This paper explores stewardship as a deeper leadership posture, one that moves beyond service into long horizon responsibility, coherence, and the capacity to hold complexity without collapsing into reaction.

Drawing from lived leadership experience, women’s realities, and emerging questions around artificial intelligence, it proposes that countries such as Nigeria may offer important insight into how future leadership can remain both grounded and human.

Introduction: Why this conversation matters now

There are moments in history when a word that has served us well begins to feel insufficient. Not because it was wrong, but because reality has become more layered than the word can carry. Leadership may be entering such a moment.

For years, many institutions, businesses, and leadership programmes around the world have embraced the language of servant leadership, and rightly so. It offered an important correction to older models built too heavily around hierarchy, control, and command. It reminded leaders that influence is not only about authority; it is also about listening, empowering others, making space, and understanding that leadership carries responsibility beyond personal ambition.

Yet the pressures leaders are now facing suggest that something further is required.

Across institutions, families, governments, and businesses, leaders are being asked to absorb uncertainty, make difficult decisions with incomplete clarity, hold emotional pressure, and retain composure even when outcomes are not immediately fair, visible, or rewarding. At the same time, technology is moving faster than regulation, younger generations are relating differently to hardship, and many societies are searching for leadership models that still feel human in the middle of acceleration.

This paper begins from a simple observation: leadership today requires a deeper inner discipline than the language we currently use.

What follows is not a formal academic argument. It is a reflection drawn from lived experience, leadership transitions, women’s realities, social observation, and the growing question of how societies such as Nigeria can shape future leadership conversations in ways that are both grounded and globally relevant.

Some of the reflections in this paper also connect with the emerging Radiance Framework, a leadership methodology exploring coherence, stewardship, and inner authority in leadership practice, developed through applied advisory work across leadership, governance, and transition contexts.

At the centre of this reflection is one word: stewardship.

From service to stewardship

Stewardship introduces a deeper interior demand than service alone. It asks a person not only whether they are serving well, but whether they are able and willing to think beyond themselves in a way that protects the continuity of something larger. It asks whether one can remain responsible for the whole even when the moment does not flatter the self.

That distinction matters more than it may first appear.

Service often carries generosity, humility, and care. Stewardship carries those too, though it also adds another layer: long horizon responsibility. It asks whether a leader can hold complexity without immediately personalising every shift, every discomfort, or every change in role.

In practice, this shift is already visible in how organisations are evolving. Traditional hierarchies, built for clarity of authority and control, are increasingly complemented by more networked ways of working.

This reflects a simple reality: complexity requires coordination across functions, geographies, and perspectives.

In such environments, leadership becomes less about asserting position and more about maintaining direction. Authority remains essential.

The leader is still responsible for decisions, boundaries, and outcomes, though the way that authority is exercised becomes more measured and less reactive.

As complexity increases, the ability to hold direction without over-correcting becomes a defining leadership capability.

One of the conversations that shaped this reflection began with a simple leadership story. A senior leader and friend of the authors, after years of operating at one level of responsibility, accepted a move into a less senior role because she understood that at that moment the company needed continuity more than title negotiation. To many around her, such a move could easily have been read as loss. In many environments, stepping into a narrower formal role is quickly interpreted as regression, or even failure.

Yet that was not how she read it.

She understood that what mattered in that moment was not whether the move felt flattering, but whether it preserved the organisation’s continuity. Others around her struggled to see it that way. Some resisted. Some could not imagine making the same choice. Yet over time, that decision proved right, not because it produced immediate applause, but because it allowed the company to continue from a place of greater stability.

This is where stewardship begins to reveal itself. Not every wise decision looks strong in the moment. Some of the strongest decisions a leader makes are almost invisible when they happen.

Fairness, steadiness, and the maturity to see beyond oneself

Fairness belongs naturally to human expectation. We all understand it instinctively. We ask whether something is deserved, proportionate, justified. Fairness matters because it protects dignity and trust.

Yet leadership often reaches moments where fairness alone is not enough to guide action.

Institutions carry timing, personalities, pressure, history, and constraints that do not always produce outcomes that feel immediately fair to everyone involved. A person attached only to fairness may remain trapped in grievance, measuring what should have happened. A person capable of steadiness begins asking another question: what does reality require now?

Stewardship takes this further still, because it asks what protects the whole over time.

This is not passive acceptance. It is not weakness. It is the maturity to understand that not every meaningful contribution arrives wrapped in recognition.

