News
Lead Without Title (2)
Late ‘Generals’ and ‘Generals’ that lost stars:
Some big organizations that used to be ‘commander-in-chief’’ of their respective industry segment are no more today because they chose to lead with titles. One of such is Polaroid. Polaroid used to be a four –star General and Commander-in-Chief of photography business. But when digital technology for photography came out, ‘General Polaroid’, ( as king of photography with several past laurels as number 1 in this and that) felt it was a fluke, so it failed to embrace it and stayed with its traditional instant image photography technology. Of course, General Polaroid died in the 1990s and was buried in 2001. Similarly, Xerox lost to Sharp photocopier machine when it abandoned the lower-end of the market for high-end market segment. In a jiffy, sharp pulled the rug off the feet of General Xerox. Happily enough, General Xerox has learnt its lessons. General Daewoo, on the other hand, did not have a second chance- it collapsed and died instantly.
Some four-star Generals lost one or two stars to competition. Sonny of Japan used to be a four-star General in electronics and gaming. But it lost to Samsung and Ninentedos. Microsoft lost to Goggle in World Wide Web search engine technology by embracing it two years late. Dell computers eroded IBM market in personal computers in the 1990s because General IBM led with its title as the first and biggest personal computers maker in the world. Sonny, IBM and Microsoft lost grounds to competition in critical segment of the markets because they reasoned and executed as ‘’titled chiefs’’ or Generals, at a time they should not have led with title.
Meanwhile, we have some companies which have imbibed the culture of leading without title like: Nokia, Easy jet, Google, Linux, Red Bull, and Apple among others. These companies remain restless insurgents in words and actions without relying on titles.
In the paragraphs that follow we shall itemize five building blocks which organizations need to put in place to win in the market place without parading their titles:
Building block 1: Groom the ‘Joshuas’’ well ahead of time: not a few corporate analysts were surprised recently when the CEOs of Merrill and Citigroup were laid off and it was embarrassingly discovered that there were no successors on the wings to take over immediately. This is a mistake which most organizations keep making repeatedly. According to research carried out by James Collins and Jerry Porras: ‘of the 18 successful companies studied, only four times – in a combined years of 1700 years! – did one of them go outside the firm for a CEO’. It is only when companies consciously identify and groom the future leaders ahead of time will they escape the temptation of always wanting to lead with title.
Building block 2: Model Insurgent Leadership: to win in the present dog-eat- dog market place of the 21st century, organization needs to focus on delivering the win, the whole win and nothing but the win by erecting an idiot-proof strategy that delivers the win. Globalization cannot be shut out, it can only be beaten says Tony Blair. Many CEOs in Europe and America and Nigeria are having sleepless nights because of the Chinese insurgence marketing strategy. Companies that will be around for the next two decades are the ones which model the insurgent leadership and create a more results-focused aggressive spirit among its employees.
Building block 3: Choose your destiny by defining the future. Winning companies are the ones who can see the road ahead, successfully articulate it and come up with products that customers will require at the right price and quality before competition.
Building block 4: Remain Paranoid. Companies that get scared and remain scared play to win and don’t play to lose, and ride ahead of today’s waves of change will always be two steps ahead of competition.
Building block 5: Culture is king. Cult-like companies bow down to their ideologies and bounce back faster when they are faced with challenges in the macro economic milieu; unlike companies without strong in-built culture. One of the most sustainable competitive advantages for CEOs is the development of what I call ‘’ownership culture’ as opposed to ‘we’ vs. ‘they’ culture that obtains in most companies today between the management and board on one hand, and the employees on the other hand.
In conclusion, what leading without title teaches the CEOs and employees is that they must beware of success. As Robin Sharman succinctly put it: ‘The more successful you and your organization become, the more humble and devoted to your customers you need to be.’
Akano, CEO of New Horizons, is an IT specialist and one of the World’s top coaches in sixth sense corporate strategy
News
Cybervergent Expands to Three New Markets

Cybervergent has launched version 3.0 of its artificial intelligence (AI)-native posture management platform and expanded operations into Kenya, Ghana, and SA.

