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Agile Workforce: Why HR Must Take Strategic Lead

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Anja van Beek, Vice President for People, Sage International (Africa, Australia, Middle East and Asia)
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Most organisations are under pressure to evolve their businesses at a faster pace as they try to get in step with rapid changes in the business landscape, technology and customer behaviour.

That means HR departments, too, need to become better equipped to lead the organisation’s people through constant and rapid change.

They need to build a more agile workforce that is ready to adjust to the evolving needs of the market.

This goes beyond offering people flexible working arrangements such as flexible hours or the ability to work from home.

It is about helping to shift the organisational culture to one that embraces learning, change and innovation.

It is also about recruiting, developing and retaining people who thrive in a changing world – chameleon workers who can adapt to change, learn new skills in a short space of time and seamlessly move from assignment to assignment.

The HR department of the future must thus shift its focus from reducing risk and managing red-tape towards a highly strategic role of guiding change, improving agility, and ultimately driving higher performance.

Here are a few ideas about how HR must evolve in the years to come:

Accommodate A More Fluid Workforce
The way that businesses structure their workforces is changing as they begin to source more of their talent through freelancers, crowdsourcing, and other approaches that give employees and companies more flexibility. What’s more, we can also expect to see a further churn in the workforce as more young professionals join an organisation to take part in a project or achieve a specific career goal – and then leave after two to three years.

Even within the walls of the business, we can expect to see teams become more fluid as people are brought together for specific projects and initiatives, and then disbanded so they can move to other parts of the business. In a sense, many parts of the business will follow the same sort of ‘gig economy’ model as movie studios and agencies, building bespoke and sometimes virtual teams of in-house and external skills for each project.

HR teams will need to facilitate this shift, making it easier for managers to source and develop the talent when they need it and where they need it.

For example, they might build databases of skills that they share with managers and facilitate talent exchange programmes between different business units and departments.

Create Flexible Career Options
In an agile workforce, HR will need to rethink how it develops career paths, salary bands and job descriptions.

It will need to support managers and their teams as they organically develop their own roles and tasks, often on a project-by-project basis. This will also mean new ways of measuring performance and rewarding employees that meet the needs of a changing workplace.

For example, tech companies like Google allow engineers to spend some of their workday working on passion projects and innovative ideas rather than making them spend all their time on a narrowly defined scope. This has the benefit of creating new ideas for the business and keeping employees engaged – in turn, helping with talent retention.

Facilitate a Culture of Innovation
HR departments play an important role in shaping organisational culture – from helping to source talent to supporting change management and designing rewards and incentive programmes. To support a more agile business, they need to look at how and where they source talent; how they reward and incentivise the right behaviour; how they support managers and employees through their tools and processes; and how they measure performance.

Develop a learning organisation rather than a ‘training strategy’
One of the major challenges HR face is helping the business and the workforce keep up with the rapid pace of change in today’s digital world. With mobile technology, the cloud, analytics, blockchain and the Internet of Things changing the world so rapidly, companies and their workforces need to learn fast.

This means that HR departments need to look beyond rigid learning programmes towards creating a culture where continuous learning is valued. This is all about creating opportunities for mentorship, providing on-the-job learning opportunities, and responding quickly when new skills are needed.

Closing Words
Integrated HR management systems play an important role in helping HR departments become more agile and to provide their businesses with strategic support.

They automate red-tape so that HR professionals can focus on where they can add value, and they provide data and analytics tools to support agile decision-making.

In a time of seismic technological change, Sage is focused on using the smartest technology to reinvent and simplify HR processes and this has made us an indispensable business partner to our customers.

Anja van Beek, Vice President for People, Sage International (Africa, Australia, Middle East and Asia)

 

 

 


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E-Business

Offset Communications Slams N50m Suit against Qore Technologies for Alleged Copyright Infringement

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Offset Communications Advisory Ltd has dragged Qore Technologies Ltd before a Federal High Court in Lagos, demanding the sum of N50 million as damages for the alleged infringement of its copyright.

Offset Communications Slams N50m Suit against Qore Technologies for Alleged Copyright Infringement

Pic credit….https://copyrightalliance.org

Offset, in the suit marked: FHC/L/CS/1994/2025, is claiming that Qore used content from a proposal it submitted in December 2022, without formal engagement, attribution, or a licensing agreement.

“The Defendant’s execution of the content of the proposal submitted to it by the Plaintiff without any formal engagement, attribution or a licensing arrangement… amounts to an infringement of the Plaintiff’s copyright,” Offset stated in its writ of summon.

The suit filed on September 29, 2025, by Jimoh Bamigbola and Omobolaji Idris, on behalf of the plaintiff has Qore as sole defendant.

Plaintiff, a Lagos-based communications firm, in its statement of claim said it a had previously worked with Qore on Public Relations (PR) projects and was later asked to prepare a communications strategy for the company, adding that the said proposal contained ideas on employee engagement, branding, and stakeholder management.

