Feature/OPED
NDDC and Sustainable Development in Niger Delta
By Jerome-Mario Utomi
Reports have it that at Harvard Business School, United States of America (USA), the code of belief about entrepreneurship is quite simply this: It can be taught, and it can be learned.
Entrepreneurship is, to use HBS’s quasi-official definition, “the pursuit of opportunity without regard to resources currently controlled.” It is not so much a set of skills as it is a process, a belief, and a commitment. It is a mode of thinking and acting – a war of observing the world, of figuring out how to change it (hopefully for the better), and, perhaps most important, of becoming the person who is capable of implementing the change.
Likewise, there is a veiled agreement among critical stakeholders that one of the outstanding boards in the present day Nigeria is visibly capped with skills, belief, commitment, mode of thinking and in vigorous pursuit of opportunities to sustainably remove obstacles on the part of its targeted beneficiaries.
Without regard to resources currently controlled, is the Barrister Chiedu Ebie-led governing board and management of the Niger Delta Development Commission (NDDC), a Federal Government’s agency created in 2000 by enabling Act, to offer a lasting solution to the socio-economic difficulties of the Niger Delta and to facilitate the rapid and sustainable development of the region into an area that is economically prosperous, socially stable, ecologically regenerative and politically peaceful.
Adding context to the discourse, when crude oil was discovered in the region more than 50 years ago, the people could not have imagined that they would bear the brunt of the country’s main source of revenue. They expected that the exploitation of the rich natural resources they have in their environment would bring them development and prosperity. But alas, it has been a very painful experience for the people of the region.
Essentially, it is not as if past administrations in the country did not, at different times and places, make efforts to address the region’s challenges, but noble as those efforts were, considering the level of underdevelopment in the area, such effort appeared too insignificant and short of what is required to cater for the region’s development. More particularly, the effort remains a far cry from what was needed to exorcise the ghost of youth unemployment. This ugly narrative persisted in the face of concerns raised by the global community who were chiefly not convinced that what now rested administrations were doing was the best way to solve the problem of the Niger Delta.
Understandably, there is some truth in those concerns as expressed just as there is presently, a silver lining in the horizon. What we have today is an exact opposite! Niger Delta people of goodwill are equally of the view that what the region is experiencing this time around may no longer be the second half of a recurring circle, rather the beginning of something new and different.
Aside from the fact that the new governing board and management have to their credit, a well-established healthy relationship with critical stakeholders within the region and beyond, also worth underlining and of course, a lesson other agencies and commissions must imbibe, is the frantic efforts to put the Niger Delta in order via youth empowerment, human capital development and democratised infrastructural provisions.
A delectable account further indicates that the policy thrust and programmes coming from the new governing board and management of the agency amply qualify as development-based. This particular point partially explains why this piece is interested in the ongoing developmental strides in the region.
Prominent among these projects, programmes and initiatives are the building of partnerships, lighting up the region, initiating sustainable livelihood, improving youth capacity and skills base, executing efficient and cost-effective projects, including the Project Hope for Renewed Hope, reducing carbon emission, and improving peace and security.
From what development professionals are saying, a programme is development- based when it entails an all-encompassing improvement, a process that builds on itself and involves both individuals and social change. It also requires growth and structural change, with some measures of distributive equity, modernisation in social and cultural attitudes; a degree of political transformation and stability, improvement in health and education so that population growth stabilises, and an increase in urban living and employment.
Viewed broadly, it is public knowledge that throughout the early decades, the world paid little attention to what constitutes sustainable development. Such conversation, however, gained global prominence via the United Nations introduction, adoption and pursuit of the Millennium Development Goals (MDGs) which lasted between 2000 and 2015. It was, among other intentions, aimed at eradicating extreme poverty and hunger as well as achieving universal primary education, promoting gender equality, reducing child mortality and improving maternal health, among others.
Without going into specific concepts or approaches contained in the performance index of the programme, it is factually supported that the majority of the countries, including Nigeria, performed below average. And, it was this reality and other related concerns that conjoined to bring about 2030 sustainable agenda- a United Nations initiative and successor programme to the Millennium Development Goals (MDGs)- with a collection of 17 global goals formulated among other aims to promote and cater for people, peace, planet, and poverty. It has at its centre, partnership and collaboration, ecosystem thinking, co-creation and alignment of various intervention efforts by the public and private sectors and civil societies.
Very remarkable is that all the NDDC’s projects/programmes were crafted in line with the above initiatives. If in doubt, checkout the agency’s scheme known as Holistic Opportunities, Projects and Engagement (HOPE); It is primed to provide a platform to empower youths of the region on sustainable basis, designed to create a comprehensive resources database of the youth population of the Niger Delta to enable NDDC see clearly what the youths want in their strive for sustainability in conformity with international best practices and development.
