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Published Since April 2003

Vol. 12 No. 3 MARCH 2014

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Sanusi‌

His achievements, controversies, shortcomings and legacy

CONTENTS March 2014

COVER FEATURE

LIFE & SOCIETY

ARTS & CULTURE

09

22

26

SPORTS 28

Sanusi‌ His achievements, controversies, shortcomings and legacy

5 Ways The Prosperity Gospel Is Hurting Africa

Break The Alabaster Book Review

Ferguson's Formula

Perhaps, no Central Bank Governor in Nigeria has attracted as much attention as the erstwhile CBN Governor, Sanusi Lamido Sanusi. His appointment into the exalted position of the CBN Governor saw a paradigm shift in the role of the Central Bank Governor from just another docile civil servant to an influential policy maker.

A time soon came in Nigeria that the markets shook and reacted to Sanusi's pronouncements.

Churches have been growing rapidly in many parts of Africa today, yet subSaharan Africa is the only region in the world where poverty has increased in the past 25 years. So according to the statistics, the prosperity gospel is not bringing prosperity!

The book is feisty, motivational and well written. Each chapter has a prelude, which was a real life depiction of the issues discussed in the chapter. These preludes add excitement to each chapter. The book title fuels curiosity, which will encourage interest in the book and the comparison of the woman to a fragrance, is a flattering perspective, which women will appreciate

Some call him the greatest coach in history. In 2012 Harvard Business School Professor Anita Elberse had a unique opportunity to examine Ferguson's management approach and developed an HBS case study around it. Now she and Ferguson have collaborated on an analysis of his enormously successful

Published Since April 2003

EDITOR-IN-CHIEF/CHAIRMAN Ituah Ighodalo EDITOR Ayodeji Jeremiah STAFF PHOTOGRAPHER Matthew Osarenren EDITORIAL ASSISTANT Anu Mayaki GRAPHIC DESIGNER/PRODUCTION EDITOR Agbele ‘Twixt’ Olusola HEAD SALES, MARKETING & CIRCULATION Steve Atannoye ADVERTS EXECUTIVE

Peter Mandu INTERN WRITER

Ruth Dulac

MISSION STATEMENT

Letters & Comments

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From the

Editor-in-Chief

What Next? that can aid your employment search? If you are interested in starting our own business or trade, do you have the requisite skills set and finance or would it better for you to undergo some apprenticeship training?

Before you embark on any line of action, do a reality check so as not to be solely disappointed. Talk to mentors, attend job or employment seminars and be reasonable about your expectations, which most times can be far from reality.

Now that you have finished school, what next? The allowances and pocket money will stop coming in or reduce drastically. You will be expected to find a job or start doing something – making yourself useful. Even if you are to proceed for a postgraduate degree or a professional qualification, the level of support from parents, guardians or family will not be like when you were still in school.

Your Expectations Thinking you can get a great job by just having a degree. Some of the most valuable lessons are learned outside the classroom. Employers are looking for students who did more than just sit through four years of classes. What about your soft skills?

Thinking your first job defines your career. College graduates often buy into the “perfect first job” myth. They think they need to be in the right place at the right time right after graduation. That isn't true. Skills and lessons are transferable, especially the ones you learn during your first job out of college.

Those lessons will get you all kinds of places— including your dream job.

Thinking you'll be in a better financial place than your parents—immediately. Many college graduates are incredibly sheltered.

Some don't even know what their parents do; they think the money just shows up. When you begin your career, you'll have to work hard. You'll have to put in time and pay your dues. Don't expect to live the same lifestyle that took your parents 20 years to achieve.

The first question is what resources are available to you to proceed for the next line of action. Do you or your parents have the resources to finance a postgraduate or professional qualification programme without you working? Can your first degree guarantee you a job as some degrees are more easily employable than others? Do you have any added skills, vocation or experience

The Reality Due to the dire economic situation, the days of having a car, a house and many other added material benefits being offered you right after graduation are long gone. Job security is also unlike the days of our parents when you looked forward to pensions and gratuity after working for 20, 30 or 40 years for the same organisation. Demand and supply also do not

A

couple of weeks ago, I was asked to come speak to a couple of young people who had just graduated from the university and sometimes in January, we held a job fair for young unemployed people.

From my interactions on these occasions, it was obvious that there is a lot of pent up frustration on the part of our young people especially if they had not been properly mentored on what to look out for and what to expect. I want to use this avenue to encourage our young people on life after school.

match in the job market as there are now far more qualified people than vacancies.

Employers now look for something extra – special skills, soft skills, working experience (internship) while in school, etc. Considering also that many job vacancies nowadays are more open to graduates from various disciplines and not just those from that particular sector, the competition is more intense. The selection criteria have been raised a step higher, cutting off most graduates since they require post-NYSC experience. The jobs that do not require experience have too many people trying to occupy few available positions.

Aligning Your Hope/Expectations With Reality Start small and grow big in whatever you find yourself and wherever you find yourself. Don't be in a rush to make it big.

Rather than waiting for that elusive million naira job, start with one that can enable you gain experience and learn fast. Be open minded about opportunities that come your way.

Be focused on your chosen path rather than being a jack of all trades Find your natural habitat – that thing or area that excites you the most even if it does not offer immediate monetary rewards.

Don't think you'll succeed only because you went to the right college or studied the right course.

Make a decision to be an asset rather than a liability Find and follow your passion. So many people are struggling on a job they are ill suited for. One of the greatest of all success secrets is for you to decide what you enjoy doing and find a way to make a good living doing it.

Improve yourself continuously, gain mastery of whatever your field is and know your onions View work as a chance to grow by creating opportunities to demonstrate your skills.

Work at your highest potential every day to move toward the position or goal you are striving for. This will give you a sustainable competitive advantage in the future MARCH 2014

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Cover Feature

Sanusi‌ His achievements, controversies, shortcomings and legacy Omobuwajo Olufemi

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erhaps, no Central Bank Governor in Nigeria has attracted as much attention as the erstwhile CBN Governor, Sanusi Lamido Sanusi. His appointment into the exalted position of the CBN Governor saw a paradigm shift in the role of the Central Bank Governor from just another docile civil servant to an influential policy maker. A time soon came in Nigeria that the markets shook and reacted to Sanusi's pronouncements. A 2012 article in the ThinkAfrica press, written against the backdrop of his lecture at the London School of Economics called him 'the Class Warrior'.

In that lecture, Sanusis argued that “Nigeria's economy is deformed because it is actively deformed by a group of people who benefit from its deformation.”

In his 2002 article, Buharism: Economic Theory and Political Economy, Sanusi seems to eschew politics. He argues instead for developing civil society and educating the population so they can demand a better deal, stating that “anyone who rides a tiger ends up in its belly, and one man cannot change the system from within”. His pro-people and frank approach to economic issues and his constant opposition to corruption related issues seems to have eventually landed him in the belly of the tiger.

During the fuel subsidy furore of 2012, Sanusi often repeated that his job is not to be popular. He should be technocratic and do what is right. The same 2012 article mentioned above argued for a case why Sanusi needs the masses if he was to see his fight to a logical conclusion.

Mallam Sanusi Lamido Sanusi was appointed Governor of the Central Bank of Nigeria on 3rd June 2009 and suspended on 20th February 2014. He was nominated Governor of the Central Bank of Nigeria by late President Umaru Musa Yar'Adua and subsequently his appointment was confirmed by the Senate. He was appointed at a time of global financial crisis and because of his past records, he was expected to impose stricter controls within the banking system. He was the 10th Governor in the history of Nigeria's Central Bank; his predecessors being Charles Chukwuma Soludo (2004-2009), Joseph Oladele Sanusi (1999-2004), Paul Agbai Ogwuma (1993-1999), Abdulkadir Ahmed 10

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(1982-1993), Ola Vincent (1977-1982), Adamu Ciroma (1975-1977), Clement Nyong Isong (1972-1975), Aliyu Mai-Bornu (1963-1967) and Ray Pentelow Fenton (1958-1963).

Sanusi was born on 31st of July, 1961, a grandson of the 11th Emir of Kano and an Islamic scholar, Alhaji Mohammadu Sanusi while his father was a permanent secretary in the Ministry of Foreign Affairs during Nigeria's

. A 2012 article in the ThinkAfrica press, written against the backdrop of his lecture at the London School of Economics called him 'the Class Warrior'. In that lecture, Sanusis argued that “Nigeria's economy is deformed because it is actively deformed by a group of people who benefit from its deformation.”

First Republic. He had his elementary education at Saint Anne Primary School, Kakuri-Kaduna and attended the famous King's College, Lagos for his secondary education. In 1981, he earned a Bachelor degree in Economics from the Ahmadu Bello University, Zaria where he also obtained a Master of Science degree in Economics in 1983. Sanusi also bagged a first class degree in

Sharia law at the International University of Africa, Khartoum-Sudan in 1997.

