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[mariacallous]

Nigeria’s 1966 coup d’état ushered a group of young military men into power, where they remain today as kingmakers, wielding immense political influence.

In this circle of elites known as the Class of ‘66 is Nigeria’s outgoing President Muhammadu Buhari and the former military leader and later civilian president, Olusegun Obasanjo. The late Umaru Musa Yar’Adua, who was handpicked as Obasanjo’s successor, was the younger brother of an army officer turned vice president during the junta’s rule in the 1970s. Even Nigeria’s former civilian president, Goodluck Jonathan (the only president to have lasted just one term), was previously vice president to Yar’Adua.

Unprecedented young voter participation in this year’s presidential election aimed to break the two main parties’ 24-year monopoly (unbroken since democracy returned in 1999). Not only was a member of the Class of ‘66 not on the ballot, but neither was an incumbent, because Buhari has served his two-term limit. Around 40 percent of Nigerian voters are under the age of 35, and the vast majority of those voters cast their ballots for the Labour Party’s Peter Obi, who at 61 was the youngest of the top three contenders.

But in an election dogged by abysmal planning and fraud allegations, political “kingmaker” and ruling All Progressives Congress (APC) party candidate Bola Ahmed Tinubu, who turns 71 later this month, emerged as the leader of a country with a median age of 18.

Tinubu’s exact age is contested; his critics suspect he is older. Few Nigerians wanted another leader in frail health (Tinubu once posted a video of himself riding an exercise bike as proof to Nigerians that he wasn’t dead) let alone a continuation of an APC leadership characterized by impunity for the massacre of children in its war with Boko Haram and of young people during protests against police abuse. His party’s terrible policy choices include blocking dollar access for food imports and a botched currency swap inflicting economic pain on households.

Tinubu may have won the top job on his first attempt, but his 37 percent share of votes is the lowest mandate of any democratically elected Nigerian president. Atiku Abubakar of the People’s Democratic Party (PDP) got 29 percent while Obi took 25 percent.

The perception among some analysts is that voter suppression prevented a run-off.

At 29 percent, this was Nigeria’s lowest voter turnout in decades. Of the 93.4 million registered voters only 24.9 million voted, with incidents of thuggery and biometric machine failures preventing many Nigerians who had queued for hours from voting at all. “The bottlenecks around the elections enabled the emergence of a Tinubu win,” said Leena Koni Hoffmann-Atar, associate fellow of the Africa program at Chatham House think tank in London.

The hotly disputed 2007 election that brought Yar’Adua into power ignited calls for reform and ushered in the 2022 electoral act and use of new technology. In that election, Yar’Adua won more votes in key areas than there were voters. “It is very ironic that the first election after the passage of the act from this long period of election reform is one that has caused such injury to the public trust,” Hoffmann-Atar said.

In some states such as Lagos where Tinubu lost by a small margin, there are reports that vote tallies transmitted electronically at some polling stations were actually erroneously uploaded totals from northern states—suggesting, for example, that Obi had a larger than officially recorded win in Lagos.

International observers slammed election day’s chaotic exercise. A 40-person delegation led by Joyce Banda, the former president of Malawi, concluded that the secrecy around some ballot counts “created confusion and eroded voters’ trust in the process”; the EU criticized logistical failures that “challenged the right to vote.”

Tinubu is a divisive figure who has been labelled “corruption personified” by one Nigerian politician. Money laundering allegations trail him. (Despite denying tax fraud allegations, he settled a $41.8 million lawsuit out of court in August 2022.) But his supporters credit his term as governor with having greatly increased Lagos’s revenue generation through foreign investment and taxation; and point to his pro-democracy activism, which led to his exile under dictator Sani Abacha. Nigerian newspaper This Day editor  Shaka Momodu cuttingly wrote that Tinubu’s “desire to be seen and called a democrat is only matched by the reality of his undemocratic tendencies.”

There are plenty of historical power structures and a divisive playbook underpinning Tinubu’s win. As a grandmaster of Nigerian political maneuvering and after decades behind the scenes financing or sabotaging political careers, Tinubu built himself powerful bases (alongside the erosion of the main opposition party’s strongholds) to win the vote.

