General News
Right of Reply: SAHCOL Got it all Wrong

Indigenous Software: SAHCOL got it all wrong! The purpose of this write up is to present an empirically informed understanding of the processes inherent in software development dynamics as a professional response by the Institute of Software Practitioners’ of Nigeria (ISPON) to statements and opinion published in the Nigeria Communications Week – Online version of Friday, August 3, 2012 (Online News Letter August 3, 2012) and credited to one Adejare Adekitan, a staff and head information and Communications Technology (ICT) at Skyway Aviation Company Limited.
The views would definitely not go unnoticed by discerning I.T Professionals and indigenous Software Developers. This response therefore aims to correct the very misleading and ignorant impression by the source – Mr. Adejare.
Mr. Adejare in his remark emphasised the continued patronage of Foreign Software as against indigenous software-and a critical look at this statements did not present any argument on technicalities as to the reason why indigenous software is not of reckoning to the Aviation.
This is a fallacy and goes to a long way to publicly display the deep of ignorance of how software product functionality, quality and integrity emerges and are sustained. It is therefore constructive to emphasize that “No software in the World is perfect” – that is why continuous versioning of Applications and solutions are strategic imperatives. Software Engineering is about transforming organisational policy, functions, business-processes and operations culture into an automated systems solution.
It is important to emphasise the following to debug and debunk the fallacy embedded in the statement of Mr Adejare: 1. All Software Solutions of the world are delivered with one, many, and several process flaws or errors in them – that is why there are many versions, leading to system capability and maturity model (CMM). Even at that, the complexity of human needs continues to demand more perfection that makes flawless software process a mirage.
2. There are numerous Foreign Software – imported into Nigeria and deployed\implemented by the Aviation and Banking sectors and other core Industries at colossal cost to shareholders and national economy – that have either FAILED to perform, or fulfill the contract scope of works!
3. I doubt is Mr Adejare is listed in the membership registry of Professional IT/Software Practitioners’ of Nigeria and his opinion to say the least is grossly uninformed and a layman view. His views are grossly misleading, ignorant and should not be taken as expert opinion.
Least Mr Adejare forgets, that as an electrical engineering graduate who to my view had never ventured nor written any reasonable Software application for the Aviation industry, will arrogate to himself to be an expert judge on Indigenous Software. By extension, he missed the point by expressing the view that Africa has no credible Software Developers which is equal to saying that orthodox medicine cures all illnesses in Africa.
Nay, the matter is about human intellect and creativity – that is software and Africa/Nigeria have them plenty. Let is be said that indigenous software applications are driving the significant operations of some of Nigeria’s top performing industries, including Aviation banks, oil and Gas, and so on.
The critical issue of this subject matter is focused on the fact that Software development lifecycle has two fundamental elements: Domain Knowledge and Professional Expertise on Analytical Process to codify the required solution – applying specific tools and standard procedures. In that context, Aviation Applications are predominantly and indirectly address and specified by Domain Knowledge Resources from the sector (who generate the operational policy roadmap brief) working directly with Software Analysts’ Engineers and Developers who apply technology process logic and tools to deliver the assessed needs of the client.
Same applies to Space Exploration, Communications, Financial, Accounting, Payroll, Construction, Medical, Agricultural, Oil & Gas Solutions to mention but a few. Software from the above mentioned domain are often subjected to intensive domain research through various channels of investment –particularly encouraged by the financial institutions.
The gestation period is long – maturity timeline ranges from minimum 3 to 5 to 7 years. To the best of our knowledge, there has not been any of such classified investment in the Software industry in Nigeria by the Banking Sector. What Mr Adejare seems to forget is that Indigenous Software Developers read from the same Universities, book and use the same tools as their foreign counterparts. Enabling environment may differ.
Indeed, the domain policy, operational requirements and briefs from the clients are then matched with the technology needs-assessment of the clients to enable the Software developers come up with the desired design and appropriate tools capable of delivering the solution.
Software – simply defined as computer software, or just software, is the collection of computer programs and related data designed to provide the logical instructions directing a computer hardware or related devices on what to do.
The term was coined to contrast to the old term hardware (meaning physical devices). In contrast to hardware, software is intangible, meaning it “cannot be touched”.
Software is also sometimes used in a more narrow sense, meaning application software only. Most of these software applications are derived from DOMAIN needs and replicate the operational characteristics of such domain.
