Feature/OPED
Succession Planning: Big News for Family Businesses and SMEs
By Timi Olubiyi, PhD
It is no longer a secret that family businesses world over can struggle with governance, leadership transitions, and even survival or business continuity.
From context observation, the majority of Small Medium Enterprises (SMEs) in Nigeria are family-owned businesses. More so, over 60 per cent of all firms in most nations are classified as family businesses, according to an Irish report.
Family businesses are common in Nigeria especially in Lagos State, which is the economic nerve of the country. The importance of this form of business cannot be overemphasised. They are expected to contribute to the economy in these three key areas: creating jobs, improving Gross Domestic Products (GDP) and improving the standard of living or reducing the poverty level.
However, the failure rate of family business especially in Nigeria is high.
According to data, 95 per cent of family-owned businesses in Nigeria do not survive the third generation of ownership. This should be a huge concern to the government, policymakers, family business owners and future entrepreneurs.
Apart from the known challenges such as decrepit infrastructure, inconsistent government policies, double taxation among many others, which are contributory to business failures in Nigeria, the lack of succession plan is a serious issue militating against the survival and continuity of these family businesses.
Succession planning is the process of identifying and preparing suitable family members or employees through mentoring, training and job rotation, to replace key players within the family business as those key players leave their positions for whatever reasons such as retirement, advancement and attrition are usually missing.
With succession planning as a very important aspect of a business, overwhelming evidence from a survey and finding from a study indicate that 94.2 per cent of entrepreneurs and business owners in Nigeria lack succession plan or a poor succession plan exist in their business organisation. This portends a concern for the multigenerational growth of SMEs especially family businesses and is also a threat to business continuity in Nigeria.
Succession planning is one of the most demanding and necessary phases in business transition but this is usually left unattended or left till is too late amongst business founders and leaders in Nigeria.
Unfortunately, many of the companies do not even prioritize succession planning, choosing only to focus on how to grow their business profits rather than consider it along with sustaining the next generation business leaders or having multigenerational business growth in mind.
The purpose of adequate succession planning for family businesses is that it will minimize the gap and risk in the operations of organizations when key leaders or management staff suddenly leave the business.
Remember in our country, most especially in Lagos State, some prominent family businesses sprang up in the 1980s and the late 90s, however, these businesses were founded by then business mogul but if you look around, the businesses are no longer in existence with significant examples such as Late Bashorun M.K.O Abiola (Concord Group, Abiola Bookshop and Abiola farms); Late Alhaji Ahmadu Chachangi (Chanchangi Airline); IRS Group of companies founded by the late Chief Isiaka Rabiu Ayodele; Sunrise Group of companies founded by the late Chief Ajibade Falodu, Balogun Group of companies founded by the late Alhaji Lai Balogun; Sanusi Brothers Group of companies owned by the late Ayodele Sanusi, and late Chief Augustine Ilodibe, group of Companies are just some of the failed businesses.
These businesses thrived while their founders were alive, but folded up few years after their demise. The lack of succession planning has been identified as one of the major reasons why many of these first-generation family businesses do not survive their founders.
A significant number of these family businesses do not go beyond the first generation. Many of these companies failed not because of economic reasons or hostile business environment but because of poor management, lack of clear policies and strategy for continuity.
Ordinarily, succession planning would have effectively taken care of the issues if it was considered in good time.
However, the case is different in climes where the importance of adequate succession planning is recognised. The growing role of family businesses is evident even after the exit of the founder in these countries.
Largely, the continuity of these businesses is supported by a good corporate culture of succession planning. Some of these companies are Walmart owned by the Walton family (USA), Ford Motor Company founded by Henry Ford in 1903 and now owned by the Ford family (USA), Tata and Son Ltd owned by the Tata family (India), LG Electronics owned by Koo family (South Korea).
Nigerian family businesses can also build appropriate structures and culture to guarantee this form of business continuity and multigenerational growth.
Succession planning can help achieve this, by considering a deliberate effort of developing competencies into the leadership positions of your business.
Therefore, succession planning can be introduced into Nigerian businesses as an important tool to create this multigenerational growth, coupled with having a formal corporate governance structure and adopting strong internal control measures in the businesses.
Please note that by making succession plan arrangements early enough, business founders and owners can help make a smooth transition and minimize any negative effects of their departure from the company.
Because succession planning is an essential part of doing business, no matter how certain the future of the company currently appears, if it is disregarded it can threaten the business continuity.
Consequently, from a specialist perspective, the key assurance of multigenerational growth is to establish the right conditions as it concerns your corporate culture, governance, accountability, record keeping and information management so that the survival and multigenerational growth of your family business can be assured.
The starting point of this whole awareness is to consider and allude to whether the business will continue to operate after the departure or exit of the founder from the business.
Some business owners or founder choose to simply liquidate the assets and close the business with the exit of the founders or when they are no longer involved, while others wish for the company to continue.
