Feature/OPED
U.S Election 2020: Trump and Validity of Controversy
By Jerome-Mario Utomi
Back in 2005, I read the sage underline that; an argument is one thing you will never win. If you win, you lose; if you lose, you lose.
If you win an argument but lose a good job, customer, friend, position or marriage, what kind of victory is it?
An argument is like fighting a foolish battle. Even if one wins, the cost may be more than the victory is worth. Emotional battles leave a residual ill will even if you win. The best way to win an argument is to avoid it.
Indeed, an admirable position, but, today, it is instructive to look at the difference as emphasis seems shifted.
To review a particular example of a personality in this new but strange class, Donald Trump, a man that succeeded Barack Obama on January 20, 2017, as the 45th President of the United States, fittingly comes to mind.
Like Robert Greene admonished in his famous book; the 48 Laws of Power, Trump has in the last three years of his administration demonstrated that everything is judged by its appearance; that what is unseen counts for nothing and one must never get lost in the crowd or buried in oblivion. But be conspicuous at all cost by assuming a magnate of attention; appearing larger, more colourful, and more mysterious than the bland and timid masses.
To add context to the discourse, aside from the recent controversial rejection of plans for a virtual debate initially scheduled for October 15, 2020, with Democratic rival, Joe Biden, which he (Trump) described as unnecessary, those that are familiar with his antecedents know that controversy and transformation trains are not alien to him.
In fact, he is controversy/transformation personified; a financial expert turned businessman, a businessman turned politician, and a politician turned president of the most powerful country in the world.
While his sojourn in the business world earned him a mixture of failures/failings, moral burden and very little dosage of success, the same fate of high voltage controversy heralded his election/ administration in the last three years.
His foreign relation policies were never devoid of controversy. Even the global community particularly the G-7 members do not think that what he is doing is the best way to solve global problems. This partly explains the stiff challenge the United States faced during the Coronavirus pandemic period when the G-7 foreign ministers failed to reach agreement on a joint statement because the U.S. delegation insisted on calling the novel coronavirus the “Wuhan virus.”
This and related concerns have brought about a divided opinion about his victory or otherwise in the forthcoming election.
To many, Trump’s erratic behaviour notwithstanding, he will validly win his arch-rival, Joe Biden, in the November 3, 2020, election. As he is not the first US president to make foreign-policy statements and decisions damaging to American interests. The information in the public domain reveals that George W. Bush’s decision to invade Iraq weakened America.
Within this space, they argued, he has greatly affected Americans through his actions and arguments, creating over 4 million jobs; more Americans are now employed than ever recorded before in history, created more than 400,000 manufacturing jobs since the election, manufacturing jobs growing at the fastest rate in more than three decades, economic growth last quarter hit 4.2 per cent, women’s unemployment recently reached the lowest rate in 65 years, almost 3.9 million Americans have been lifted off food stamps since the election, helped win U.S. bid for the 2028 Summer Olympics in Los Angeles.
But contrary to this position, others are of the view that he should go as his extreme and chaotic personality has lowered American prestige and global influence by a notch or two, while deepening US domestic political divisions.
To this group, great doubt exists about president Trump’s inner motivations. There are doubts also about his capabilities to distinguish between right and wrong, and the capability to judiciously consider the strategic consequences of actions.
With the above highlighted, this piece will focus on his litany of controversies.
First is the reported account of Russian government interference in the 2016 U.S. presidential election with the goals of harming the campaign of Hillary Clinton, boosting the candidacy of Donald Trump, and increasing political and social discord in the United States.
Dana H. Allin, Editor of Survival and IISS Senior Fellow for US Foreign Policy and Transatlantic Affairs, while commenting on this issue recently noted that one way the Russians sought to damage America is by helping to elect a president who is incapable of conducting a coherent foreign policy. They may not have expected him to be elected, but they could have expected that the campaign’s damage to political civility would also impair President Hillary Clinton’s capacity to govern.
From this point flows another. The lengthy debate, sparked by a whistleblower complaint about Mr Trump’s 25 July phone call with Ukraine, in which the president was accused of demanding political investigations into one of his 2020 political rivals, Joe Biden.
During the investigation by the U.S House Committee, Fiona Hill – the former senior director for European and Russian Affairs while testifying noted thus; some of you on this committee appear to believe that Russia and its security services did not conduct a campaign – and that perhaps somehow, for some reason, Ukraine did. This is a fictional narrative that has been perpetrated and propagated by the Russian security services themselves … Russia was the foreign power that systematically attacked our democratic institutions in 2016.
Before the dust raised by this committee investigation could settle, came another form the Wall Street Journal, one of the most respected Journals in the United States (USA). It among other concerns reported that the president told associates that killing Soleimani was useful for solidifying support in the Senate trial among Senate Iran hawks.
