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Flexible pricing
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Bundled services that combine TV and streaming
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Multi-device access, including mobile-first options
Whether premium or entry-level, users can now find options that suit their lifestyle and budget, reinforcing streaming’s position as an everyday entertainment staple.
A More Conscious Streaming Audience Emerges: As streaming culture matures, so does audience awareness. Nigerian viewers are increasingly able to identify illegal streaming platforms and understand the long-term damage piracy causes to the industry.
In 2026, conscious viewing will continue to gain ground, with users learning to avoid red flags such as “free” premium streams, unofficial apps, VPN-only access and excessive pop-up advertising.
Streaming is no longer simply about watching content, it is about belonging to moments, communities and conversations. In Nigeria, it has evolved into a cultural force that shapes how stories are told, shared and celebrated.
As 2026 unfolds, streaming will continue to thrive at the intersection of technology, culture and creativity, offering entertainment that is accessible, relevant and deeply local.
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