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 HOMEStrategic Data | Collaborative Leadership | Strategy & Planning | Economic Development |



Building trusting relationships among key players that spur the movement of ideas into action in an agile manner for the Arewa region. In collaborative leadership, it’s not the number of people you know that makes connectors significant, however; it’s the ability to link people, ideas, and resources that wouldn’t normally bump into one another. In business, connectors are critical facilitators of collaboration. In today's era of tightening government budgets, regional development organizations (RDOs) need to leverage local and external resources by thinking creatively about developing and funding initiatives that improve communities’ quality of life within the region.


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Restructuring Nigeria is in the interest of Arewa: Atiku Abubakar says restructuring the country is in the interest of the North..

We are Ready for break-up, North will Survive if Nigeria Breaks – Prof Ango Abdullah

The need for Arewa SMEs to acquire requisite skills to trigger

Engage Talent at the Periphery

Research has consistently shown that diverse teams produce better results, provided they are well led. The ability to bring together people from different backgrounds, disciplines, cultures, and generations and leverage all they have to offer, therefore, is a must-have for leaders. Yet many public and private companies spend inordinate amounts of time, money, and energy attracting talented employees only to subject them to homogenizing processes that kill creativity. In a lot of multinational companies, for example, non-native English speakers in the US are at a disadvantage. To senior management, they don’t sound as “leader-like” as the Anglophones, and they end up getting passed over for promotions. At a time when innovations are increasingly originating in emerging markets, companies that allow this to happen lose out.

"Left to their own devices, people will choose to collaborate with others they know well, which can be deadly for innovation”. Collaborative leaders ensure that teams stay fresh via periodic infusions of new players.

Collaborate at the Top First

It’s not enough for leaders to spot collaborative opportunities and attract the best talent to them. They must also set the tone by being good collaborators themselves. All too often, efforts to collaborate in the middle are sabotaged by political games and turf battles higher up in the organization. Consider that Microsoft, according to a former company executive writing in the New York Times last year, developed a viable tablet computer more than a decade ago but failed to preempt Apple’s smash hit because competing Microsoft divisions conspired to kill the project.

Show a Strong Hand

Once leaders start getting employees to collaborate, they face a different problem: overdoing it. Too often people will try to collaborate on everything and wind up in endless meetings, debating ideas and struggling to find consensus. They can’t reach decisions and execute quickly. Collaboration becomes not the oil greasing the wheel but the sand grinding it to a halt.


Strategic Data for Decision-Makers

Visualizing critical data that informs Arewa leaders and organizations of the region's unique characteristics.



Economic Development & Business Growth

Building trusting relationships among key players that spur the movement of ideas into action in an agile manner for the Arewa region.


Strategy & Planning

Promoting the development of a high quality multi-year plan that builds on the economic strengths of the entire Arewa region.



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