He utilized regional and religious alliances like many Nigerian politicians before him. Outside of Lagos, in key southwestern cities such as Abeokuta and Ibadan, his campaign posters adopted a distinct phrase, “Awa Lokan,” meaning “It’s our turn”—merging his win with that of the Yoruba nation. In these cities, Foreign Policy witnessed his supporters calling out “Asiwaju”—his Yoruba title, meaning leader.

Tinubu also spent much of his time networking northern governors on a controversial Muslim-Muslim ticket alongside Kashim Shettima, a former governor of northeastern Borno State. He also claimed responsibility for Buhari’s presidency. “I am a talent hunter,” he once boasted. “I put talents in office.”

Opposition parties have ongoing litigation against Tinubu’s victory. PDP’s Abubakar—another political godfather—called it “a rape of democracy.”

The opposition parties are also blaming each other. Obi claims he won the election and will prove it. Abubakar, his former running mate turned rival, suggests Obi simply split PDP votes. Obi ditched the PDP last year when it became clear he wouldn’t be its presidential candidate, having been Abubakar’s running mate in 2019.

“There is a fact that he took our votes from the southeast and south-south and that of course would not make him a president,” Abubakar said. “You all know that to be a president of this country you need votes from everywhere.” Here he referred to Obi’s poor results in the north, outside of Christian areas, where he polled between zero and 10 percent. To win outright, a candidate needs the most votes and a geographical spread of 25 percent of votes cast in two thirds of all states and the capital territory. Northern Nigeria, which has 19 of Nigeria’s 36 states, thus determines elections.

Obi was dismissed as a “social media president“ but managed to outpoll the ruling APC in Nigeria’s federal capital Abuja and commercial powerhouse Lagos. The success was aided by young, digitally savvy Nigerians frustrated that the two main parties’ grip on power has failed to make their lives better or lift out of poverty the multidimensionally poor, which constitute over 60 percent of the population.

They wanted a president with a cleaner record, even if Obi is not entirely unblemished. (He was named in the Pandora Papers, a dossier of global leaders hiding offshore wealth.) “In Peter Obi, there was hope that Nigeria could change,” Edna Ugochinyere, a 24-year-old student in Lagos, told Foreign Policy.

Obi’s popularity is historic. Nigeria has never had an Igbo candidate come so close to the presidential seat since the civil war, when Gen. Johnson Aguiyi-Ironsi, an Igbo, seized power in January 1966 and lasted just six months in office before being overthrown by Hausa army officers in an event that culminated in the bloody Biafran War.

Until today, the inner circle of the Class of ‘66, from Gen. Yakubu Gowon to Abacha, have controlled Nigeria. Their terms in office have been characterized by unaccountability and entrenched corruption that have proved difficult to shake. As Michael Ogbeidi, a professor of history and strategic studies at the University of Lagos, noted, “The sixteen unbroken years of the military era from the fall of the Second Republic in 1983 and the restoration of democracy in 1999 represents an era in the history of the country when corruption was practically institutionalized as the foundation and essence of governance.”

When Buhari first seized power in 1983, his short-lived regime was notorious for having jailed some 500 corrupt politicians and businessmen. But under his current eight-year civilian tenure, Nigerians have become less safe and income per capita has fallen.

Tinubu inherits his party’s legacy. Nigeria’s youth unemployment rate is 42.5 percent, impacting 21.72 million people, which is more than the entire population of Senegal and about 70 percent of Ghana’s population. Islamist insurgencies have spread beyond the northeast. Nigerians are under threat from kidnappers, communal clashes, and various secessionists.

Almost half of Nigerians lack electricity. Total debt stock has increased six-fold to around 77 trillion naira ($167 billion), or 40 percent of GDP. Buhari controversially added an extra $50 billion in government overdrafts to state debt.

Unsurprisingly, between 50 percent and 70 percent of Nigerians want to leave the country. One Afrobarometer survey suggests 89 percent of Nigerians believe the country is heading in the wrong direction.

Many worry a disputed election in Nigeria could be consequential for other elections across the continent. Social media misinformation is circulating now, including that U.S. president Joe Biden has called for results to be cancelled.

