General News
Technology and Operational Excellence: Enabler, Not a Panacea
By Michael Okwusogu, Founder and Managing Partner of ValueX Partners
In the case of technology and operational excellence, it could be argued that it has taken far too long. Techno-optimism is one of the greatest misconceptions when it comes to solving problems. Many of the problems that the world faces today are more complex than looking to some technological innovation to fix them. As a start, we must delineate technology and technological tools. The two are not the same especially in this context. I will explain why. Technology has been with us since the beginning of time.
The wheel is a marvel of invention and a tool of technological ingenuity that has served humankind for millennia and will continue to do so. It is a technological tool that has enabled humankind in addition to other tools, to build the world we live in today. Technology’s greatest asset is its applicability and utility depending on what we are looking to achieve. One should always choose wisely when using technology.
In my experience, within the confines of operational excellence, there are four key points that should form your decision making.
- What are your key strategic long- term goals? Usually, the objective has been to set goals for the short-term. To “put out the fires,” or meet the yearly objective, for example. Yet, this mentality usually leads the smouldering embers to flare up at a later stage. One should build for the future. Create a modular platform that enables you to use the right tech tools at the right time to meet your long-term goals and objectives – it is a methodical and disciplined approach to building operational excellence.
- Do you need a digitised environment at the initial stage? In certain cases, what is required is not digitisation, but innovation and thinking around creating an environment that will prosper in a digitised format. That means conducting a thorough rip exercise and audit. Adopt the Five Why questioning methodology if need be, or any other similar framework. I have always found this to be particularly insightful when taking on new roles or dealing with ‘business as usual’ issues. It tends to be the case that what is required, amongst other things, is training, development, organisational restructure, elimination of redundant processes, procedures and documents, a back-to-basics approach – i.e. what exactly is our core function – delivering on that, and making everyone accountable and responsible for each and every action in their respective areas and also, across the value chain which they touch.
- Mission: Who are we? What do we do? How are we supposed to do it? It is critical that the right technological tools be used to support the whole organisation for the long-term. Leadership has an instrumental role to set the vision and strategy of the organisation, engage and align all stakeholders to the future target operating model or achievement of the strategic goals and objectives. It may come across as elementary, but leadership’s role is to understand the technological and business environment over the course of each stage in the long-term. A structure must be put in place that allows teams to perform as best as they can in their respective roles and in their careers with the utilisation of the most appropriate tech tools.
- Choosing the right tech at the right time. For this to be a successful endeavour you need to align several key stakeholders. These include technology, your teams, and key stakeholders (e.g. front office/business facing) and your leadership team. Each party has a crucial role to play.
- Technology. Their key role is to give advice and support to the business. Technology should account for the current business infrastructure and the proposed infrastructure for the long-term. This will give the business an idea of available opportunities and any imminent challenges. In addition, technology should support the business in identifying suitable vendors for any infrastructure programme and be part of the selection process at contract award time.
- Teams/end users. The end users are regarded as the most important stakeholder. They must be part of the journey from the time of its inception. They must be thoroughly briefed, have accountability and ownership as to the objectives and what a successful outcome is expected to look like. Smart knowledgeable, and experienced individuals with a good work ethic and an ability to think out-of-the-box should be chosen across a wide spectrum of the organisation’s areas of responsibility (depending on the scope of the initiative), to be part of the core departmental project team.
- Leadership team. It is the leadership team’s role to set the vison and boundaries as to what is practical, achievable and within what time. Transparency and honesty are key here. A roadmap must be developed that has clear quantifiable and qualifiable goals. Usually, end users will compromise if they can see some sort of progress for a better future. All senior management, as the budget holders, should be regularly updated. These updates must be short, sharp and to the point. Furthermore, they will need to include key metrics, milestones, highlights, and lowlights in their regular reports. This builds trust and credibility within the organisation and provides transparency for external stakeholders.
These suggestions and recommendations are not prescriptive – they are my observations over the years and what has worked in many instances, and should be considered as rough and ready solutions. I have used these in many instances to achieve my goals and objectives, and I hope I have given you some insight that may prove to be of use in your respective roles.
Central Bank of Nigeria (CBN) has yet to publish its annual financial statements beyond the 2022 financial year, despite legal provisions requiring the apex bank to release its audited accounts annually.
An annual report is a comprehensive report on a company’s activities throughout the preceding year.
Annual reports are intended to give shareholders and other interested people information about the company’s activities and financial performance.
The most recent annual report and financial statements of the CBN available to the public remain those for the 2022 financial year.
Under Section 50 of the Central Bank of Nigeria (CBN) Act, the bank is required to prepare, submit and publish its audited annual financial statements.
Section 50(1) stipulates that the CBN must transmit its annual accounts, certified by an external auditor, to the President and the National Assembly within two months after the end of each financial year.
Section 50(2) further provides that the annual report submitted to the President and the National Assembly should be published in a manner determined by the CBN Governor, while Section 50(3) mandates the CBN Board to ensure the accounts are published in the Federal Government Gazette as soon as possible.