CAREER Sanusi was a lecturer of Economics at the Ahmadu Bello University, Zaria from 1983 to 1985. In 1985, he joined Icon Limited (Merchant Bankers), a subsidiary of Morgan Guaranty Trust Bank of New York, and Baring Brothers of London. He moved to the United Bank for Africa in 1997 in the Credit and Risk Management Division, rising to the position of a General Manager. In September 2005, he joined the Board of First Bank of Nigeria as an Executive Director in charge of Risk and Management Control, and was appointed Group Managing Director (CEO) in January 2009. He was also the Chairman, Kakawa Discount House and sat on the Board of FBN Bank (UK) Limited. It was shortly thereafter that he was appointed to the Central Bank.

HIS ACHIEVEMENTS Sanusi is recognized in the banking industry for his contribution towards developing a Risk Management culture in the Nigerian banking sector. Sanusi was the first Northerner to be appointed CEO in First Bank's history of more than a century. The renowned global financial intelligence magazine, The Banker, published by the Financial Times, has conferred on Mallam Sanusi Lamido Sanusi two awards. He has been recognised with the global award for Central Bank Governor of the Year, as well as for Central Bank Governor of the Year for Africa. The TIME magazine also listed Sanusi in its TIME 100 list of most influential people of 2011.

In August 2009, the Sanusi led Central Bank of Nigeria “rescued” Afribank, Intercontinental Bank, Union Bank, Oceanic Bank and Finbank by bailing them out with 400 billion naira of public money. The Banker, unanimously recognised him as the Central Bank Governor of the Year 2010 citing his radical anticorruption campaign aimed at saving 24 banks on the brink of collapse and pressing for the managers involved in the most blatant cases of corruption to be charged and, in the case of two senior bankers, imprisoned.

These moves made many bankers to say that he saved the financial sector in sub-Saharan Africa's second biggest economy from the brink of collapse .He sent shockwaves through the corporate establishment, sacking

coverfeature the chiefs of eight of the banks and felling pillars of Nigeria's financial aristocracy who had long seen themselves as beyond the reach of the regulators in doing so.

Sanusi was honoured again as Best Central Bank Governor in October 2013. The award took place during the IMF/World Bank annual meeting where he was conferred with the '2013 Emerging Markets Central Bank of the Year' award for Sub-Saharan Africa at the prestigious Willard Intercontinental, Washington DC. In a citation, the Managing Director of the Emerging Markets magazine, organisers of the award, John Orchard, acknowledged the outstanding feat of Sanusi in driving down inflation from the double digit to single digit of about eight per cent. He also stated that Sanusi had consistently pursued and successfully maintained macroeconomic stability notwithstanding the arduous challenges confronting the Nigerian economy. When Sanusi won the award for the second time in 2010, the publishers and the organisers of the award noted that winning a second time was a rare event. Responding, a visibly elated CBN Governor attributed his success to the efforts of the 6,000 workforce of the bank. He thanked the federal

government for the confidence reposed in him by giving him the responsibility.

A frequent speaker at international forums on banking, politics, religion and society, Sanusi championed the development of enterprisewide risk management control mechanisms.

While at the United Bank for Africa (UBA) he anchored the transformation of the credit and risk management division into an enterprising risk management sector, and also spearheaded the bank's Basel 2 focus by establishing policies, framework, processes and systems necessary for compliance with the guidelines of the new capital accord.

A prominent Islamic scholar, at a conference in 2000 in Kaduna, Sanusi delivered a lecture on Islamic economics called Institutional Framework of Zakat: Dimension and Implications. He argued that although collection of zakat is the responsibility of the state, it may be the responsibility of the Nigerian government rather than the emirs in Northern Nigeria. In July 2001 at a seminar in Abuja he talked on Basic Needs and Redistributive Justice in Islam – the Panacea to Poverty in Nigeria. He took the mainstream position that zakat is an instrument for

redistributing income, but argued in favour of giving the role of redistribution to the government. In October 2002 he published a paper on The Hudhood Punishments in Northern Nigeria: A Muslim Criticism. In July 2003 he presented The Shari'ah Debate and the Construction of a 'Muslim' Identity in Northern Nigeria: A Critical Perspective at a seminar at the University of Bayreuth. In August 2003 he presented Democracy, Rights and Islam: Theory, Epistemology and the Quest for Synthesis at an international conference on Shari'ah Penal and Family Law in Nigeria and in the Muslim World: A Rights-Based Approach in Abuja.

HIS CONTROVERSIES In response to his banking reforms hinged mainly on corporate governance, his critics believe that he had a personal vendetta against some of the bank CEO's while others point to proofs of mismanagement of funds by some of the CEOs as justification for the steps he implemented. He noted that there was no choice but to attack the many powerful and interrelated vested interests that were exploiting the financial system, and expressed his appreciation of support from the Presidency, the Economic and Financial Crimes Commission, the Finance minister and others. Economists have tended to favour the removal of subsidies, as one, Sanusi has spoken out on numerous occasions in favour of removing the subsidy. He cites the high level of corruption engendered by the practice, the inefficiency of subsidising consumption instead of production leading to slower economic growth, and the fact that the government borrows money to finance the subsidy, in effect taxing future generations of Nigerians so that current Nigerians can consume more fuel. Yet, his critics saw this as being against the people.

Sanusi was asked by President Goodluck Jonathan to resign in January 2014 on the grounds that the letter Sanusi wrote to him on the unremitted $49.8 billion oil revenue to the Federation Account was leaked to former President Olusegun Obasanjo by the CBN governor. But Sanusi who has denied leaking the letter to anyone, refused to resign and informed the president during the heated telephone exchange that he could only be removed by two-thirds of the Senate as required by law. In addition, the Senate directed its Committee on Finance to probe

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coverfeature the contents of Sanusi's letter. However, Sanusi's letter was immediately denied by NNPC, which accused the CBN governor of not only playing politics but also of being ignorant of the operations of the oil and gas sector. Following NNPC's repeated denials, a joint press conference was convened by the Coordinating Minister for the Economy and Minister of Finance, Dr. Ngozi OkonjoIweala; Minister of Petroleum Resources, Mrs. Diezani Alison-Madueke and Sanusi, during which it was revealed that a reconciliation process was ongoing, and had so far established that it was not $49.8 billion that had not been repatriated to the Federation Account but $10.8 billion.

A top presidency official, who sought anonymity, confided in a media outfit that the federal government was forced to issue the query as a result of its concern over Sanusi's activities, which have portrayed him as working to undermine the administration of President Goodluck Jonathan. According to him, Sanusi has engaged in what he described as unprecedented politicisation of his office as well as serial infractions of regulations governing the operations of the central bank.

He said the presidency was worried by the way and manner Sanusi had been donating to communities and institutions in the name of the central bank without adherence to due process and regard for the multi-cultural diversities of the Nigerian nation. The CBN governor was accused of donating about N150 billion to some institutions and interest groups in states controlled by opposition political parties in what appears to be a clever way of channelling state funds to some politicians who in turn use them to attack the president and his government.

The presidency source gave some of the questionable donations to include N4 billion to Bayero University, Kano; N10 billion to Uthman Dan Fodio University, Sokoto; N500 million to the University of Benin, Benin; and N100 million to the Kano State Government.

Many of the donations, he added, were considered ultra-vires as they were outside the powers and functions of the CBN. Moreover, the source said in the last one year, security reports had indicted Sanusi of holding nocturnal meetings with politicians,

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especially with the opposition parties, making reckless statements capable of undermining the integrity of the nation's financial institutions and violating global principles of public decorum expected of holders of such offices. According to the presidency official, “The CBN governor has become more of a politician than a banker. He delights in political circus shows in the company of opposition political figures; making statements unbecoming of his office. “The

Sanusi has spoken out on numerous occasions in favour of removing the subsidy. He cites the high level of corruption engendered by the practice, the inefficiency of subsidising consumption instead of production leading to slower economic growth, and the fact that the government borrows money to finance the subsidy

president has actually been very tolerant of these infractions in line with his personal convictions of allowing institutions operate their own independent checks on officers, but it appears the CBN governor is becoming a law unto himself.” While Sanusi insisted that he never intended to seek a second term, industry stakeholders argue that due to his

'controversial' ways, he might not be granted a second tenure even if he tried.

HIS SHORTCOMINGS He failed in his bid to introduce a higher denomination in Nigeria's currency. On Thursday, August 23, 2012, the CBN announced a comprehensive review of the structure of the nation's currency from 2013, with the introduction of a new N5,000 bill as the highest naira denomination. The N5, N10 and N20 notes will with the review, be converted to coins. Sanusi's argument was that the cost of running banking operations in the country could be reduced by 30 per cent if bank customers are made to use the robust development in the telecoms industry to make withdrawals as well as carry out other banking transactions. The Senate Committee on Banking, Insurance and other Financial Institutions immediately directed the CBN to suspend the planned redenomination.

Eventually, after much clamour from Nigerians from all quarters, the federal government suspended the planned move.

