Metro
Zero to Global Impact: Unleashing Latent Potential in People, Organizations and Nations
By Tolulope A. Adegoke PhD
“Don’t ever say somebody is useless. You are not even insulting the person; you are insulting the God that created the person” – Prof. Chris Imafidon
Introduction: A Paradigm of Possibility
In a world relentlessly focused on measurable outcomes and established success, the concept of “Zero” is often tragically misconstrued as an endpoint—a symbol of absence, failure, or irrelevance. This article dismantles that limiting belief and presents a transformative paradigm: Zero is not a void but a vortex of potential; it is the genesis of greatness for individuals, the foundation of innovation for corporations, and the starting point for national transformation. By understanding and applying the principles of empowerment, we can systematically convert latent potential into tangible global impact.
The Bet That Redefined Potential: A Lesson for Leaders
The anecdote of the monumental wager between Professor Chris Imafidon, a Nigerian-born Oxford academic, and former British Prime Minister David Cameron is more than a fascinating story; it is a masterclass in leadership and belief. Professor Imafidon’s daughter had achieved the extraordinary—passing the UK’s General Certificate of Secondary Education (GCSE) at the mere age of six, a feat typically accomplished by teenagers.
While Prime Minister Cameron attributed this brilliance to genetic fortune, Imafidon presented a radically different thesis: greatness is not born, it is built. To prove his point, he made an audacious proposal. He would take the lowest-performing students from the most challenged schools in the United Kingdom and, within just nine months, catalyze a metamorphosis that would defy all expectations. The stakes? A symbolic $25 million bet.
The result was nothing short of miraculous. Within the stipulated period, these students, previously labeled as lost causes, were transformed into high-achieving, confident scholars. This was not magic; it was methodology. This single case study offers a powerful blueprint for Corporates seeking to maximize human capital and for Nations aiming to overhaul their educational and workforce development systems.
The Core Philosophy: Dismantling the Myth of “Uselessness”
Professor Imafidon’s philosophy, rooted in both profound respect and pragmatic wisdom, provides the foundational principle for this transformation:
“Don’t ever say somebody is useless. You are not even insulting the person; you are insulting the God that created the person.”
This statement transcends mere sentimentality. It establishes a core tenet for human development: every individual possesses inherent, God-given value and latent capacity. The work of psychologists and educators supports this, affirming that every child enters the world as a tabula rasa—a blank slate eager to be inscribed with knowledge, skills, and vision. The divergence in human achievement is not predetermined but is primarily a function of access to nurturing environments, strategic mentorship, and empowering resources.
This principle directly challenges Corporates to reevaluate their talent management strategies. How many employees are sidelined or underutilized due to preconceived limitations? It urges Nations to reconsider national policies that write off entire demographics or regions as unproductive. The shift from a fixed mindset to a growth mindset is the first critical step from Zero to Impact.
Deconstructing Zero: The Pregnant Number
To reframe our understanding, we must deconstruct the mathematical and metaphorical essence of Zero.
· Zero is not Nothingness; it is Potential. Nothingness implies a permanent void. Zero, however, is a dynamic, feminine number—pregnant with multiplicative power. Place a zero after any digit, and its value increases tenfold. Empower zero with the right integer—a vision, a skill, an investment—and it generates exponential value, capable of reproducing greater numbers towards infinity.
· Zero represents a Beginning, not an End. It is the point of conception where powerful ideas are seeded. Every monumental global enterprise, every world-changing innovation, began as a ‘zero’—a mere idea in someone’s mind with no physical assets to its name.
This conceptual framework is vital for:
· Individuals who feel overlooked or undervalued. You are not a non-entity; you are a vessel of unactualized potential. Your current state is merely the starting point of your journey, not the final destination.
· Corporates launching new ventures or R&D projects. These initiatives often start with zero revenue and uncertain outcomes, but with the right “additions” of capital, talent, and strategy, they can become market-leading innovations.
· Nations fostering entrepreneurship and economic development. A nation’s most valuable resource is not its natural reserves but its human capital. Investing in citizens, even those from “zero” backgrounds, can yield an infinite return on investment for the national economy.
The Imperative of Empowerment: A Multi-Stakeholder Responsibility
The journey from Zero to Hero is not a solitary one. It requires a conscious and strategic ecosystem of empowerment.
