Feature/OPED
Unlocking WTO Potential in Changing Geopolitical World
Professor Maurice Okoli
Moving forward with women’s empowerment, exhibiting female leadership and entrepreneurial capabilities, Director-General Ngozi Okonjo-Iweala confirmed as the sole candidate for the World Trade Organization arguably represents the voice of the Global South and concretely the voice of Africa. Okonjo-Iweala brings unique strengths that complement traditional notions of female leadership, casting away outdated stereotypes and embracing a future full of aspirations for the powerful World Trade Organization.
By her leading roles at the WTO underscores, in many ways, the assertiveness and ability of what women could contribute in their professions to the development of society, especially in the spheres of global trade. Despite these attributes, Okonjo-Iweala as head of WTO highlights the fact that women possess the same abilities to perform with effectiveness in the field of economic and trade diplomacy.
As nominations for the next Director-General closed in early November, and Okonjo-Iweala was ultimately confirmed as the sole candidate, it offers practical grounds, at least, to celebrate her previous first-term satisfactory progress and milestone achievements on the global stage as an African, as a Nigerian citizen. Her typical African name alone resonates across the global landscape, not only portraying her distinguished career but also exposing diverse experience in fostering multifaceted trade partnerships and its associated challenges between the organization’s members in the world.
According to reports, Ambassador Petter Ølberg of Norway, Chair of the General Council, informed WTO members on 9th November that no further nominations for the position of Director-General had been received by the deadline of 8th November and that the incumbent Director-General, Ngozi Okonjo-Iweala, is therefore the only candidate for the role.
Director-General Okonjo-Iweala confirmed her willingness to serve a second four-year term. Okonjo-Iweala’s current term comes to an end on 31 August 2025, as the first woman, the first African is the seventh Director-General of the WTO. The WTO formally commenced the process of appointing its next Director-General, with members given until 8 November to submit nominations.
In July 2024, Okonjo-Iweala garnered unprecedented support to serve a second term at the 164 member states trade organization. In an official media release after the July 22 meeting, the WTO General Council indicated that fifty-eight (58) of the 164 member states of the World Trade Organisation (WTO) have voiced support for a proposal from the African Group backing incumbent Director-General, Okonjo-Iweala, to serve a second term.
As stipulated by the guidelines, the Director-General can serve two terms. Almost all members pointed to all the efforts and qualities of Okonjo-Iweala and her contributions to the organization which enhanced a lot of progress and development. Okonjo-Iweala, whose tenure as the DG due to end on 31st August 2025, revealed her plans to work with other members of the organization to restructure the global trade body.
“The African Group requests that the current Director-General make herself available to serve a second term, and has proposed that the process of reappointing the Director-General should be started as soon as possible,” according to the statement by the world trade body.
“Fifty-eight members, several speaking on behalf of groups of members, took the floor to comment and express their support for the African Group proposal. They called on DG Okonjo-Iweala to make her intentions regarding a second term known as soon as possible. Most of these members praised the DG’s hard work and her achievements during her first term,” it further added.
Okonjo-Iweala’s First-Term Achievements
(i) In the current emerging situation, the WTO’s task of changing the world’s trade is fraught with existing challenges and further hindered by geopolitics mostly by the key players. A classical example is the United States and China trade war, better considered as an economic conflict between two powers has persisted since January 2018 when Donald Trump, began setting tariffs and other trade barriers on China to force it to make changes to what the U.S. described as longstanding unfair trade practices and intellectual property theft. Washington has imposed tariffs on more than $360bn of Chinese goods, and China has retaliated with tariffs on more than $110bn of US products. WTO’s trade advocacy has had little influence in resolving this bilateral agreement initially signed by and binding on the United States and China.
(ii) As already know, the United States and Europe have a number of disagreements over economic relations between Russia and the former Soviet republics in the entire region. It was, however, expected that the trade organization work seriously and systematically to guarantee a rules-based international trading system. Despite the impasse in trade negotiations, and ways to modernize WTO rules and address the impending misunderstandings, much, unfortunately, remains to be reviewed. The European Union, for instance, continues to play a leading role in the WTO’s ongoing reform process, which was launched at the 12th WTO Ministerial Conference (MC12) in June 2022. Okonjo-Iweala has to address these persistent conflicts during her second term in office beginning in 2025.