One of his critics said Central Bank Governors in most other nations would take at least six to twelve months to study the complex tasks in their new responsibilities and blamed him for being impatient. “But, presuming that he understood all the compound economic problems in the nation's banking system, Sanusi rushed into his new job with ready-made solutions. The result is the mess in which we now find ourselves.”

There is another noteworthy peculiarity that is manifest from Lamido Sanusi's utterances and behaviour. He is an impulsive man, a trait that has led him to stir up controversies. He is quick to jump to conclusions in a flash from ready-made templates. Such impulsive tendencies have exposed him to praise for being a truth-teller but also to charges of inconsistencies or, worse, insincerity in his claims of fairness. For instance, following Lamido Sanusi's dismissive attack on a Kanobased Muslim scholar and preacher Ja'afar Mahmoud Adam for his brand of Islamic doctrine, from England came this brutal assessment of Sanusi's character by a fellow Muslim scholar, Muhammad Jameel Yusha'u accusing him of hiding “the larger portion of his character, under the guise of 'Islamic Scholarship”.

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HIS LEGACIES AT CBN In January 2010 Sanusi admitted that since 2005 the Central Bank had not conducted routine examinations of the 14 banks allocated to it under the sharing arrangement with Nigerian Deposit Insurance Corporation (NDIC). At a February 2010 conference on banking in Nigeria, Sanusi described his blueprint for reforming the Nigerian financial system. He said that it was built around four pillars of enhancing the quality of banks, establishing financial stability, enabling healthy financial sector evolution and ensuring that the financial sector contributes to the real economy. Talking later that month, Sanusi said that the crash in the capital market was due to high level financial illiteracy on the part of Nigerian investors. He has regularly spoken out about the need to fight corruption not only in the financial sector but in the political system in Nigeria.

He will be leaving a legacy of stability that he

has restored since coming into office at the apex bank. Interest rates are thus likely to remain high and liquidity relatively tight, which is positive for the naira but negative for credit growth. An analyst posits that monetary policy becomes more accommodative post-Sanusi. Lower interest rates and looser liquidity may imply a weaker naira but would be positive for credit growth.

One of the highlight of his career includes the sacking of eight chief executives of banks within four months of taking office, as audit of the banks at that time revealed infractions, mismanagement and reckless lending. Mr. Sanusi is also credited with leading the Nigerian banks' reform, which has helped restore some accountability, sanity, and confidence in the nation's banking sector.

The dust raised by Sanusi's suspension is yet to settle, there are arguments for and against this development. The president's Special Adviser, Media and Publicity, Dr. Reuben Abati speaking on African Independent

Television (AIT) on Friday, 21st February 2014 during its morning programme Kaakaki, presented government's reasons for the suspension, over “various acts of financial recklessness and misconduct�. Abati said the president ordered Sanusi to hand over to the most senior Deputy Governor of the bank, Dr Sarah Alade, until the conclusion of ongoing investigation against the suspended CBN boss. Abati said the president took the action following reports of the Financial Reporting Council of Nigeria and other investigating bodies, which indicated that Sanusi's tenure was characterised by various acts of financial recklessness and misconduct. He said the findings against Sanusi were inconsistent with the federal government's vision of a CBN propelled by the core values of focused economic management, prudence, transparency and financial discipline. Abati said the president was also deeply concerned about far-reaching irregularities under Sanusi's watch, which had distracted the CBN from the pursuit and achievement of its statutory mandate. He restated the president's determination to urgently reposition the CBN for greater efficiency, respect for due process and accountability.

On the other hand, some analysts have also argued about the independence of the CBN, and that the CBN Act does not give the President the powers to suspend the governor nor his dismissal, which has to be subjected to the approval of the two-thirds of the Senate. Sanusi has vowed to challenge the decision in the courts. A keen observer noted that the removal of Sanusi should have followed a due process and not by the way of suspension and the naming of his successor in advance. Sanusi is seen in international circles as a crusader against corruption; the accusation against him of official irregularities is ironic and anti-climax. The days ahead, court of opinions and the laws of Nigeria will ultimately accord him a place in history.

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News Roundup Lamido Sanusi, Nigeria's Central Bank Governor in Bombshell "Suspension"

Lamido Sanusi

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igerian president, Goodluck Jonathan on Thursday February 20 ordered the immediate suspension of Lamido Sanusi, the governor of Nigeria's Central Bank.

According to the BBC, Reuters, and the Financial Times, trading in Nigeria's foreign exchange, bond, and money markets, halted due to uncertainty over the president's move. Various reactions from international economists indicates that the initial drop in the Naira after the announcement is an expected reaction after a surprise move like Jonathan's in an

emerging market, especially when international investors have such a high respect for Sanusi. Other commentators remark that the timing of the suspension points to political motivations for the suspension rather than economic. Sanusi is widely respected by the international financial community for his technical expertise and for his reform of the Nigerian banking system. Along with Finance Minister Ngozi Okonjo-Iweala he was the “face” of Nigerian fiscal and financial reform. The Banker, a publication of the Financial Times, designated him “Central Bank Governor of the Year” and “Central Bank Governor of the Year for Africa.” In 2011, Time included him on the list of the 100 of the world's most influential people. Over the past few months, Sanusi has claimed that some U.S. $20 billion in revenue owed to the state from the state-owned oil industry has, in effect, disappeared through corruption.

Those charges – which many observers find credible – raised the ire of President Jonathan, who is likely to run for reelection as president in early 2015. Just before Christmas 2013, Jonathan demanded that Sanusi resign; he refused.

There is media speculation that Sanusi has other revelations to make about the pervasiveness of corruption. It is as yet unclear what Sanusi's “suspension” means. The Central Bank is supposed to be independent of the government; the governor may be removed only by the National Assembly, not the president, and only with cause. The presidential statement announcing the suspension

refers to on-going investigations into “breaches of enabling laws, due process, and mandate of the Central Bank.” Sanusi says he will fight the “suspension” to preserve the Central Bank's independence. At the very least, his “suspension” raises questions about how real the independence of the Central Bank will be. Jonathan has appointed Sarah Alade, currently deputy governor of the Central Bank for economic policy as acting governor. He also announced that Godwin Emefiele, currently managing director of Zenith Bank of Nigeria, will take over as governor in June. Sanusi was appointed governor by President Jonathan's predecessor, Umaru Yar'Adua, and his term is up in June, 2014. He is part of the core northern Nigerian establishment, at least some of which is alienated from Jonathan's predominately southern and Christian administration. His father was the permanent secretary at the Ministry of Foreign Affairs (the highest non-political position) and his grandfather was the emir of Kano. He is also a distinguished Islamic scholar.

(John Campbell, Council on Foreign Relations)

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newsroundup IBM predicts 80% growth in cloud adoption in Nigeria, rolls out Watson supercomputer across Africa

Ginni Rometty IBM CEO

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ultinaltional technology and consulting corporation, International Business Machine (IBM) while expanding local reach has predicted that cloud technology adoption in Nigeria is expected to grow to about 80 percent by 2015. At the commissioning of new IBM innovation centre in Nigeria recently , the Country General Manager, West Africa, Taiwo Otiti said the new facility was designed to accelerate innovation for the country and West African business and IT skills. He said that using the centre, clients, IT partners, developers, entrepreneurs, venture capitalists and academics can now access enhanced cloud capabilities and extensive big data and analytics resources. He explained that adoption of cloud technology in Africa has reached a tipping point and in Nigeria alone, he said cloud usage is expected to more than double to 80 percent of businesses in the next year, adding that the growing proliferation of mobile phones and tablets is accelerating the opportunity to interpret data patterns to anticipate needs and deliver improved services. IBM noted that as the local

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demand for these types of technologies and skills increases, Africa is quickly moving to the centre of global attention as the last big emerging market of the current economic era. The new centre will focus on providing solutions that use Big Data & Analytics and cloud technologies to solve key local challenges such as improving government services, digitising banking services and enhancing customer centricity in telecommunications. In a related development, IBM began rolling out its Watson supercomputer system across Africa last month, saying it would address continental development obstacles as diverse as medical diagnoses, economic data collection and e-commerce research. The world's biggest technology service provider said “Project Lucy” would take 10 years and cost 100 million dollars. The undertaking was named after the earliest known human ancestor fossil, which was found in east Africa, “I believe it will spur a whole era of innovation for entrepreneurs here,” IBM Chief Executive Ginni Rometty said. As an example, Rometty cited how Morocco had used sophisticated data mining for “smart agriculture” to improve how crops are grown by predicting weather, demand and disease outbreaks. The Watson system uses artificial intelligence that can quickly analyse huge amounts of data and understand human language well enough to hold sophisticated conversations. It beat humans on the TV quiz show “Jeopardy” in 2011.

International Business Machines Corp has failed to convert that genius into substantial revenue growth, with the system contributing just 100 million dollars over the past three years as overall revenues declined. The company said last month it would invest one billion dollars in creating a business unit for Watson, named after former IBM President Thomas Watson. The technology would enable poorer parts of Africa to “leapfrog” stages of development they have failed to reach because they were too expensive. They would do so in much the same way mobile phones took off across the continent in places where there had been virtually no landlines, said Michel Bézy.

