Nigeria: An Economic Misnomer for Sixty-Three Years
By Enajite Enajero, Ph.D.
His Excellency,
Bola Ahmed Tinubu, President
Federal Republic of Nigeria
Dear Mr. President,
I must first congratulate you for becoming the President of Nigeria. Nigeria is faced with so many challenges. The problem facing Nigeria is not only that of reducing poverty, but also that of saving a chunk of humanity by creating the capacity to coalesce the most populous Black Country into the comity of developed nations.
Some might think Nigeria becoming a developed nation will not occur in the foreseeable future. The purpose of this letter is to assure the president that Nigeria could become a developed nation if only it applied the appropriate development model at its economic stage. Also, the country’s future cannot be charted by only one person or a few people. All Nigerians, especially those in the Diaspora, will have to participate either by relocating back to Nigeria or by contributing well-thought ideas from abroad.
In August 2016, I had the opportunity to interview with a University in Nigeria after numerous attempts to be on the ground in Nigeria or any part of Africa. I had an interview with the same university five years earlier but was not successful. I believed teaching and researching in Africa would afford me the opportunity to feel economics as taught, discussed, and practiced in Africa. The continent has been brutalized by all human qualities measured by economic indices. Thus, it becomes imperative for well-meaning people with flowing adrenaline to tackle the economic challenges in Africa.
During the interview, after the introduction and discussions about the position, the first question given to me by one of the interviewers was: “Is Nigeria in a recession?” Surprised, but confirmed my fears during my school years that African nations, at their stage of development, were practicing the wrong economics. Is Nigeria in a recession? I asked myself, when was Nigeria in an economic peak? We know from the introductory economics discussing business cycles that a nation must be producing at a peak, when resources, especially labor, are fully utilized and then cool off to a recession. Since independence, one cannot point to any period in the history of the country that everyone who wished to work was employed in Nigeria. Characterizing the situation in the country as a recession at any time in its history is flattering but deceptive. Also, it is tantamount to describing a passenger jetliner as descending and about to land when actually it is sitting in a terminal, still boarding, and not even on the runway. It was a misnomer to construe any period of Nigeria’s economy as a recession.
Yes, the Nigerian economy is akin to other economies in Africa that are still “boarding” a gigantic jetliner at their stage of economic development. Unfortunately, mainstream economics does not emphasize the boarding stage because it would be contradictory to the basic tenets of mainstream economic theories founded on the concept of “rational choice.” These theories are constructed on “what ought to be,” an “ideal situation,” and the benchmark of efficiency. Moreover, these theories comply with the political principles of freedom and liberty. However, the economic history of developed nations would reveal that “what ought to be,” or an “ideal situation” may not be practicable. Therefore, at this stage of Nigeria’s economic development, it is imperative to discuss workable models. Before then, I wish to discuss the second question posed during the interview with my potential employer in Nigeria’s academia.
The next question during the interview was less shocking: “Do you believe in money as an economic tool?” I pondered again. In a society with scanty transactions and speculative motives for money, how does money work? Yes, I believe in money; however, money works well depending on money demand, which is a function of transaction and speculative motives, aka, the financial market. There are no mortgage markets. Except for imports, there is no market for automobiles, no vast market for furniture and kitchen utensils, no market for repair men, and very few borrow to start a business. All the transactions are “cash and carry.”
Yes, the central bank buys and sells government securities, which is the major function of notable central banks of the world, but how many Nigerians, retirement funds, or foreign investors are holding Nigerian government securities? If there is a money market, only a handful of Nigerians participate because the majority of Nigerians remain in a deep subsistence life, let alone invest their wealth in government securities. In the early households, for example, the men were hunting, and the women were gathering; the households were independent of each other, and transactions were unnecessary. Thus, money was not needed. Subsistence life in Africa is one rung higher than the practices of early humans. Heavy transactions are necessary to make money meaningful. For money to have an impact on the gross domestic product (GDP), transactions far above the subsistence level will be needed.