(iii) The situation with the Asia-Pacific Economic Cooperation (APEC) and the Association of Southeast Asian Nations, or ASEAN is not different from other regions. Okonjo-Iweala’s accession to the leadership of WTO four years ago was viewed as a turning point in the process of the Asian region’s integration, under the export-oriented growth regime, into the world’s trading landscape. Without mincing words here, it has to be noted that APEC and ASEAN play a major role in the world’s biggest trading bloc, and are at the centre of addressing emerging economic challenges facing the global trading system, to develop actionable policy recommendations, because more than 60% of the collective trade are targeted towards western and European markets.
(vi) On July 26, 2024, during the meeting of BRICS Economy and Foreign Trade Ministers in Moscow, representatives of BRICS economies agreed to coordinate their policies within the WTO. BRICS economies are increasingly moving towards coordinating their policies on the international stage, including in the World Trade Organization (WTO).
In an analytical report, Yaroslav Lissovolik, Founder of BRICS+ Analytics, believes that key priorities are necessary for the creation of a BRICS platform within the WTO include supporting the organization’s viability and effectiveness in resolving trade disputes (given the challenges faced in the operation of the WTO Dispute Settlement Body) as well as in countering rising protectionism. The creation of a common platform in the WTO should contribute to greater economic policy coordination for BRICS economies in the trade sphere and will also allow developing economies to play a greater role in the organization’s decision-making.
Advocating further for greater policy coordination and backing away from a long-standing call to action, which has been in process and discussions since 2017, “BRICS+ countries could … form alliances in other international organizations, including the WTO, where a BRICS+ group in negotiations could complement other South-South alliances.” Indeed, “after Russia’s WTO accession all BRICS members are now in the WTO and can create partnerships within the organization to defend national interests, advance sustainable development issues and counter the spectre of rising global protectionism.”
Another area of cooperation for BRICS in the WTO may be the provision of assistance to those BRICS core economies and partners of the grouping that have not yet secured full-fledged WTO membership. While until 2023 all BRICS core economies were members of the WTO, after the 2023-2024 core expansion two new BRICS members, namely Ethiopia and Iran, were still outside of the trade organization. A number of potential members of the BRICS partnership status, such as Belarus or Algeria, are also not yet full members of the WTO. In this respect, the WTO could target coordinated measures to support the accession process of those who have not yet secured WTO membership.
WTO and the African Union
WTO members and leading reputable investors have consistently been looking forward to exploring several opportunities in the African Continental Free Trade Area (AfCFTA), a policy signed by African countries to make the continent a single market. The AfCFTA, the world’s largest new free trade area, is the flagship of the African Union, and its significance cannot be overstated. It certainly promises to increase intra-African trade through deeper levels of trade liberalization and enhanced regulatory harmonization and coordination. Moreover, it is expected to improve the competitiveness of African industries and enterprises through increased market access, the exploitation of economies of scale, and more effective resource allocation.
In fact, this should be one potential area of focus for Okonjo-Iweala as she heads for the second term unopposed. During her first term, she unreservedly expressed interest in dealing with these issues of strengthening partnerships and widening stronger trade relationships with Africa from the external players, and members of the WTO. There still exists controversy between the WTO and AU’s AfCFTA. A more consolidated approach to the continent’s trade policy may strengthen the role of the developing countries, especially the majority of those in Africa, in the WTO and advance the agenda of the Global South. With the emerging multipolar arrangement, it is necessary to facilitate external trade for Africa. This particularly has important positive implications for its inclusion into the world system, supports its economic power and ultimately raises its economic status closer to the Asian and Western world, and the G20.
The Group of Twenty (G20)
Over the past years, G20 economies, however, continued to introduce wide-ranging trade-facilitating measures, and increasing evidence points to enforcing unilateral trade policy decisions. Warning that these measures are creating uncertainty for the world economy, WTO Director-General Ngozi Okonjo-Iweala called on G20 governments to refrain from adopting new restrictions that could worsen the global economic outlook.