Bézy is a Rwanda-based technology professor who helped develop the Watson system. It could help with education in schools that have few computer resources.

Such would be achieved by using

smartphone apps that get access to Watson's analytical tools through cloud computing, IBM's chief Africa research scientist Uyi Stewart told Reuters in Lagos.

Roads in countries like Nigeria are often so poorly maintained, traffic-clogged or flooded that it is impossible to predict how long a journey will take, which is problematic for logistics companies.

Stewart said the system would help such companies by telling them where potholes are, which junctions are choke points and whether it is raining. Two Nigerian start ups, a logistics and a traffic control company, have already adopted the Watson system.

(BusinessDay)

IFC invests N60bn in infrastructure development in Nigeria

Jean Philippe Prosper IFC Vice President, Sub-Saharan Africa, Latin America and The Caribbean

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nternational Finance Corporation, IFC said it has invested 25 per cent, about N60 billion of last year's total investment in Nigeria on infrastructure. Vice President, Sub-Saharan Africa, Latin America and The Caribbean, Jean Philippe Prosper stated this in Lagos while interacting with news men during his visit to Nigeria. He said that IFC has invested a total of $1.5bn in Nigeria within the organisations's last fiscal year.

According to him, the infrastructure and

newsroundup natural resources sector got 25 per cent, about N60bn, while manufacturing and agribusiness got 25 per cent. The financial markets got N120bn about 50 per cent of the total investments. “We have significantly increased our volume of activities both in terms of investments and advisory services.

On the investment front, we have in the past fiscal year, invested about $1.5bn in Nigeria which represents close to 30 per cent of what we have done in Africa last year. That was about 50 per cent in financial markets, 25 per cent on infrastructure and natural resources and the other 25 per cent in manufacturing and agribusinesses,” he said. He added that, “Over all in Africa, we have significantly increased our activities in infrastructure development particularly in power and transport, because those are the key areas of need in Africa. In Nigeria, our major focus is on power and we as a World Bank Group are working with the government and others and we have developed a joint World Bank approach on what we call Energy Business Plan.” He further noted that Nigeria's economy is providing veritable opportunities, presenting huge prospects for growth and IFC will continue to do more businesses in Nigeria. “In terms of doing business in Nigeria, we would have not been able to increase our volume of business if there were no opportunities. Clearly there are opportunities, it is a vibrant economy as the economy has grown to over 7 per cent in the last three years and it is expected to continue to grow even in a relatively faster pace. Of course there are issues but what is important to us is that we are seeing positive trends in the economy and we are excited about the opportunity for us to continue to do more business,” he said. On the $1bn bonds that IFC plans to issue in Nigeria and has approved full authorisation to commence the process, Prosper said, it was to boost investors' confidence in the financial market and also to make long term loan available to local companies in the country. “The $1bn bond that we want to issue would have two important effects. First, there will be huge confidence. All the international investors will see that IFC is willing to take the risks on Nigeria, because at the end of the day we are issuing it in naira. Also, that investment will help us to issue long term financial instrument to local companies. This is because once we get that money, we will use it to lend to

companies that need naira, we will give more to local companies in long term project of up to fifteen years which commercial banks cannot give because they don't have such instruments,” he explained.

Africa needs $40 billion investment annually to meet energy target

to 2040, the majority being for expanded generating capacity but also with significant investment in regional transmission and integration in the power sector,” He said the need to address the African energy deficit was also informed by the continent's rate of recovery after the global financial meltdown.

The EU special representative said the recovery pace saw Africa's economic growth hitting between four to five per cent per annum. According to Quince, energy poverty is one of the biggest challenges for sustainable development in the continent.

“While the continent's energy needs are growing substantially, the available resources are more than sufficient to meet the continent's demand. He however said “with its vast and untapped natural resources, Africa is an ideal place to develop innovative technologies and renewable energy solutions.” Quince said the EU was wellequipped to support capacity development, provide renewable and energy-efficient technologies which would help in enhancing regulatory and investment frameworks. “At the current electrification rate, the target set

by African and EU Energy ministers back in 2010 to provide 100 million Africans with access to modern and sustainable energy services may be met in 2020,” he said.

(Businessday) Mr Gary Quince Eu’s Special Representative to the African Union

T

he European Union (EU) has said Africa needs 40 billion dollars worth of annual investment to meet its energy needs by the year 2040. EU's Special Representative to the African Union, Mr Gary Quince, said this at the opening of the Second High Level Ministerial Meeting of the Africa-EU Energy Partnership in Addis Ababa. He said the projected investment profile represents six per cent growth to meet the targeted Infrastructure Development in Africa (PIDA) energy sufficiency of 700GW by 2040. Quince said the African energy demand was informed by the projection of its population, which is estimated to grow to two billion by 2050. “To keep the pace with this demand, generation capacity must increase to almost 700 GW by 2040, six-fold increase compared to the current 125 GW.” “In terms of investment, African energy needs will require an annual investment of over 40 billion dollars per year MARCH 2014

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events

events

The GenVoices Telethon

DG Nigerian Economic Summit Frank Nweke Jnr and Ms. Yemi Adamolekun

Obiageli Ezekwesili speaks at GenVoices Telethon

Ohimai Amanze

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he United Nations-endorsed Generational Voices (GenVoices), a project driven platform to harness the energy of young Nigerians for nation building, held its historic 100,000 Voices Telethon hosted by Channels Television, and aired by EbonyLife TV, Beat FM and Nigerian Info. The event was broadcast to over 25 million viewers and listeners across Nigeria, 22 African counties and numerous locations across the globe. Viewing Centres were set up across the 30 chapters of GenVoices in and outside Nigeria including at least a gathering of over 4,000 people in the Ogun State Chapter.

Hosted by radio presenter Gbemileke 'Oscar' Oyinsan and Executive Director of the Yahyay Foundation Maryam Augie, the event, witnessed some of Nigeria's brightest entrepreneurs, innovators, advocates and youth leaders. Former World Bank Vice-President and Senior Economic Advisor to the Open Society Foundation, Dr. Obiageli Ezekwesili who spoke at the event said, “The most

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Toke Makinwa, Omawunmi and Eku Edewor

important office in any democracy is the office of the citizens and not the executive or the judiciary. So, I task you today to seek for change and I am sure you'll see it delivered.”

Modupe Adefeso-Olateju

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Dr. Ola Orekurin, MD, Flying Doctors

MARCH 2014

Chairman of APC Youth Forum; Ismail Ahmed said “…as a generation the future is inevitable, the only way you can determine events is when you are part of the process. If you want to see something different, you have to be willing to do something different. 81-year-old Dr. Christopher Kolade, Nigeria's former High Commissioner to the United Kingdom and Pro-chancellor of the Pan-Atlantic University delivered a sharp charge to a new generation: “You can't expect me to transform this nation. I have no need for transformation. The power of transformation is vested in your palms, and the young people are the generation for transformation.”

Ohimai Amaize, executive member of PDP Youth Circuit said “We are responsible for what we want to see and we are responsible for what we become. I believe that Nigerian youths are not a problem to be solved but a resource to be harnessed” Other speakers included Director General of the Nigerian Economic Summit Group Frank Nweke Jnr, Executive Director of Sahara Group Tonye Cole, Chief Executive of EbonyLife TV Mo Abudu, Chief Executive of the Private Sector

Dr. Christopher Kolade

Kola Oyeneyin, Convener, GenVoices

Health Initiative Muntaqa Umar-Sadiq, actress and activist Omotola Jalade-Ekeinde, Creative Director of Mai Atafo Inspired Ohimai Atafo and Executive Director of EnoughisEnough Nigeria 'Yemi Adamolekun. There were also panels of distinguished Nigerians from across sectors, including Flying Doctors Founder Ola Orekunrin, The Future Awards Africa Prize in Business winner Dr. Saeed Jumah, amongst others.

"We are gathered today for one reason only and that is change. A new Nigeria begins today," said Kola Oyeneyin, Convener of GenVoices. "So, I hereby deliver this simple announcement to you today that you are the ones Nigeria has been waiting for. Today is the day that Nigeria has been expecting; for it has fallen upon a generation to be great and you are that generation". He went on to say, "No single man is responsible for where Nigeria is today, we all are as a collective. And we know, that if Nigeria works, Africa will work. There is a chance for legacy to be created, so I ask if not us, who? If not now, when? Tweet it, post it, paint it, let the world hear our simple creed, WE ARE THE ONES!" - He concluded. The event ended with the upload of the GenVoices charter on www.genvoices.org and performances by Omawumi and Timi Dakolo.

events

Break the Alabaster Book Launch

Panel Discussion

Sen. John Owan Enoh unveiling the book during the launch

Mrs. Ghaneeyah Sulaimon giving her remarks at the event

Ini Onuk, the author

Mr Rowland, Ini Onuk and Emilia Asim Ita

Mrs Mordi giving her remarks about the author and the book

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n December 14th 2013, 'Break the Alabaster', a book by Ini Onuk was formally presented to the public. Ini, a seasoned facilitator, speaker, trainer, mentor and an international consultant is also the author of "The Eagle's Dance" – an inspirational and motivational book. Here are pictures from the event.