Perhaps, my interviewer meant M1 (coins, currency plus checking accounts), and not M2. Even if he meant M1, the currency content of M1 in some countries is less than 50% of what is referred to as money in the economic sense. Besides, billions of the Nigerian currency, the Naira, were reportedly set ablaze for ritual purposes or buried in officials’ backyards and abandoned buildings because they were ill-gotten. In these scenarios, money defies its mnemonic role in society, because money is not in transactions and not in circulation.
Therefore, the two questions during my interview were intertwined. A recession is when economic activities or transactions slow down, not because the price of oil dropped to $20-$25 a barrel as it was in August 2016. Theoretically, when the price of an essential input such as oil drops, it is good for business, and it is a period of economic recovery for most nations of the world. If it was otherwise in Nigeria due to sole reliance on one global commodity, that was not a recession; it was a result of economic dysfunction. Thus, Nigeria is operating a counter-cyclical economy. In addition, money matters in a society because it facilitates transactions. When transactions are flat, based on the quantity theory and the velocity of money as discussed in the 1970s, money is neutral. Meaning it has no impact on output but only on prices. That is the experience in many African nations.
A passenger jetliner must board all its passengers in the terminal before departure. Nigeria and the rest of Africa seem to believe that they could skip the stage of economic onboarding, the development stage of making the economic man, the stage of democratizing the economy, the stage of mobilizing the people, and, best of all, the stage of creating an egalitarian society. People are more crucial elements of an economy than oil and gas. People consume, spend, engage in entrepreneurship, and make transactions. Oil and gas do not. Therefore, the first stage of economic development is to be inclusive and induce people into making transactions. This agrees with the development theory in evolutionary economics that economic development occurs through changes in the ‘habits of thought.’ Thus, economic development must be people focused.
For the new administration, it must not be business as usual and must realize Nigeria’s stage of economic development. Therefore at this onboarding stage, the federal, state and local governments need to collaborate and align the desires of the people with the development objectives of the nation. What are the desires of the people? Which goods are in the utility function of Nigerians? Utility is an economic jargon for satisfaction or pleasure.
To be less technical, I refer to utility function as the happiness function. What makes people happy in addition to food and clothing? They are standardized affordable homes, education, healthcare, and transportation. These are the lifetime ambitions of every household in the entire world to own and live in a home with inner plumbing. They also wish their children receive a good education, affordable healthcare, and subsidized public transportation. These could be produced by low-to-medium skilled workers that are abundant in Nigeria. Furthermore, affordable homes are, in the long-run, self-financed, and it does not require Forex. Therefore, in economics, it is self-contradictory that a nation has homes to build, roads to construct, education, healthcare, transportation, and safety to provide, yet a good percentage of youths are unemployed. There is a coordination problem.
Fortunately, the process of onboarding, making money matter, and moving people from subsistence life are related. These are supported by transactions or economic activities. Any federal government administration, in collaboration with the state and local governments, can taxi the Nigerian economy to the runway, and ready for takeoff. The outcome of the appropriate policy could result in 25-30% GDP growth in the first year if properly implemented, and the rate subsequently drops gradually as the economy approaches its potential production level––That is, producing on the production possibility frontier. Then, we are ready for capital accumulation, the second stage of economic development. Evidence in many developed countries began with providing these infrastructures (social capital), then financial and physical capital started flowing in.
Therefore, Mr. President, the purpose of this letter is for you to re-examine the existing development model of this country, whether it has outlived its purpose, and whether it is time, the country considered a different development approach2. An approach focused on the people rather than oil for Forex for elephant projects, many of which remain non-functional after 63 years. People are economic agents; they bear the burden of an economy, and they also ferry an economy through good and bad times.
It was Albert Einstein that once said that “setting an example is not the main means of influencing another, it is the only means.” That sentiment expressed by Einstein is the primary essence behind the theory of transformational leadership, which requires passion, charisma, and the ability to motivate others. Transformational leaders are usually very authentic, emotionally intelligent, great listeners, results-focused, visionary, and self-aware.
In just 100 days at the helm of the National Identity Management Commission (NIMC), Engr. Abisoye Coker-Odusote has ushered in a new era of transformational leadership, leaving an indelible mark on the organization. Her eventual confirmation as substantive Director General/Chief Executive Officer of the Commission did not come to many as a surprise.