1. For Individuals: The Power of Self-Actualization
The story of biblical Jabez, who prayed to be freed from his label of pain and obscurity, is a timeless example. The first step is a personal decision to reject externally imposed labels. This must be followed by a relentless pursuit of empowerment through knowledge acquisition, skill development, and strategic networking. As exemplified by legends like Nikola Tesla, Chief (Dr.) Mike Adenuga, Alhaji Aliko Dangote, Mr. Femi Otedola, Dr. Adedeji Adeleke, Chief Dele Momodu, Strive Masiyiwa, among others; the path requires resilience, continuous learning, and the flexibility to endure the demanding process of transformation.
2. For Corporates: The Strategic Nurture of Human Capital
The corporate world is often quick to promote star performers while sidelining or exiting underperformers. The Imafidon model presents a more innovative and ultimately profitable approach: invest in your zeros.
· Leadership’s Role: Managers must shift from being critics to coaches. This involves identifying latent strengths, providing constructive corrections, and offering targeted training and mentorship programs.
· Cultural Shift: Foster a culture that values potential as much as performance. Create systems that allow employees to experiment, learn from failures, and pivot. The story of Gary Lineker, whose teachers dismissed his football dreams, is a cautionary tale against premature judgment in any organization.
· Return on Investment: An empowered employee transitions from a cost center to a value creator, driving innovation, enhancing productivity, and fostering fierce loyalty. The cost of recruitment and onboarding far exceeds the investment in developing existing talent.
3. For Nations: Building Policy Frameworks for Inclusive Growth
Nations are the ultimate macrocosm of this principle. A country’s progress is directly linked to its ability to harness the potential of all its citizens.
· Educational Reformation: Move away from systems that merely identify top performers. Implement policies, like Professor Imafidon’s scholarship for underperformers that are designed to identify and uplift those at the bottom of the academic ladder.
· Economic Inclusion: Create enabling environments for entrepreneurs and small businesses—the engines of most economies that almost always start from zero. This includes access to funding, mentorship, and infrastructure.
· National Mindset: Leaders must communicate a narrative of collective potential, championing stories of transformation and fostering a national ethos that believes in the possibility of change for every citizen, regardless of their starting point.
Divine Blueprint: Lessons from the Ultimate Creator
The supreme example of transforming zero into a global impact is found in the Genesis creation narrative: “And the Lord God formed man from the dust of the ground, and breathed into his nostrils the breath of life; and man became a living being.”
God did not view the dust of the earth (a quintessential zero) as worthless. He saw its infinite potential. The process involved two critical phases:
1. Forming: Structuring and shaping the raw material with intention and design.
2. Empowering: Infusing it with the divine “breath”—the spirit of life, capability, and purpose.
This is the exact blueprint for Peoples, Corporates, and Nations to emulate: First, structure your raw materials (people, ideas, and resources) with strategic intent. Then, empower them with the necessary “breath”—investment, education, technology, and belief.
Conclusion: A Call to Conscious Creation
The power of Zero is the power of genesis. It is the unwavering belief that within every individual, every nascent idea, and every developing nation lies the seed of greatness. The journey from Zero to Global Impact is not a mystery; it is a methodology.
It begins with a shift in perception—seeing not what is, but what could be. It is sustained by a commitment to empowerment—the strategic addition of knowledge, resources, and belief. And it culminates in transformation—the unleashing of potential that blesses the individual, propels the corporation, and transforms the nation.
Let us then, as leaders of our own lives, of our organizations, and of our countries, refuse to write anyone or any idea off. Let us choose instead to see the divine potential in the dust. Let us commit to the deliberate and sacred work of empowerment, and in doing so, unlock the infinite possibilities that lie between Zero and Global Impact.
Dr. Tolulope A. Adegoke, AMBP-UN is a Recipient of the Nigerian Role Models Award (2024), and a Distinguished Ambassador For World Peace (AMBP-UN).
