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The Biggest Problem in Nigeria – The Gyration of Naira is Now A National Security Threat

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Nigeria has one major decision to make – how to keep the NAIRA stable. That is the unified growth strategy for that nation as nothing else matters. If we cannot keep the Naira stable, we have no economy. I am not writing as an economist (I am not one); I am writing as a business owner, employer of labour, and a proud Nigerian. In all the conversations I have about market systems in Nigeria, the one issue which typically comes up is this: “what would happen to the Naira?” 

That layer distorts everything, pushing demand and supply models of fixing market frictions, by finding and unlocking opportunities in the market, into something no one has any firm control over. The gyration of the Naira is a national security and economic threat in Nigeria.

Nigeria will not have any sustained growing economy until we can fix the Naira. Doing that requires making hard decisions which no one has shown the character to do. It is very offensive to the Nigerian people that we have accepted that the Naira MUST be losing its value seasonally since the 1980s. This is a nation of smart men and women, but we have failed the most important symbol and asset of our economy. The struggle of Naira is a national calamity and a disgrace to our generation. There is no reason we should put Naira in this position.

In the United States, the Federal Reserve, their version of the Central Bank of Nigeria, has two main core roles: keep the U.S. dollars stable (by reducing inflation) and maximize employment through interest rates. Magically, the Federal Reserve uses all the tools in its power to make sure the value of the US dollars is predictable, and stable, and based on that, markets can function. Yes, players can enter into contracts with the market makers, mainstreet merchants and rainmakers having good night sleeps.

Finance Minister, Nigeria

As they do that, they also ensure they use interest rates to boost employment by adjusting the cost of capital. When the interest rate is high, the cost of capital goes high and that affects borrowing which can affect investment and then employment. It plays that game, mixing high and low rates to ensure the economy is not too hot or cold.

For Nigeria, we are not even working to fix employment. That means, we need to fix and stabilize the Naira. Interestingly, if we do that, magically, the employment rates will improve in the nation. I know more than 50 people who will invest in Nigeria if you guarantee them that Naira will hold stable for five years. I am invested in more than 15 Nigerian companies and startups (excluding listed public companies). I do them to support the nation but my case is easy as I am a Nigerian; I would be fine with tons of Naira with no need to repatriate the proceeds back to the US. But for foreign investors, they do not have that privilege, and that means a stable Naira is a necessity on their investment thesis. We need to offer that stable Naira.

I call on the President, Vice President, Finance Minister and the Central Bank Governor to sit down and get orthogonal thinkers and find a solution to this national security threat. We have great minds in Lagos, and it is time we try new things. We are wasting a generation with the state of the economy which we can link to the inability to stabilize the naira. Everything depends on Naira!

 

Comment on LinkedIn Feed

Comment: Ndubuisi, I understand your point. However, I disagree strongly with that position. The Nigerian economy doesn’t depend on the Naira as much as Naira depends on the Nigerian economy.

What’s happening to Naira is a secondary problem emanating from a failing economy. Fix the economy and Naira will fall in line. While Naira is the currency of the Nigerian economy, it is the economy that however drives the currency. Not Vice versa, which is what you stated.

Once there’s a more robust, productive and competitive Nigerian economy, there’s going to be a rising demand for exports and hence the currency. But the continuing failure to address the fundamental and primary economic policy issues in Nigeria will reverberate in a ceaseless worthless and depreciating Naira.

My Response: There is really nothing you disagreed with technically. You look at the issue from the Left while I might have looked from the Right. A “robust, productive and competitive Nigerian economy” will NEVER happen until you can stabilize Naira, and Naira cannot be stabilized until you have a “robust, productive and competitive Nigerian economy”. We are saying the same. When I write, I like to use a known element which everyone can relate with: we see Naira and touch it unlike the economy

Comment: here is. You’re focusing on a secondary problem – the currency that depends on the primary issue – the economy. Nigeria’s fiscal policies are rudderless. As such, their monetary policies alone cannot move any economic and currency needles. Currency or monetary policies are effective when the economy is almost functionally and fundamentally stable. And Nigeria** is far from there.

But to cut you some slack, stable economies use a combination of fiscal and monetary policies to stabilize both their economies and currencies. But to propose a fix on the currency without having to first build a stable economy will just be wishful thinking. **corrected from Niger.

My Response: “But to propose a fix on the currency without having to first build a stable economy will just be wishful thinking.” If you remove the double Naira exchange window, investments will arrive Nigeria in tons from tomorrow. That is policy and which can help the economy. My point remains that it is far easier to have a policy that boxes the Naira than one that boxes the economy. It is nearly impossible to “build a stable economy” when investors cannot invest due to a failing currency.