Coming from the banking sector which should be concerned about the growth of the economy, this is really heart breaking and goes a long way to show that majority of our financial institutions are not committed to the growth of the Nigerian economy.
Mr. Adejare of SAHCOL got it all wrong by while asserting that foreign software solutions are the answer to Nigeria’s Aviation Sector, he has not stopped to think of the peculiarity of adaptive technology which can only be guaranteed by the local developers. By extension, he might have become a paid ally of those countries who intend to box us into the Digital Colony Domain, where Aviaton Application software becomes the major tool to assassinate stubborn African/Nigerian President in Future.
He probably has not realised that the domain knowledge is most critical to the development of application software solutions and that Nigerian Developed Software is perhaps the most fundamental component for the future and survivability of the Nigerian nation.
His argument that the Software industry in Nigeria might be young, thus unable to handle enterprise software and solutions of ‘Aviation Proportions’ is flawed on the background of the cognate experience of Nigerian Software Developers which spans more that 30 years of the 50 years origin of modern software development culture.
Mr. Adejare has not taken into account of the fact that Nigerian software developers have worked and continue to support the sustainability of foreign software.
Indeed, these Nigerians still head those foreign software organisations operating in Nigeria.
Mr Adejare not only sleights the software industry which was given credence by the Obasanjo Administration when the then President directed all MDA’s to use Indigenous software but also berates himself as an IT professional for being incapable of meeting the technical and intellectual needs of an industry which prides itself on imported software.
Nigeria may not have dedicated tertiary institutions as concerns software development, but that does not mean that the higher institutions/indigenous companies are not meeting the software needs of discerning Nigerians. How much of investment has the bank committed into software development in Nigeria?
Mr. Adejare needs to sit with developers and let them showcase their milestones and challenges instead of insulting the intellectual capability of software practitioners by falsely asserting that indigenous application software are not robust enough to meet the rigours of enterprise demands.
Indeed that false statement becomes transparently misleading when weighed against the following false statements: 1. Nigerians are not capable of developing and managing Banking business!
2. Nigerian Pilots are not capable of flying an A380 Airbus!
3. Nigerian Lawyers and Judges are not capable of handling international judicial litigation!
4. Nigerian Scientists are not capable of making new discoveries! 5. Nigerian writers are not capable of writing internationally acclaimed books! 6. Nigerians are not capable of being the President of their nation!!!
ISPON demands and unreserved apology from Mr. Adejare for insulting Nigerian Software Developers. To SAHCOL, the employers of Mr. Adejare, ensure that your staff is registered to practice the ICT Profession in Nigeria, else, he is undertaking and illegal employment.
That the software industry in Nigeria is not being patronised is due to the subconscionable bias towards foreign goods which majority of colonised countries still carry.
They should liberate themselves from this mental slavery and wake up to the reality of Nigerian Entrepreneurial spirit.
Furthermore, the foreign exchange transfer factor of Foreign Software and services is why people like Mr. Adejare have become their spokesman.
The digital space and laboratory for the practice of Software in our nation is the client’s domain the is our current and future laboratory – and no one has the right to deny indigenous software developers the fundamental and intellectual rights (IPRs) to practice their profession within that digital/cyberspace.
It is a great illusion to belief that things will remain the way they presently are!
There is need to inform Mr. Adejare that our education system is currently producing Information Technology Practitioners in very large numbers.
And that the Nigerian code warriors have arrived and ready to take charge. Finally, Nigerian Aviation should open the digital space and create a level playing field for Indigenous Software developers – both at home and in the Diaspora.
They should proof their support for indigenous software by challenging them with project calls. The hide and seek game in defence of foreign software to corruptly earn foreign exchange is over! With the Local Content act, Game is up.
General News
How Investments in Reskilling and Trust Help Businesses Succeed in the Agentic AI Era


Linda Saunders
Businesses that fail to adopt agentic AI, however, risk disruption by competitors or savvy upstarts. This demands a proactive and strategic response from leaders. In this new era of human-AI collaboration, leaders must center their efforts around two key pillars: large-scale employee reskilling and establishing a trustworthy AI ecosystem.
Reskilling for the agentic AI era
With just 15% of workers saying that they have the education and training necessary to use AI effectively, reskilling must be a priority for every business leader.
Employees must be given access to learning opportunities so they can adopt human-AI collaboration skills, including a foundational understanding of agentic AI and prompt engineering — a way to provide clear and effective instructions to AI systems.