By Tolulope A. Adegoke, PhD
“Security is not built by arms alone, but by the quality of leadership that turns shared vulnerability into collective strength, and divergent interests into common purpose.” – Tolulope A. Adegoke, PhD
Abstract
In an era of complex transnational threats, effective regional and continental security hinges less on military capabilities or institutional frameworks and more on the quality of leadership. This article explores how visionary, adaptive, ethical, and inclusive leadership serves as the critical catalyst for transforming shared vulnerabilities into collective strength. Through in-depth case studies of ECOWAS in West Africa, the African Union’s African Peace and Security Architecture (APSA), and SADC in Southern Africa, alongside comparative insights from the European Union and ASEAN, it demonstrates that leadership determines whether security protocols remain aspirational or deliver tangible protection. The analysis highlights both successes and limitations, identifying key attributes of effective security leadership: strategic foresight, consensus-building, institutional coordination, and accountability. Ultimately, the article argues that investing in high-calibre leadership at every level is essential for building resilient, people-centred security systems capable of addressing contemporary challenges and contributing to a more stable global order.
Introduction
Effective regional and continental security depends far more on leadership than on military hardware, intelligence capabilities, or financial resources alone. Leadership supplies the vision, political will, strategic coherence, ethical foundation, and sustained commitment required to transform fragmented national efforts into unified, sustainable security outcomes. In an era marked by transnational threats — terrorism, organised crime, climate-induced conflicts, cyber vulnerabilities, irregular migration, and hybrid warfare — the quality of leadership at regional and continental levels determines whether security architectures deliver genuine protection or remain aspirational documents on paper.
The Indispensable Role of Leadership in Regional and Continental Security
Leadership in security contexts operates across multiple interconnected layers. At the strategic level, it involves setting a long-term vision that anticipates emerging threats and aligns collective resources before crises escalate. At the operational level, it demands the ability to coordinate institutions, mobilise resources, and execute joint actions efficiently. At the relational level, it requires building and maintaining trust among sovereign states with often competing interests, historical grievances, and differing priorities.
Effective leaders in this domain exhibit several critical attributes. They demonstrate visionary foresight, the capacity to read complex geopolitical and socio-economic trends and translate them into proactive strategies. They exercise adaptive decision-making, adjusting approaches as threats evolve while preserving core principles. They practise inclusive diplomacy, forging consensus without compromising sovereignty. Above all, they uphold ethical integrity and accountability, ensuring that security measures respect human rights and maintain public legitimacy. Without these qualities, even the most sophisticated security protocols risk becoming ineffective or counterproductive.
ECOWAS in West Africa: Leadership-Driven Collective Security
The Economic Community of West African States (ECOWAS), established in 1975 primarily as an economic integration body, has evolved into one of Africa’s most sophisticated and tested regional security mechanisms. This transformation was not inevitable but resulted from deliberate, courageous, and often pragmatic leadership in response to existential threats that threatened to engulf the entire sub-region.
The pivotal moment came in the early 1990s when Liberia descended into a devastating civil war. Faced with the risk of regional contagion, ECOWAS leaders, particularly Nigeria’s General Ibrahim Babangida and Ghana’s Jerry Rawlings, took the unprecedented step of creating the ECOWAS Monitoring Group (ECOMOG) in 1990 — Africa’s first sub-regional peacekeeping force. This was a bold departure from the Organisation of African Unity’s strict non-interference policy. ECOMOG’s interventions in Liberia (1990–1997) and Sierra Leone (1997–2000) prevented state collapse, contained the spread of conflict, and created political space for negotiated settlements and eventual democratic transitions.
Leadership played a pivotal role in these outcomes. Nigerian leadership provided the bulk of troops and financial resources, while Ghanaian President Jerry Rawlings offered critical diplomatic backing. The willingness of several heads of state to commit substantial national resources despite domestic criticism demonstrated a rare form of collective political will. These interventions also led to important institutional developments, including the 1999 Protocol Relating to the Mechanism for Conflict Prevention, Management, Resolution, Peacekeeping and Security, and later the 2008 ECOWAS Conflict Prevention Framework (ECPF).
In more recent years, ECOWAS leadership has continued to evolve. During the 2010–2011 post-election crisis in Côte d’Ivoire, ECOWAS applied sustained diplomatic pressure backed by the threat of military force, contributing significantly to the eventual restoration of constitutional order. In response to the rise of Boko Haram in the Lake Chad Basin and jihadist insurgencies in the Sahel, ECOWAS has strengthened intelligence sharing, supported the Multinational Joint Task Force, and promoted greater coordination among affected states. The organisation has also demonstrated its preventive diplomacy capacity in The Gambia (2016–2017), where firm but measured leadership helped resolve a dangerous post-election standoff without large-scale violence, and in Guinea (2021), where it applied sanctions and mediation to encourage return to constitutional rule.