I will pick my luck, work on removing double exchange, and then move up to fix the economy. Your proposal of fixing the economy even in a double exchange regime is your call: I do not think it can come first because it has never worked anywhere on earth.

“You’re focusing on a secondary problem – the currency that depends on the primary issue – the economy. ” In US, China, and Europe, that is true. In Nigeria, the economy depends on the Naira. Check the data: FDI fails when Naira has the highest variance. Nigeria has the highest per capital income of $2563.90 in 2014 when currency was stable for years. When they moved it from N197 to N310, the economy went. Currency rules here and economy follows.

Leadership Paradoxes in a Time of Disruption in an Educational Company

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Why your employees won’t be with you in a time of disruption? Change is one of the management elements needed in corporate and personal life settings for desired goals and objectives realisation. In spite of this, experience has shown that people do resist change. The resistance becomes obvious when the change makers or agents are perceived by the followers or change implementers as working for their own benefits.

In our consulting activities with businesses and individuals in education sector, we have realised that making strategic leadership happens is always a herculean task when unexpected forces struck and disrupt processes and procedures for value creation and capturing. The disruption is huge on businesses that primarily use physical platforms for creating and delivering value to different categories of learners and corporate establishments. Appropriation of ‘best practice’ for aggregating and deploying staff to the existing roles and responsibilities are tough, indicating challenges in using strategic resources for value creation and capturing.

At the early stage of the disruption and as it bites harder, it was difficult to integrate existing processes with the emerging processes [evolved as emergent strategies] towards value creation and delivery. It was also obvious that reordering existing organisational structure to align with the emerging needs of the stakeholders remains problematic. Instead of face-to-face communication being used before the disruption, staff at the corporate and business levels have to adopt a number of other approaches that made understanding of messages difficult.

The leadership of our case was forced to sack some staff when the e-learning or online teaching approach was employed. Salaries and other remunerations of the remaining employees were reduced to cater for the shortfalls in the participant enrolment for courses. Roles and responsibilities of the remaining staff were also increased. Some staff were assigned to more than three tasks in a day. This led to stressing of the personnel and led to some health challenges. In the course of making a new leadership approach happens, the management and employees at the corporate level made some leadership paradoxes.

Emerged Leadership Paradoxes in Our Case Study

The mission of our case [studied company] is to promote a culture of continuous learning among professionals and students who have interest in project management and related fields. Specially, the company was established with the strategic intent of solving unskilled work force problem and providing affordable training for individuals willing to broaden their scope.

When the heat of the disruption was high, the management was unable to implement its mission effectively. From the regular learners to non-regular learners, the case company did not properly inform them of changes in learning processes and new fees. With this it is glaring that the company could not work based on its mission that says “providing affordable training for individuals willing to broaden their scope.”

Giving much information at a time or within few seconds while creating and handling new processes for teaching and learning also made employees perplexed. At a point some employees created unofficial groups, discussing some issues such as technologies that should be used or not and needs that were supposed to be addressed by their leaders.

In our experience, when it was clear that the members of the unofficial groups cannot cope with the new changes being introduced, the concept of “Us versus Them” emerged and its practicability was ensured with the low strategies for managing emotional intelligence of the employees. For instance, when they lacked the required technological knowledge of co-creating new processes and the management failed to train them using a number of strategies such as Quality Circle, they felt being sidelined and perceived as opportunity for the management to lay them off.

From our experience, we discovered the leadership of the company employed trait, situational and transformational leadership approaches. This is quite understandable considering the old tradition of using the approaches in during crises. Experiences of the 2016 economic recession and global financial meltdown of 2008 are still fresh in the memory of many business leaders.

Therefore, the approaches would be rightly considered by any C-Executive. The CEO demonstrated that he understands how to determine leadership issues driven by unexpected situations and proffer appropriate solutions. The failure to bridge the digital knowledge gap among the employees was the main negative impact of the adopted leadership approaches.

Mitigating Paradoxes in Making a New Leadership Happens Amidst Disruption

An integrated leadership approach, which entails appropriation of transformational-transactional and normalisation process remain the alternatives to the elimination of challenges experienced by the company. This approach has a high tendency of delivering more outcomes than what the current approaches delivered to the organisation. The employed approaches have over the years been described as being in crisis. Therefore, they ought not have been considered as the best by the organisation.