Mrs Lande Atere & Tara Fela Durotoye

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events

Paincare Outreach Ministry Reaches out for More Partners

A

faith-based organization with hea d q u a rter s i n La go s , wh i c h specializes in the demonstration of Christ's love for mankind through preaching of the gospel, distribution of food items and provision of Medicare recently opened its doors to more partners. Paincare Outreach Ministry held an outreach to intimate new partners with what the outreach does and how they can be a part of the initiative. Ace comedian, Holy Mallam was compere at the event.

Pastor Ituah Ighodalo, guest speaker in his remarks at the event assured the Paincare partners and volunteers of a brighter future as they care for other people. He frowned at extravagant spending and advised people to think of making life better for the less privileged.

He further advised that Nigerians must fix Nigeria. “Nigeria must work. We all need to go and redefine our lives.”

Paincare Outreach Ministry started in 2008.

According to Ayo Oluwasemowo, “Our intention at Paincare is not only to win souls but to make sure that the souls abide. In the light of this, we take the gospel to no-go areas and we get the churches nearby to follow up. We go with a medical team on a selected Saturday and meet the needs of the people. Initially the outreaches took place once a month. However, in 2013 we had 14 outreaches.” Peter Nwosu, the founder of the organisation is the managing director of Greenlife Pharmaceuticals Company, Lagos.

Reporting by James Akinbiyi Akinsola

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Mrs Victoria Tandoh,Mrs Ifeoma Nwosu & Barr Ayoola Oluwasemowo

Mr Ebere Nwosu with Chief Uche Obiakor Manag Director of Eibe Pharmacenticals

Doyin Esho, Bunmi Gaji & Abass Sade

Pastor & Mrs Tony Okeke

Pastor Steve Akindasa & Holy Mallam

Mrs Gloria Odiase & Ayoola Ogunlade

events

The Adorn’er Re-launch

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he Adorn'er, a unique fashion label specialising in women, children's and men's clothing held its re-launch recently at their 36B, Awudu Ekpekha Boulevard, Lekki Phase 1 location. The dressmakers produce a selection of exclusive and detailed bespoke style and are into

elegant, smart, casual, contemporary, traditional, corporate and bridal wears.

The label also produces uniforms for schools and corporate bodies. Tomi AraAdetayo, CEO of the Adorn'er has an innate understanding of trends and exceptional artwork skills and is competent working with any fabric.

Speaking on the setting up of the Adorn'er, she says “I enjoy the challenge of a peopleoriented environment where provision of a first class service is essential and that's one of the reasons behind the Adorn'er. The key to a happy and fulfilling career is to do something you are very passionate about and the passion will see you through the challenging phases of the career, whatever the career choice is and it has always been my ambition to own a very successful business. God has been my major source of inspiration but used my mother to shape me into the person that I am today.” Here are pictures from the event:

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Life&Society

5 Ways The Prosperity Gospel Is Hurting Africa J. Lee Grady

society The prosperity gospel isn't really helping the people of Africa.

I'm not an African, but in 2008 some Nigerian friends gave me a Yoruba name (“Akinwale”), because I have been to that country so often.

My visits there, along with trips to Uganda, Kenya, Malawi, South Africa and Egypt, planted a deep love for Africa in my heart. My first grandson's arrival this year from Ethiopia made the connection even stronger.

I'm often asked to describe how God is moving in Africa today. Since I'm an optimist, I usually tell of the large churches, the passionate praise and the intense spiritual hunger that characterises African Christianity.

But there is also a dark side, and I think it's time we addressed one of the most serious threats to faith on the continent. I'm talking about the prosperity gospel. Of course, I know a slick version of this message is preached in the United States — and I know we are the ones who exported it overseas. I am not minimising the damage that prosperity preaching has done in my own country. But I have witnessed how some African Christians are taking this moneyfocused message to new and even more dangerous extremes.

giving. At its core it is a selfish and materialistic faith with a thin Christian veneer. Church members are continually urged to sow financial seeds to reap bigger and bigger rewards. In Africa, entire conferences are dedicated to collecting offerings in order to achieve wealth. Preachers boast about how much they paid for suits, shoes, necklaces and watches. They tell their followers that spirituality is measured by whether they have a big house or a first-class ticket. When greed is preached from the pulpit, it spreads like a cancer in God's house.

It feeds pride.

This greedy atmosphere in prosperity churches has produced a warped style of leadership. My Kenyan friend Gideon Thuranira, editor of Christian Professional magazine, calls these men “churchpreneurs”.

They plant churches not because they have a burden to reach lost souls, but because they see dollar signs when they fill an auditorium with chairs. A selfish message produces bigheaded opportunists who need position, applause and plenty of perks to keep them happy. The most successful prosperity preacher is the most dangerous, because he can convince a crowd that Jesus died to give you and me a Lexus.

Here are five reasons the prosperity message is damaging the continent of Africa today: It is mixed with occultism.

Before Christianity came to Nigeria, people visited witch doctors and sacrificed goats or cows to get prosperity. They poured libations on the ground so the gods would hear their prayers. Today similar practices continue, only the juju priest has been replaced by a pastor who drives a Mercedes-Benz. I am aware of a pastor who buried a live animal under the floor of his church to win God's favour. Another pastor asked his congregants to bring bottles of sand to church so he could anoint them; he then told the people to sprinkle the sand in their houses to bring blessings. The people who follow these charlatans are reminded that their promised windfall won't materialise unless they give large donations.

It fuels greed.

Any person who knows Christ will learn the joy of giving to others. But the prosperity gospel teaches people to focus on getting, not

I usually tell of the large churches, the passionate praise and the intense spiritual hunger that characterises African Christianity. But there is also a dark side, and I think it's time we addressed one of the most serious threats to faith on the continent.

I'm talking about the prosperity gospel.

It works against the formation of Christian character.

The prosperity message is a poor imitation of the gospel, because it leaves no room for brokenness, suffering, humility or delay. It offers an illegal shortcut. Prosperity preachers promise instant results and overnight success; if you don't get your breakthrough, it's because you didn't give enough money in the offering. Jesus calls us to deny ourselves and follow Him; prosperity preaching calls us to deny Jesus and follow our materialistic lusts. There is a leadership crisis in the African Church, because many pastors are so set on getting rich, they can't go through the process of discipleship that requires self-denial.

It actually keeps people in poverty.

The government of Malawi is currently under international scrutiny because of fraud carried out by top leaders. The saddest thing about the so-called “Cashgate” scandal is that professing Christians in the administration of President Joyce Banda have been implicated.

One of these people stole millions of kwacha from the government and hid the cash in a teddy bear! Most people today in Malawi live on less than $1 a day, yet their leaders have been known to buy fleets of cars and huge plots of land with money that was not theirs.

Sadly, the prosperity gospel preached in Malawi has encouraged pastors and leaders to follow the same corrupt pattern. As a result, God's people have been financially exploited.

When Jesus described false prophets as wolves in sheep's clothing, He warned us to examine their fruit. Matthew 7:17 says, “So every good tree bears good fruit, but the bad tree bears bad fruit” (NASB). What is the fruit of prosperity preaching? Churches have been growing rapidly in many parts of Africa today, yet sub-Saharan Africa is the only region in the world where poverty has increased in the past 25 years. So according to the statistics, the prosperity gospel is not bringing prosperity! It is a flawed message, but I believe God will use selfless, broken African leaders to correct it.

J. Lee Grady is the former editor of Charisma and the director of the Mordecai Project. You can follow him on Twitter at @leegrady.

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ARTs

& Culture

books movies music theatre photography exhibitions architecture

Break The Alabaster .......Release The Fragrance A Book Review by Anu Mayaki

books

‘

Break the Alabaster...Release the Fragrance' is a highly spirited book on women and their unexplored talents. It is a challenging and motivational book that aims to debunk cultural and societal beliefs about women and their position in various capacities. Authored by Ini Onuk, the book encourages women to see themselves as the fragrance of life that should be released in order to fulfil potential.

In the first chapter, the author explains who the woman is. According to the book, the woman was 'made' from man and not 'formed' from the dust – “The creator knew there was no way He could create this new being from the dust: this one had to be different, special, unique, unusual and exceptional” (Page 7).

The author explored the differences between men and women stating that – “The man looks at the external presentation of issues while the woman sees the invisible and internal presentations of the problem” (Page 15).

Chapter 2 explores the position of the woman in the church. With reference to other authors, the book explains how some churches do not permit women in leadership roles and the societal perception of women in positions of power. References were made to women whom God used as tools of deliverance in various situations e.g.

Jochebed, Rahab and Deborah. The book goes further to explore the ten erroneous views the church has fed women with according to J.Lee Grady.

Chapters 3 and 4 examined the perceived role of women in reference to culture and politics. The book talks about expectations of the woman according to various cultures and gives examples of women who have rebelled against cultural expectations to pursue political careers. At the end of each chapter, the reader is encouraged to release their fragrance to make a change in our country.