Yet ECOWAS leadership has also encountered significant limitations. Divergent national interests, chronic funding shortfalls, and occasional leadership vacuums have sometimes slowed or complicated responses. The recent wave of military coups and political transitions in Mali, Burkina Faso, Guinea, and Niger (2021–2023) tested the organisation’s cohesion and exposed the challenge of enforcing normative standards when powerful member states resist collective decisions. These episodes underscore a recurring truth: regional security leadership is only as strong as the political commitment and institutional capacity behind it.
Despite these challenges, ECOWAS remains one of the most advanced regional security mechanisms on the continent. Its evolution from an economic community to a security actor demonstrates how visionary leadership, combined with institutional innovation and political will, can enable a regional organisation to respond effectively to complex security threats. The ECOWAS experience offers enduring lessons: effective regional security leadership must be proactive rather than reactive, adaptive to new threats, inclusive of multiple stakeholders, and continuously reinforced through institutional reform and sustained political will.
African Union’s Continental Leadership: The African Peace and Security Architecture (APSA)
At the continental level, the African Union (AU) has emerged as a central actor in shaping Africa’s security landscape through the African Peace and Security Architecture (APSA). Established following the transition from the Organisation of African Unity (OAU) in 2002, APSA represents a fundamental shift in African leadership philosophy — moving from the OAU’s rigid doctrine of non-interference to the AU’s principle of “non-indifference” when grave circumstances threaten peace and stability.
The architecture comprises five key pillars: the Peace and Security Council (PSC), the Continental Early Warning System, the Panel of the Wise, the African Standby Force, and the Peace Fund. This comprehensive framework was designed to enable Africa to take primary responsibility for its own peace and security rather than relying predominantly on external actors.
Leadership has been the critical variable in APSA’s performance. The decision by African heads of state to create the Peace and Security Council marked a bold act of continental leadership, giving the AU authority to authorise interventions in cases of war crimes, genocide, or crimes against humanity. One of the most visible demonstrations of this leadership was the African Union Mission in Somalia (AMISOM), launched in 2007. Despite enormous challenges, AMISOM — later reconfigured as the African Transition Mission in Somalia (ATMIS) — helped degrade Al-Shabaab’s control over large parts of the country and created space for political processes and state-building. This mission showcased the AU’s willingness to deploy troops and sustain long-term engagement where international partners were initially hesitant.
Another significant example is the AU’s mediation and peacekeeping efforts in Darfur (Sudan), South Sudan, the Central African Republic, and the Lake Chad Basin. In each case, the effectiveness of AU leadership depended heavily on the political will and diplomatic skill of key member states, the AU Commission Chairperson, and the Peace and Security Council. The AU’s successful facilitation of the 2019 political transition in Sudan and its ongoing mediation efforts in multiple conflict zones further illustrate how continental leadership can create pathways for dialogue when national institutions falter.
However, the AU’s leadership has also encountered notable limitations. Funding shortages, logistical constraints, and sometimes divergent interests among member states have hampered rapid and decisive action. The 2011 Libya intervention exposed deep divisions within the AU, while recent political transitions and coups in the Sahel (Mali, Burkina Faso, Niger, Guinea) have tested the Union’s ability to enforce its normative frameworks consistently. These experiences reveal that continental leadership remains vulnerable to the sovereignty concerns of member states and the challenge of translating political consensus into operational effectiveness.
Despite these constraints, the AU has made important strides in institutionalising leadership for peace and security. The adoption of the African Union Master Roadmap for Silencing the Guns by 2030 and the ongoing efforts to fully operationalise the African Standby Force reflect a long-term strategic vision. The Union has also strengthened its partnership with Regional Economic Communities (RECs) such as ECOWAS, IGAD, and SADC, recognising that effective continental security requires layered leadership — with RECs often acting as first responders and the AU providing strategic oversight and legitimacy.