She did not waste time to hit the ground running and showed commitment to advancing the NIMC’s mission and mandate.
Coker-Odusote has taken steps to streamline National Identity Number (NIN) registration processes, while addressing the long-standing challenges associated with identity registration in Nigeria. This, she is handling through strategic restructuring and the integration of advanced technologies with a view to significantly reduce waiting time and enhance the overall efficiency of the system.
Today, date of birth and other kinds of modifications at NIMC happen within 48 hours. The several years backlog of date of birth modifications she inherited are almost cleared, as she had given a one-month deadline for the same to relevant staff of the Commission.
Again, responses to issues and complaints, such as those whose National Identity Numbers did not hit the NIN Verification Portal are now resolved within 24 hours.
Recognizing the paramount importance of data security in the digital age, the NIMC CEO has taken steps to enhance data security by introducing robust measures to fortify the protection of citizens’ sensitive information. This includes, but not limited to the adoption of cutting-edge encryption technologies and the establishment of a dedicated cybersecurity team.
Her interest in improving service delivery at NIMC cannot be overemphasized. She has concluded plans to ensure regular training and retraining for staff of the Commission, emphasizing customer-centric approaches, to ensure a more positive experience for citizens seeking identity services.
On partnerships, Coker-Odusote, leveraging her extensive network and expertise, has forged strategic partnerships with governmental agencies, private organizations, and international bodies. These collaborations aim to enhance the NIMC’s capacity, foster innovation, and promote information sharing for the betterment of identity management.
Understanding the pivotal role of technology in modernizing identity management, Engr. Coker-Odusote has spearheaded the integration of biometric advancements and artificial intelligence into the registration and verification processes.
This not only improves accuracy, user experience and ease of enrolment, but also positions NIMC at the forefront of technological innovation in identity management. A typical example is the NIMC Contactless Biometric Solution, which delivers a best-in-class fingerprint and facial capture image output quality, powered by Artificial Intelligence. The new solution was unveiled by the commission at the 2023 Identity Day, held in Abuja on September 16, 2023.
In addition, Engr. Coker-Odusote tackled the existing backlog of unprocessed identity requests head-on. Through a combination of strategic staff deployment and redeployment, process optimization, and digitization initiatives, she has made significant strides in clearing the backlog, demonstrating her commitment to prompt and efficient service delivery.
Recognizing the crucial role played by the NIMC staff in achieving organizational goals, the CEO has developed for implementation, a robust welfare programme aimed at boosting morale and fostering a positive work environment. This includes, but not limited to training opportunities, health benefits, and performance recognition initiatives.
Furthermore, in consultation with in-house experts, elaborate public awareness campaigns are being planned, to ensure that citizens are well-informed about the importance and benefits of identity registration. These campaigns are expected to not only educate the public, but also serve to demystify the registration process, encouraging greater participation.
The NIMC DG has concluded plans to take the ecosystem enrolment forward by taking steps to deepen collaboration with ecosystem implementing partners, supporting to ensure the success and optimal performance of the Nigeria Digital Identification for Development (ID4D) Project, a Nigerian Project jointly funded by The World Bank, The European Investment Bank, and the French Development Agency.
Engr. Coker-Odusote’s strategic vision, commitment to efficiency, and emphasis on technological innovation positions NIMC for a future where identity management is not only secure but also seamlessly integrated into the daily lives of citizens.
On anti-corruption, the NIMC DG has left no one in doubt on her determination to sanitize the system, entrench a culture of transparency and zero tolerance for corruption. Apart from putting systems and structures in place to discourage graft, she is directly involved in ensuring that the cankerworm has no place in the commission.
Just recently, in what one may describe as a sting operation, she paid an unscheduled visit to the Federal Capital Territory office of the commission, where she is reported to have arrested some staff for allegedly extorting money from Nigerians, even as she has maintained that enrolment was free.
Her devotion to supporting the policy direction of the present administration by strengthening the issuance of the NIN for access to service is not in doubt.
Speaking on Coker-Odusote’s first 100 days in office as NIMC CEO, Project Coordinator, Nigeria Digital ID4D Project, Musa Odole Solomon described her as a vibrant, results-focused leader, determined to make a difference in the Commission.