'Let us break the alabaster and release the women of Nigeria into their political offices'.

In chapters 5 and 6, the author describes the alabaster as a box that hides something precious, rare and expensive. “The alabaster box shielded the perfume from heat and

exposure to the elements. That is what Mary had. But it was precious also because it had sentimental value”. The book also states that “scents allow us to romance the ordinary, examine the essentials of our being and lets us dwell in the musings of love and peace.”

Comparing the woman to a fragrance, the author states that the woman is a fragrance of love, life, affection, desire, emotion, attention, need e.t.c therefore they need to be released.

In closing, the author shared lessons she has learnt as an alabaster box that has been broken and released its fragrance, which includes taking time out to recoup, showing appreciation to people, punctuality, friendship, self loving, happiness amongst others.

The book is feisty, motivational and well written. Each chapter has a prelude, which was a real life depiction of the issues discussed in the chapter. These preludes add excitement to each chapter. It is a well sized book with interesting and readable fonts. The book title fuels curiosity, which will encourage interest in the book and the comparison of the woman to a fragrance, is a flattering perspective, which women will appreciate.

For avid readers, Break the Alabaster may come across as feminist, challenging the norm and similar to most 'women empowering' books. The several quotes and references to other books may however make it to be perceived as a regurgitation of other books. In summary, there was one lesson to be learnt from the book; challenge the norm, explore your potentials. For the right people, the book is a hit.

The author is the Lead Consultant/CEO of ThistlePraxis Consulting Limited, an Assessments and Strategy firm based in Lagos, Nigeria. A 2008 Draper Hills Fellow on Democracy and Development at Stanford University California and an alumna of the Harvard Business School Executive Education Program, Ini holds a degree in International Relations & Diplomacy and a Masters degree in Management. A facilitator/management trainer, she is also an international consultant on Gender, Peace-building, Peace and Security & Governance. A Sustainability

Expert, Trainer, Speaker and Author, Ini convenes the Africa CEO Round-table & Conference on Corporate Sustainability & Responsibility and curates a Thought Leadership Series on Sustainable Development and Sustainable Conversations.

Ini is a Think-tank member of the World Entrepreneurship Forum and member, World Economic Forum's Global Agenda Council on Africa. Prior to setting up ThistlePraxis Consulting Limited, she served as the Executive Secretary of Women in Management and Business (WIMBIZ), a Nigerian not-for-profit organisation. She had earlier served as the Executive Director, Defence for Children International – Nigeria Section, an international, independent, nongovernmental organization upon her return to Nigeria and currently sits on its Board as a Trustee.

'Break the Alabaster...Release the Fragrance' is a highly spirited book on women and their unexplored talents. It is a challenging and motivational book that aims to debunk cultural and societal beliefs about women and their position in various capacities

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Sports

Ferguson's Formula

by Anita Elberse with Sir Alex Ferguson

Some call him the greatest coach in history. Before retiring in May 2013, Sir Alex Ferguson spent 26 seasons as the manager of Manchester United, the English football (soccer) club that ranks among the most successful and valuable franchises in sports.

During that time the club won 13 English league titles along with 25 other domestic and international trophies—giving him an overall haul nearly double that of the next-most-successful English club manager.

And Ferguson was far more than a coach. He played a central role in the United organization, managing not just the first team but the entire club. “Steve Jobs was Apple; Sir Alex Ferguson is Manchester United,” says the club's former chief executive David Gill. In 2012 Harvard Business School Professor Anita Elberse had a unique opportunity to examine Ferguson's management approach and developed an HBS case study around it. Now she and Ferguson have collaborated on an analysis of his enormously successful methods.

sports Anita Elberse: Success and staying power like Sir Alex Ferguson's demand study—and not just by football fans. How did he do it? Can one identify habits that enabled his success and principles that guided it? During what turned out to be his final season in charge, my former student Tom Dye and I conducted a series of in-depth interviews with Ferguson about his leadership methods and watched him in action at United's training ground and at its famed stadium, Old Trafford, where a

From the moment I got to Manchester United, I thought of only one thing: building a football club. I wanted to build right from the bottom.

That was in order to create fluency and a continuity of supply to the first team. With this approach, the players all grow up together, producing a bond that, in turn, creates a spirit.

nine-foot bronze statue of the former manager now looms outside. We spoke with many of the people Ferguson worked with, from David Gill to the club's assistant coaches, kit manager, and players. And we observed Ferguson during numerous short meetings and conversations with players and staff members in the hallways, in the cafeteria, on the training pitch, and wherever else the opportunity arose. Ferguson later came to HBS to see the ensuing case study taught, provide his views, and answer students' questions, resulting in standingroom-only conditions in my classroom and a highly captivating exchange. Ferguson and I discussed eight leadership lessons that capture crucial elements of his approach.

Although I've tried not to push the angle too hard, many of them can certainly be applied more broadly, to business and to life. In the article that follows, I describe each lesson as I observed it, and then give Ferguson his say.

1. Start with the Foundation Upon his arrival at Manchester, in 1986, Ferguson set about creating a structure for the long term by modernizing United's youth program. He established two “centers of excellence” for promising players as young as nine and recruited a number of scouts, urging them to bring him the top young talent. The

best-known of his early signings was David Beckham. The most important was probably Ryan Giggs, whom Ferguson noticed as a skinny 13-year-old in 1986 and who went on to become the most decorated British footballer of all time. At 39, Giggs is still a United regular. The longtime stars Paul Scholes and Gary Neville were also among Ferguson's early youth program investments.

Together with Giggs and Beckham, they formed the core of the great United teams of the late 1990s and early 2000s, which Ferguson credits with shaping the club's modern identity.

It was a big bet on young talent, and at a time when the prevailing wisdom was, as one respected television commentator put it, “You can't win anything with kids.” Ferguson approached the process systematically. He talks about the difference between building a team, which is what most managers concentrate on, and building a club.

Sir Alex Ferguson: From the moment I got to Manchester United, I thought of only one thing: building a football club. I wanted to build right from the bottom. That was in order to create fluency and a continuity of supply to the first team. With this approach, the players all grow up together, producing a

As Manager of Scotland at Mexico '86 FIFA World Cup

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sports bond that, in turn, creates a spirit. When I arrived, only one player on the first team was under 24. Can you imagine that, for a club like Manchester United? I knew that a focus on youth would fit the club's history, and my earlier coaching experience told me that winning with young players could be done and that I was good at working with them. So I had the confidence and conviction that if United was going to mean anything again, rebuilding the youth structure was crucial. You could say it was brave, but fortune favours the brave.

At a Man Utd training session in April 1991

The first thought of 99% of newly appointed managers is to make sure they win—to survive. So they bring experienced players in. That's simply because we're in a results-driven industry. At some clubs, you need only to lose three games in a row, and you're fired. In today's football world, with a new breed of directors and owners, I am not sure any club would have the patience to wait for a manager to build a team over a four-year period. Winning a game is only a short-term gain—you can lose the next game. Building a club brings stability and consistency. You don't ever want to take your eyes off the first team, but our youth development efforts ended up leading to our many successes in the 1990s and early 2000s.

The young players really became the spirit of the club.

I always take great pride in seeing younger players develop. The job of a manager, like that of a teacher, is to inspire people to be better. Give them better technical skills, make them winners, make them better people, and they can go anywhere in life. When you give young people a chance, you not only create a longer life span for the team, you also create loyalty. They will always remember that you 30

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. In today's football world, with a new breed of directors and owners, I am not sure any club would have the patience to wait for a manager to build a team over a four-year period. in time. Managing the talent development process inevitably involved cutting players, including loyal veterans to whom Ferguson had a personal attachment. “He's never really looking at this moment, he's always looking into the future,” Ryan Giggs told us.

“Knowing what needs strengthening and what needs refreshing—he's got that knack.”

were the manager who gave them their first opportunity. Once they know you are batting for them, they will accept your way. You're really fostering a sense of family. If you give young people your attention and an opportunity to succeed, it is amazing how much they will surprise you.

2. Dare to Rebuild Your Team Even in times of great success, Ferguson worked to rebuild his team. He is credited with assembling five distinct league-winning squads during his time at the club and continuing to win trophies all the while. His decisions were driven by a keen sense of where his team stood in the cycle of rebuilding and by a similarly keen sense of players' life cycles—how much value the players were bringing to the team at any point

Our analysis of a decade's worth of player transfer data revealed Ferguson to be a uniquely effective “portfolio manager” of talent. He is strategic, rational, and systematic. In the past decade, during which Manchester United won the English league five times, the club spent less on incoming transfers than its rivals Chelsea, Manchester City, and Liverpool did. One reason was a continued commitment to young players: Those under 25 constituted a far higher share of United's incoming transfers than of its competitors'. And because United was willing to sell players who still had good years ahead of them, it made more money from outgoing transfers than most of its rivals did—so the betting on promising talent could continue. Many of those bets were made on very young players on the cusp of superstardom. (Ferguson did occasionally shell out top money for established superstars, such as the Dutch striker Robin van Persie, bought for $35 million at the start of the 2012–2013 season, when he was 29.)

sports Young players were given the time and conditions to succeed, most older players were sold to other teams while they were still valuable properties, and a few top veterans were kept around to lend continuity and carry the culture of the club forward.