In practical terms, this often means seeing beyond the first emotional reaction. It means resisting the temptation to turn every difficult moment into a personal injury. It means understanding that preserving coherence or continuity may sometimes matter more than defending position.

Difficulty as leadership advantage, not only obstacle

One reason stewardship is difficult is because modern culture often struggles with difficulty itself.

Across many societies today there is growing impatience with process. People want movement, speed, visibility, and immediate reward. In Nigeria, as in many places, one sees both extraordinary ambition and a growing language around wanting ease, quick progress, and a softer life.

That longing is understandable. Nobody prays for suffering.

Yet real life has never unfolded without contrast. Every serious life contains friction, disappointment, recalibration, and unexpected lessons.

A difficult interaction with a colleague may initially feel like a problem. In practice, such situations often expose something more useful, our own patterns, limits, and responses under pressure. An experience that is painful in the moment can later clarify how to understand, manage, and communicate more effectively. It does not become pleasant, though it becomes useful.

The situation may return, the person may remain the same, though the internal response shifts. Energy is no longer lost to irritation, it becomes available for clearer judgment.

This is not only personal growth. It is leadership growth.

Women and the lived practice of stewardship

In many societies, women understand stewardship before naming it.

A mother may never describe herself as practising leadership theory, yet she makes long horizon decisions every day. She regulates herself when tired, carries responsibility without applause, prioritises under pressure, protects vulnerable life, and continues even when unseen.

This capacity often becomes so normal that society stops noticing the intelligence inside it. Yet the underlying movement is unmistakable. It is stewardship.

Many women already know how to think beyond immediate self because life has demanded it from them repeatedly: through family, work, health, care, and responsibility. In many cases they are already making difficult decisions for continuity long before institutions invite them into formal leadership language.

This is one reason why stewardship may resonate deeply in contexts such as Nigeria, where women often hold both visible and invisible systems together.

Research from the Africa Gender Index (2023), produced by the African Development Bank and the UN Economic Commission for Africa, documents that while women score 50.3% on overall equality indicators, they reach 98.3% in social empowerment measures, a striking gap that reflects how much leadership capacity is already being exercised informally, well outside the reach of formal recognition.

Evidence from McKinsey Global Institute further reinforces this: organisations with gender-diverse leadership consistently demonstrate stronger performance, suggesting that the qualities stewardship requires, long horizon thinking, steadiness under pressure, and responsibility for the whole, are already present in women leaders whom institutions are still learning to recognise.

One powerful reflection that emerged in this conversation came from motherhood itself: the recognition that women often do not wait to be taught stewardship, they already live it. What remains is to help them see that this same instinct, when consciously developed, can extend beyond family into business, policy, community, and institutional leadership.

Nigeria, resilience, and future leadership

Nigeria carries something important in this conversation. It is a live case study of leadership under pressure.

It is a country where resilience is not abstract. It is lived. Faith, pressure, ambition, contradiction, creativity, and possibility coexist daily. That creates leadership lessons that are often richer than formal theory suggests.

There is enormous youth energy, enormous female capacity, and growing awareness that leadership must now move beyond survival into shaping systems.

The data reflects this clearly: Nigeria is home to an estimated 23 million female entrepreneurs, one of the highest concentrations globally, and women own approximately 41% of micro-businesses in the country (PwC Nigeria, 2023).

Women-owned SMEs contribute to an informal economy that forms a significant share of Nigeria’s GDP.

These are not aspirational statistics. They describe a leadership infrastructure that already exists, built largely by women, operating largely outside institutional frameworks, and representing precisely the kind of stewardship this paper describes: long horizon thinking, responsibility for others, continuity over recognition.

The women shaping Nigeria’s future are not waiting for permission. Three examples

make this visible.

Ngozi Okonjo-Iweala, Nigeria’s former Finance Minister and current Director-General of the World Trade Organization, has consistently demonstrated stewardship at the highest institutional level, making structurally difficult decisions in service of long-term stability, often at significant personal and political cost.

Folorunsho Alakija, one of Africa’s most prominent businesswomen and philanthropists, has built her influence not through title alone but through sustained commitment to the communities her work serves, a model of whole-system thinking that stewardship requires.

Funke Opeke, founder of MainOne and a 2026 Fellow of Harvard’s Advanced Leadership Initiative, built a 7,000-kilometre undersea cable stretching from Portugal to West Africa at a cost of $240 million, creating the digital infrastructure that enabled Nigeria’s technology sector to scale.

