Feature/OPED
Forced Evictions and Lagos State Government
By Jerome-Mario Chijioke Utomi
It was in the news recently that residents of the Oworonshoki area in Lagos State on Wednesday, August 2, 2023, protested the ongoing demolition in their area by the Lagos State Task Force, which has seen many residents lose their belongings and homes, left several women and children homeless, and forced many to seek shelter in churches and uncompleted buildings in other areas.
During the protest, which was held at the state House of Assembly complex in Alausa, Ikeja, protesters were seen with placards with inscriptions such as “Say no to land grabbers and wrong demolition”, “Please help us in Oworonshoki “ and “We plead to the government to come to our rescue.”
Even the Lagos State House of Assembly has, a while ago, in a face-saving effort, ordered the State Environmental and Special Offences Enforcement Unit known as Taskforce to stop the demolition and, in its place, set up a five-member ad-hoc committee to investigate the matter and report to the House in two weeks, there are, however, reasons that ring apprehension as to the frequency of this potentially deadly ‘culture’ of demolition/forced eviction in the state and qualify as a reality to worry about, the choice of forced eviction by the state government in its efforts to engineer the development of the state.
Aside from lacking in conventional approaches that infuse human rights principles of participation, accountability, transparency and non-discrimination towards the attainment of equity and justice in such a ‘developmental initiative’, most troubling is the awareness that the present demolition is coming barely two years after a similar thoughtless demolition/forced eviction in July 2021, at the same Oworonshoki was reportedly carried out by the same state government.
Expressly, this piece does not think that what the state government is doing presently in the name of urban renewal/upgrade or regeneration is the best way of turning ‘Slum to Neighbourhood’.
Tragically ‘interesting’ is the awareness that the state has chronically become reputed for achieving urban-related upgrades, renewal and developmental programmes more from a reactionary perspective as against proactive design of effective policies anchored on international best practices.
Take, as an illustration, demolition/forced eviction gained entrance into the state leadership lexicon in July 1990 when Raji Rasaki, in his capacity as Military Governor of Lagos State for yet-to-be-identified reasons, destroyed Maroko. Over 300,000 people that inhabited Maroko then were reportedly affected.
According to reports, Maroko was a sub-city within Lagos. It was peaceful and very popular. The places now called Oniru Royal Estate, some parts of Victoria Island and Lekki Phase 1, were formerly known as Maroko, and it was inhabited by mainly low-income earners. Over 300,000 people inhabited Maroko then. Maroko prided itself on over 150 streets and houses owned by 10,000 landlords. The people were happy people.
Nine years after the Maroko experience, democracy came on board. At each electioneering, intending governors present baskets of manifestos with the promise to make Lagos a more human-friendly, liveable state as the loudest. But contrary to that expectation, documented experience reveals that between 2003 and 2020, demolition/forced evictions of citizens without alternative accommodation characterized every administration in the state.
Beginning with Senator Ahmed Bola Tinubu (May 1999 to 2007, now President of the Federal Republic of Nigeria, to Babatunde Raji Fashola (SAN), 2007 to 2015. From Akinwunmi Ambode (2015 to 2019) and presently Mr Babajide Sanwolu, there was no shift in paradigm as they all stuck to the practice.
The most painful aspect of the narrative is that to achieve this heinous objective; the government has a way of tagging the targeted community as a highly populated urban residential area consisting mostly of closely packed, decrepit housing units in a situation of deteriorated or incomplete infrastructure, inhabited primarily by impoverished persons.
Under the above description/excuse, the following Lagos communities have, between 2003 and 2015, partly or wholly fallen under the bulldozers of the Lagos State Government; Makoko community, Yaba, Ijora East and Ijora Badiya, PURA-NPA Bar Beach, Ikota Housing Estate, Ogudu Ori-Oke, Mosafejo in Oshodi, Agric-Owutu communities, Ageologo-Mile 12, and some communities along Mile 2 Okokomaiko to mention but a few.
As if that was not enough trouble for the poor Lagosians, in 2016, Mr Ambode vowed to evacuate all waterfront shantytowns — a population totalling about 300,000, according to the Nigerian Slum/Informal Settlement Association.
A few months later, 30,000 people lost their homes when one of the slums, Otodo Gbame, a poor fishing community close to the upmarket southeastern district of Lekki, was razed.
During the reported demolition of the Makoko community on July 17, 2012, the British Broadcasting Corporation (BBC) stated that a letter from the Lagos state government was served on residents the previous week, giving them 72 hours to vacate their properties.