Having transformation and transaction mindsets is a sure way of carrying every member of the organisation along and also help the participants in having less cost structure while receiving lectures through the digital platform. The approach would have also assisted the participants in paying less for the courses. Employing transformation-transactional approach, including normalisation process would have added a number of qualities, which are quite different from those associated with the leadership approaches used by the management of the company.

 

Congratulations Paschal Osita Onah

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He attended Tekedia Institute Mini-MBA and used that knowledge to develop a new operational model in the company he works in United Area Emirates (read Dubai). It was so good that his company celebrated him. They shared it on Tekedia Mini-MBA WhatsApp Group, and I want to congratulate our member. Do more, fix market frictions and advance the wealth of nations. Congratulations Paschal Osita Onah. 

Zenith Bank Is The Zenith of Alpha – PBT of N177 Billion in 9M 2020

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Zenith Bank Plc has recorded a Profit Before Tax of N177.3 billion for 9 months ended September 30, 2020. GTBank put N167 billion during the same period. These are indeed the two best wholly indigenous banking institutions in Nigeria at the moment. They continue to put on really great shows. Yes, their abilities to capture value could be considered legendary when you look at the abysmal state of the Nigerian economy. The National Bureau of Statistics just recorded that the nation has entered recession. Well done Zenith Bank, understanding how to capture value is the most important skill in business.

The Q3 report released by the Nigerian Bureau of Statistics (NBS) showed that Nigeria’s economy has slid into recession for the second time in four years.

“Nigeria’s gross domestic product (GDP) recorded a growth rate of -3.62% (year-on-year) in real terms in the third quarter of 2020. Cumulatively, the economy has contracted by -2.48%,” the NBS said in the report.

It noted further that while the report represents an improvement of 2.48% points over the -6.10% growth rate recorded in the preceding quarter (Q2 2020), it also indicates that two consecutive quarters of negative growth have been recorded in 2020, and growth in Q3 was slower by 5.90% points when compared to the third quarter of 2019 which recorded a real growth rate of 2.28% year on year.

More highlights of the NBS data:

  • The contraction in the oil sector represents 7.26% points lower than the growth recorded in the previous quarter (Q2 2020, -6.63%) while the non-oil sector contracted by 2.51% in the review quarter.
  • The sector contributed 8.73% to total real GDP in Q3 2020, down from 9.77% and 8.93% respectively recorded in the corresponding period of 2019 and the preceding quarter, Q2 2020.
  • The average daily oil production recorded in the third quarter of 2020 stood at 1.67 million barrels per day (mbpd), or 0.37mbpd lower than the average production recorded in the same quarter of 2019 and 0.14mbpd lower than the production volume recorded in the second quarter of 2020.
  • On the other hand, The non-oil sector grew by –2.51% in real terms during the reference quarter, which is –4.36% points lower than the rate recorded in Q3 2019 but 3.54% points higher than in the second quarter of 2020.
  • In real terms, the non-oil sector contributed 91.27% to the nation’s GDP in the third quarter of 2020, higher than its share in the third quarter of 2019 (90.23%) and the second quarter of 2020 (91.07%).

Looking at Zenith Bank’s 9M 2020 results, the company actually saw positives across key metrics.

  • Gross earnings increased to N508.97 billion, +3.6% Y-o-Y.
  • Profit Before Tax grew to N177.3 billion, +0.6% Y-o-Y.
  • Net interest income increased to N225.18 billion, +4.91% Y-o-Y.
  • Impairment charges grew to N25.11 billion, +37.5% Y-o-Y.
  • Personnel expenses increased to N59.93 billion, +5% Y-o-Y.
  • Loans and advances to customers grew to N2.7 trillion, Up by +32.7% Y-o-Y.
  • Total assets increased to N7.97 trillion, +33.4% Y-o-Y.
  • Customers deposit grew to N5.2 trillion, +32.2% Y-o-Y.
  • Earnings Per Share boosted to N5.07k, +5.6% Y-o-Y.

Meanwhile, Nairametrics reports that banks are not lending, and the central bank has debited some of them.

Deposit Money Banks (DMBs) have collectively suffered a debit of N226 billion in compliance with the Cash Reserve Requirements (CRR) fixed by the CBN.

According to a reliable source, the debit occurred in the week ended November 20, 2020. This follows a whopping N917.5 billion debit recorded a month ago as reported by Nairametrics. The central bank imposed CRR sequesters on banks that fail to meet its minimum lending targets as a percentage of deposits.