The African Union’s journey demonstrates both the immense potential and the inherent difficulties of continental leadership in security matters. When leadership is bold, united, and well-resourced, the AU can play a transformative role in preventing conflict, managing crises, and supporting post-conflict reconstruction. When leadership is fragmented or under-resourced, progress slows and opportunities for timely intervention are lost.
SADC Regional Interventions: Leadership, Solidarity, and the Limits of Collective Action
The Southern African Development Community (SADC) offers a distinct model of regional security leadership shaped by its historical struggle against apartheid and a strong emphasis on sovereignty and consensus. Originally formed in 1980 to reduce economic dependence on apartheid South Africa, SADC has gradually expanded its security role through the 2001 Protocol on Politics, Defence and Security Cooperation and the Organ on Politics, Defence and Security.
SADC’s most prominent military intervention occurred in 1998 in Lesotho. Following a disputed election and political violence, South Africa and Botswana, acting under SADC authority, launched Operation Boleas to restore order and facilitate new elections. While the intervention achieved its immediate objectives, it was criticised for limited consultation with other SADC members and for being perceived as South African dominance rather than genuine collective action. This episode highlighted both the potential and the sensitivities of SADC leadership in security matters.
A more sustained and complex engagement has been SADC’s involvement in the Democratic Republic of Congo (DRC). Since 2013, SADC has supported the Force Intervention Brigade (FIB) within the UN Stabilization Mission in the DRC (MONUSCO). Comprising troops from South Africa, Tanzania, and Malawi, the FIB was mandated to conduct offensive operations against armed groups. South African leadership was instrumental in pushing for the creation of the FIB, reflecting Pretoria’s strategic interest in stabilising the Great Lakes region. The intervention has had mixed results: it helped degrade some armed groups but has struggled with the sheer complexity of conflict dynamics, resource constraints, and the challenge of addressing root causes such as governance failures and illicit resource exploitation.
More recently, in 2021, SADC deployed the SADC Mission in Mozambique (SAMIM) to address the escalating insurgency in Cabo Delgado province. The mission, led by South African forces with contributions from several member states, aimed to support the Mozambican government in restoring security and protecting civilians. Leadership from South Africa, Botswana, and Tanzania was critical in mobilising rapid deployment. While SAMIM has contributed to the degradation of insurgent capabilities and the protection of key economic installations, challenges remain, including coordination with Rwandan forces operating in the same theatre and the need for a stronger focus on addressing underlying socio-economic grievances.
SADC’s security interventions reveal a distinct leadership pattern dominated by a few influential member states, particularly South Africa. This “hegemonic leadership” model has enabled action when consensus is difficult to achieve but has also generated resentment among smaller states wary of South African dominance. Zimbabwe and Angola have also played significant roles in specific contexts, while smaller states have contributed troops and political legitimacy.
The consensus-based decision-making culture within SADC has been both a strength and a limitation. It ensures broad buy-in when agreement is reached, but it can lead to slow or diluted responses when member states have divergent interests. The principle of “quiet diplomacy” has often prioritised political dialogue over forceful intervention, sometimes delaying decisive action.
SADC interventions have achieved notable successes. They have prevented state collapse in Lesotho, contributed to stabilisation efforts in the DRC, and helped contain the Cabo Delgado insurgency. The organisation has also developed important normative frameworks, including the Strategic Indicative Plan for the Organ (SIPO) and mechanisms for electoral observation and conflict prevention.
However, limitations are equally evident. Funding remains chronically inadequate, often forcing reliance on external partners or lead nations. Logistical challenges, interoperability issues among national forces, and uneven political commitment have constrained operational effectiveness. Critics argue that SADC’s responses have sometimes prioritised regime security over human security, particularly in cases involving member states’ internal political crises.
The SADC experience underscores several important lessons about regional security leadership. First, hegemonic leadership can enable rapid action but risks undermining legitimacy and long-term cohesion. Second, consensus-based systems require strong mediation and facilitation skills to convert agreement into effective implementation. Third, sustainable security leadership must address both immediate threats and underlying structural drivers such as poverty, inequality, and governance deficits. Finally, SADC’s trajectory shows that regional organisations can play meaningful security roles even without a single dominant power, provided there is sufficient political will and institutional adaptability.