Notedly, the most serious and most surprising failures were signposted in his economic misjudgement.
Fresh is reported global concern about Trump’s decision to draw battle lines without ‘provocateur from any quarter, and he’s going into ‘pointless renegotiation’ of the global trading system-a development that made foreign governments believe that the United States was willing to abandon the established norms of trade policy, supports this claim.
It was in the news that his administration was recently blamed for featuring a pitched battle between the so-called globalists (represented by Gary Cohn, the then Director of the National Economic Council), and the nationalists (represented by the Trump advisers Steve Bannon and Peter Navarro). And in the mid-2018, the leading globalists left the administration.
Besides, he was fundamentally described by a notable organization as a leader with a highly distorted view of international trade and international negotiation. Viewing trade as a zero-sum, win-lose game, he stresses one time deals over ongoing relationships, enjoys the leverage created by tariffs and release on brink man ships, and public threat over diplomacy.
The President had said that he likes tariffs (‘trade wars are good and easy to win) and that he wants more of them (I am a tariff man). Trump also went so far as to impose tariffs on steel aluminium imports from Canada, something that even the domestic industry and labour unions opposed. Over the last 30 years, the US steel and aluminium industry has transformed to become North American industries with raw steel and aluminium flowing freely back and front between Canadians and the US plants.
Very recently, Chad P. Bown and Douglas A. Irwin, reported how Trump threatened to leave the WTO, something previous administrations did not do. He says the agreement is rigid against the United States. The administration denounces the WTO when the organization finds US practice in violation of trade rules but largely ignores the equally many cases that it wins. Although the WTO’s dispute settlement system needs reforms; it has worked well to defuse trade conflicts since it was established over two decades ago.
His attack on the WTO, they argued, goes beyond rhetoric. The administration blocked appointments to the WTO appellate body which issue judgement on trade disputes. The dispute settlement system is not perfect.
But rather than make constructive proposals for how to improve it, something Canada and others are doing, The United States is disengaged. The Trump administration may end up destroying the old system without having drafted a blueprint for its successor.
Jerome-Mario Utomi wrote this from Lagos, Nigeria
Feature/OPED
How Christians Can Stay Connected to Their Faith During This Lenten Period
It’s that time of year again, when Christians come together in fasting and prayer. Whether observing the traditional Lent or entering a focused period of reflection, it’s a chance to connect more deeply with God, and for many, this season even sets the tone for the year ahead.
Of course, staying focused isn’t always easy. Life has a way of throwing distractions your way, a nosy neighbour, a bus driver who refuses to give you your change, or that colleague testing your patience. Keeping your peace takes intention, and turning off the noise and staying on course requires an act of devotion.
Fasting is meant to create a quiet space in your life, but if that space isn’t filled with something meaningful, old habits can creep back in. Sustaining that focus requires reinforcement beyond physical gatherings, and one way to do so is to tune in to faith-based programming to remain spiritually aligned throughout the period and beyond.
On GOtv, Christian channels such as Dove TV channel 113, Faith TV and Trace Gospel provide sermons, worship experiences and teachings that echo what is being practised in churches across the country.
From intentional conversations on Faith TV on GOtv channel 110 to true worship on Trace Gospel on channel 47, these channels provide nurturing content rooted in biblical teaching, worship, and life application. Viewers are met with inspiring sermons, reflections on scripture, and worship sessions that help form a rhythm of devotion. During fasting periods, this kind of consistent spiritual input becomes a source of encouragement, helping believers stay anchored in prayer and mindful of God’s presence throughout their daily routines.
To catch all these channels and more, simply subscribe, upgrade, or reconnect by downloading the MyGOtv App or dialling *288#. You can also stream anytime with the GOtv Stream App.
Plus, with the We Got You offer, available until 28th February 2026, subscribers automatically upgrade to the next package at no extra cost, giving you access to more channels this season.
Feature/OPED
Turning Stolen Hardware into a Data Dead-End
By Apu Pavithran
In Johannesburg, the “city of gold,” the most valuable resource being mined isn’t underground; it’s in the pockets of your employees.
With an average of 189 cellphones reported stolen daily in South Africa, Gauteng province has become the hub of a growing enterprise risk landscape.
For IT leaders across the continent, a “lost phone” is rarely a matter of a misplaced device. It is frequently the result of a coordinated “snatch and grab,” where the hardware is incidental, and corporate data is the true objective.
Industry reports show that 68% of company-owned device breaches stem from lost or stolen hardware. In this context, treating mobile security as a “nice-to-have” insurance policy is no longer an option. It must function as an operational control designed for inevitability.
In the City of Gold, Data Is the Real Prize
When a fintech agent’s device vanishes, the $300 handset cost is a rounding error. The real exposure lies in what that device represents: authorised access to enterprise systems, financial tools, customer data, and internal networks.
