General
Poor Leadership: Principal or Instrumental Explanation for Nigeria’s Underdevelopment?
By Jerome-Mario Utomi
There is no gainsaying that Nigeria is plagued with development challenges such as widespread poverty, insecurity, corruption, the gross injustice and ethnic politics.
Also, evidence abounds that the nation is in dire need of attention/support from interventionist’s organisations (private and civil society organisations) to help unleash economic development, promotes growth and structural change, with some measures of distributive equity, modernisation in social and cultural attitudes, a degree of political transformation and stability, an improvement in health and education so that population growth stabilizes, and an increase in urban living and employment.
What is yet to be uncovered is/are the principal and instrumental factors that set the stage for this unending national malady, as well as give it a boost to thrive unhindered in the country.
To many, corruption is the principal factor exacerbating the nation’s underdevelopment. It is the single reason Nigeria has remained underdeveloped. Corruption has eaten so deep into the fabric of the nation, so much so that it has become a threat to the very existence of the nation.
Talking about corruption is almost like wasting precious time on an issue that has come to stay and not in any hurry to leave. To some, the challenge is rooted in the ‘Federal Character Principle’ which was introduced into the 1979 Constitution, to among other responsibilities; promote peace, stability, sharing of power and resources amongst the states, has contrary to expectations failed to achieve the primed principle but, lowered education standards in the country, compromised standards and professionalism in the nation’s civil service by ignoring meritocracy.
The rest are on the one hand, particularly of the view that the existence of weak institutions daily undermined by strong figures, region and ‘political Maradonas’ breeds national mediocrity.
Others on the other hand blame the nation’s deformed Federal System which has not only made the centre more attractive with federating states stripped of valuable responsibilities/autonomy but made the nation stand in an inverted pyramid shape with more power concentrated at the top and the base not formidable enough making collapse inevitable if urgent and fundamental steps are not taken,
Definitely, this piece agrees with most of the reasons above being responsible for the situation/challenge in the country. However, I would like to add to what I have just observed above that the problem in the country would need to be looked at in a wider and, indeed, deeper context of the evolution and development in the wider human society particularly in Nigeria where corruption has held all square bound.
At this point, the question may be asked; what impact has leadership had on the development of the nation? Are political leaders in Nigeria patrons or profiteers?
Again, looking at the multiple layers of formal and informal political leadership in post-colonial Nigeria where political leaders are the primary holders, controllers and distributors of power and resources, it elicits the question as to whether poor leadership is a principal or instrumental factor impeding the development of the country?
To add to the contest, talking about principal or instrumental factors impeding the development, Sylvester Enomah clarifies the concern in his book entitled ‘the Nature of Metaphysics’.
According to him, as the term designates it, instrumental cause means a thing or instrument that aids the agent or the principal cause in the process of causation and in the achieving of the effect.
In this case, the instrument is subordinate to the principal cause for direction, principles and initiative. The instrumental cause is handicapped in determining the nature and the character or the type of effect the principal cause intends.
Secondly, the effect is always attributed to the principal cause. The principal cause is intelligent and has the knowledge of what should be the effect of the cause; the instrumental cause may be unintelligent and may not know what may happen or be the effect of the cause. Even if the instrumental cause knows, it is not responsible for the effect of the causality as such.
The instrumental cause is not responsible on the condition that it is a non-living entity, and if it is a living thing, it is at the lower level of existence, for instance, lower animals like dogs. If the living entity is a man, the effect is not attributed to him, or he is not responsible on the condition that he is handicapped, i.e. he cannot hear, think, see, and smell, reason, mentally depraved, underage or under threat.
From the above explanation, it is deductible in my views that leadership challenge is the principal factor responsible for Nigeria’s underdevelopment while corruption, a system of government are but instrumental reasons.
Even Barrister Lee Kuen Yew, pioneer prime minister of Singapore shares similar views.
Let’s listen to him; my experience of developments in Asia has led me to conclude that we need good people to have a good government. However good the system of government, bad leaders will bring harm to their people.