The Lagos state authorities further noted in that Letter that the illegal constructions in Makoko constituted an “environmental nuisance, security risk and an impediment to the economic and gainful utilisation of the waterfront” and undermined the “megacity status” of Lagos.
Adding to the woes of the evictees is the government’s ‘love’ for disobeying court directives and non-fulfilment of their promises to resettle those evicted.
As another example, it was reported in the media that at the Supreme Court, Abuja, in the year 2002, the Lagos state government, through the then Lagos State Commissioner for Justice, Professor Yemi Osinbajo, the immediate past Vice President of Nigeria, accepted responsibility for demolishing Maroko community and promised the evictees 1,000 housing units every year, till the whole former house-owners of Maroko are fully resettled.
He admitted that though the government acquired Maroko town in 1972, it again relinquished the acquisition in 1977, thereby confirming that Maroko was not under government acquisition when it was demolished in 1990. But regrettably, to this day, nothing has been done by the state government or its agents to remedy the situation or fulfil the promise made.
The above sad account is an emblem of governments that are unmindful of or deliberately decided to ignore the clarification by the United Nations Independent Expert on the Right to Development, which among other remarks, noted that for a programme to be tagged development, it must require a particular process that allows the realization of economic, social and cultural rights, as well as civil and political rights, and all fundamental freedoms, by expanding the capabilities and choices of the individual.
In a similar vein, the international convention on Economic, Social and Cultural Rights (Ratified by Nigeria in 1993) is one document that probably did more than anything else to capture the gully of disappointments and many sins of successive administrations in the state against the evictees.
It recognized that globally, forced eviction is a brazen violation of the right to life, the right to a fair hearing, the right to dignity of the human person, the right to a private and family life, and the rights to property guaranteed by the constitution of the Federal Republic of Nigeria, and the African charter of Human and peoples’ Right (Ratification and Enforcement Act 1990). Similarly, the United Nations Human Rights Commission Resolutions 1993/77 and 2004/28 affirm that when forced evictions are carried out, they violate a range of internationally recognised human rights.
These include the Human rights to adequate housing, security of the person, security of the home, health, food, water, work/livelihood, education, freedom from cruel, inhuman and degrading treatment, freedom of movement, information, and participation and self-expression.
While it has been reported repeatedly that clearance operations should take place only when conservation arrangements and rehabilitation are not feasible, relocation measures stand made, UN Resolution 2004/28 recognized the provisions on forced evictions contained in the Habitat Agenda of 1996 and recommended that, “All Governments must ensure that any eviction that is otherwise deemed lawful is carried out in a manner that does not violate any of the human rights of those evicted.”
It will be highly rewarding if the state government internalizes these provisions and develops processes or processes that allow the realization of economic and social development of the state in a way that protects the rights of the people.
Broadly speaking, from the above accounts, it is evident that the practice of forced eviction by state actors remains a sad account of or a symbol of, governments that have consciously decided to flagrantly ignore the global framework on physical planning of liveable neighbourhoods, slum upgrade and urban regeneration.
To further buttress this claim, let’s cast a glance at how a ‘famous’ slum challenge was creatively handled in Rio de Janeiro, Brazil, without displacement or eviction of the original occupants.
Instead of removing the favelas, a people initially considered/described as illegal occupants, many of the government’s policies were made to focus more on improving the infrastructure of the people/the area.
The Inter-American Development Bank, for example, funded a $180 million “slum to neighbourhood” project in 1995, which sought to integrate existing favelas into the fabric of the city through infrastructure upgrading and service development.
The project involved 253,000 residents in 73 favela neighbourhoods in Rio de Janeiro. When a favela was selected, a master plan for upgrades was drafted, and community organizations were contacted and asked to provide their input. When the final plan was approved, incentive plans were implemented for hiring construction companies that employed local community workers.
From Brazil to Spain and South Africa, the story and experience are the same.
Comparatively, when one juxtaposes the above accounts as recorded in Brazil with that of July 1990 Maroko’s experience, there exists a gully of difference.
Essentially, aside from the imperative of drawing useful lessons from Brazil’s experience, this piece would also appreciate the Lagos state government explaining whose responsibility it is to provide infrastructures; government or the people/residents?
For me, providing an answer(s) to the above question will redefine as well as address the government’s relationships with the people on issues of physical planning and urban re-generation, usher in eviction-free co-existence while sending new lessons to other states in the country and of course the federal government reputed for practices of forced evictions.
Utomi is the Programme Coordinator (Media and Policy) for Social and Economic Justice Advocacy (SEJA) in Lagos. He can be reached via [email protected]/08032725374
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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