The move, according to the company, introduces automated risk verification for enterprises and aims to position Africa as a force in digital governance technology.
It goes on to say the latest platform upgrade introduces continuous posture management, replacing traditional point-in-time governance, risk, and compliance reporting with real-time verification systems.
An AI engine independently verifies 99.9% of audit and monitoring findings before they appear on enterprise dashboards, according to Cybervergent.
It says risk management, compliance, audit, and data security operations are integrated into a unified system built for cloud and on-premise environments.
According to Cybervergent, the platform maps more than 4 500 controls across frameworks, including the Nigeria Data Protection Act (NDPA), International Organisation for Standardisation (ISO) 27001, and System and Organisation Controls (SOC) 2.
Cybervergent says the rollout of its first South African customer validates the platform’s readiness for highly regulated enterprise markets and strengthens its expansion strategy across Africa’s leading technology and financial hubs.
The company is also adopting a channel-first deployment model, working with local partners and system integrators in Lagos, Accra and Johannesburg to scale verified security infrastructure for enterprises navigating increasingly complex regulatory demands.
“We built verification into the architecture,” said Ayomide Daniels, co-founder and chief scientist at Cybervergent. “If a finding is not traceable back to source documentation, it does not reach the dashboard.”
Cybervergent rebranded from Infoprivacy in late 2023 to reflect its shift towards AI-automated cybersecurity.
The start-up previously focused on data privacy compliance in the West African market before pivoting to its current integrated posture management model.
News
FG Bans Honorary Degree Holders from Using ‘Dr’ Title, Warns of Academic Fraud

Federal Government has directed recipients of honorary doctorate degrees to stop using the title “Dr.” before their names, as part of efforts to protect the integrity of academic qualifications and curb the misuse of honorary awards.

Minister of Education, Tunji Alausa
Minister of Education, Tunji Alausa, announced the directive after the approval of the new policy by the Federal Executive Council (FEC).
Alausa said the measure was necessary to address the growing abuse, commercialisation and politicisation of honorary degrees in some tertiary institutions across the country.
He explained that honorary doctorates are symbolic recognitions of outstanding contributions to society and do not equate to earned academic qualifications obtained through rigorous study, research and examination.
“Recipients of honorary doctorate degrees are not entitled to use the title ‘Dr.’ as a prefix to their names in official, professional or academic engagements,” he said.
According to the minister, awardees may instead indicate the honorary distinction after their names using formats such as D.Litt (Honoris Causa), LL.D (Honoris Causa) or other approved honorary designations.
Under the revised policy, only universities with active doctoral programmes will be permitted to confer honorary doctorate awards.
The government also restricted recognised honorary awards to four categories: Doctor of Laws (LL.D), Doctor of Letters (D.Litt), Doctor of Science (D.Sc), and Doctor of Humanities (D.Arts).
In addition, all honorary degree certificates must clearly carry inscriptions such as “Honorary” or “Honoris Causa” to distinguish them from earned academic degrees.
The minister warned universities against indiscriminate conferment of honorary degrees, noting that institutions found violating the directive would face sanctions from the National Universities Commission and the Federal Ministry of Education.
He said the policy was part of broader reforms aimed at restoring credibility to Nigeria’s higher education system and ensuring academic titles are not misrepresented for personal, political or financial gains.
Observers say the development could reshape the long-standing culture where public office holders, business executives and celebrities often adopt the “Dr.” title after receiving honorary awards.
News
Africa Fintech Revenues to Hit $65 billion by 2030 – Report

African fintech revenues are projected to expand 13-fold to approximately $65 billion by 2030, marking the continent as the world’s fastest-growing digital finance market.

The “Beyond Payments: Unlocking Africa’s Second FinTech Wave ” report, released by Boston Consulting Group at the Inclusive FinTech Forum in Kigali, indicates the sector is shifting from transactional inclusion to scalable, infrastructure-driven systems.
While Sub-Saharan Africa accounts for 74% of global mobile money volume, more than 50% of lending still occurs through informal channels, representing a massive gap for B2B payments and data-driven underwriting.
The opportunity now is to convert scale into sustained, institutional-grade growth, says the report. Markets offering regulatory clarity and interoperable infrastructure are becoming increasingly attractive to long-term capital.
Rwanda is highlighted as an example of deliberate institutional coordination that lowers the cost to scale for financial institutions.
Forward-looking regulation and the License Passporting Memorandum of Understanding between Rwanda and Kenya are cited as practical steps toward easing regional expansion.
Financial centres like the Kigali International Financial Centre play a critical role in this next phase by reducing uncertainty for banks and investors.
By combining regulatory clarity and Pan-African integration, they reduce uncertainty for banks, fintechs, and investors, and help position markets as credible, long-term investment destinations.
Africa’s next fintech phase will be led by financial institutions, the report notes. It goes on to say banks and regulated entities are becoming the primary customers of digital financial infrastructure, demanding platforms that align with their risk frameworks.
The report identifies five institutional priorities to sustain momentum: interoperable infrastructure, data-driven credit, regulatory coherence, trust, and resilience.
Building seamless wallet-to-bank integration will enable more efficient value movement, while transforming transaction data into AI-enabled underwriting models will help bridge the gap in SME lending.
Proportional licensing frameworks and predictable supervisory practices will lower the cost to scale for innovators. Furthermore, expanding cybersecurity capabilities will ensure the ecosystem remains reliable as digital usage grows.
Africa has demonstrated that fintech scale is achievable, and the next decade will be shaped by those markets that strengthen their institutional foundations, the report concludes.
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