Prior to the election, analysts had warned of disputes if the process was not seen as transparent. “In a very divisive election cycle like this—one of the ways to manage division is to ensure that every policy is seen to be fair and believed to be fair, that there is uniformity of process and national compliance to the legal framework on election,” said Cynthia Mbamalu, director of programs at Abuja-based Yiaga Africa, a non-partisan group promoting fair elections in Nigeria. “With the economic hardship we have a lot of people that are angry. There are a lot of angry Nigerians.”

The nation’s political landscape is perhaps irreversibly fragmenting as young voters grasp the immense staying power of so-called kingmakers—elite politicians born decades before them.

The flip side is data collated by citizens and at polls will be scrutinized over many months. “An election that was not as transparent as people were expecting it to be will maybe even become one of the most transparent elections, ironically, Nigeria has ever had,” Hoffmann-Atar said. “Young people are going to learn how to engage with politics outside of election day and how that is very crucial to winning on the day …. They are going to learn how Nigeria’s politics disenfranchises them.”

Ultimately, the fact that a third party even managed to challenge Nigeria’s two-party system is a significant albeit small democratic success.

[markjsousa]

Meaning Is The Soul Of Your Company

We know already that brand management is largely meaning management. But if we want to make any lasting changes to how brands are managed today and what value they create, we need to take the conversation up a notch, engage the C-suite along with marketers and look at the organizational matrix.

For brands to create and retain their meaning and to be trustworthy, corporations need to check the way they set up their own processes, how they behave in the world and how they do business. If corporate management continues to favor short-term profit over long-term value creation, image over real-world behavior and performance metrics over inspiring trust and instilling universal values, the way brands are managed isn’t going to change much.

To make a real change, we need to go higher up in the hierarchy and explain how meaning touches and affects business, not just brands. Because without the business component all we’re doing is creating make-believe.

The True Value Of Meaning In Business

Beyond branding, the wider idea of pursuing meaning in businesses and organizations is that our everyday marketing activities shouldn’t just be labored through, they should inspire. They should aim in a clear direction that encapsulates a higher value other than just making profit. It’s what the great founders of traditional heritage brands knew all along – that the creation of products and services should be the extension of the best we have to offer to this world.

Be it a vision of the great Czechoslovak visionary Tomáš Baťa who wanted to “shoe the whole world” or of the Englishman John Cadbury who made his first Dairy Milk bar chocolate with a higher proportion of milk than anyone before him, these early success stories were marked by a genuine interest, care, passion and ingenuity. These brands were founded by the strong characters who loved what they did and wanted to make things better for other people.

It’s these deeply instilled values that we’re leaving here for the next generations that count, not stuff. Stuff is meaningless, the ideas and values behind them are what counts. That was the original idea of capitalism. We would all benefit from revisiting it today to get our priorities sorted again.

Meaning is the inner value of the business itself that should be visible through everything that we do. Our activities should mean something because it’s through meaning that businesses and brands gain and grow their value. It’s meaning that people consume in brands, not brands alone – it’s what they represent that matters to us. It’s how they connect to the fabric of our own human values, mindsets and behaviors, how they strengthen our identities that’s important. Brands alone are neither important nor valuable; it’s the cultural context in which they are embedded that makes them valuable.

It’s about time that brands start to be managed just as that – as symbolic entities and markers of a shared social value and cultural capital. On the most essential level, brands are the artifacts of culture. And if managed well, brands can become mighty social currencies and transfers of cultural value.

Meaning Makes Organizations More Aligned, United And Wholesome

Meaning needs to be present at the core of organizations to make them valuable from the inside out. Whether it’s optimizing company processes or org structure, creating new products and services through innovation and marketing activities, streamlining brand DNA, mission, vision and values, internal culture, sales or aligning customer experience via different touchpoints – all these corporate functions should have one single denominator: meaning. That is what the brand means and stands for in the larger scheme of cultural complexity in our world today.

Let’s call meaning ‘the soul of the company’ for a minute. The singular focus of a CMO, Chief Culture Officer, COO or any other C-suite individual who is in charge of processes and delivering value should be to capture and translate this meaning through the particular horizontal of core capability they are managing within the company.

