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5 Ways to Avoid Your Digital Transformation Journey Ending in Disaster

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Opeyemi Olaniran, business group director, Cloud & Enterprise, Microsoft Nigeria writes on Five ways to avoid your digital transformation journey ending in disaster

Going on a road trip with family and friends can be amazing. While it might have the potential to end in disaster if not thought through, with a little help from technology, planning and leadership you can expect a great adventure. And it’s the same when it comes to digitally transforming your company.

Your bags are packed, the kids are armed with tablets pre-loaded with movies and games, your GPS is charged, and you’ve packed your coffee-cup power inverter, portable satellite antennae, speed-trap detector, and made a checklist of your stops using mapping software.

In the digital-era you wouldn’t think twice about using technology to make your road trip a success. So why would you treat your business any differently?

Today there are only two types of organisations; the disrupter and the disrupted.

The disrupters were born in the digital age and include Airbnb, Uber and LinkedIn. The disrupted are those that are trying to keep up.

Disrupters do not rely on physical assets, but rather technology. You could think of them as young road trippers with nothing but a backpack and a phone, which is all they need to conquer the world.

Uber for example relies on cars but does not own them, instead it owns the technology. Meanwhile, the disrupted are weighed down by physical assets and human capital that does not scale easily. For example a family travelling in a big bulky caravan will be limited in terms of where they can go.

However, digitally transforming does not mean you have to dump all your assets. A few changes can make all the difference, like connecting a solar panel to the roof of your caravan to supply hot water no matter where you are.

Here are 5 ways we can apply road tripping lessons to our business.

Build A Solid Roadmap
A successful road trip means avoiding obstacles like traffic and roadworks. This requires a plotted route, advanced warning of where the threats are, and good leadership. It’s hard to convince your family that you’re missing the turn-off to the theme park unless you have informed data proving that there’s a roadblock there.

It’s the same in your organisation. You need a roadmap for digital transformation, and data to inform your decisions.

Leadership is key, and 23% of the largest 300 companies in the world have at least one digital director. But digital transformation should not stem from one digital officer, and it should not be viewed as a back-office function for achieving efficiencies. It must become a culture that flows from top managers to all levels of the organisation, not just the IT department.

Change It Up
The world is changing. Ten years ago you would never have dreamed of staying in a stranger’s house on a road trip. But disrupters like Airbnb have changed consumer habits. The disrupted now need to adapt to fulfilling customers’ changing needs.

Just as when choosing accommodation, you do your research to ensure you don’t wind up somewhere far from what you expected, enterprises must use data-driven insights to know exactly what their customers want.

For example, Virgin Atlantic, which partnered with Windows 10 to create “Ida”, an interactive digital adventure app, allowing customers to take an immersive tour of the ‘Upper Class’ experience, through a tablet powered by a virtual reality headset. This was in response to data that showed a lack of interaction between sales staff and business customers.

Intelligence plays a critical role in understanding massive amounts of data about customer behaviour to recognise patterns of sentiment.

Take Risks
Some of the best road trips are those that take risks – going somewhere completely new and unchartered.

Companies that want to compete against start-ups need to behave like start-ups, taking risks and embracing failure.

In the Middle East and Africa, a burgeoning innovation culture means that disrupters are used to doing this.

While more established businesses are often held back by old technology infrastructures because they were never digital from the start. A skills shortage can also be attributed to slow digital transformation, with 70% of companies saying they lack the required ICT skills to adapt.

Employees
On any road trip, your passengers are not going to be happy if your car breaks down, or the GPS fails and you get lost, or the aircon doesn’t work.

Companies that don’t shift to the newest way of doing things are likely to lose staff. Employees, particularly millennials, want companies that offer the best digital opportunities, and businesses will have to up their game to retain and attract them. In turn, young talent will spur innovation and help change the culture of the organisation.

Employees can also be empowered by using intelligence to learn how everyone in the company uses their time and help maximise the impact of the workforce.

Dual Role of The IT Department
If you’re the leader of your road trip, you’re also the navigator, motivator, mechanic and technology expert. The best drivers have many roles and rely on tech to accomplish these.

In an organisation, technology should similarly be part of each business function. At Microsoft, our own IT system plays dual roles within the company.

It helps the company digitally transform while managing applications, infrastructure and security, and serves the role of customer advocate by testing new products and providing feedback. Our leaders continue to raise expectations around the role that IT can play by aligning digital services into 15 cross-company service offerings.