Attackers typically pursue one of two outcomes: a quick wipe for resale on the secondary market or, far more dangerously, a deep dive into corporate apps to extract liquid assets or sellable data.
Clearly, many organisations operate under the dangerous assumption that default manufacturer security is sufficient. In reality, a PIN or fingerprint is a flimsy barrier if a device is misconfigured or snatched while unlocked. Once an attacker gets in, they aren’t just holding a phone; they are holding the keys to copy data, reset passwords, or even access admin tools.
The risk intensifies when identity-verification systems are tied directly to the compromised device. Multi-Factor Authentication (MFA), widely regarded as a gold standard, can become a vulnerability if the authentication factor and the primary access point reside on the same compromised device. In such cases, the attacker may not just have a phone; they now have a valid digital identity.
The exposure does not end at authentication. It expands with the structure of the modern workforce.
65% of African SMEs and startups now operate distributed teams. The Bring Your Own Device (BYOD) culture has left many IT departments blind to the health of their fleet, as personal devices may be outdated or jailbroken without any easy way to know.
Device theft is not new in Africa. High-profile incidents, including stolen government hardware, reinforce a simple truth: physical loss is inevitable. The real measure of resilience is whether that loss has any residual value. You may not stop the theft. But you can eliminate the reward.
Theft Is Inevitable, Exposure is Not
If theft cannot always be prevented, systems must be designed so that stolen devices yield nothing of consequence. This shift requires structured, automated controls designed to contain risk the moment loss occurs.
Develop an Incident Response Plan (IRP)
The moment a device is reported missing, predefined actions should trigger automatically: access revocation, session termination, credential reset and remote lock or wipe.
However, such technical playbooks are only as fast as the people who trigger them. Employees must be trained as the first line of defence —not just in the use of strong PINs and biometrics, but in the critical culture of immediate reporting. In high-risk environments, containment windows are measured in minutes, not hours.
Audit and Monitor the Fleet Regularly
Control begins with visibility. Without a continuous, comprehensive audit, IT teams are left responding to incidents after damage has occurred.
Opting for tools like Endpoint Detection and Response (EDR) allows IT teams to spot subtle, suspicious activities or unusual access attempts that signal a compromised device.
Review Device Security Policies
Security controls must be enforced at the management layer, not left to user discretion. Encryption, patch updates and screen-lock policies should be mandatory across corporate devices.
In BYOD environments, ownership-aware policies are essential. Corporate data must remain governed by enterprise controls regardless of device ownership.
Decouple Identity from the Device
Legacy SMS-based authentication models introduce avoidable risk when the authentication channel resides on the compromised handset. Stronger identity models, including hardware tokens, reduce this dependency.
At the same time, native anti-theft features introduced by Apple and Google, such as behavioural theft detection and enforced security delays, add valuable defensive layers. These controls should be embedded into enterprise baselines rather than treated as optional enhancements.
When Stolen Hardware Becomes Worthless
With POPIA penalties now reaching up to R10 million or a decade of imprisonment for serious data loss offences, the Information Regulator has made one thing clear: liability is strict, and the financial fallout is absolute. Yet, a PwC survey reveals a staggering gap: only 28% of South African organisations are prioritising proactive security over reactive firefighting.
At the same time, the continent is battling a massive cybersecurity skills shortage. Enterprises simply do not have the boots on the ground to manually patch every vulnerability or chase every “lost” terminal. In this climate, the only viable path is to automate the defence of your data.
Modern mobile device management (MDM) platforms provide this automation layer.
In field operations, “where” is the first indicator of “what.” If a tablet assigned to a Cape Town district suddenly pings on a highway heading out of the city, you don’t need a notification an hour later—you need an immediate response. An effective MDM system offers geofencing capabilities, automatically triggering a remote lock when devices breach predefined zones.
On Supervised iOS and Android Enterprise devices, enforced Factory Reset Protection (FRP) ensures that even after a forced wipe, the device cannot be reactivated without organisational credentials, eliminating resale value.
For BYOD environments, we cannot ignore the fear that corporate oversight equates to a digital invasion of personal lives. However, containerization through managed Work Profiles creates a secure boundary between corporate and personal data. This enables selective wipe capabilities, removing enterprise assets without intruding on personal privacy.
When integrated with identity providers, device posture and user identity can be evaluated together through multi-condition compliance rules. Access can then be granted, restricted, or revoked based on real-time risk signals.
Platforms built around unified endpoint management and identity integration enable this model of control. At Hexnode, this convergence of device governance and identity enforcement forms the foundation of a proactive security mandate. It transforms mobile fleets from distributed risk points into centrally controlled assets.
In high-risk environments, security cannot be passive. The goal is not recovery. It is irrelevant, ensuring that once a device leaves authorised hands, it holds no data, no identity leverage, and no operational value.
Apu Pavithran is the CEO and founder of Hexnode
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.
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