What does this soul mean in terms of our operations? How is it translated into how we approach sales and marketing? How does it inform what kind of processes our company puts into practice? How is this meaning delivered to our customers through the product, service and experience we create for them? And how is it engaged in relationships with our employees and in our company culture? These are the questions the C-suite should be asking themselves on a daily basis, instead of their obsession with technology, data management, short-term profit and performance metrics. First you need to create value, then you can manage it. Reverse-engineering value creation out of management is a path that doesn’t lead anywhere worth going.

When meaning directly informs a company’s real-world behavior in every step of the way, the result isn’t a siloed culture and fragmentation where value gets compartmentalized; it’s unity of character and purpose. This in return generates higher levels of brand trust, which seems to be eroding or in decline so vehemently in the current era of post-factualism and post-truth. Direct accountability and behavior based on authentic values can lead the organization back to integrity and therefore brand trust.

With one single symbolic denominator underlying all corporate functions, the company would use all its core processes and capabilities to bring this meaning alive – whether it’s through marketing, how the corporate processes are structured, what the employee culture looks like and what the customers care for and value in the company. For all core capabilities, this will inevitably mean something a bit different but in result such a holistic approach to company management will lead to a greater coherence, unity and collaboration among departments and horizontal units.

Such a ‘symbolic alignment’ will undoubtedly lead to the internal company culture mirroring the external culture (the cultural context of the world outside), which will then effectively merge the two cultures together into one. Such an immersive act of cultural unity is paramount for any company to achieve today as the evolution of our society is moving from division back to unity.

What organizations need to do the most today is to shift their inner dynamic of ‘striving for division’ towards ‘embracing unity’ and look at the value they create from the human perspective. This much-needed moment of self-reflection and clarity will help them get untangled from being trapped in their daily operations and processes and key performance indicator’s.

Business and brand leaders should be looking at the entire organization as a living breathing ecosystem of value creation, rather than as a machine where all cogs – people – need to be in the right place, controlled and measured against each other for the company to work efficiently at the optimum speed.

Machine thinking is the chief enemy of meaning creation and long-term brand and business growth simply because it measures the wrong things. As Rory Sutherland, the Vice Chairman of Ogilvy Group UK, says: “Meaning is in the invert proportion to the ease of measurement. It’s hard to do and hard to measure simply because it’s not trivial, it’s significant.” Things that are worthwhile aren’t easy and they usually don’t come in numbers. It takes time for good things to show up but when we get there, it’s worth the time, effort and investment we’ve put into nurturing them.

Rethinking Business Organizations For The 21st Century

So what is the biggest reason we should embrace meaning in business beyond just branding? The real impact of meaning on business is not only in the total alignment of value between the internal and external layer of your company. Its real impact has to do with how we conceptualize organizations to begin with: what they’re supposed to be doing and how they organize themselves to maximize value in people’s lives.

Essentially, we’re making a huge circle and coming back to basics – back to what we knew 100 years ago when the founders of great global brands were just young men and women with a vision and big ideas.

To utilize the full potential of meaning in business, we need to rethink how companies today are organized and structured, how they create value and most importantly how they behave – to their employees, to their customers and what footprint they’re leaving in the larger scheme of the world outside. Brands and companies have a direct impact on society so it’s important their leaders understand what set of values they want to contribute to humanity.

Meaning isn’t a short cut for the inner sense of hollowness, corporate hypocrisy and lack of vision. It’s not simply an add-on companies can paste on their brands to redeem bad consciousness, it’s much more integral than that. True meaning stems from the reality – from the heritage, strength of belief and conviction, moral compass, vision and integrity. It cannot add something that’s not there. Rather, it’s a magnifier of things you do and do not want to see.

My sincere hope is that meaning doesn’t become a buzzword and get trivialized. Because when something becomes a trend, its meaning gets emptied very quickly. The market jumps at everything new very quickly and when the life span of a trend has been exhausted, it gets discarded and stops being cool. And then we move onto the next shiny thing again.

