Gareth Morgan, a Canadian organizational theorist in his seminal book, Images of Organizations (1986) introduced eight organizational metaphors as archetypes of organizations.
Among these metaphors, is the psychic prison metaphor. The key elements of the psychic prison metaphor include; Unconscious processes, groupthink, historical baggage, self-fulfilling prophecy, myths and metaphors.
Crucial points to note in the pyschic prison metaphor are; that organizations can be hindered by unconscious fears, desires and psychological defense mechanism; that past successes or traumas, can condition future behaviour and decision-making processes; that our belief systems could shape our actions, which may be progressive or retrogressive.
As a management staff of the Nigerian Communications Commission (NCC) from 2000 – 2018. I observed how different leadership styles of the helmsmen of the organization at various times, shaped organizational growth and progress.
The leadership style the Chief Executive Officer of an organisation adopts, could make or destroy the organization. NCC has gone through several leaders, each contributing to the digital revolution in the country.
Prior to full telecommunication liberalisation in 2001, the Commission was led by, Eze (Engr) Cletus Ogbonna Iromantu, and Dr Emmanuel Nnamah respectively. However, not much was achieved under their leadership, as investors were not willing to invest in a country under the military administration.
In 2000, the then federal government, under President Olusegun Obasanjo, GCFR, set up a committee to develop a National Telecommunication Policy (NTP) that would herald a fully liberalised telecommunications sector.
Following the recommendations of the National Telecommunications Policy (NTP) of 2000, the industry became fully liberalised in 2001.
President Olusegun Obasaanjo, GCFR, in recognition of the urgency of bulding a mordern telecommunication economy, constituted the Board of Commissioners of the Nigerian Communications Commission.
The pioneer board, had experienced and proven professionals and technocrats such as, Alhaji Ahmed Joda (Chairman), Engr. Ernest Ndukwe (Executive Vice Chairman/CEO), Engr. Olawale Ige (former Minister of Communications), Engr. Austine Otiji (former MD, NITEL) others were; Engr. Patrick Kentebe (retired NITEL GM), Engr. Shola Taylor (former Executive at INTELSAT), Engr. Isaiah Mohammed (former ED at NITEL), Engr Muktari Zimit, and Engr. Don Ude.
The mandate of the board was very clear, to create an enabling environment for urgent and transformative improvements of the country’s telecommunications sector.
The board was inaugurated on April 3, 2000, marking the beginning of the transformative era of telecommunications, thus laying the foundation for the digital revolution of the country.
Ahmed Joda’s board and management, came up with key initiatives to drive the transformative process —Telecommunications Demand Study (TDS); Institutional Strengthening, assisted by Worldbank, USAID, Deloiite & Touche, Detecon Gmb of Germany, KPMG and a host of others as consultants.
The institutional strengthening program was to build capacity in core areas of telecommunications regulation, such as, the licensing framework, Cosumer affairs regulatory codes, spectrum planning, economic regulation, compliance monitoring & enforcement, and technical standards regulations etc.
The third initiative of the board was the conduct of a Digital Mobile License (DML) Auction to herald an era of a digitally-enabled economy.
The digital mobile license auction was acclaimed globally, as one of the most transparent digital mobile license auctions in the world.
A number of African countries, including South Africa, had tried spectrum license auctions during same period, which failed due to litigations from bidders. Spectrum International of UK, was the Commissions’ Consultant in the Spectrum licensing process.
The auction of the first three Digital Mobile Licenses (DMLs) occurred in January of 2001. The winners were; ECONET, MTN, and Communications Investment Limited (CIL) with each paying, $285 million for a 15-year operating license, with a 5-year exclusivity clause.
The fourth license was later awarded to NITEL (now MTEL) for the same amount. CIL later forefeited its license due to issues surrounding the payment of the auction amount.
In furtherance of the desire to build a world class regulator, the Commission embarked on series of board and management retreats, workshops, and training programs to craft the vision and mission of the organization, define core values, and build a corporate culture centered on diligence, hardwork, selflessness, goal-driven and focused staff, with eyes on the ball.