On the other hand, I have seen several societies well-governed in spite of poor systems of government, because good, strong leaders were in charge. I have also seen so many of the over 80 constitutions drafted by Britain and France for their former colonies come to grief, and not because of flaws in the constitutions. It was simply that the preconditions for a democratic system of government did not exist.
Again, sometime in May 2016, the Prime Minister of Britain, David Cameron, described Nigeria and Afghanistan as “fantastically corrupt” in a conversation with the Queen. Cameron had said, “We’ve got some leaders of some fantastically corrupt countries coming to Britain… Nigeria and Afghanistan, possibly the two most corrupt countries in the world.”
Closely related to the above is the reality that the managers of our nation’s economy continue to go against the provisions of the constitutions as an attempt to disengage governance from public sector control of the economy has only played into waiting hands of the profiteers of goods and services to the detriment of the Nigerian people.
While the nation continues to lie prostrate and diminish socially and economically with grinding poverty and starvation driving more and more men into the ranks of the beggars, whose desperate struggle for bread renders them insensible to all feelings of decency and self-respect, the privileged political few continue to flourish in obscene and splendour as they pillage and ravage the resources of our country at will.
Finally, the truth is that if nothing is done to alleviate this appealing situation, it will hopelessly confirm why the nation is stumbling.
Jerome-Mario Utomi is the Programme Coordinator (Media and Public Policy), Social and Economic Justice Advocacy (SEJA), Lagos. He could be reached via je*********@***oo.com/08032725374.
By Adedapo Adesanya
Nigeria’s electricity distribution companies (DisCos) generated N196.13 billion in revenue in March 2026, despite billing customers a total of N246.43 billion during the month, according to the latest commercial performance report released by the Nigerian Electricity Regulatory Commission (NERC).
The figure represents a slight decline from the N196.68 billion collected in February, highlighting persistent challenges in revenue recovery across the power distribution segment, even as energy supplied to the grid continued to improve.
NERC’s March 2026 fact sheet showed that electricity billing rose by 1.71 per cent from N242.29 billion recorded in February, reflecting increased energy deliveries and customer charges. However, collection efficiency declined to 79.59 per cent from 81.17 per cent in the previous month, indicating that a significant portion of billed revenue remained uncollected.
The regulator disclosed that DisCos received 293.76 million kilowatt-hours of electricity during the review period, representing a 6.02 per cent increase compared to February. The development suggests a modest improvement in power availability across the distribution network.
Despite the increase in energy supplied, revenue recovery remains uneven across the industry. NERC reported that the average approved tariff for March stood at N124.30 per kilowatt-hour, while actual collections averaged ₦100.75 per kilowatt-hour, resulting in an overall revenue recovery efficiency of 81.05 per cent.
Among the eleven DisCos, Ikeja Electric emerged as the strongest performer, posting a revenue recovery efficiency of 99.30 per cent. Eko Electricity Distribution Company followed with 95.73 per cent, while Benin DisCo recorded 85.18 per cent.
At the lower end of the performance table, Kaduna Electric recorded the weakest recovery rate at 35.65 per cent. Jos DisCo and Yola DisCo also struggled, achieving recovery efficiencies of 53.53 per cent and 58.58 per cent, respectively.
Ikeja Electric also led in collection efficiency with 96.38 per cent, ahead of Benin DisCo at 90.97 per cent and Eko DisCo at 87.68 per cent. Kaduna, Jos and Yola remained the poorest performers in this category, underlining the persistent commercial and operational challenges facing power distributors in parts of northern Nigeria.
In terms of billing efficiency, Eko DisCo ranked first with 92.30 per cent, followed by Port Harcourt DisCo at 90.36 per cent and Ikeja Electric at 87.76 per cent. Yola DisCo recorded the lowest billing efficiency at 58.68 per cent.
The latest figures underscore the mixed realities within Nigeria’s power sector. While electricity supply and customer billing continue to improve, revenue collection remains a major obstacle to the financial sustainability of the industry.