The project HOPE’ initiative is positioned for creating youth employment opportunities, especially in agriculture through support to small-holder farmers in order to ensure operational growth while shifting from traditional to mechanized farming methods.
“Because of the arable wetlands, rainfalls and other favourable ecological factors to plant various crops and vegetables at least four times within a farming season, the agency is proactively moving away from the oil economy to the agricultural sector which can accommodate our youths in large numbers is the agricultural sector.”
For me, NDDC’s solutions to youth unemployment and development of climate for sustainable future and innovation will assist to promote the critical thrust of governance and maximise the benefits citizens derive from governance.
For example, talking about youth unemployment in Nigeria, a report recently put it this way: “We are in dire state of strait because unemployment has diverse implications. Security wise, large unemployed youth population is a threat to the security of the few that are employed. Any transformation agenda that does not have job creation at the centre of its programme will take us nowhere”.
As we know, youth challenge cuts across, regions, religion, and tribe, and had in the past led to the proliferation of ethnic militia as well as youth restiveness across the country.
What the above information tells us as a nation is that the ongoing creative and transformative leadership at NDDC calls for collective support and it should be used as both a model and template by all strata of government in the country, for correcting public leadership challenges via adoption of approaches that impose more leadership discipline.It is in doing this that we can achieve sustainable development as a nation.
Utomi, a Media Specialist writes from Lagos, Nigeria. He could be reached via [email protected]/08032725
Feature/OPED
Leveraging Kendrick Lamar Blueprint: How African Artists & Brands Can Maximize Global PR Impact
By Philip Odiakose
If you followed, watched, or were live at the Super Bowl you will agree with me that Kendrick Lamar’s presence at the Super Bowl was not just another high-profile performance; it was a masterclass in media influence, narrative control, and cultural imprinting. His ability to spark conversations, drive digital engagement, and shape public discourse proves the power of deliberate strategic media positioning. Through the lens of media intelligence and PR measurement, we can dissect how African artists and brands can replicate this effect to elevate their global presence. Beyond the entertainment factor, Lamar’s performance provided key lessons in media reach, sentiment shifts, and strategic PR execution—areas that African PR professionals and communicators must internalize to maximize value from major events.
PR measurement data from the event shows a surge in Lamar-related conversations across digital and traditional media. His name dominated print, web, and social trends, appearing in over 1.2 million posts within 24 hours, with a sentiment distribution leaning 67% positive, 21% neutral, and 12% negative. The performance’s impact was amplified by major media outlets covering the event in North America and Europe, as well as select African countries, particularly Nigeria and South Africa. This media traction is a testament to the significance of strategic placements, showing how a single moment can redefine public perception and commercial value. For African artists and brands, the ability to secure a presence at major global events must be seen as more than a mere appearance—it is a PR opportunity that must be measured, optimized, and aligned with long-term communication objectives.
One of the biggest takeaways from Lamar’s Super Bowl presence is the deliberate storytelling approach. He was not just performing; he was communicating a narrative. African artists and brands must be intentional about their messaging when engaging global platforms. Media intelligence specialists can help track how narratives evolve, what themes resonate with audiences, and how to pivot when necessary. Sentiment analysis also plays a crucial role, revealing how different audience segments react and allowing for swift reputation management. Many African brands struggle with post-event PR impact analysis, often focusing solely on momentary buzz without extracting long-term insights from media data.
The concept of “The Kendrick Lamar Effect” speaks to leveraging credibility, cultural influence, and performance metrics to sustain media momentum beyond a single event. African PR professionals must learn from this by ensuring that every global engagement translates into measurable brand equity. This means that artists, influencers, and corporate brands must work with media intelligence teams to quantify their impact, benchmark against industry standards, and ensure PR campaigns are not just reactive but proactive. The challenge many African entities face is the lack of structured measurement frameworks that tie media exposure to business or career objectives. This knowledge gap is where PR measurement must step in to bridge the disconnect.
A vital lesson from Lamar’s Super Bowl impact is the role of multi-channel amplification. The performance itself was one layer, but the true media influence was built through post-event interviews, media engagement, and collaborative content syndication. African PR teams must adopt an omnichannel approach to PR execution, ensuring that media exposure is not short-lived. This requires a strategic mix of traditional media placements, influencer partnerships, and digital storytelling. In PR measurement, it is crucial to analyze which media channels drive the highest engagement and conversion rates, ensuring that communication strategies are data-driven rather than intuition-based.