“She has taken steps to build bridges of collaboration between NIMC and partners within the country’s identity ecosystem. These collaborations aim to enhance the NIMC’s capacity, foster innovation, and promote information sharing for the betterment of identity management in Nigeria.”
“The collaboration is also focused on enhancing handshake with institutions involved in the country’s identity ecosystem, with a view to deepening integration with the country’s Identity Management System.”
“In 100 days, she has taken the lead in working with the Nigeria Digital ID4D Project to speed up project implementation process, especially, processes geared towards the extension of NIN enrolment to hard-to-reach areas, women, persons with disabilities, and marginalized groups, thereby fostering inclusion and access to social services.”
“She has introduced some innovations that I consider very progressive, and things are moving very well. The Nigeria Digital ID4D Project is happy to work with her, as she has shown that she has all it takes to assist us succeed.”
Responding to a question on his impression about the NIMC DG’s leadership style and the future of the relationship between NIMC and his organisation, Chairman, National Population Commission (NPC), Hon. Nasir Isa Kwarra stressed that the relationship between NIMC and NPC has become more robust under Coker-Odusote’s leadership as NIMC CEO.
“I want to say that the National Population Commission has a long and robust collaborative partnership with the National Identity Management Commission (NIMC) in our efforts to harmonize and integrate biometric databases for planning and development of our country.”
“However, this partnership has become more dynamic and robust with the assumption into office of Engr. Abisoye Coker-Odusote as the Director General of NIMC. She has shown an unparalleled commitment and passion in working with the Commission, not only in registration of births and deaths, but also the upcoming population census. She comes across as a thoroughbred professional and innovator who will give Africa’s greatest nation a deserved identity profile for national unity, security, and development. I am more confident in the future of the Identity Management Commission under her.”
Responding to a question on the new grounds covered at the NIMC ICT, Director, IT/Identity Database of the Commission, Chuks Onyepunuka has this to say:
“Our DG is pragmatic, proactive, result-oriented and visionist. Her achievements in ICT in NIMC in the last 100 days include, but not limited to: “launching of self-modification and enrolments services to ease and simplify the processes for enrolment services; driving the clearing of about 3 million backlog of enrolment records awaiting manual adjudication within 3 weeks; decentralization of operations with objectives of ensuring that we are closer to the enrolees and adequate coverage in the nooks and crannies of the country.”
“Others are improvement in the process of engaging and revalidating our Frontend Enrolment Partners (FEPs); improvement in our ICT policies, processes and procedures; resolution of 95% challenges/issues affecting our window enrolment software (Res-Web) and commenced the integration and harmonization with National Population Commission, Nigeria Immigration Service and Federal Inland Revenue Service (FIRS).”
Adding her voice, NIMC’s Director, Business Development and Commercial Services, Mrs. Carolyn Folami described the DG as a thoroughbred professional, committed to resetting the Commission for the good of the nation.
“It has been only 100 days, but it seems she has been here far longer, as within this period, we have achieved a couple of goals towards resetting the NIMC agenda and resettling the NIMC staff for productivity.”
“Starting with the planning and commencement of training of all staff, to the commitment to all Front-End Partners (FEP) to revalidate the business model for fair play and payment. She is very keen on stakeholder engagement and has secured the buy- in of our harmonisation partners for effectiveness. She is professional, thorough, dedicated, and above all, kind to all.
Adding his voice, Monitoring and Evaluation Specialist, Project Implementation Unit, Nigeria Digital ID4D Project, Dr. Emmanuel Akogun argued that Coker-Odusote’s first 100 days in office were characterised by “dynamic, focused and results – oriented leadership,” adding that there is steady progress in NIN enrolment, with “103,500,000 Nigerians and other legal residents captured in the NIMC Database.”
There is therefore no gainsaying the fact that Engr. Abisoye Coker-Odusote’s first 100 days as CEO of the NIMC have been marked by a series of commendable achievements.
At this point, one can confidently say that with Engr. Bisoye Coker-Odusote as Chief Executive Officer, NIMC is in safe hands.