There were several international trainings and partnerships with similar bodies such as; the Federal Communications Commission (FCC) of the US; United States Telecommunications Training Institute (USTTI), OFCOM in the UK, the International Telecommunications Union (ITU) among others. The exposure of the Commission’s staff to various specialised trainings, conferences, and the activities of the commissions’ staff in the various Working Groups at the ITU, led to the building of one of the most respected regulator in the world, the Nigerian Communications Commission (NCC).
The need to build an institution to train workers for the industry necesitated the establishment of the Digital Bridge Institute (DBI) Abuja, with campuses in Lagos, Kano, Yola, Asaba, and Enugu. That of Enugu never took off for reasons that are inexplicable. The ITU voted Nigeria for five years, the fastest growing telecommunications market in the world.
The ITU report could be traced to the dedication of the first NCC Board of Commissioners, the unflinching support, dedication, and sacrifice of management and staff of the commission. All these virtues led to the building of one of most respected regulator in the world.
It is on that note that stakeholders welcome the recent constitution of the board of NCC by President Bola Ahmed Tinubu, GCFR. There have been concerns, and worries amongst stakeholders about the declining quality of services and other regulatory challenges in the country.
Regulating an industry, which drives the digital economy without a board is a panacea for chaos and retrogression.
Now that a board has been constituted, it is important that the screening, confirmation and inauguration of the board, should be carried out expeditiously.
The Nigerian Communications Commission needs the intervention of the board to resolve a number of challenges currently plaguing the industry.
The telecommunications regulator has remained without a board for too long, the longest thus far since full liberalisation, and it has contributed to the myriad of challenges witnessed in the sector.
The Current board would have a lot of work to do, and should hit the ground running after Confirmation and inauguration.
The board should urgently address issues such as; the amendment of Nigerian Communications Act (NCA) 2003, which cannot effectively address emerging technologies such as Artificial Intelligence (AI) and issues bordering on technology convergence.
Other matters include; the declining quality of services, which should be holistically examined, to ascertain the immidiate causes of the decline and address them; conduct a comprehensive staff audit to ensure that existing staff can effectively regulate the industry. Ascertain if staff are adequately motivated to deliver on their assignments.
The board should as a matter of urgency, examine the outstanding issues and challenges the service providers currently contend with, and ensure a quick resolution.
The board with the Management should urgently conduct a stakeholders summit to directly take notes of issues plaguing the industry, and address them expeditiously.
Nigerian Communications Commission (NCC) has a rich legacy of excellence, impartiality and professionalism. There is a need to ensure that the core values of the commission, the professional and excellent corporate culture, that is composed of a world-class human capital is maintained.
Recruitment into the commission should recognise competence, capacity, and cognate experience. Inexperienced staff should be trained to be able to contribute to the progress of the organization.
The bottom-up appraoch of the commission in its regulatory processes should be sustained.
On a final note the board could draw from the expertise of erstwhile staff of the commission, with institutional memory, expertise and experience to provide guidance and advise. Fortutiously, Hajia Mariam Bayi, the former Director of Human Capital and Infrastructure is on the new board.
It is hoped that new the board can benefit from her experience. The newly constituted board should provide the needed guidance to the Executive Vice-Chairman, Dr. Aminu Maida to move the industry forward. Time is not on the side of this board. The industry is in an emergency state, and urgent intervention is critical.
The Commission’s management should avoid the psychic prison syndrome by ensuring that historical baggage arising from past regulatory decisions, unconscious fears arising from possible impact of regulatory actions, past successes or failures, do not put the organization in a psychic prison. Previous successes could lead to complacency, and lack of innovative regulatory initiatives, thus hindering innovation and development.
The board and management should ensure that their belief systems do not shape the organizations regulatory actions in a retrogressive manner, but they should rather be progressive.
The vision of the pioneer board and management, the mission and core values that has placed the country on global regulatory map should be sustained. I wish the new board success as they navigate through the challenging regulatory issues currently confronting the sector.
*Tony Ojobo, Ph.D. fimc, fcai. former Director of Public Affairs, Nigerian Communications Commission. Dr. Ojobo is a consultant in Corporate Communications, Strategic Mangement & Leadership Development. He can be reached via: tonyojobo@gmail.com