Potential investors have also indicated several times, trade facilitation and called for smooth pathways into the African continent, their involvement could be beneficial to them, including in sectors like pharmaceuticals, automobiles, agro-processing and financial technology. The G20 and Africa, regulated by the WTO policies could offer sustainable growth and symbolize an integral part and essential component in the emerging multipolar economic architecture.
Professional Experience Matches Responsibility?
In these changing times, Okonjo-Iweala’s official thoughtful testimony to pursue WTO’s Director-General responsibilities, as outlined prior to her engagement, has become uttermost necessary to review outstanding challenges and their consequences for the African continent’s development, and those in the Asia-Pacific region within the entire global trading system. Vying for Director-General, for the second term, should not be considered a ceremonial position, but entails promoting transformation, through increased market access, and increasing the relationship between Africa and Asia (South-South) in global trade, and the rest of the world.
She served two terms as Finance Minister of the Federal Republic of Nigeria (2003-2006 and 2011-2015) under the political leadership of President Olusegun Obasanjo and President Goodluck Jonathan, respectively. She also briefly acted as Foreign Minister in 2006, the first woman to hold both positions. The skilled negotiator had a 25-year career at the World Bank as a development economist, rising to the number two position of Managing Director of Operations.
Biographical records show she was born into a royal family in Delta State, her father Professor Chukwuka Okonjo became the Eze (King) from the Obahai Royal Family of Ogwashi-Ukwu. With high aspirations, Okonjo-Iweala studied at prestigious Harvard University, graduating magna cum laude with an AB in Economics in 1976. In 1981, she earned her PhD in Regional Economics and Development from the Massachusetts Institute of Technology (MIT) with a thesis titled Credit Policy, rural financial markets, and Nigeria’s agricultural development. She received an International Fellowship from the American Association of University Women (AAUW) that supported her doctoral studies.
Selection Procedures
On 28-29 November, the General Council will convene a special meeting aimed at advancing the process for selecting the next Director-General. Chaired by Ambassador Petter Ølberg of Norway, the meeting follows the announcement made on 9th November that no candidates for the position of Director-General had emerged by the 8th November nomination deadline other than the incumbent Director-General, Ngozi Okonjo-Iweala.
In his communication to members, Ambassador Ølberg said that, based on his contacts with delegations, and as has been done in past instances where the incumbent Director-General was the only candidate, he intends to convene a special formal meeting of the General Council on 28th and 29th November.
The first day of the General Council meeting would allow members to hear a presentation from DG Ngozi Okonjo-Iweala on her vision for the WTO, followed by a question-and-answer session. The second day could then provide an opportunity for members to make a decision on the appointment of the next Director-General. Okonjo-Iweala confirmed her willingness to serve a second four-year term in a letter on 16th September.
An Insight into WTO’s Future
With a solid education and broad experience, combined with her performance during the first term, 58 member-states of the WTO have already thrown their support behind her to head the Geneva-based body. The WTO is the only global international organization dealing with the rules of trade between nations. The goal is to ensure that trade flows as smoothly, predictably and freely as possible. It currently has 164 members, monitoring each other’s practices and regulations against a set of standard trading rules to improve transparency and avoid protectionism.
In addition, WTO works to build the trading capacity of developing and least-developed countries, helping them integrate and benefit from the multilateral trading system. This is an essential part of the work. The trading system has to be inclusive, with the benefits of trade reaching as many as possible around the world, particularly in the poorest countries.
The WTO provides its members with a tried and tested system of shared rules and principles to support economic cooperation and thereby boost growth, development and job creation around the world. It provides a forum for members to raise, discuss and potentially solve the complex problems that they face. The organization deals with the global rules of trade between nations. Its main function is to ensure that trade flows as smoothly, predictably and freely as possible. There is huge value in the system of the World Trade Organization.
Professor Maurice Okoli is a fellow at the Institute for African Studies and the Institute of World Economy and International Relations, Russian Academy of Sciences. He is also a fellow and lecturer at the North-Eastern Federal University of Russia. He serves as an expert at the Roscongress Foundation and the Valdai Discussion Club.