Meaning is not one of those things – its validity and value is fundamental to the inner being of things and to our perception and exchange of value. It’s inherent. The meaning of life is meaning: this is how we operate, how we create value, share ideas and navigate the world around us. It’s primarily through the medium of meaning that we structure our thoughts, create stories, build our identities, relate to one another and to ourselves.

In a world without meaning, we could no longer create anything of value – which is the very idea that would render brands and businesses obsolete.

Contributed to Branding Strategy Insider by: Dr. Martina Olbertova, founder and chief executive at Meaning.Global.

The Blake Project Can Help: Please email us for more about our purpose, mission, vision and values and brand culture workshops.

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Growth and Brand Education

FREE Publications And Resources For Marketers

[glenmenlow]

Meaning Is The Soul Of Your Company

We know already that brand management is largely meaning management. But if we want to make any lasting changes to how brands are managed today and what value they create, we need to take the conversation up a notch, engage the C-suite along with marketers and look at the organizational matrix.

For brands to create and retain their meaning and to be trustworthy, corporations need to check the way they set up their own processes, how they behave in the world and how they do business. If corporate management continues to favor short-term profit over long-term value creation, image over real-world behavior and performance metrics over inspiring trust and instilling universal values, the way brands are managed isn’t going to change much.

To make a real change, we need to go higher up in the hierarchy and explain how meaning touches and affects business, not just brands. Because without the business component all we’re doing is creating make-believe.

The True Value Of Meaning In Business

Beyond branding, the wider idea of pursuing meaning in businesses and organizations is that our everyday marketing activities shouldn’t just be labored through, they should inspire. They should aim in a clear direction that encapsulates a higher value other than just making profit. It’s what the great founders of traditional heritage brands knew all along – that the creation of products and services should be the extension of the best we have to offer to this world.

Be it a vision of the great Czechoslovak visionary Tomáš Baťa who wanted to “shoe the whole world” or of the Englishman John Cadbury who made his first Dairy Milk bar chocolate with a higher proportion of milk than anyone before him, these early success stories were marked by a genuine interest, care, passion and ingenuity. These brands were founded by the strong characters who loved what they did and wanted to make things better for other people.

It’s these deeply instilled values that we’re leaving here for the next generations that count, not stuff. Stuff is meaningless, the ideas and values behind them are what counts. That was the original idea of capitalism. We would all benefit from revisiting it today to get our priorities sorted again.

Meaning is the inner value of the business itself that should be visible through everything that we do. Our activities should mean something because it’s through meaning that businesses and brands gain and grow their value. It’s meaning that people consume in brands, not brands alone – it’s what they represent that matters to us. It’s how they connect to the fabric of our own human values, mindsets and behaviors, how they strengthen our identities that’s important. Brands alone are neither important nor valuable; it’s the cultural context in which they are embedded that makes them valuable.

It’s about time that brands start to be managed just as that – as symbolic entities and markers of a shared social value and cultural capital. On the most essential level, brands are the artifacts of culture. And if managed well, brands can become mighty social currencies and transfers of cultural value.

Meaning Makes Organizations More Aligned, United And Wholesome

Meaning needs to be present at the core of organizations to make them valuable from the inside out. Whether it’s optimizing company processes or org structure, creating new products and services through innovation and marketing activities, streamlining brand DNA, mission, vision and values, internal culture, sales or aligning customer experience via different touchpoints – all these corporate functions should have one single denominator: meaning. That is what the brand means and stands for in the larger scheme of cultural complexity in our world today.

Let’s call meaning ‘the soul of the company’ for a minute. The singular focus of a CMO, Chief Culture Officer, COO or any other C-suite individual who is in charge of processes and delivering value should be to capture and translate this meaning through the particular horizontal of core capability they are managing within the company.

What does this soul mean in terms of our operations? How is it translated into how we approach sales and marketing? How does it inform what kind of processes our company puts into practice? How is this meaning delivered to our customers through the product, service and experience we create for them? And how is it engaged in relationships with our employees and in our company culture? These are the questions the C-suite should be asking themselves on a daily basis, instead of their obsession with technology, data management, short-term profit and performance metrics. First you need to create value, then you can manage it. Reverse-engineering value creation out of management is a path that doesn’t lead anywhere worth going.