If the owners/founders decide the business should continue, one of the most important decisions is to have the business succession plan. It will help identify, train and mentor the business successors.
So, to ensure a high survival rate of family businesses, succession planning must be put into the family businesses strategic plan.
Even though some SMEs adopt the informal approach, this usually ends up ineffective and undesirable for multigenerational business growth. If you want your children to carry on your business, you have to groom them and make sure they are competent to take over from you the founder.
For a business succession plan to work, successors must have been adequately groomed through mentorship and training for them to have adequate capability and knowledge to carry on the family business.
The succession plan should also be reviewed annually if it is in place to ensure up-to-date managers’ suitability and competency for the key positions and to also ensure that all aspects of the business management have been accounted for.
Please note that the risk of the absence of a succession plan to your business is detrimental to the continuity of your family business.
I, therefore recommend you hire a specialist to achieve or streamline this very important aspect of multigenerational business growth. If it is currently missing or unstructured, you need to address it before it is too late. Good luck!
How may you obtain advice or further information on the article?
Dr Timi Olubiyi, an entrepreneurship and business management expert with a PhD in Business Administration from Babcock University Nigeria. He is a prolific investment coach, seasoned scholar, Chartered Member of the Chartered Institute for Securities & Investment (CISI), and the Securities and Exchange Commission (SEC) registered capital market operator. He can be reached on the Twitter handle @drtimiolubiyi and via email: [email protected], for any questions, reactions, and comments.
Feature/OPED
The Future of Payments: Key Trends to Watch in 2025
By Luke Kyohere
The global payments landscape is undergoing a rapid transformation. New technologies coupled with the rising demand for seamless, secure, and efficient transactions has spurred on an exciting new era of innovation and growth. With 2025 fast approaching, here are important trends that will shape the future of payments:
1. The rise of real-time payments
Until recently, real-time payments have been used in Africa for cross-border mobile money payments, but less so for traditional payments. We are seeing companies like Mastercard investing in this area, as well as central banks in Africa putting focus on this.
2. Cashless payments will increase
In 2025, we will see the continued acceleration of cashless payments across Africa. B2B payments in particular will also increase. Digital payments began between individuals but are now becoming commonplace for larger corporate transactions.
3. Digital currency will hit mainstream
In the cryptocurrency space, we will see an increase in the use of stablecoins like United States Digital Currency (USDC) and Tether (USDT) which are linked to US dollars. These will come to replace traditional cryptocurrencies as their price point is more stable. This year, many countries will begin preparing for Central Bank Digital Currencies (CBDCs), government-backed digital currencies which use blockchain.
The increased uptake of digital currencies reflects the maturity of distributed ledger technology and improved API availability.
4. Increased government oversight
As adoption of digital currencies will increase, governments will also put more focus into monitoring these flows. In particular, this will centre on companies and banks rather than individuals. The goal of this will be to control and occasionally curb runaway foreign exchange (FX) rates.
5. Business leaders buy into AI technology
In 2025, we will see many business leaders buying into AI through respected providers relying on well-researched platforms and huge data sets. Most companies don’t have the budget to invest in their own research and development in AI, so many are now opting to ‘buy’ into the technology rather than ‘build’ it themselves. Moreover, many businesses are concerned about the risks associated with data ownership and accuracy so buying software is another way to avoid this risk.
6. Continued AI Adoption in Payments
In payments, the proliferation of AI will continue to improve user experience and increase security. To detect fraud, AI is used to track patterns and payment flows in real-time. If unusual activity is detected, the technology can be used to flag or even block payments which may be fraudulent.
When it comes to user experience, we will also see AI being used to improve the interface design of payment platforms. The technology will also increasingly be used for translation for international payment platforms.
7. Rise of Super Apps
To get more from their platforms, mobile network operators are building comprehensive service platforms, integrating multiple payment experiences into a single app. This reflects the shift of many users moving from text-based services to mobile apps. Rather than offering a single service, super apps are packing many other services into a single app. For example, apps which may have previously been used primarily for lending, now have options for saving and paying bills.
8. Business strategy shift
Recent major technological changes will force business leaders to focus on much shorter prediction and reaction cycles. Because the rate of change has been unprecedented in the past year, this will force decision-makers to adapt quickly, be decisive and nimble.
As the payments space evolves, businesses, banks, and governments must continually embrace innovation, collaboration, and prioritise customer needs. These efforts build a more inclusive, secure, and efficient payment system that supports local to global economic growth – enabling true financial inclusion across borders.
Luke Kyohere is the Group Chief Product and Innovation Officer at Onafriq
Feature/OPED
Ghana’s Democratic Triumph: A Call to Action for Nigeria’s 2027 Elections
In a heartfelt statement released today, the Conference of Nigeria Political Parties (CNPP) has extended its warmest congratulations to Ghana’s President-Elect, emphasizing the importance of learning from Ghana’s recent electoral success as Nigeria gears up for its 2027 general elections.