As an academic researcher and economist with a keen interest in current geopolitical changes and the emerging world order, Maurice Okoli frequently contributes articles for publication in reputable media portals on different aspects of the interconnection between developing and developed countries, particularly in Asia, Africa, and Europe. With comments and suggestions, he can be reached via email: markolconsult (at) gmail (dot) com.
Feature/OPED
The Role of TV in Preserving African Stories and Identity
Scroll through social media today, and you will notice something interesting: everyone is either reacting to a series, quoting a movie line, or debating a character as though they personally know them. Beneath the memes and binge-watch culture, however, lies something deeper. Television remains one of the most powerful tools shaping how Africans see themselves, remember their history, and tell their own stories. In a continent as diverse and expressive as Africa, that matters more than ever.
TV as a Cultural Archive, Not Just Entertainment
Long before streaming algorithms began shaping our viewing habits, television was already preserving African identity. From Nollywood dramas that capture the rhythm of everyday Lagos life to documentaries exploring Maasai traditions and Ghanaian folklore, TV has served as a living archive of the continent’s stories.
It preserves more than entertainment; it preserves language, culture, humour, values, and shared experiences. Unlike fleeting social media content, television allows stories to unfold with depth, exploring the realities of family, tradition, ambition, and modern African life without reducing them to stereotypes. That is the power of TV: preserving not just stories, but perspective.
Why Representation on TV Still Matters
There is a subtle but important truth: if people do not see themselves on screen, they may begin to believe their stories are not worth telling. This is why African TV content is more than entertainment; it is affirmation.
Seeing a character who speaks like you, struggles like you, or celebrates like your community does something powerful. It validates identity and challenges outdated narratives that have historically defined Africa through external lenses.
This is where MultiChoice Group, through platforms such as DStv and GOtv, plays an important role. They do not simply broadcast content; they help distribute cultural memory at scale.
GOtv, DStv, and the Everyday African Viewer
Think about a typical evening in many African homes: the TV is on in the background, someone is laughing at a comedy show, another person is watching a local series, and someone else is catching up on the news. That shared viewing experience remains very real.
Through platforms such as DStv and GOtv, African households are exposed to a blend of local storytelling and global content. More importantly, they have helped amplify African-produced content by bringing Nollywood films, African reality shows, talk shows, and documentaries into mainstream rotation.
It is not just about access. It is about visibility.
A young filmmaker in Lagos today is more likely to believe their story matters because they have seen similar stories broadcast widely. A child in Accra grows up hearing familiar accents and seeing environments that look like their own on screen, not as exceptions, but as the norm.
TV Is Also Shaping Modern African Identity
African identity is not static; it is evolving. Television reflects that evolution in real time.
Today, audiences see:
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Young Africans balancing tradition and modern dating culture
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Stories tackling mental health in African households
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Fashion and music influences spreading through TV series
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Political satire shaping public conversation
Conversations that were once confined to homes are now being explored on screen, giving audiences the language to discuss issues that were previously unspoken.
In many ways, television is doing what oral tradition has always done: passing stories, values, humour, warnings, and history from one generation to the next. The difference is that today’s griots are writers, directors, and broadcasters.
The Future: From Watching to Owning Our Narratives
The next stage of African storytelling is not just about being seen; it is about ownership.
As more African creators produce content and platforms continue to invest in regional storytelling, television becomes more than a mirror. It becomes a tool for shaping how Africa is represented to itself and to the world.
While streaming continues to grow, television, particularly accessible platforms such as GOtv, remains one of the most effective ways to reach everyday audiences across different income levels and regions. After all, storytelling only matters if people can access it.
African stories are not new. They have always existed in families, on streets, in markets, in history books, and through oral traditions. What television has done, and continues to do, is give those stories a stage wide enough for millions to experience them at once.
The next time you watch a local series or documentary on DStv or GOtv, remember that you are not just being entertained. You are participating in the preservation of African identity itself.
Feature/OPED
The Future of AI in Nigerian SMEs: Overcoming Barriers to Implementation
By Kehinde Ogundare
Ask a tech entrepreneur in San Francisco what AI means for their business, and they are likely to talk about competitive advantage, product differentiation, and scale. Ask a small business owner in Kano or Onitsha the same question, and the conversation shifts entirely.