When meaning directly informs a company’s real-world behavior in every step of the way, the result isn’t a siloed culture and fragmentation where value gets compartmentalized; it’s unity of character and purpose. This in return generates higher levels of brand trust, which seems to be eroding or in decline so vehemently in the current era of post-factualism and post-truth. Direct accountability and behavior based on authentic values can lead the organization back to integrity and therefore brand trust.

With one single symbolic denominator underlying all corporate functions, the company would use all its core processes and capabilities to bring this meaning alive – whether it’s through marketing, how the corporate processes are structured, what the employee culture looks like and what the customers care for and value in the company. For all core capabilities, this will inevitably mean something a bit different but in result such a holistic approach to company management will lead to a greater coherence, unity and collaboration among departments and horizontal units.

Such a ‘symbolic alignment’ will undoubtedly lead to the internal company culture mirroring the external culture (the cultural context of the world outside), which will then effectively merge the two cultures together into one. Such an immersive act of cultural unity is paramount for any company to achieve today as the evolution of our society is moving from division back to unity.

What organizations need to do the most today is to shift their inner dynamic of ‘striving for division’ towards ‘embracing unity’ and look at the value they create from the human perspective. This much-needed moment of self-reflection and clarity will help them get untangled from being trapped in their daily operations and processes and key performance indicator’s.

Business and brand leaders should be looking at the entire organization as a living breathing ecosystem of value creation, rather than as a machine where all cogs – people – need to be in the right place, controlled and measured against each other for the company to work efficiently at the optimum speed.

Machine thinking is the chief enemy of meaning creation and long-term brand and business growth simply because it measures the wrong things. As Rory Sutherland, the Vice Chairman of Ogilvy Group UK, says: “Meaning is in the invert proportion to the ease of measurement. It’s hard to do and hard to measure simply because it’s not trivial, it’s significant.” Things that are worthwhile aren’t easy and they usually don’t come in numbers. It takes time for good things to show up but when we get there, it’s worth the time, effort and investment we’ve put into nurturing them.

Rethinking Business Organizations For The 21st Century

So what is the biggest reason we should embrace meaning in business beyond just branding? The real impact of meaning on business is not only in the total alignment of value between the internal and external layer of your company. Its real impact has to do with how we conceptualize organizations to begin with: what they’re supposed to be doing and how they organize themselves to maximize value in people’s lives.

Essentially, we’re making a huge circle and coming back to basics – back to what we knew 100 years ago when the founders of great global brands were just young men and women with a vision and big ideas.

To utilize the full potential of meaning in business, we need to rethink how companies today are organized and structured, how they create value and most importantly how they behave – to their employees, to their customers and what footprint they’re leaving in the larger scheme of the world outside. Brands and companies have a direct impact on society so it’s important their leaders understand what set of values they want to contribute to humanity.

Meaning isn’t a short cut for the inner sense of hollowness, corporate hypocrisy and lack of vision. It’s not simply an add-on companies can paste on their brands to redeem bad consciousness, it’s much more integral than that. True meaning stems from the reality – from the heritage, strength of belief and conviction, moral compass, vision and integrity. It cannot add something that’s not there. Rather, it’s a magnifier of things you do and do not want to see.

My sincere hope is that meaning doesn’t become a buzzword and get trivialized. Because when something becomes a trend, its meaning gets emptied very quickly. The market jumps at everything new very quickly and when the life span of a trend has been exhausted, it gets discarded and stops being cool. And then we move onto the next shiny thing again.

Meaning is not one of those things – its validity and value is fundamental to the inner being of things and to our perception and exchange of value. It’s inherent. The meaning of life is meaning: this is how we operate, how we create value, share ideas and navigate the world around us. It’s primarily through the medium of meaning that we structure our thoughts, create stories, build our identities, relate to one another and to ourselves.

In a world without meaning, we could no longer create anything of value – which is the very idea that would render brands and businesses obsolete.

Contributed to Branding Strategy Insider by: Dr. Martina Olbertova, founder and chief executive at Meaning.Global.

The Blake Project Can Help: Please email us for more about our purpose, mission, vision and values and brand culture workshops.

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Growth and Brand Education

FREE Publications And Resources For Marketers

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