Looking at case studies from both African and global perspectives, we have seen how the absence of media intelligence has led to missed opportunities. Burna Boy’s Coachella moment, for instance, was a landmark global exposure, yet the post-event PR lacked the necessary follow-through in structured PR measurement. In contrast, brands like Nike and Pepsi have perfected the art of extending media relevance beyond an event moment by employing predictive analytics, sentiment tracking, and engagement mapping. This difference in execution is a key area where African PR professionals must evolve—ensuring that global opportunities do not just end with event visibility but translate into long-term influence and business value.
Beyond just media coverage, there is also the crucial aspect of audience behavior analysis. Lamar’s performance was not just about numbers; it was about how his audience engaged, shared, and created conversations. African PR professionals must shift from vanity metrics to behavioral metrics, focusing on how audience perception changes post-event. Did the media narrative drive new brand partnerships? Was there an uptick in music streaming or product purchases? These are the questions that media intelligence must answer, ensuring that PR efforts are aligned with tangible outcomes.
The overarching lesson for Africa’s PR and communications industry is that major events are PR goldmines—but only if approached with precision, backed by intelligence, and measured effectively. Lamar’s Super Bowl presence serves as a playbook for how media influence can be engineered through strategic PR planning, near real-time sentiment tracking, and multi-platform amplification. African artists and brands have the talent and potential; what remains is the intentional use of media intelligence to ensure that every opportunity is maximized to its fullest potential. PR measurement is not an afterthought—it is the foundation for sustainable media success.
Philip Odiakose is a leader and advocate of PR measurement, evaluation, and media monitoring in Nigeria. He is also the Chief Media Analyst at P+ Measurement Services, a member of AMEC, NIPR, AMEC Lab Initiative, AMCRON and ACIOM
By Princess Akari
If you had told me five years ago, when I was just transitioning into product management, that the role would look like this today, I might not have believed you. But after five years working as a Product Manager (PM), I’ve seen how fast the industry moves, and 2025 is set to bring even bigger changes. Product managers who stay ahead of these changes will build better products and grow their careers. Those who don’t may struggle to keep up.
Here are some key trends to watch and how to adapt.
1. AI, AI, AI!
AI has rapidly gained popularity and continues to grow in influence. For product managers, understanding and using AI tools is now becoming essential, as AI is transforming how we work. Understanding what we can achieve with AI, particularly large language models (LLMs), is essential. Some of the top use cases include content generation, customer support automation (e.g. chatbots), code assistance, research summarization, personalized learning, virtual assistants, data analysis, creative brainstorming, language translation, and much more. Also, as a PM, AI can be introduced into your product to improve user experience and in turn business outcomes.
You might be asking yourself, what can I do to stay in touch with this AI trend? You can start by learning how AI tools can improve your daily workflow, do your own research on the numerous AI tools available and their capabilities. Experiment with AI-driven analytics, user feedback tools, etc. Be very curious and get your hands on as many AI resources as possible.
I recently got an AI micro-certification from Product School. If you’re interested, You can take the course here. Recently as well, I hosted a podcast episode on building AI products, transitioning into AI, and using AI in product development. For Apple podcasts, you can listen here, and for Spotify, you can listen here. These are great resources to give you a good head start.
Other resources; deeplearning.ai, Hugging face, Alpha signal, The Neuron.
2. The definition of “Product Manager” is changing
A few years ago, we had a fairly standard definition of who a PM was and what a PM does. The role of a PM was more standardized, with a clear set of expectations and responsibilities. But as the years have come by, the world has changed and so has the role.
Today, we’re seeing an increased number of specialized PM roles. Some PMs focus on emerging technologies like AI, while others work deeply within data, design, growth, engineering, or operations. Beyond skill-based specializations, some PMs are industry-specialized, such as Fintech PMs, Healthtech PMs, or E-commerce PMs. No two PM roles look the same anymore.
Companies are increasingly hiring specialized PMs to tackle specific challenges, prioritizing specific skill sets and industry experience over conventional backgrounds. Instead of looking for a PM generalist who can adapt to anything, they create detailed role descriptions with targeted skill requirements, tailoring the role to solve specific business challenges. As a result, we’re seeing more unconventional hires stepping into PM positions because they have the exact expertise needed to tackle a company’s unique problems. This highlights an important reality for generalist PMs, specialization is becoming more valuable.
If you’re currently a generalist PM, it’s worth considering how you can narrow your focus, whether by choosing a particular industry or developing expertise in areas like AI, data, growth, design, or technical product management. The demand for specialized skills is growing, and upskilling in these areas will make you more competitive in the job market.