Despite these statutory requirements, the apex bank has not made public any annual financial statements after the 2022 reporting year.
The development comes after the CBN, on August 11, 2023, released its consolidated financial statements covering seven years the first such publication since 2015.
President Bola Tinubu appointed Olayemi Cardoso as Governor of the CBN on September 15, 2023, following the removal of former Governor Godwin Emefiele in June of the same year.
Emefiele is currently facing trial over alleged corruption-related offences.
Last week, the Supreme Court ordered the final forfeiture of several of Emefiele’s properties, along with $2.045 million in cash.
Dangote Petroleum Refinery and Petrochemicals has successfully completed a landmark US$2.5 billion private equity placement, in what is believed to be Africa’s largest publicly disclosed primary equity private placement by value.
This marks a major milestone in the company’s long-term expansion strategy.
In a statement issued on Thursday, the company said the offering was 3.7 times oversubscribed relative to its initial offer size, reflecting strong investor confidence in the refinery’s growth prospects and resulting in the issuance and allotment of approximately US$2.5 billion in new equity.
The fundraising follows the recent equity capital raise in which existing investors expanded their holdings alongside new institutional investors, strengthening the refinery’s capital base to support its next phase of growth.
According to the company, proceeds from the private placement will finance the continued expansion of its refining and petrochemical operations, reinforce its capital structure and enhance financial flexibility for future investments.
The transaction attracted broad participation from international and African institutional investors, sovereign-related investment vehicles, development finance institutions and long-term strategic partners.
Among the key investors were the Africa Finance Corporation (AFC) and India Infra Buildco, an investment vehicle facilitated by the African Export-Import Bank (Afreximbank). The offering also drew participation from a diverse mix of institutional and individual investors, underscoring strong market confidence in the refinery’s long-term strategy.
Chairman of Dangote Petroleum Refinery and Petrochemicals, Aliko Dangote, described the successful capital raise as a strategic move to deepen and institutionalise the company’s shareholder base while complementing internal cash flows and external financing.
“This further demonstrates our profound commitment to developing domestic refining and petrochemical capacity, reducing Africa’s reliance on imported refined products and strengthening the continent’s energy security,” Dangote said.
Managing Director and Chief Executive Officer of the refinery, David Bird, attributed the strong investor response to the company’s operational performance and leadership.
“The exceptional demand we saw is a testament to our operational excellence, execution capacity, and investor confidence in DPRP’s leadership,” he said.
Following the completion of the transaction, the company said it is well positioned to continue executing its long-term growth strategy by expanding world-class refining and petrochemical capacity while strengthening Africa’s energy security.
Once again, The Gathering on 100 Pitchathon has rewarded some of Nigeria’s most promising young entrepreneurs, with three startups sharing ₦5 million in funding.
Pitchathon
The pitchathon took place at the Abuja edition of the Gathering on 100 held between July 18 and 19, at This Day Dome, Central Business District, Abuja.
The competition brought together founders from different sectors to pitch their businesses before a panel of judges.
The Pitchathon remains one of the most sought after experiences at The Gathering on 100, an MTN Nigeria initiative that connects young Nigerians with opportunities for entrepreneurship, innovation and personal development.
Omolola Rebecca, founder of Agrovest, emerged overall winner, receiving ₦2.5 million for her agritech solution, which provides funding for farmers to improve access to capital and boost agricultural productivity.
Reacting to her victory, Rebecca said the recognition would give her business greater visibility and open doors to more investors. “Winning this competition means more people will notice what we’re building.
“It puts Agrovest in front of potential investors and partners, and gives us the opportunity to grow our impact by supporting even more farmers,” she said.
The second prize of ₦1.5 million went to Agbo Obinnaya, founder of Case Radar, a legal technology platform that uses generative artificial intelligence to simplify access to legal services in Nigeria.
The platform enables users to obtain legal guidance, understand legal documents and connect with legal professionals through a single digital platform.
Abdulmuiz Adam secured third place and ₦1 million with WaveBudget, a fintech platform that combines savings and responsible financing.
The platform allows users to save towards financial goals, access buy now, pay later services through partner merchants with a 50 per cent down payment, and manage their savings in one place.
Presenting the prizes to the winners, Lanre Coker, Manager, Customer Acquisition and Compliance, North-West, MTN Nigeria, said the initiative reflects MTN’s commitment to supporting young Nigerians with the resources they need to grow their ideas into sustainable businesses.
“The Gathering on 100 is about helping young Nigerians achieve the height of their endeavours, whatever they may be.
“We know there are brilliant ideas across the country, and through initiatives like the Gathering on 100, we are creating opportunities for innovators to access funding and the confidence to keep building,” he said.
The Abuja edition builds on the success of previous Pitchathons held during The Gathering on 100 across the country.
In Lagos, eight startups received a combined ₦45 million in funding, while three startups shared ₦5 million at the Aba, Enugu, and Kano editions. With the Abuja winners now joining the growing list of recipients, the Pitchathon continues to position itself as a platform for discovering and supporting the next generation of Nigerian entrepreneurs.
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