Comparative Insights from Other Regions
Global experiences reinforce these lessons. The European Union’s Common Security and Defence Policy (CSDP) has succeeded largely because of consistent institutional leadership and shared norms among member states, enabling joint missions and rapid response capabilities. In Southeast Asia, ASEAN’s consensus-based leadership model has helped maintain stability amid complex geopolitical tensions, although it has occasionally been criticised for slower decision-making. These cases confirm that effective regional security leadership requires a delicate balance between respect for sovereignty and the courage to pursue collective action.
Persistent Challenges and Pathways Forward
Leadership in regional and continental security faces recurring obstacles: divergent national interests, resource constraints, weak institutional capacity, and external interference. Political transitions and electoral cycles can disrupt continuity, while hybrid threats demand leaders capable of integrating diverse tools and actors.
To build more effective security leadership, regional and continental organisations must invest deliberately in leadership development. This includes targeted programmes that cultivate strategic foresight, ethical governance, collaborative skills, and crisis management capabilities. Institutional mechanisms should be designed to ensure policy continuity beyond changes in individual leaders. Greater inclusion of civil society, youth, and women in security decision-making can enhance legitimacy and broaden perspectives. Finally, partnerships with global actors should be pursued in ways that preserve African agency and ownership.
Conclusion
Leadership remains the single most decisive factor in regional and continental security. It is the invisible bridge that transforms fragile agreements into enduring peace, turns shared vulnerability into collective strength, and converts divergent national interests into a common purpose. The experiences of ECOWAS in West Africa, the African Union across the continent, and SADC in Southern Africa, alongside valuable lessons from Europe and Southeast Asia, consistently demonstrate one fundamental truth: even the most sophisticated security architectures will falter without visionary, ethical, and collaborative leadership.
In an increasingly interconnected and volatile world, where threats respect no borders, the quality of leadership at every level — from heads of state to technical experts within regional commissions — will ultimately determine whether Africa and other regions merely survive successive crises or rise to build lasting stability and prosperity.
The challenge before current and future leaders is clear: to move beyond rhetoric and embrace the difficult work of forging unity, exercising foresight, upholding accountability, and investing in people-centred security solutions. Those who answer this call will not only secure their nations and regions but will also leave a legacy of peace that benefits generations yet unborn and contributes meaningfully to a more stable global order.
True security is not built by arms alone. It is built by leadership that dares to imagine, unite, and act for the common good.
Dr. Tolulope A. Adegoke, AMBP-UN is a globally recognized scholar-practitioner and thought leader at the nexus of security, governance, and strategic leadership. His mission is dedicated to advancing ethical governance, strategic human capital development, and resilient nation-building, and global peace. He can be reached via: tolulopeadegoke01@gmail.com, globalstageimpacts@gmail.com
Adron Homes and Properties is set to take the center stage in celebrating culture, history, and community at the grand finale of the Ibadan Cultural Festival 2026, scheduled to hold at the iconic Lekan Salami Stadium on Saturday.
In a bold demonstration of its commitment to preserving Nigeria’s socio-cultural heritage, Adron Homes is proudly sponsoring this year’s festival, reinforcing its role as a corporate institution that goes beyond real estate to actively supporting the traditions and identity of its host communities.
The Ibadan Cultural Festival, a time-honored celebration of the people, history, and legacy of Ibadanland, has once again drawn widespread attention, uniting sons and daughters of the ancient city alongside dignitaries, cultural custodians, and enthusiasts. As anticipation builds for tomorrow’s grand finale, the city is already aglow with excitement, color, and cultural pride.
Adron Homes’ involvement has significantly amplified the scale and reach of the festival, ensuring that the rich customs, music, dance, and traditional displays associated with Ibadan’s heritage are not only celebrated but sustained. The company’s sponsorship reflects a deep understanding that culture remains the backbone of community development and identity.
The company reiterated that supporting the Ibadan Cultural Festival is part of a broader vision to invest in people, preserve history, and strengthen communal bonds. They emphasized that Ibadan, as one of Nigeria’s most historically significant cities, deserves continuous corporate backing to keep its traditions alive and thriving.
Tomorrow’s grand finale at Lekan Salami Stadium promises a spectacular convergence of tradition and modern celebration, with captivating performances, music, royal appearances, and a showcase of the enduring spirit of Ibadanland. Adron Homes will stand prominently as a key enabler of this cultural landmark event.