Consider, for instance, the evolving role of developers. With AI agents capable of handling routine coding, developers can focus on bigger-picture tasks like system design and future planning.
According to Salesforce’s latest State of IT survey of software development leaders, more than nine in 10 developers are excited about AI’s impact on their careers, and an overwhelming 96% expect it to change the developer experience for the better. More than four in five believe AI agents will become as essential to app development as traditional software tools, the survey found.
In addition to technical abilities, cultivating human and business skills is vital for fostering a trusted environment where teams feel comfortable experimenting with AI. And, as every employee increasingly manages individual or even teams of agents, developing basic managerial skills across the workforce will become increasingly important.
Identifying the skills is just the first step. To succeed in the agentic AI era, businesses need to develop a comprehensive strategy that incorporates these skills into their workforce plan. This includes setting clear, measurable goals and actively tracking progress.
Managers need to provide active guidance and support to employees throughout this transformation, ensuring the workforce remains relevant and engaged.
Adopting trusted AI across the ecosystem
As the capabilities of agents grow, so too does the responsibility to manage associated risks. It’s imperative to ensure these systems are fair and prevent stereotypes or alienation. The very qualities that make AI transformative can also lead to biases and erode trust if not managed.
To fully harness the potential of agentic AI, businesses must prioritize trust and safety at every stage of development and deployment. This means implementing strong security measures and adhering to ethical AI practices to safeguard data and ensure responsible use.
Guardrails for AI agents can be established using natural language topics and instructions specifying when an agent should escalate or transfer a task to a human. Concerns around data privacy and potential biases must be proactively addressed through strong data protection protocols and transparent communication.
Equally important are tools that foster transparency and empower users to make informed decisions regarding task delegation to AI. Employees need a clear understanding of the capabilities and limitations of the AI agents they collaborate with, alongside having control over the tasks being automated.
A key feature of Agentforce is its capacity for autonomous operation within specifically defined guardrails. This means that while AI agents can operate independently, making decisions and taking actions, they do so within boundaries established by human teams, ensuring alignment with business objectives and policies. The Einstein Trust Layer enables Agentforce to use any LLM safely by ensuring that no Salesforce data is viewed or retained by third-party model providers.
The power of reskilling and trust to drive innovation
The transition to an AI-powered future will bring challenges, particularly ensuring employees have access to the right infrastructure, high-quality data, and relevant skills.
However, by investing in reskilling and comprehensive training programs, organizations can empower teams to work effectively alongside AI agents, adapt to the evolving nature of work, and ultimately drive innovation in this age of digital labor.
Building a robust infrastructure that prioritizes trust and safety, and fosters transparency, will also be instrumental in mitigating disruptions and unlocking new opportunities for growth.
Ultimately, investing in both AI agents and human employees, and actively fostering their collaboration in a trusted way, will enable businesses to operate at scale and realize their full potential in the agentic AI era.
General News
MTN Nigeria’s AGM Highlights Strong Q1 2025 Performance and Future Growth

MTN Nigeria Communications Plc held its 2025 Annual General Meeting (AGM) in Lagos today, where shareholders reviewed the company’s full-year financial performance and endorsed its strategic priorities for the future.
The AGM came on the heels of a strong first quarter in 2025, during which MTN Nigeria invested a record ₦202.4 billion in capital expenditures and posted ₦133.7 billion in profit after tax, marking a major turnaround from a ₦392.7 billion loss in Q1 2024.
This 159% year-on-year surge in Q1 CAPEX—the company’s highest-ever quarterly investment—has gone into expanding network capacity, boosting data speeds, and enhancing service quality nationwide, in response to rising demand for digital services.
The Chairman of the Board, Dr. Ernest Ndukwe (OFR), addressed shareholders, saying: “On behalf of the MTN Nigeria family, I am proud to affirm that our business remains deeply rooted in strength and resilience.
“Our foundation remains solid, and our role within the broader economic landscape is unwavering, even amidst the challenges we encountered over the past year.
“As we reflect on this journey, I am inspired by the resilience of the Board, management, and staff of our Company, backed by the unwavering confidence of our shareholders, the valued support of our customers, and the immense potential of our nation, Nigeria.”
Dr. Karl Toriola, chief executive officer stated: “The year 2024 undoubtedly tested our resilience as we navigated a challenging operating environment marked by severe macroeconomic conditions.