These types of results aren’t discovered by simply spending more on IT. Executives should be integrating IT into their departments, creating a singular roadmap with mutually supportive objectives.

 

 


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Nigeria Takes the Lead in the Global WSIS+20 Digital Agenda

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Nigeria has unveiled a comprehensive, multi-pronged strategy designed to localise WSIS+20 commitments. This roadmap accelerates national transformation by prioritising robust infrastructure, transparent internet governance, and advanced cybersecurity through deep stakeholder collaboration.

Unveiled in New York at the Nigerian high-level side event titled “Re-Imagining Digital Cooperation for Sustainable Development: From WSIS+20 Vision to Local Action,” the strategy cements Nigeria’s position as a primary architect of the world’s digital future.

Speaking at the event, the Director General of the National Information Technology Development Agency (NITDA), Kashifu Inuwa, CCIE represented by Director, Corporate Planning and Strategy, Dr. Dimie Shively Wariowei said Nigeria’s approach is deliberately aligned with the four core activity areas identified under the ongoing WSIS+20 review process.

According to him, the focus areas provide a practical framework for translating global digital commitments into measurable national outcomes, ensuring that international resolutions drive inclusive growth and sustainable digital development at the country level.

Inuwa identified digital infrastructure as the foundation of effective localisation, noting persistent challenges in extending connectivity to underserved and remote communities. Beyond infrastructure gaps, he highlighted affordability constraints and digital literacy deficits, stressing that addressing these issues remains central to Nigeria’s digital inclusion drive.

He explained that government alone cannot shoulder the burden of nationwide digital infrastructure deployment, given Nigeria’s vast geographical spread, hence the adoption of collaborative Public-Private Partnership (PPP) models. He disclosed that Nigeria, in collaboration with the World Bank, is implementing a major fibre-optic project spanning about 90,000 kilometres nationwide to boost connectivity.

The NITDA DG also revealed that the current National Broadband Plan, which has guided broadband expansion in recent years, is nearing completion, with plans underway to renew and reposition it for the next five years. The renewed plan, he said, will strategically target increased broadband penetration as a catalyst for digital access and economic growth.

On internet governance, Inuwa referenced Nigeria’s active participation in the Internet Governance Forum (IGF), noting that the country successfully hosted its annual national IGF. He said the forum operates on a multi-stakeholder model that brings together government, the private sector, civil society and the technical community to foster cooperation and informed policy dialogue.

Cybersecurity, he added, remains a critical pillar of Nigeria’s localisation efforts. He cited the existing Cybersecurity Act and ongoing efforts to strengthen the legal framework through a reviewed version currently awaiting parliamentary approval. These measures, he said, are designed to mitigate risks associated with increased internet use and to protect users and critical digital infrastructure.

Inuwa further stressed Nigeria’s ambition to play a leadership role in advancing digital cooperation across Africa through inclusive, multi-stakeholder engagement. He underscored the importance of coordinated national data collection, noting that reliable, country-specific data is essential for tracking progress and presenting Africa’s digital development story on the global stage.

He concluded that sustained engagement and follow-up actions arising from the WSIS+20 review would strengthen digital cooperation among African countries and ensure that global digital commitments translate into tangible national and regional impact.

Stakeholders commended Nigeria’s efforts in the digital space, acknowledging the country’s growing role in shaping Africa’s digital future.

Earlier, Ms. Jennifer Chung, Co-Convener of the Informal Multi-Stakeholder Sounding Board (IMSB), praised Nigeria for convening a broad-based, multi-stakeholder delegation and for its commitment to the meaningful implementation of WSIS+20 outcomes.

Chung stressed the growing demand for localised WSIS follow-up mechanisms, noting that platforms such as the annual IGF, National and Regional IGF Initiatives (NRIs), and youth-led forums are vital for tracking progress towards the 2030 Agenda and Africa’s Agenda 2063.

She described the WSIS+20 review as a critical step toward effective monitoring, reliable data collection and evidence-based evaluation, particularly for developing countries in the Global South. According to her, these measures are essential to achieving WSIS targets and ensuring that no region is left behind.

Drawing parallels with the Asia-Pacific region, Chung noted that challenges around affordable and meaningful connectivity remain widespread across developing economies. She emphasised that expanding broadband penetration and reducing the cost of access are crucial to closing digital divides in Africa, Asia-Pacific and other parts of the Global South.