Offset however, alleged that Qore implemented elements of the proposal, including internal communication initiatives and branding concepts, without payment or agreement.

“The Defendant executed and integrated the propositions into its Public Relations and Communication Strategy without any formal engagement… with the Plaintiff,” the statement of claim read.

The plaintiff said it discovered the alleged infringement in April 2025 and subsequently notified the defendant, but efforts to resolve the dispute failed.

It is seeking, among other reliefs, a declaration that the defendant’s actions amount to copyright infringement, N50 million in general damages, N5 million in litigation costs, 29 percent post-judgment interest, and “an order of perpetual injunction, restraining the Defendant… from further infringing on the Plaintiff’s copyright.”

Qore Technologies, however, denied the allegations in its statement of defence, arguing that the plaintiff was only engaged for limited Public Relations support services on a project basis and was paid for those services.

“The Plaintiff merely provided routine and secondary Public Relations support services… for which the Plaintiff was remunerated,” the defendant stated.

Qore further argued that the ideas referenced by the plaintiff are not protected under copyright law.

“The alleged ‘ideas’… consist of generic corporate communication practices widely used by companies… and cannot constitute original copyrightable works under Nigerian law,” it said.

The company also maintained that no binding agreement existed regarding the proposal and that its branding and communication strategies were developed internally and by its consultants.

In addition, Qore challenged the competence of the suit, stating that “the Statement of Claim discloses no reasonable cause of action” and that the court lacks jurisdiction to entertain the matter.

The defendant also filed a counterclaim, seeking N6.35 million as reimbursement for legal fees incurred in defending the suit, as well as N2 million in costs.

At the hearing on March 23, 2026, counsel to the parties identified their processes, and the court adjourned the matter to June 22, 2026, for further proceedings.

The case is expected to test the boundaries of copyright protection in Nigeria’s Communications and Public Relations industry, particularly regarding the ownership of proposals and business ideas.


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NDPC Investigates Remita, Others over Alleged Data Breaches

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Data Breach
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Nigeria Data Protection Commission (NDPC) said it is carrying out an investigation into alleged data breaches involving Remita Payment Services Ltd., Sterling Bank and other entities.

NDPC Investigates Remita, Others over Alleged Data Breaches

A statement on Sunday issued by Babatunde Bamigboye, head, Legal, Enforcement & Regulations, NDPC, said in line with the Commission’s procedure, Notice of Investigation was duly served on the 1st of April, 2026.

Bamigboye said relevant parties and individuals have been providing information for the purpose of addressing the incident.

“The aim of the investigation is to ensure that data subjects are protected with appropriate technical and organisational measures.

“The investigation by NDPC covers, among others, the types of personal data involved, the nature and scope of the alleged breach, the risk to data subjects and the mitigation measures carried out where a breach is confirmed,” he explained.

Vincent Olatunji, Commission’s National Commissioner/CEO, has directed that organisations that employ digital payment systems without putting in place appropriate technical and organisational measures as mandated under the Nigeria Data Protection Act, 2023 (NDP Act), will also be examined as part of a wider effort to ensure the integrity of the ecosystem.


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Nigeria Mulls National Cybersecurity Council

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Federal Government has unveiled plans to establish a National Cybersecurity Coordination Council, signaling a shift toward a more unified, intelligence-driven approach to defending the country’s rapidly expanding digital economy.

Conceived as a non-statutory, multi-stakeholder body, the proposed Council will enhance coordination, enable trusted information sharing, and guide government strategy on cybersecurity, risk management, and national response amid increasingly complex cyber threats.

The initiative, championed by Bosun Tijani, minister of communications, innovation and digital economy,  is designed to bring together government institutions, private sector players and technical experts into a single collaborative platform to strengthen the country’s cyber resilience.

Tijani noted that this initiative comes in response to a wave of recent cyber incidents that have disrupted operations across key private institutions and public sector.

In recent times, Nigeria’s financial system has faced mounting cyber pressure, reflecting global trends as cybercrime is projected to cost the world over $10.5 trillion annually, according to Cybersecurity Ventures.

Analysts say these attacks are increasingly coordinated and sophisticated, prompting the government to recognise that fragmented, institution-specific approaches can no longer manage systemic cyber risks effectively.

Under the new framework, the government aims to promote a “collective defence” model, an approach widely adopted in advanced digital economies where threat intelligence is shared in real time across institutions.

The Council is expected to include chief information security officers, cybersecurity associations, the Nigerian Computer Society, global technology providers, researchers, law enforcement agencies and civil society groups, ensuring a broad-based and technically grounded response architecture.

Key priorities will include developing national threat intelligence-sharing systems, harmonised cyber defence protocols, and coordinated incident response, while strengthening capacity to close Nigeria’s cybersecurity talent gap.

 


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