For many Nigerian SMEs, the priority is keeping the lights on, managing costs, and finding sustainable ways to grow in a challenging economic environment. This difference in perspective explains why the global AI conversation, often shaped by assumptions about stable infrastructure, deep capital, and abundant technical talent, frequently fails to address the realities facing Nigerian SMEs.
This matters because Nigerian SMEs are not a peripheral concern. In 2024 alone, MSMEs contributed 46.32% to Nigeria’s GDP, accounting for 96.9% of businesses and 87.9% of employment. These businesses are the backbone of the Nigerian economy, and if AI is going to mean anything for Nigeria’s development, it has to work for them in the daily conditions they actually operate in.
However, research drawing on empirical data from 144 Nigerian SMEs found that inadequate infrastructure, low digital literacy, skills shortages, and regulatory gaps are collectively preventing them from meaningfully engaging with AI. Awareness of AI is high and growing. What is missing is a clear and honest conversation about what adoption actually requires in this specific context. The barriers are real, but none of them are insurmountable. The question is whether the tools, pricing models, and support structures being offered to Nigerian SMEs are designed with those barriers in mind, or whether they have been built for another market entirely.
Subscription models making AI affordable for small businesses
When most small business owners hear “AI,” they imagine expensive software, specialist consultants, and a hefty upfront bill.
That assumption is not entirely wrong, but it describes a particular way of buying technology, not AI itself. The shift that makes AI genuinely accessible at the SME level is the move away from large, one-time capital purchases towards tools that charge a predictable monthly subscription. Businesses can pay for what they use, scale back when necessary, and avoid the debt that a major technology investment can create.
The deeper opportunity here is consolidation. Many SMEs are already spending money across multiple disconnected tools—one for invoicing, another for customer records, another for stock tracking—none of which talk to each other. An integrated platform that handles several of these functions together, with AI built in, can actually cost less than the sum of those separate subscriptions while giving business owners a clearer picture of their operations.
With margins already under pressure, any technology a business adopts needs to visibly show an increase in productivity or bottom line. Subscription-based, integrated platforms, priced transparently and honestly, are the model that best fits this reality.
Infrastructure challenges demand a mobile-first approach
No conversation about technology in Nigeria is complete without confronting the infrastructure problem, and AI is no exception. Nigeria continues to face major infrastructure barriers, including limited broadband access, unreliable power supply, and high data costs, all of which constrain deeper AI adoption. These are structural features of the operating environment that any sensible technology strategy must account for today.
The electricity situation alone is significant. The World Bank estimates that the lack of stable electricity costs Nigeria’s economy approximately $26.2 billion annually, equivalent to about 2% of GDP, forcing many businesses to run on expensive diesel generators. That cost ripples outward.
In practical terms, AI tools built for Nigeria cannot assume a stable broadband connection or a computer that is always powered on. The tools that will actually get used are the ones that work on a smartphone, consume minimal data, and can function offline when connectivity drops, syncing back up when it returns. The mobile phone is already how many Nigerian SME owners run their businesses. AI that meets them there, rather than demanding infrastructure they do not have, is AI that has a genuine future in this market.
The direction is clear: build capability from within, using tools that make that possible. Recent AI performance research reveals that 64% of African workers are already actively using AI at work, signalling massive grassroots readiness and driving forward-thinking organisations across Nigeria, Kenya, and South Africa to aggressively prioritise internal upskilling frameworks to bridge the talent gap.
As the policy groundwork is being laid, the commercial ecosystem is beginning to respond. What remains is a clear-eyed acceptance that AI tools built for this market need to look different from those built for markets with different realities. Low cost, low bandwidth, and usability for non-technical people are not modest ambitions; they are the actual requirements. Build for those realities, and AI has a real future in Nigeria’s SME economy.
Feature/OPED
When Leaders THRIVE: Yetunde B. Oni’s Candid Counsel to Lateef Jakande Leadership Academy
Union Bank’s Managing Director and Chief Executive Officer sat with 30 of Nigeria’s most promising young leaders for a frank conversation on character, relationships and the discipline of growth.