When the moment came, she chose to sell MainOne to Equinix because it was, in her own words, the best route to ensure the long-term sustainability of what had been built. That is stewardship made visible. Her story is documented in the Harvard Business School Creating Emerging Markets archive.

These leaders are not simply success stories. They are evidence that Nigeria already produces the kind of leadership this paper argues the world needs more of.

This is why Nigeria may not simply be a place where leadership models are imported. It may become a place where new leadership language is tested and developed from lived reality. The question is not whether capacity exists. It clearly does. The question is whether the language, support structures, and opportunities can now be built intentionally enough for that capacity to influence larger systems.

Stewardship and AI: why this matters now 

Artificial intelligence is no longer a future issue. It is already entering daily life, whether societies feel ready or not.

For many people, AI still sounds distant, technical, or intimidating. Yet for many women entrepreneurs and small businesses, its first usefulness may be very practical.

A woman taking orders through WhatsApp can use AI to structure responses faster, draft clearer communication, organise schedules, improve customer follow-up, and reduce repetitive work. A small business owner can improve visibility through simple automated content support. A professional can prepare documents faster and think through options more clearly.

In that sense, AI can become less a threat and more a practical assistant.

Yet its deeper potential lies elsewhere. As Sol Rashidi’s Human Amplification Index suggests, artificial intelligence is not here to diminish human capacity, but to extend it.

By relieving people from repetitive tasks, it creates space for qualities no system can replicate, creativity, collaboration, judgement, and compassion.

The next wave of AI may move even closer to this idea, evolving into personalised cognitive companions that begin to understand how we think, how we work, and how we communicate. Such systems could become thinking partners, helping individuals structure ideas, explore possibilities, and make decisions with greater depth.

Yet this amplification is not automatic. It depends entirely on the intent and discipline with which it is developed and used.

Responsible AI requires clear principles, fairness, reliability and safety, privacy and security, inclusiveness, transparency, and accountability. These are not abstract ideals. They are practical conditions that ensure technology remains anchored in human value.

As explored in recent reflections on leadership in the age of artificial intelligence (Williams, 2025), the real imperative is not only technological capability, but the ability to lead with both clarity of thought and depth of human awareness.

This is where stewardship becomes essential. Because the question is no longer only what AI can do, but how it is guided, and by whom. Leaders who approach AI with a stewardship mindset do not simply pursue efficiency. They ask whether what is being built can be trusted, whether it strengthens people rather than displaces them, and whether it contributes to continuity rather than fragmentation.

AI will not determine the future of leadership. It will reveal the quality of it.

Technology by itself does not create wisdom. It amplifies what is already present. If leadership is shallow, AI can accelerate shallow outcomes. If leadership is extractive, AI can amplify confusion. If leadership is rooted in stewardship, AI becomes a tool that serves people rather than displacing them.

This is why women, especially those already practising forms of stewardship, may become important carriers of responsible AI adoption at the local level.

It is also why policy matters. Technology is moving faster than regulation, and many institutions still do not fully understand what they are being asked to govern. The UNESCO Recommendation on the Ethics of Artificial Intelligence (2021) identifies

human oversight, long-term thinking, and the protection of vulnerable communities as foundational to responsible AI governance, principles that map directly onto what stewardship demands of leaders. This is where stewardship must enter public conversation, because speed without moral depth becomes dangerous very quickly.

Why this may be the next leadership frontier

Perhaps what is becoming clear is that leadership now requires something quieter and stronger than many visible models suggest.

It requires people who can remain steady while complexity increases.

It requires leaders who understand that not every setback is failure, not every reduction in visibility is loss, and not every difficult moment is a sign that something is wrong.

Sometimes the wiser movement is less dramatic. Sometimes grounded judgement matters more than immediate recognition. Sometimes the strongest leader in the room is the one who can hold the whole without needing to be seen doing it.

If servant leadership taught leaders to move beyond domination, stewardship may now teach leaders how to remain grounded when complexity no longer allows simple comfort.

That may be one of the most important leadership lessons of our time. And perhaps countries like Nigeria, and especially women already living this intelligence quietly, have something important to contribute to that lesson.

Looking ahead: listening, testing, and building from lived reality

The reflections in this paper are intended as a beginning rather than a conclusion. One natural next step would be to test these ideas more deliberately through listening and research.