In a statement signed by its Deputy National Publicity Secretary, Comrade James Ezema, the CNPP highlighted the need for Nigeria to reclaim its status as a leader in democratic governance in Africa.
“The recent victory of Ghana’s President-Elect is a testament to the maturity and resilience of Ghana’s democracy,” the CNPP stated. “As we celebrate this achievement, we must reflect on the lessons that Nigeria can learn from our West African neighbour.”
The CNPP’s message underscored the significance of free, fair, and credible elections, a standard that Ghana has set and one that Nigeria has previously achieved under former President Goodluck Jonathan in 2015. “It is high time for Nigeria to reclaim its position as a beacon of democracy in Africa,” the CNPP asserted, calling for a renewed commitment to the electoral process.
Central to CNPP’s message is the insistence that “the will of the people must be supreme in Nigeria’s electoral processes.” The umbrella body of all registered political parties and political associations in Nigeria CNPP emphasized the necessity of an electoral system that genuinely reflects the wishes of the Nigerian populace. “We must strive to create an environment where elections are free from manipulation, violence, and intimidation,” the CNPP urged, calling on the Independent National Electoral Commission (INEC) to take decisive action to ensure the integrity of the electoral process.
The CNPP also expressed concern over premature declarations regarding the 2027 elections, stating, “It is disheartening to note that some individuals are already announcing that there is no vacancy in Aso Rock in 2027. This kind of statement not only undermines the democratic principles that our nation holds dear but also distracts from the pressing need for the current administration to earn the trust of the electorate.”
The CNPP viewed the upcoming elections as a pivotal moment for Nigeria. “The 2027 general elections present a unique opportunity for Nigeria to reclaim its position as a leader in democratic governance in Africa,” it remarked. The body called on all stakeholders — including the executive, legislature, judiciary, the Independent National Electoral Commission (INEC), and civil society organisations — to collaborate in ensuring that elections are transparent, credible, and reflective of the will of the Nigerian people.
As the most populous African country prepares for the 2027 elections, the CNPP urged all Nigerians to remain vigilant and committed to democratic principles. “We must work together to ensure that our elections are free from violence, intimidation, and manipulation,” the statement stated, reaffirming the CNPP’s commitment to promoting a peaceful and credible electoral process.
In conclusion, the CNPP congratulated the President-Elect of Ghana and the Ghanaian people on their remarkable achievements.
“We look forward to learning from their experience and working together to strengthen democracy in our region,” the CNPP concluded.
Feature/OPED
The Need to Promote Equality, Equity and Fairness in Nigeria’s Proposed Tax Reforms
By Kenechukwu Aguolu
The proposed tax reform, involving four tax bills introduced by the Federal Government, has received significant criticism. Notably, it was rejected by the Governors’ Forum but was still forwarded to the National Assembly. Unlike the various bold economic decisions made by this government, concessions will likely need to be made on these tax reforms, which involve legislative amendments and therefore cannot be imposed by the executive. This article highlights the purposes of taxation, the qualities of a good tax system, and some of the implications of the proposed tax reforms.
One of the major purposes of taxation is to generate revenue for the government to finance its activities. A good tax system should raise sufficient revenue for the government to fund its operations, and support economic and infrastructural development. For any country to achieve meaningful progress, its tax-to-GDP ratio should be at least 15%. Currently, Nigeria’s tax-to-GDP ratio is less than 11%. The proposed tax reforms aim to increase this ratio to 18% within the next three years.
A good tax system should also promote income redistribution and equality by implementing progressive tax policies. In line with this, the proposed tax reforms favour low-income earners. For example, individuals earning less than one million naira annually are exempted from personal income tax. Additionally, essential goods and services such as food, accommodation, and transportation, which constitute a significant portion of household consumption for low- and middle-income groups, are to be exempted from VAT.
In addition to equality, a good tax system should ensure equity and fairness, a key area of contention surrounding the proposed reforms. If implemented, the amendments to the Value Added Tax could lead to a significant reduction in the federal allocation for some states; impairing their ability to finance government operations and development projects. The VAT amendments should be holistically revisited to promote fairness and national unity.
The establishment of a single agency to collect government taxes, the Nigeria Revenue Service, could reduce loopholes that have previously resulted in revenue losses, provided proper controls are put in place. It is logically easier to monitor revenue collection by one agency than by multiple agencies. However, this is not a magical solution. With automation, revenue collection can be seamless whether it is managed by one agency or several, as long as monitoring and accountability measures are implemented effectively.
The proposed tax reforms by the Federal Government are well-intentioned. However, all concerns raised by Nigerians should be looked into, and concessions should be made where necessary. Policies are more effective when they are adapted to suit the unique characteristics of a nation, rather than adopted wholesale. A good tax system should aim to raise sufficient revenue, ensure equitable income distribution, and promote equality, equity, and fairness.
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