Her recent confirmation as substantive Director General/CEO of the Commission is clearly an act of patriotism by the Nigerian President, Bola Ahmed Tinubu.
However, as she commences a full tenure of office, following her recent confirmation, one expects that the standard is not lowered.
As she marks 100 days in office this week, the most challenging part of Abisoye Coker-Odusote’s journey as Chief Executive Officer of the NIMC is the need to sustain the successes recorded, remain focused, deepen stakeholder engagement and public enlightenment, check corruption, strengthen systems and structures, be fair to all, while supporting the policy direction of the present administration.
Deliberate steps must be taken to ensure the sustenance of the war against extortion at NIMC.
Again, a deliberate plan should be in place to ensure a more robust stakeholder collaboration, particularly with those involved in the country’s identity ecosystem.
Elaborate, sustained communication and public enlightenment activities are required, taking advantage of the conventional and unconventional channels of communication to inform, educate and mobilize the citizens on the need for all to register for the NIN. This requires a deliberate strategy and strategic implementation.
Finally, a deliberate inclusion strategy must be in place and vigorously implemented to ensure that no one is left behind.
As the DG continues to lead with passion and purpose, NIMC is poised for even greater accomplishments under her guidance.
Indeed, NIMC is in safe hands!
Dr. Walter Duru (Assistant Professor of Communication and Multimedia Design) is a Communication/Public Relations Strategist, Researcher and Consultant. He could be reached on walterchike@gmail.com
Nigeria’s President, Bola Ahmed Tinubu has just appointed a new leadership for the Ministry of Finance Incorporated (MOFI), an asset holding and management company under the Federal Ministry of Finance, with mandate as the sole manager of all federal government investment interests.
According to a statement by Presidential Spokesman, Ajuri Ngelale, former Finance Minister, Dr. Shamsudeen Usman is reappointed as Chairman of a 10-man Board of Directors of MOFI, while Dr. Armstrong Ume Takang is also reappointed to serve as the Managing Director/CEO of the organisation.
The other appointees include Tajudeen Datti Ahmed, Executive Director, Portfolio Management; Femi Ogunseinde, Executive Director, Investment Management and Mrs. Oluwakemi Owonubi, Executive Director, Risk.
The non-executive directors are Mr. Ike Chioke, Ms. Chantelle Abdul, Mr. Alheri Nyako, Mr. Bolaji Rafiu Elelu and Mrs. Fatima Nana Mede.
To describe the team as perfect is an understatement, as, when something is described as sweet, it is also important to state what it tastes like. The crux of this article is the appropriateness of the person of the Managing Director, Dr. Armstrong Ume Takong, saddled with the responsibility of the day-to-day running of the organisation.
In the ever-evolving landscape of finance and governance, the appointment of a CEO/Managing Director plays a pivotal role in shaping the trajectory of an organization.
Dr. Armstrong Takang emerges as the ideal candidate for the leadership role at the Ministry of Finance Incorporated, bringing with him a wealth of experience, a proven track record, and a vision for transformative change.
Dr. Takang’s academic background, marked by advanced degrees in Computer Science, Finance and Business exposure/experience, sets the stage for his understanding of the intricate dynamics within the financial, business and investment sector(s). He is well equipped with strategies for exploring progressive solutions to economic challenges.
With an impressive career spanning over decades, Dr. Takang has honed his leadership skills in both public and private sectors. His tenure as the Chief Executive Officer of a leading multinational corporation showcased his ability to navigate complex landscapes, implement strategic financial planning, and drive sustainable growth. These experiences uniquely position him to bring a fresh perspective to the Ministry of Finance Incorporated.
One of Dr. Takang’s standout qualities is his commitment to transparency and accountability. In an era where financial governance is under intense scrutiny, his track record of implementing robust financial controls and ensuring adherence to international standards is commendable.
This commitment to transparency not only fosters trust but also aligns with MOFI’s mission to uphold the highest standards of fiscal responsibility.
Furthermore, Dr. Takang’s innovative approach to problem-solving sets him apart as a forward-thinking leader. His past initiatives, such as spearheading digital transformation in financial processes and advocating for sustainable financial practices, underscore his ability to embrace change and leverage technology for efficiency gains.