A survey currently being considered in Nigeria, to be conducted in partnership with the Uzemi Empowerment Initiative, would invite women leaders, younger professionals, and senior decision makers to reflect on how they understand success, failure, fairness, resilience, and responsibility in leadership today.

The intention would not be to impose a framework, but to observe what already exists within the social fabric of a country where faith, ambition, pressure, and creativity coexist so visibly.

From there, a small pilot conversation could emerge linking stewardship, women’s leadership, and practical AI literacy, exploring how emerging technologies can support entrepreneurship, leadership development, and responsible innovation in everyday contexts.

If approached with humility and curiosity, such an initiative could allow Nigeria not only to participate in a global leadership conversation, but to help shape a more grounded and human version of what leadership may need to become in the years ahead.

This conversation also connects with emerging leadership frameworks and grassroots initiatives already working to support women in leadership and technology.

The Radiance Framework explores stewardship and coherence as inner leadership disciplines, while organizations such as the Uzemi Empowerment Initiative work to prepare and position women for leadership roles in technology across Nigeria.

Together they represent different but complementary pathways for shaping the leadership landscape of the future.

In a world moving faster each year, stewardship may prove less an ideal and more a necessity.

Addendum: Invitation to collaborate

This paper is a starting point for a broader conversation on leadership, stewardship, and the role of technology.

The authors welcome engagement with individuals and organisations exploring related work, across research, leadership, policy, or practice.

Those working on similar initiatives, in Nigeria, across Africa, or globally, are invited to connect, share perspectives, and explore collaboration. 

Author notes

Nathalie Kazzi is founder of Blue Tree Advisors, a Swiss strategic advisory firm working with high-responsibility leaders, founders, and investors across strategy, governance, and transition. She operates as a trusted sparring partner to senior decision-makers, supporting them in navigating complexity, holding long-term direction, and making high-stakes decisions under pressure and uncertainty.

She is also the creator of the Radiance Framework, an emerging leadership methodology exploring stewardship, clarity, and inner authority in decision-making, developed through applied work across leadership, governance, and cross-border environments.

Olatomiwa Williams is the Chief Growth & AI Officer for Microsoft Middle East and Africa growth markets, where she leads strategy and expansion across multiple markets. She previously served as Country General Manager for Nigeria and Ghana, overseeing large-scale digital transformation initiatives.

With more than two decades of experience in enterprise technology, she works at the intersection of innovation, responsible AI adoption, and inclusive digital ecosystems, supporting organisations and governments in navigating technological change at scale. A passionate advocate for women in tech, she founded Uzemi to advance women leadership in tech. Her visionary leadership and hands-on expertise position her as a catalyst for innovation and positive change.

Nigeria, home to over 200 million people and one of the youngest populations in the world, has a focus point for technology companies looking to build artificial intelligence skills.

AI is projected to contribute trillions of dollars to the global economy over the next decade, pushing governments and technology firms to invest more in digital skills and workforce training.

Experts say Nigeria has the talent base to become a commendable AI hub if skills development keeps pace with the rapid adoption of technology across sectors such as finance, telecommunications and public services.

TeKnowledge believes there are opportunities, but only if training programmes move beyond awareness and start producing job-ready talent.

The company helped deliver the first phase of Microsoft’s AI National Skilling Initiative in Nigeria last year. That programme introduced more than 50,000 Nigerians to foundational and intermediate AI skills, while over 3,000 participants completed advanced training and earned Microsoft AI certifications.

About 1,700 of those certified trainees were developers drawn from 40 technology companies already working within the Microsoft ecosystem.

Many went on to build working tools during a developer hackathon organised under the programme. The teams produced nine applied AI solutions designed for financial services, including systems for document verification, fraud detection and automated risk analysis.

A career fair held alongside the training connected participants with employers and technology partners. Some secured roles during the event, while others entered job placement pathways with companies looking to expand their AI capabilities.

The next phase aims to expand the pipeline.

TeKnowledge and Microsoft say the AI programme will now focus heavily on students, developers, entrepreneurs and members of the National Youth Service Corps (NYSC), one of Nigeria’s largest graduate mobilisation platforms.

Universities are also an important part of the rollout, with physical engagements planned at institutions including the University of Lagos, Lagos State University and Covenant University, where undergraduates will work on applied AI projects.

The initiative also aligns with national capacity building efforts such as the 3 Million Technical Talent (3MTT) Programme, part of the federal government’s plan to expand Nigeria’s digital workforce.