“At MTN Nigeria, we viewed these challenges as catalysts for innovation and decisive action.
“We focused on what mattered most, strengthening the resilience of our network, prioritising customer experience, and accelerating the growth of our commercial operations through our customer value management initiatives.”
However, the company reported a ₦400.4 billion net loss for the year, largely due to ₦740.4 billion in foreign exchange losses from the devaluation of the naira, alongside elevated operating costs, and higher interest expenses. Due to negative retained earnings, the Board was unable to recommend a final dividend for FY 2024, consistent with regulatory requirements.
Looking ahead, MTN Nigeria remains optimistic, citing tariff increases, currency stabilisation, and easing inflation as key factors that will support the company’s return to positive equity in 2025.
Chief Financial Officer, MTN Nigeria, Modupe Kadri, commenting on this optimism said, “Our Q1 2025 results reflect strong operational execution and financial discipline, with service revenue up 40.5% and EBITDA growing by 65.9%.
“We delivered N133.7 billion in profit after tax, marking a significant turnaround from the prior year, while maintaining a healthy cash position and robust balance sheet metrics.”
During the AGM, all resolutions were passed by shareholders, including the adoption of the 2024 financial statements, the re-election of directors, and approval of remuneration policies.
The Q1 2025 report shows the company has returned to profitability and remains committed to strengthening network investments, accelerating digital inclusion, and delivering sustained value to its customers and shareholders.
General News
NITDA Inaugurates Start-up Consultative Forum

Nigeria has taken a bold step toward deepening its innovation ecosystem with the official launch of the Start-up Consultative Forum, an initiative designed to accelerate the implementation of the Nigeria Start-up Act (NSA) and strengthen the country’s tech startup ecosystem.
While addressing the forum, NITDA’s Director General, Kashifu Inuwa CCIE, who was represented by Barrister Emmanuel Edet, the Ag. Director, Regulation and Compliance described the platform as more than just a stakeholder meeting.
“It is a commitment to building a stronger tech ecosystem through collaboration, inclusion, and data-driven governance, marking a new phase in the implementation of the Nigeria Startup Act,” he said.
He noted that the Nigeria Startup Act is more than legislation—it is a framework for national development. “Startups are not fringe players. They are central to Nigeria’s economic future,” he asserted.
Inuwa further mentioned that over the past eight months, NITDA has driven key activities under the Act. These include stakeholder workshops across 10 states, roadshows at tech events like Lagos Tech Week, the Omniverse Summit, Moonlight Conference and the Akwa Ibom Tech Week, and awareness campaigns through digital and direct engagement.
The forum, according to Inuwa, will serve as a feedback engine, spotlighting regulatory gaps, guiding policy improvements, and shaping a startup-friendly environment.
Under the Renewed Hope Agenda and the guidance of the Federal Ministry of Communications, Innovation and Digital Economy, NITDA continues to support startups through initiatives like the Startup Portal, tech infrastructure deployment, and digital skill training across the country.
The DG emphasised that for startups to thrive, policies must be inclusive and responsive. “Inclusion is not charity. It is a strategy,” he said, calling for equal representation across gender, region, and sector.
While inaugurating the members if the Conservative Forum on behalf of the Director-General, the Director of IT Infrastructure Solutions, Oladejo Olawunmi, ignited the forum with a call to action, envisioning it as a vital nexus for collaborative breakthroughs.
He inspired the members, saying, “We remain deeply committed to nurturing a space where innovation can flourish, and I call upon each of us to embrace the task ahead by shaping ideas into concrete policy and outcomes that leave a lasting impact.”
Earlier, Victoria Fabunmi, National Coordinator of the Office for Nigerian Digital Innovation (ONDI), in her opening address called the Forum, a “structured dialogue between those building the future and those enabling it.”
She outlined five key pillars for success: access to funding, capacity building, supportive policy, inclusive innovation, and global competitiveness.
She urged startups to speak boldly, private sector players to offer more than capital, development partners to scale what works, and government to harmonize efforts. “This Forum must be a problem-solving platform, not another talk shop,” she concluded.
With the Startup Consultative Forum now launched, NITDA aims to turn policy into action, ensuring startups are no longer on the sidelines, but at the center of Nigeria’s innovation journey.
The virtual event was attended by private sector players, development agencies, verified Ecosystem Support Organisations (ESOs), angel investors, venture capital firms, and labelled startups from across the country.
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