Ferguson: We identified three levels of players: those 30 and older, those roughly 23 to 30, and the younger ones coming in. The idea was that the younger players were developing and would meet the standards that the older ones had set. Although I was always trying to disprove it, I believe that the cycle of a successful team lasts maybe four years, and then some change is needed. So we tried to visualize the team three or four years ahead and make decisions accordingly.

Because I was at United for such a long time, I could afford to plan ahead—no one expected me to go anywhere. I was very fortunate in that respect. The goal was to evolve gradually, moving older players out and younger players in. It was mainly about two things: First, who did we have coming through and where did we see them in three years' time, and second, were there signs that existing players were getting older? Some players can go on for a long time, like Ryan Giggs, Paul Scholes, and Rio Ferdinand, but age matters. The hardest thing is to let go of a player who has been a great guy—but all the evidence is on the field.

If you see the change, the deterioration, you have to ask yourself what things are going to be like two years ahead.

3. Set High Standards—and Hold Everyone to Them Ferguson speaks passionately about wanting to instill values in his players. More than giving them technical skills, he wanted to inspire them to strive to do better and to never give up—in other words, to make them winners.

His intense desire to win stemmed in part from his own experiences as a player. After success at several small Scottish clubs, he signed with a top club, Rangers—the team he had supported as a boy—but soon fell out of favour with the new manager. He left Rangers three years later with only a Scottish Cup Final runner-up's medal to show for his time there. “The adversity gave me a sense of determination that has shaped my life,” he told us. “I made up my mind that I would never give in.”

Ferguson looked for the same attitude in his players. He recruited what he calls “bad losers” and demanded that they work extremely hard. Over the years this attitude became contagious—players didn't accept teammates' not giving it their all. The biggest stars were no exception.

Ferguson: Everything we did was about maintaining the standards we had set as a football club—this applied to all my team building and all my team preparation, motivational talks, and tactical talks. For example, we never allowed a bad training session. What you see in training manifests itself on the game field. So every training session was about quality. We didn't allow a lack of focus. It was about intensity, concentration, speed—a high level of performance. That, we hoped, made our players improve with each session. I had to lift players' expectations. They should never give in. I said that to them all the time: “If you give in once, you'll give in twice.” And the work ethic and energy I had seemed to spread throughout the club. I used to be the first to arrive in the morning. In my later years, a lot of my staff members would already be there when I got in at 7 AM. I think they understood why I came in early—they knew there was a job to be done. There was a feeling that “if he can do it, then I can do it.”

I constantly told my squad that working hard all your life is a talent. But I expected even more from the star players. I expected them to work even harder. I said, “You've got to show that you are the top players.” And they did. That's why they are star players—they are prepared to work harder. Superstars with egos are not the problem some people may think. They need to be winners, because that massages their egos, so they will do what it takes to win. I used to see [Cristiano] Ronaldo [one of the world's top forwards, who now plays for Real Madrid], Beckham, Giggs, Scholes, and others out there practicing for hours. I'd have to chase them in. I'd be banging on the window saying, “We've got a game on Saturday.” But they wanted the time to practice. They realized that being a Manchester United player is not an easy job.

4. Never, Ever Cede Control “You can't ever lose control—not when you are dealing with 30 top professionals who are

all millionaires,” Ferguson told us. “And if any players want to take me on, to challenge my authority and control, I deal with them.” An important part of maintaining high standards across the board was Ferguson's willingness to respond forcefully when players violated those standards. If they got into trouble, they were fined. And if they stepped out of line in a way that could undermine the team's performance, Ferguson let them go. In 2005, when longtime captain Roy Keane publicly criticized his teammates, his contract was terminated. The following year, when United's leading scorer at the time, Ruud van Nistelrooy, became openly disgruntled over several benchings, he was promptly sold to Real Madrid. Responding forcefully is only part of the story here. Responding quickly, before situations get out of hand, may be equally important to maintaining control.

Ferguson: If the day came that the manager of Manchester United was controlled by the players—in other words, if the players decided how the training should be, what days they should have off, what the discipline should be, and what the tactics should be—then Manchester United would not be the Manchester United we know. Before I

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sports came to United, I told myself I wasn't going to allow anyone to be stronger than I was. Your personality has to be bigger than theirs. That is vital.

There are occasions when you have to ask yourself whether certain players are affecting the dressing-room atmosphere, the performance of the team, and your control of the players and staff. If they are, you have to cut the cord. There is absolutely no other way. It doesn't matter if the person is the best player in the world. The long-term view of the club is more important than any individual, and the manager has to be the most important one in the club. Some English clubs have changed managers so many times that it creates power for the players in the dressing room. That is very dangerous. If the coach has no control, he will not last. You have to achieve a position of comprehensive control. Players must recognize that as the manager, you have the status to control events. You can complicate your life in many ways by asking, “Oh, I wonder if the players like me?” If I did my job well, the players would respect me, and that's all you need.

I tended to act quickly when I saw a player become a negative influence. Some might say I acted impulsively, but I think it was critical that I made up my mind quickly. Why should I have gone to bed with doubts? I would wake up the next day and take the necessary steps to maintain discipline. It's important to have confidence in yourself to make a decision and to move on once you have. It's not about looking for adversity or for opportunities to prove power; it's about having control and being authoritative when issues do arise.

5. Match the Message to the Moment When it came to communicating decisions to his players, Ferguson—perhaps surprisingly for a manager with a reputation for being tough and demanding—worked hard to tailor his words to the situation.

When he had to tell a player who might have been expecting to start that he wouldn't be starting, he would approach it as a delicate assignment. “I do it privately,” he told us. “It's not easy. I say, 'Look, I might be making a mistake here'—I always say that—'but I think this is the best team for today.' I try to give them a bit of confidence, telling them that it is

Ferguson with the famous 'class of '92' at Gary Neville's testimonial in 2011

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only tactical and that bigger games are coming up.”

During training sessions in the run-up to games, Ferguson and his assistant coaches emphasized the positives. And although the media often portrayed him as favouring ferocious halftime and postgame talks, in fact he varied his approach. “You can't always come in shouting and screaming,” he told us.

“That doesn't work.” The former player Andy Cole described it this way: “If you lose and Sir Alex believes you gave your best, it's not a problem. But if you lose [in a] limp way...then mind your ears!”

Ferguson: No one likes to be criticized. Few people get better with criticism; most respond to encouragement instead. So I tried to give encouragement when I could. For a player—for any human being—there is nothing better than hearing “Well done.”

Those are the two best words ever invented.

You don't need to use superlatives.

At the same time, in the dressing room, you need to point out mistakes when players don't meet expectations. That is when reprimands are important. I would do it right after the game. I wouldn't wait until Monday. I'd do it, and it was finished. I was on to the next match.

There is no point in criticizing a player forever.

Generally, my pregame talks were about our expectations, the players' belief in themselves, and their trust in one another. I liked to refer to a working-class principle. Not all players come from a working-class background, but maybe their fathers do, or their grandfathers, and I found it useful to remind players how far they have come. I would tell them that having a work ethic is very important. It seemed to enhance their pride. I would remind them that it is trust in one another, not letting their mates down, that helps build the character of a team. In halftime talks, you have maybe eight minutes to deliver your message, so it is vital to use the time well. Everything is easier when you are winning: You can talk about concentrating, not getting complacent, and the small things you can address. But when you are losing, you have to make an impact. I liked to focus on our own team and our own strengths, but you have to correct why you are losing.

sports In our training sessions, we tried to build a football team with superb athletes who were smart tactically. If you are too soft in your approach, you won't be able to achieve that.

Fear has to come into it. But you can be too hard; if players are fearful all the time, they won't perform well either. As I've gotten older, I've come to see that showing your anger all the time doesn't work. You have to pick your moments. As a manager, you play different roles at different times. Sometimes you have to be a doctor, or a teacher, or a

the right tactical changes during the game undoubtedly had something to do with those wins, but they may not be the full story.

When their teams are behind late in the game, many managers will direct players to move forward, encouraging them to attack.

Ferguson was both unusually aggressive and unusually systematic about his approach. He prepared his team to win. He had players regularly practice how they should play if a goal was needed with 10, five, or three

this approach than just the common belief that winning teams are rooted in habits—that they can execute certain plays almost automatically. There is also an underlying signal that you are never quite satisfied with where you are and are constantly looking for ways to improve. This is how Ferguson put it: “The message is simple: We cannot sit still at this club.”

Ferguson: Winning is in my nature. I've set my standards over such a long period of time that

Ferguson with Eric Cantona, holding aloft the FA Cup and Premier League trophies in 1996

father.