She also highlighted the need to enable active citizen participation in emerging technologies, including artificial intelligence and future innovations such as quantum technologies, stressing that inclusive digital access is key to maximising the benefits of digital transformation.

Reflecting on the WSIS+20 review process, Chung praised the innovative and inclusive approach adopted through the informal multi-stakeholder sounding board, describing it as one of the first of its kind in global digital governance. She called for sustained collaboration among governments, the private sector, civil society and the technical community to carry the WSIS vision from global commitments to local action.


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UBA Partners CIG Motors, Lagride, Launches $100m “Drive to Own” Scheme

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United Bank for Africa (UBA) Plc has announced a $100 million financing partnership with CIG Motors, Lagride and the Lagos State Government to promote urban mobility and financial inclusion through a scheme tagged “Drive to Own.”

UBA Partners CIG Motors, Lagride, Launches $100m “Drive to Own” Scheme

Group Managing Director/CEO, United Bank for Africa(UBA) and, Chairman, LagRide, Chief Diana Chen, flagged by LagRide drivers, at the signing ceremony of $100 Million Expansion Facility, strengthening smart mobility, driver asset ownership of over 3,500 cars, financed by UBA in partnership with Lagos State Government and LagRide, held in Lagos on Tuesday.

 

The initiative, unveiled on Wednesday in Alausa, Lagos, will empower 3,500 drivers in the state by enabling them to own vehicles with an equity contribution of 10 per cent of the total cost, while the balance is payable over 48 months.

UBA’s Group Managing Director/CEO, Oliver Alawuba, described the scheme as transformational, noting that it would foster inclusive economic growth, support MSME development and create opportunities for the younger generation.

“This partnership with Lagride is transformational. It will drive inclusivity for economic growth and ensure progress for everyone,” he said.

Alawuba shared a personal story, recalling that his father worked as a driver and was able to fund his education through that income. He said the scheme would provide similar opportunities for many families.

UBA’s Head of SME Banking, Babatunde Ajayi, said the partnership reflected a rethinking of traditional banking models.

“Not every business has a shop. Some businesses have wheels. Every commercial driver is running a business, yet they have remained outside formal finance. We designed credit that fits their reality,” he said.

Chairman of Lagride, Diana Chen, said the company had built a data-driven and credit-ready mobility platform for drivers, stressing that transportation remained the backbone of Africa’s economic future.

“Lagride now stands as the most structured, data-driven and credit-ready mobility platform in Nigeria,” Chen said.

The partnership aligns the strengths of the three organisations, with UBA providing financial support, CIG Motors offering viable business opportunities, and Lagride delivering a technology-driven platform to ensure sustainable livelihoods for driver-partners.


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Check Point Reveals Nigeria as Second Most Targeted African Country for Cyberattacks in November

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The November 2025 Global Threat Intelligence report released by Check Point Research on Tuesday, shows Nigerian organisations faced an average of 3,374 cyberattacks per week.

Making the country as one of the primary targets for cybercriminals in Africa last month, with a record of a staggering volume of digital threats despite an overall decline in attacks across the continent.

The report shows that this figure places Nigeria second among the four major African nations analysed, trailing only Angola, which topped the list with 4,251 weekly attacks per organisation.

While Africa as a whole saw a 13 percent year-on-year decrease in cyber incidents, Nigeria’s high numbers reveal a persistent vulnerability within its digital infrastructure. Kenya and South Africa followed Nigeria with 2,384 and 1,863 weekly attacks, respectively.

The report also identified government institutions and financial services as the most targeted sectors across Africa. Globally, the education and research sector remained the most frequent victim, hit by an average of 4,656 attacks per week.

A significant highlight of the report is the emerging threat posed by Generative Artificial Intelligence (GenAI). Check Point Research found that one in every 35 GenAI prompts submitted within corporate networks globally posed a high risk of sensitive data leakage.

In Nigeria and abroad, employees are increasingly using AI tools that operate outside of formal security frameworks. The report noted that 87 percent of organisations using GenAI were affected by ‘high-risk’ prompts, which often included the input of proprietary code, customer data, or internal communications into public AI models.

Ransomware continues to be a primary tool for extortion, with global incidents rising by 22 percent year-on-year. While North America remains the most targeted region for ransomware, the impact is increasingly felt in emerging markets like Nigeria.

The most active ransomware groups identified in November were Qilin, Clop, and Akira, which primarily targeted industrial manufacturing and consumer goods sectors.


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