Analysts note that stronger metering penetration, improved customer confidence, reduction in energy theft and more efficient collection systems will be critical if DisCos are to close the widening gap between electricity supplied, billed revenue and actual collections.
The March performance report comes as regulators and industry stakeholders intensify efforts to strengthen the commercial viability of the electricity market, attract fresh investment and improve service delivery across the country.
By Adedapo Adesanya
Interswitch has entered into a partnership with Geneva-headquartered banking software provider Temenos to offer managed banking services to financial institutions across the continent, deepening its push into banking technology.
The partnership will see Interswitch adopt Temenos’ banking technology across core banking, digital banking, payments, wealth management, and financial crime management.
This will enable the firm to provide cloud-hosted and on-premises managed services to lenders on the continent. The service will initially target Nigeria, Ghana, Côte d’Ivoire, Kenya, and other African markets.
“This is a pivotal moment for Interswitch as we accelerate our expansion beyond payments and reimagine digital banking for Africa,” Mr Jonah Adams, managing director for Digital Infrastructure and Managed Services at Interswitch, said in a statement.
By combining Temenos’ software with its existing footprint across the continent, Interswitch is positioning itself as a technology partner that can help banks upgrade critical systems without having to manage the complexity of large-scale technology deployments.
“By adopting Temenos’ cloud-native, composable platform, Interswitch gains the flexibility and scalability to accelerate its next phase of growth and deliver banking services that meet the needs of African markets,” Mr Adams added.
For Temenos, the deal strengthens its presence in Africa through a partner with deep relationships across the banking sector. It lost one of its banking customers, Sterling Bank, in 2024 after the tier-2 Nigerian bank switched to SEABaaS, a new custom-built core banking application.
“Interswitch is an important new customer and partner for Temenos in Africa,” said Mr William Moroney, Chief Revenue Officer at Temenos. “Interswitch’s strong presence across the continent also extends our reach and further strengthens our ecosystem and partner network.”
Founded in 2002, Interswitch built its reputation as one of Africa’s largest payments companies through products such as Quickteller and Verve, its domestic card scheme.
By Adedapo Adesanya
Tropical General Investments (TGI) Group and Singapore-based Wilmar International have agreed to combine their Nigeria and Republic of Benin operations into a 50:50 joint venture aimed at building a dominant integrated food and agribusiness platform across West Africa, targeting a market estimated at $12 billion.
The proposed merger will consolidate operations across several value chains, including agriculture, oil palm plantations, edible oils, edible nuts, rice, food manufacturing, and distribution, creating one of the region’s largest end-to-end food production and supply chains.
Under the arrangement, both firms will integrate their complementary strengths, with Wilmar contributing global expertise in palm oil, speciality fats, and large-scale agribusiness operations, while TGI brings established local manufacturing capacity, consumer brands, and an extensive distribution network across Nigeria and neighbouring markets.
Chairman and Chief Executive Officer of Wilmar International, Mr Kuok Hong, said the partnership would enhance both firms’ ability to serve Africa’s expanding consumer base, describing Nigeria and Benin as strategic growth markets.
“For more than four decades, TGI Group has built a leading position in Nigerian food manufacturing and distribution. This partnership will leverage Wilmar’s global scale and expertise as well as TGI’s local knowledge to deliver innovative food solutions across Africa,” added TGI Group founder and chairman, Mr Cornelis Vink.
On his part, Vice Chairman of TGI Group, Mr Farouk Gumel, said the deal reflects confidence in Nigeria’s long-term economic prospects, adding that it would deepen domestic value addition, strengthen food security, support smallholder farmers, and create jobs.
Adding his input, Wilmar’s Africa Head, Mr Santosh Pillai, described the transaction as a strategic fit, noting that the combined entity would have the scale, local insight, and operational depth needed to better serve consumers in the region.
The companies said the transaction is expected to be completed in the 2026 financial year, subject to regulatory approvals and other customary conditions.
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