In an era where agility and adaptability are crucial, Dr. Takang’s progressive mindset positions MOFI for success in the face of evolving economic landscapes.
As a leader, Dr. Takang places a premium on talent development and team collaboration. His previous roles have seen him cultivate high-performing teams by fostering a culture of continuous learning and collaboration.
This emphasis on human capital is pivotal for the MOFI, ensuring that it can effectively navigate the challenges of an ever-changing global economy.
Beyond his professional acumen, Dr. Takang is known for his civic engagement and commitment to corporate social responsibility. His involvement in community development projects demonstrates a holistic understanding of the impact businesses can have on society. His previous positions, leadership roles and achievements speak volumes for him.
Prior to being MOFI’s CEO, Takang was the CEO of Growth Alliance Partners (GAP), a pan-African firm focused on providing post-investment value-add services to Private Equity backed businesses. He helped to turn around several businesses to create shareholder value.
His decades-long career in investment consultancy and public reforms traverses the public and private sectors across Africa, and in the US, where he worked at the New York Office of the KPMG.
He was Team Lead for a Private Banking Group, managed the Integrated Financial and Economic Management Information System (IFEMIS) Project in Nigeria, and led the Voluntary Asset and Income Declaration Scheme (VAIDS).
Many do not know that Dr Armstrong was pivotal in designing and implementing several national initiatives like the Integrated Payroll and Personnel Information System (IPPIS), the Office for Nigerian Content Development in ICT under NITDA, the ICT component of the Economic and Financial Crimes Commission (EFCC)/Nigeria Financial Intelligence Unit (NFIU), among others.
He is not new in the political environment, particularly, within the Ministry of Finance. He was Special Adviser to the Honourable Minister of Finance, Budget, and National Planning, as well as Lead of the MOFI Transformation Team. It is a terrain that he is very conversant with, and this will ease stakeholder engagement, particularly, when there is a proper stakeholder management strategy in place.
Dr. Armstrong Takang’s appointment as the CEO of MOFI is a strategic move toward ushering in a new era of financial leadership, inclusivity, and discipline in managing public investments.
His blend of academic excellence, extensive experience, commitment to transparency, innovative thinking, and emphasis on talent development makes him the perfect fit for steering MOFI towards greater heights.
There is no gainsaying the fact that the leadership of MOFI, as announced, is a perfect combination. The transformations that MOFI has experienced in the last eleven months, under the leadership of Dr. Shamsudeen Usman as Chairman, and Dr. Armstrong Takong as Chief Executive Officer is evident and must not be paused.
As the financial landscape continues to evolve, Nigerians expect that Dr. Takang’s leadership must not only meet the challenges of the present, but proactively shape the future of financial governance.
It is safe to conclude that Mr. President’s decision to reappoint the duo of Shamsudeen Usman and Armstrong Takong is an act of patriotism.
Permit me to also single out Mr. Ike Chioke, the Group Managing Director at Afrinvest West Africa Limited, who also made the list, as a non-executive director.
With the calibre of persons on the present MOFI leadership team, failure is not an option.
MOFI is expected to support the Federal Government’s efforts towards addressing economic challenges, while spurring the renewal of the economy. There is no better time to be relevant.
Expectations are very high, and Nigerians are in a hurry to see results. Let Federal Government’s investments work for the country.
The time to act is now!
Dr. Chike Walter Duru (Assistant Professor of Communication) is a communication expert, researcher, public relations, and stakeholder engagement consultant. He could be reached on: walterchike@gmail.com.
In the political arena, the adage “keep your friends close and your enemies closer” is often wielded as a shield against potential adversaries. However, for President Bola Tinubu, it seems the true enemies may not be those openly opposing him, but rather those who remain silent in the face of critical issues.
The ongoing Nigerian Labour Congress (NLC) and Trade Union Congress (TUC) strike present a crucial litmus test, revealing the concealed adversaries that surround the Nigerian President.
It is no news that President Tinubu, a seasoned politician with a significant footprint in Nigerian politics, has weathered numerous storms. Yet, the recent labour strikes have cast a spotlight on a different breed of adversaries – those within his inner circle who fail to provide candid advice.