Nigeria’s Economy Falls into Recession After Contracting -3.62%

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The Q3 report released by the Nigerian Bureau of Statistics (NBS) showed that Nigeria’s economy has slid into recession for the second time in four years.

“Nigeria’s gross domestic product (GDP) recorded a growth rate of -3.62% (year-on-year) in real terms in the third quarter of 2020. Cumulatively, the economy has contracted by -2.48%,” the NBS said in the report.

It noted further that while the report represents an improvement of 2.48% points over the -6.10% growth rate recorded in the preceding quarter (Q2 2020), it also indicates that two consecutive quarters of negative growth have been recorded in 2020, and growth in Q3 was slower by 5.90% points when compared to the third quarter of 2019 which recorded a real growth rate of 2.28% year on year.

The decline in GDP growth was attributed to the downturn in oil revenue and restrictions to movement and economic activity implemented across the country in early Q2 in response to COVID-19 pandemic.

However, the report noted that following the lifting of the restrictions and reopening of businesses, there have been notable improvements in economic activities resulting in positive growth. A total of 18 economic activities recorded positive growth in Q3 compared to 13 activities in Q2 2020.

“During the quarter under review, aggregate GDP stood at N39,089,460,61 million in nominal terms. This performance was 3.39% higher when compared to the third quarter of 2019 which recorded an aggregate of N37,806,924,41 million,” said the report. But it added that the rate was, however, lower relative to growth recorded in the third quarter of 2019 by -9.91% points buy higher than the proceeding quarter by 6.19% points.

Nigeria’s GDP is 90 percent oil-based; therefore, the economy took a nosedive as the pandemic plummeted global oil revenue.

The NBS report said the oil sector was -13.89% (year on year) in Q3 2020, indicating a sharp contraction of -20.38% points relative to the rate recorded in the corresponding quarter of 2019.

“Real oil growth decreased by -7.26% points when compared with oil sector growth recorded in Q2 2020 (6.63%),” it said, adding that quarter on quarter, the oil sector recorded a growth rate of 9.64% in Q3 2020. The sector made a contribution of 8.73% to total real GDP in Q3 2020, down from 9.77% and 8.93% respectively recorded in the corresponding period of 2019 and the preceding quarter Q2 2020.

Central Bank Governor, Nigeria

Non-oil sectors also took a hit from the pandemic. Apart from the telecommunication and agricultural sectors, others were totally vulnerable to the health crisis.

The non-oil sector grew by -2.51% in real terms during the reference quarter, which is -4.36% points lower than the rate recorded in Q3 2019 but 3.54% higher than in the second quarter of 2020. Construction, Financial and insurance institutions, and public administration were among the sectors that revved up the non-oil sector contribution to the real GDP.

“In real terms, the non-oil sector contributed 91.27% to the nation’s GDP in the third quarter of 2020, higher than its share in the third quarter of 2019 (90.23%) and the second quarter of 2020 (91.07%),” said NBS.

The International Monetary Fund (IMF) said it expected Nigeria’s economy to contract by 4.3% in 2020 from 2.2% in 2019 and later recover with a growth rate of 1.7% in 2021.

While the recession has been expected due to the pandemic-induced economic turmoil, the Nigerian government’s preparedness and economic sustainability plan seem far from the recommended framework to exit the recession.

As the oil economy dwindles, the Nigerian government has resorted to borrowing and increasing taxes. Nigeria’s total debt increased from N28.63 trillion ($79.3bn) in March to N31.01 trillion ($85.9bn) in June, according to data from the Debt Management Office.

The minister of finance Mrs. Zainab Ahmed said recently that the government will increase Value Added Tax from 7.5% to 10% in attempt to increase government’s revenue generation. That is in addition to other newly introduced taxes such as Stamp Duty Charge.

Finance Minister, Nigeria

The IMF had warned that imposition of taxes will do more harm than good to countries hardly hit by the pandemic, and advised the Nigerian government to grant tax waivers to businesses instead. It also said the recovery focus should remain on medium-term macroeconomic stability, with revenue-based fiscal consolidation essential to keep Nigeria’s debt sustainable and create fiscal space for priority spending.

However, Nigeria’s government decision to shut its land borders has cast doubt on its readiness to implement the IMF’s recommended Economic Recovery Growth Plan. Nigeria’s macroeconomic stability has a strong root in intra-African trade. Many SMEs have been shut out of business following the land border closure.

Therefore, the road to economic recovery to the 1.7% growth rate predicted by the IMF seems far as the oil revenue remains plummeted, and the federal government of Nigeria has shown no indication that the border will be reopened soon.