Through this sponsorship, Adron Homes once again affirms its position as a socially responsible brand, one that not only builds homes but also nurtures heritage, celebrates identity, and fosters unity.
As the drums roll and the stage is set for the grand finale, Adron Homes remains at the heart of it all, championing a legacy that ensures culture lives on for generations to come.
At a time when concerns over youth involvement in crimes, cultism and other vices, continue to reverberate across communities in Lagos, the Executive Secretary/CEO of the Lagos State Security Trust Fund, Dr. Ayo Ogunsan, has issued a firm and unequivocal charge to young people and community advocates to uphold integrity and reject all forms of social vices.
Speaking at a strategic implementation meeting with members of the Lagos State Security Trust Fund Campaign Against Crimes, Cultism and Other Vices (LSSTF-CACCOV), led by its State Coordinator, Dr. Moses Oladimeji, Ogunsan stressed that the success of any security intervention rests heavily on the moral standing and personal discipline of those entrusted with its execution.
During the meeting, the LSSTF CEO also announced that the Agency’s
prevention initiative against Crimes, Cultism and Other Vices, LSSTF-CACCOV will be addressing thousands of students at its Flagship Youth Security Awareness and Orientation Campaign at Yaba College of Technology (YABATECH) in May, 2026. This will be immediately followed by another youth campaign focused on Cybersecurity and Digital Security.
In a strongly worded address, he cautioned members of the Committee against any conduct capable of tarnishing the credibility of the initiative: “You, yourselves, must rise above board. No one must accuse you of defrauding them; the moment we hear it, you are off. I don’t want anyone to bring disrepute to this organization. We will publicly disclaim you if you do so. You have to work on yourself. This goes beyond you personally to those you relate with. You have a friend and the friend is a cultist; no, you are not supposed to be there.”
The LSSTF-CACCOV initiative represents a preventive, community-driven approach to tackling insecurity by engaging youths constructively and steering them away from crime, cultism, and other destructive behaviors. In Lagos, the city regarded as Nigeria’s commercial nerve centre and West Africa’s economic hub, stakeholders have consistently underscored the direct link between security and economic productivity. Youths, who constitute a significant portion of the population, remain central to this equation.
Dr. Ogunsan further urged young people across Lagos to remain vigilant and proactive in safeguarding their communities, emphasizing the importance of reporting suspicious activities and fostering a culture of accountability. According to him, sustainable development cannot thrive in an atmosphere of fear and lawlessness.
Responding on behalf of the Committee spearheading the crime prevention initiative of LSSTF, Dr. Oladimeji reaffirmed the group’s commitment to grassroots engagement and behavioral reorientation among youths: “We understand that the issues of crime and cultism are concerns that worry every community. So, the initiative is a preventive approach to positively engage youths to resist vices, cultism, and crime, so that we can all live in a peaceful environment. Because if businesses will thrive and careers will grow, security will be of major importance.”
Security experts have long noted that investment in youth development, including through education, mentorship, entrepreneurship, and gainful engagement, remains one of the most effective tools for crime prevention. By positioning young people as both stakeholders and ambassadors of peace, LSSTF-CACCOV aims to reshape community narratives and reinforce the values of responsibility, productivity, and lawful conduct.
Present at the strategic implementation meeting are the Executive Secretary/CEO, LSSTF Dr Ayodele Ogunsan; Director of Administration, LSSTF, Mr. Adegbola Lewis; Executive Assistant, LSSTF, Mrs. Adaobi Nwankwo; State Coordinator, Lagos State Security Trust Fund Campaign Against Crime, Cultism and Other Vices (LSSTF-CACCOV), Dr. Moses Oladimeji; Assistant State Coordinator/General Secretary, LSSTF-CACCOV, Uzezi Akinwoleola; Head, Human Resources and Training, LSSTF-CACCOV, Prominence Promise; Head, Education, Advocacy and Empowerment, LSSTF-CACCOV, Joseph Akinwoleola; Head, Media, Press and Public Relations, LSSTF-CACCOV, Taiwo Idris; and Head, Strategy, Digital Communication, and Technology, Olugbogi Nathanael