The absence of truth-tellers, willing to speak their minds on the best course of action, poses a grave threat to Tinubu’s political legacy. One of the primary culprits contributing to the discord surrounding the strike is the dearth of transparent communication within the president’s camp.
The real enemies are not those who challenge him but the individuals who, out of fear or self-interest, avoid addressing the pressing issues at hand. This lack of open dialogue and constructive criticism perpetuates an environment where missteps are not only likely but also inevitable.
The NLC/TUC strike has unfolded as a test of leadership for President Tinubu, demanding a thoughtful and decisive response. However, the deafening silence from those close to him serves as a stark reminder that true loyalty should manifest in truth-speaking, especially when it is most needed. It is within this vacuum of honest counsel that the genuine enemies of President Bola Tinubu find refuge, allowing potential solutions to slip through the cracks.
In the realm of politics, the ability to navigate and resolve challenges is paramount. The NLC/TUC strike underscores the importance of confronting issues head-on and developing effective strategies to address the concerns of the Nigerian people.
Mr. President, the truth is that Nigerians are suffering. Six months after removing fuel subsidy, the fact that nothing serious has been done to ameliorate the sufferings of the people suggests that the present administration had no concrete plans before announcing the removal of fuel subsidy. Nigerians are dying of hunger and life has become most unbearable. The crime rate is increasing daily, and things are getting from bad to worse. Many state governments are irresponsible in their management of the affairs of their states. They care less about the wellbeing of their citizens and impunity reigns supreme in some of the states.
The NLC National President, Joe Ajaero was assaulted in Imo State by persons known and identified. It took threats of strike action for the Inspector General of Police to announce that it was going to investigate the issue, among others. The issues are enormous. The list is very long. For how long shall we continue like this?
While one agrees that some of the issues were inherited from the last administration, the truth is that the President knew the situation of the country when he applied to govern. He, in one of his addresses, accepted same, when he stated that no one should pity him. Excuses are therefore not acceptable.
Sadly, while some great brains within the President’s circle make efforts to guide aright, by suggesting workable solutions to the issues, many seem not interested in getting the issues resolved.
By turning a blind eye to dissenting voices within his circle, President Tinubu risks being led astray by misguided advice and a lack of diverse perspectives. The enemies of the President are not limited to those who openly oppose him but extend to those who prioritize personal gain over the well-being of the nation.
The failure to provide candid feedback on the NLC/TUC strike is indicative of a deeper malaise within the political landscape – a culture of sycophancy that stifles the growth of leaders and hinders progress.
To combat these hidden adversaries, President Tinubu must actively cultivate an environment that encourages open and honest dialogue. Constructive criticism should be embraced rather than shunned, as it serves as the bedrock for informed decision-making. The true enemies are not those who challenge his authority but those who undermine it by fostering an atmosphere of conformity and silence.
In navigating the complexities of the NLC/TUC strike, President Tinubu’s strength lies in his ability to surround himself with advisors who prioritize the nation’s interests over personal agenda. The enemies within are the individuals who, knowingly or unknowingly, contribute to a culture of complacency, shielding him from the inconvenient truths that demand attention.
No doubt, the real enemies of President Bola Ahmed Tinubu are not the external forces seeking to undermine him but the internal voices that remain silent in the face of critical challenges.
The NLC/TUC strike serves as a poignant reminder that a leader’s strength is measured not only by the allies who rally behind him but by the truth-tellers who dare to speak against the tide.
The President’s legacy hinges on his ability to discern between loyalty and sycophancy, acknowledging that the latter poses a far greater threat to his administration’s success than any external opposition.
Procuring restraining orders of courts to stop strike actions and protests, without addressing the issues is not the way forward. It adds no value to the discourse. It rather ridicules the system.
It is therefore time for the President to watch his men closely, to distinguish between his true loyalists and sycophants.
Mr. President, please, address the labour issues now. Ignore the sycophants. They are your real enemies. Those politicizing the issues are enemies of Nigeria and as such enemies of my President.
The time for selection is now!
Dr. Chike Walter Duru is a Public Relations Strategist and Consultant. He could be reached on: walterchike@gmail.com.