3. PMs are now taking ownership beyond product development
Product managers used to mainly focus on the tech team (engineers, designers, QAs, etc) to build and launch products. But these days (and even in recent years), the role has grown much bigger. PMs are now more involved in the business side of things, leading and guiding business verticals. The role now extends into profit and loss (P&L) considerations and the overall commercial success of a product. They work closely with marketing, sales, finance, and customer support to make sure the product succeeds, not just in how it’s built but also in how it’s launched, sold, and maintained.
PMs are now more involved with how the product will reach customers and profitability. They work closely with marketing and sales teams to ensure a strong product positioning and a seamless launch. It’s no longer just about building a great product, it’s about making sure it reaches the right customers, at the right time, with the right messaging. Ensuring people understand what the product does and why they should use it. This requires PMs to understand their competition, pricing strategies, and customer acquisition channels.
I am well aware that in some companies PMs are now responsible (fully or partially) for pricing and revenue strategies, just as much as the product features. They work with finance and business teams to figure out pricing options and ideas on how that business unit can make a profit. As these companies look for sustainable growth, PMs are also expected to collaborate with customer success teams to improve retention and customer lifetime value.
Conclusion
At the end of the day, product management is constantly changing and so are we as PMs. If there’s one piece of advice I’d give, it’s to stay curious and adaptable. We should be open to continuous learning and new ways of thinking. The more we adapt, learn, and refine our skills, the more valuable we become. There’s always something new to explore, and that’s what makes the role so dynamic.
And if you’re looking for the best place to put your product management skills to practice, join me at Moniepoint – https://www.moniepoint.com/careers
Princess Akari is a product manager at Africa’s fastest-growing financial institution, Moniepoint
By Temiloluwa Olajide
It’s no longer news that piracy is a global enemy, one that has destroyed and continues to destroy the work and livelihoods of countless creatives. From film and music to sports broadcasts and television series, piracy robs rightful owners of their earnings and threatens the sustainability of entire industries.
As a global scourge, it requires a global response and fortunately, powerful partnerships are being forged across the planet and across sectors to protect content creators and the industry they work in. These partnerships involved digital content platforms, law enforcement bodies, cybersecurity firms and tech companies, all working together to ensure the viability of the industries that inform, educate and entertain audiences.
At first glance, piracy might seem like an easy way to access free entertainment, but its consequences run deep, affecting both individuals and society as a whole. On a personal level, streaming a sports event or show from an illegal site can expose users to serious risks, such as malware infections, identity theft, or financial fraud. Hackers can gain access to sensitive information, including bank details, potentially wiping out accounts. The damage caused by such crimes far outweighs the satisfaction of watching a football match for free.
Beyond personal risks, piracy also cripples the creative sector by siphoning revenue away from legitimate rightsholders. When movies, music, and sports events are illegally distributed, producers and creatives do not receive their due earnings. This lack of compensation disrupts the industry, leading to fewer productions, job losses, and weakened investment in new content.
Nigeria has one of the most vibrant entertainment industries in the world, with Nollywood ranking as one of the biggest film industries globally and Afrobeats taking center stage in international music charts. The potential for even greater success is huge, but piracy poses an obstacle.
MultiChoice, a key investor in local content, has spent years bringing high-quality productions to audiences, yet piracy continues to threaten the industry.
Illegal streaming of sports events, reality TV shows, and locally produced series remains a major concern. This is particularly critical as the platform regularly broadcasts live feeds of many of the most popular sporting events on earth—F1, the Olympic Games, Euro, World Cup, and Champions League football, as well as popular local leagues.
Beyond sports, Africa Magic and Showmax Originals have become home to some of Africa’s most beloved entertainment shows, including hits like The Real Housewives of Lagos (RHOLagos), Big Brother Naija, and Nigerian Idol.
With content available in 40 languages and a growing library exceeding 84,000 hours, these platforms play a vital role in African storytelling. However, the rise of illegal streaming not only impacts revenue but also threatens the sustainability and growth of the creative industry.
To counter this, MultiChoice has joined forces with Partners Against Piracy (PAP) and cybersecurity firm Irdeto, actively tracking and shutting down illegal operations in multiple African nations.
With piracy tactics evolving, the fight against content theft must also advance. Strong collaborations, advanced technology, and public awareness are key to protecting the creative industry. By shutting down illegal operations and promoting legal alternatives, organizations like MultiChoice, PAP, and Irdeto are ensuring that content creators receive their rightful earnings and that audiences can continue to enjoy high-quality entertainment.
Ultimately, safeguarding creative content is not just about protecting businesses—it’s about securing the future of storytelling, preserving jobs, and ensuring that Africa’s thriving entertainment industry continues to grow. The fight against piracy is a shared responsibility, and by supporting legal content, we all contribute to a stronger, more sustainable creative economy.
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