Out of 25,000 applicants, only 30 earned a place. That single figure tells you how rare the room was when Yetunde B. Oni, Managing Director and Chief Executive Officer of Union Bank of Nigeria, recently sat down with a cohort of the Lateef Jakande Leadership Academy.
The Academy, a Lagos State Government initiative established in honour of Alhaji Lateef Kayode Jakande, the state’s first civilian governor, exists to raise a generation of ethical and capable young leaders. Its fellows are drawn from across professions, sectors and ethnicities, and shaped through a fellowship facilitated by the Africa Leadership Initiative, West Africa (ALI WA), whose work on values and principled leadership has become a quiet engine behind some of the country’s most thoughtful emerging talent.
It was into this gathering that Mrs Oni brought not a corporate address, but a conversation. Honest, personal and at times disarming, she spoke about the philosophies that have carried her through a career spanning more than three decades, the setbacks she has had to surmount, and the values that opened doors she never expected to walk through.
She gave them a framework to hold on to. She called it THRIVE.
The six principles
T — Take ownership of your relationships. Leadership, she argued, begins with the deliberate stewardship of the people around you. Relationships are not incidental to a career. They are infrastructure.
H — Honour God. She spoke openly about faith as a steadying force, an anchor that keeps ambition tethered to something larger than the self.
R — Recharge and refresh. Mental and physical health, she insisted, are not luxuries to be deferred until the work is done. Leaders who neglect their well-being eventually have less to give.
I — Invest in your growth. Continuous and heavy investment in personal development is, in her telling, the price of staying relevant. The learning never ends.
V — Value your work. She pressed the fellows on identity and brand. What do you stand for? Do you create value? Who, in truth, are you? The questions were not rhetorical.
E — Embrace setbacks. Failure, she said, is not the opposite of progress but a part of it. The leaders who endure are the ones who learn to metabolise disappointment rather than be defeated by it.
The people behind the leader
If one theme threaded the entire conversation, it was relationships. Mrs Oni was candid that she did not arrive at the top of Nigerian banking alone. She credited the steady support of family, her parents and her husband, alongside the mentors, friends, coaches and sponsors who shaped her at different stages.
She drew a sharp and useful distinction between a mentor and a coach, two roles often conflated and rarely understood, and she traced much of her progress back to a foundation of Nigerian cultural values: hard work, honesty and integrity, courtesy and respect. These, she told the fellows, are not relics. They are the very qualities that have earned her trust and opened doors throughout her journey.
“You need people,” was the message, delivered without sentiment. Relationships, she explained, must be managed and nurtured with the same seriousness one brings to any other discipline. Time must be managed with equal care.
On believing, and risking
Perhaps the most resonant moment came when Mrs Oni spoke about self-belief. She admitted that becoming the MD/CEO of Standard Chartered Bank, Sierra Leone, did not cross her mind – not because she was unqualified, but because she didn’t think she would get it. Encouraged by her husband, she applied anyway, and she got it!
That appointment would later see her make history as the first woman to lead a Standard Chartered Bank operation in her market.
The Union Bank of Nigeria appointment told a similar story. She had not even known the position existed after the CBN’s intervention. It came to her through relationships; through the quiet networks of people who knew her work and recommended her name while she was unaware in faraway Sierra Leone.
The lesson she left with the fellows was unambiguous. Believe in yourself. Take the risk. Put in for the thing you are not yet certain you deserve, because the opportunity you are waiting for may be one you cannot see, reaching you through someone you have not yet met.
Why this matters
Engagements of this kind are easy to underestimate. They produce no headlines about balance sheets and no immediate line on a financial statement. Yet they speak to something Union Bank has long understood: that institutions endure when they invest in people, and that leadership is built one honest conversation at a time.
Credit is due to the Africa Leadership Initiative, West Africa, whose facilitation of the Lateef Jakande Leadership Academy continues to shape young Nigerians of real promise, and to the Academy itself for the rigour of a process that turned 25,000 hopefuls into 30 fellows ready to lead.
For Yetunde B. Oni, the afternoon was less about what she had achieved than about what she was willing to give: her time, her story and her counsel, offered freely to those coming after her. It is, in the end, what the best leaders do. They light the path for the next generation, and they THRIVE.
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