6. Prepare to Win Ferguson's teams had a knack for pulling out victories in the late stages of games. Our analysis of game results shows that over 10 recent seasons, United had a better record when tied at halftime and when tied with 15 minutes left to play than any other club in the English league. Inspirational halftime talks and

minutes remaining. “We practice for when the going gets tough, so we know what it takes to be successful in those situations,” one of United's assistant coaches told us. United practice sessions focused on repetition of skills and tactics. “We look at the training sessions as opportunities to learn and improve,” Ferguson said. “Sometimes the players might think, 'Here we go again,' but it helps us win.” There appears to be more to

there is no other option for me—I have to win. I expected to win every time we went out there. Even if five of the most important players were injured, I expected to win.

Other teams get into a huddle before the start of a match, but I did not do that with my team.

Once we stepped onto the pitch before a game, I was confident that the players were prepared and ready to play, because everything had been done before they walked

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sports think all my teams had perseverance—they never gave in. So I didn't really need to worry about getting that message across. It's a fantastic characteristic to have, and it is amazing to see what can happen in the dying seconds of a match.

7. Rely on the Power of Observation Ferguson started out as a manager at the small Scottish club East Stirlingshire in 1974, when he was 32. He was not much older than some of his players and was very hands-on. As he moved up - to St. Mirren and Aberdeen, in Scotland, and then, after spectacular success at Aberdeen, to Manchester United - he increasingly delegated the training sessions to his assistant coaches. But he was always present, and he watched. The switch from coaching to observing, he told us, allowed him to better evaluate the players and their performances. “As a coach on the field, you don't see everything,” he noted. A regular observer, however, can spot changes in training patterns, energy levels, and work rates. The key is to delegate the direct supervision to others and trust them to do their jobs, allowing the manager to truly observe. out onto the pitch.

You can't ever lose control—not when you are dealing with 30 top professionals who are all millionaires, And if they stepped out of line in a way that could undermine the team's performance, Ferguson let them go

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I am a gambler—a risk taker—and you can see that in how we played in the late stages of matches. If we were down at halftime, the message was simple: Don't panic. Just concentrate on getting the task done. If we were still down—say, 1–2—with 15 minutes to go, I was ready to take more risks. I was perfectly happy to lose 1–3 if it meant we'd given ourselves a good chance to draw or to win. So in those last 15 minutes, we'd go for it.

We'd put in an extra attacking player and worry less about defense. We knew that if we ended up winning 3–2, it would be a fantastic feeling. And if we lost 1–3, we'd been losing anyway.

Being positive and adventurous and taking risks - that was our style. We were there to win the game. Our supporters understood that, and they got behind it. It was a wonderful feeling, you know, to see us go for it in those last 15 minutes. A bombardment in the box, bodies everywhere, players putting up a real fight. Of course, you can lose on the counterattack, but the joy of winning when you thought you were beaten is fantastic. I

Ferguson: Observation is the final part of my management structure. When I started as a coach, I relied on several basics: that I could play the game well, that I understood the technical skills needed to succeed at the highest level, that I could coach players, and that I had the ability to make decisions. One afternoon at Aberdeen I had a conversation with my assistant manager while we were having a cup of tea. He said, “I don't know why you brought me here.” I said, “What are you talking about?” and he replied, “I don't do anything. I work with the youth team, but I'm here to assist you with the training and with picking the team. That's the assistant manager's job.” And another coach said, “I think he's right, boss,” and pointed out that I could benefit from not always having to lead the training. At first I said, “No, no, no,” but I thought it over for a few days and then said, “I'll give it a try. No promises.” Deep down I knew he was right. So I delegated the training to him, and it was the best thing I ever did.

It didn't take away my control. My presence and ability to supervise were always there, and what you can pick up by watching is

sports incredibly valuable. Once I stepped out of the bubble, I became more aware of a range of details, and my performance level jumped.

Seeing a change in a player's habits or a sudden dip in his enthusiasm allowed me to go further with him: Is it family problems? Is he struggling financially? Is he tired? What kind of mood is he in? Sometimes I could even tell that a player was injured when he thought he was fine. I don't think many people fully understand the value of observing. I came to see observation as a critical part of my management skills. The ability to see things is key—or, more specifically, the ability to see things you don't expect to see.

8. Never Stop Adapting In Ferguson's quarter of a century at United, the world of football changed dramatically, from the financial stakes involved (with both positive and negative consequences) to the science behind what makes players better.

Responding to change is never easy, and it is perhaps even harder when one is on top for so long. Yet evidence of Ferguson's willingness to change is everywhere. As David Gill described it to me, Ferguson has “demonstrated a tremendous capacity to adapt as the game has changed.”

In the mid-1990s, Ferguson became the first manager to field teams with a large number of young players in the relatively unprestigious League Cup—a practice that initially caused outrage but now is common among Premier League clubs (the Premier League consists of the country's top 20 teams). He was also the first to let four top center forwards spend a season battling for two positions on his roster, a strategy that many outsiders deemed unmanageable but that was key to the great 1998–1999 season, in which United won the Treble: the Premier League, the FA (Football Association) Cup, and the UEFA (Union of European Football Associations) Champions League.

Off the field, Ferguson greatly expanded his backroom staff and appointed a team of sports scientists to support the coaches.

Following their suggestions, he installed Vitamin D booths in the players' dressing room in order to compensate for the lack of sunlight in Manchester, and championed the use of vests fitted with GPS sensors that allow an analysis of performance just 20 minutes

after a training session. Ferguson was the first coach to employ an optometrist for his players. United also hired a yoga instructor to work with players twice a week and recently

In Ferguson's quarter of a century at United, the world of football changed dramatically, from the financial stakes involved (with both positive and negative consequences) to the science behind what makes players better.

Responding to change is never easy, and it is perhaps even harder when one is on top for so long. Yet evidence of Ferguson's willingness to change is everywhere.

condition are invariably leaked to the press.

Ferguson: When I started, there were no agents, and although games were televised, the media did not elevate players to the level of film stars and constantly look for new stories about them. Stadiums have improved, pitches are in perfect condition now, and sports science has a strong influence on how we prepare for the season. Owners from Russia, the Middle East, and other regions have poured a lot of money into the game and are putting pressure on managers. And players have led more-sheltered lives, so they are much more fragile than players were 25 years ago.

One of the things I've done well over the years is manage change. I believe that you control change by accepting it. That also means having confidence in the people you hire. The minute staff members are employed, you have to trust that they are doing their jobs. If you micromanage and tell people what to do, there is no point in hiring them. The most important thing is to not stagnate. I said to David Gill a few years ago, “The only way we can keep players at Manchester United is if we have the best training ground in Europe.”

That is when we kick-started the medical center. We can't sit still.

Most people with my kind of track record don't look to change. But I always felt I couldn't afford not to change. We had to be successful—there was no other option for me—and I would explore any means of improving. I continued to work hard. I treated every success as my first. My job was to give us the best possible chance of winning. That is what drove me.

From the Harvard Business Review Anita Elberse is the Lincoln Filene Professor of Business Administration at Harvard Business School and the author of Blockbusters: Hit-making, Risk-taking, and the Big Business of Entertainment published in 2013.

unveiled a state-of-the-art medical facility at its training ground so that all procedures short of surgery can be handled on-site—ensuring a level of discretion impossible in a public hospital, where details about a player's

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By Tayo Olarewaju

The Happy Child This child must have some unscheduled unstructured free time. This time is necessary for your child's emotional and psychological growth. This time allows your child to express himself or herself and burn the energy within.

Allow your child to use this time in whatever manner she or he chooses - for jumping, singing, dancing around or playing outdoors. This will help ensure that your child does not feel frustrated.

Directed Play Do remember that directed play is also a very useful tool for this child. When playing as a parent you can carefully include elements of learning without your child's knowledge.

Counting multiplication can be used by doing mental calculations. e.g. if everyone in the team scores 3 goals each, how many goals would your team have in total?

Some children are always happy. They are chatty, sociable and friendly. They are extroverted and usually are the leaders of the group of friends. They are quite pleasant and usually grow up to become influential adults.

The flip side of the many attractive qualities of these children is that sometimes this personality trait may affect their studies or school work. This child can be so gregarious that sometimes they find it difficult to stay still and learn. In the classroom, they may find it difficult to keep quiet and stay still for long. Outside the classroom

Here are a few tips to assist:

Communication during playtime can be used to improve grammar and social skills. This time can also be used to improve your child's skills in listening and following directions, which is very important.

Ensure you build a habit Set aside a time for study at home. This time must be strictly adhered to. This time forces your child to stay still for a period of time and study. If this time is carefully kept to, a study habit is gradually formed.

Play to Strengths In all of these the child's strengths should be identified and played to. These strengths should be encouraged and developed. The purpose is not to try and change your child's personality but to assist your child to do better as an individual.

Allow for Outlets

Enjoy Your Child!

they may also find it difficult to stay still and quiet for study periods.

PreSchooler activities for Preschool Children from Age 2-5 VICTORIA TANDOH

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R