Olugbolahan Olusanya, territory director for Africa at TeKnowledge, said the Microsoft programme is moving from broad AI awareness to deeper alignment.

“Nigeria stands at a defining moment in its digital journey. AI is no longer a future concept, it is a present opportunity. This next phase is about scale, depth, and measurable impact. We are committing to directly train 10,000 participants in Phase 2, with deliberate focus on youth, women, developers, and decision makers who will drive AI adoption across sectors. 

“The Career Fair ensures this initiative goes beyond training, creating direct pathways from learning to livelihood. We are not simply delivering programmes; we are strengthening Nigeria’s capacity to compete in an AI-powered global economy.”

The training will combine online learning with hands-on projects and in-person workshops. Cybersecurity awareness and responsible AI use will also be included in the curriculum, reiterating data protection as organisations deploy AI systems.

For Microsoft, the initiative aligns with its goal to expand digital skills across Africa. The company has already trained millions of Nigerians in different technology programmes over the past five years, with AI now becoming the central focus of its workforce strategy.

Olatomiwa Williams, chief growth and AI officer for Microsoft Middle East and Africa, said Africa has the chance to move from technology consumption to innovation.

“Africa has an incredible opportunity to become not only a participant, but a builder and co-creator in the global AI economy, but much of this promise depends on building the right skills for this exciting new era. Microsoft’s AI Skilling Initiative plays a critical role in enabling Nigeria’s national digital skilling efforts. 

“Already we have seen wonderful innovation and globally relevant local solutions coming from the talent here in Nigeria. By deepening AI skills and diffusing AI adoption throughout the economy, Nigeria and the African continent stand to benefit.”

TeKnowledge has operated in Nigeria since 2018 and now employs more than 2,000 engineers and technology specialists in the country, supporting global customers from its Lagos hub and delivering services to organisations in more than 90 countries.

Aileen Allkins, the company’s chief executive and president, said the countries that invest early in AI will set the pace for the next phase of economic competition.

“Around the world, nations that invest in AI literacy and responsible adoption today will define tomorrow’s economic leadership. Nigeria has the talent, the ambition, and the entrepreneurial energy to lead in Africa’s AI transformation.

“Our focus is to combine global expertise with strong local execution, ensuring AI skills are accessible, inclusive, and impactful at scale.”

In Nigeria, AI will definitely transform industries, and the process has already begun with TeKnowledge, Microsoft and many other innovators.

The transition was confirmed by both executives via LinkedIn on Thursday, marking a new chapter in Microsoft’s strategic focus across Africa.

Reflecting on her time as country manager, Williams wrote:

“Leading this team has been a unique experience, shaped by innovation, resilience, and a collective commitment to empowering every person and organisation to achieve more. I am deeply thankful for the support, collaboration, and spirit that have defined our tenure together and made our accomplishments possible.”

Since joining Microsoft in 2010, Williams has played a pivotal role in deepening the company’s footprint in West Africa, eventually assuming the role of Nigeria Country Manager in 2021.

Her new role will see her spearheading AI and growth strategy across emerging markets within the region, a sign of Microsoft’s growing commitment to AI innovation on the continent.

Williams holds a Computer Science degree from Federal Polytechnic, Offa, and an MBA from the University of Liverpool.

Her successor, Abideen Yusuf, steps into the role with a wealth of experience, most recently serving as Director of Enterprise Business (Commercial and Public Sector) for Microsoft.

In his new capacity, Yusuf will oversee operations within the Multi Country Cluster (MCC), a newly formed regional structure designed to deepen Microsoft’s local impact.

“I look forward to deepening our engagement with local communities, empowering the next generation of leaders, and championing initiatives that drive positive change in Nigeria and, by extension, the MCC region,” Yusuf posted. “Together, we will continue to shape a future defined by collaboration, resilience, and shared success.”

Yusuf joined Microsoft in 2017. He holds a Computer Science degree from Olabisi Onabanjo University and a Master’s degree from Heriot-Watt University.

This leadership realignment is part of a broader reorganisation across Microsoft’s Middle East and Africa operations.

Mirna Arif, former General Manager for Egypt, now leads the broader MEA Growth Markets, while Lillian Barnard, previously at the helm of Microsoft Africa, has been appointed Lead for Enterprise Partner Solutions in the region. 

“As we expand our investments in AI and digital infrastructure, our goal is to empower partners to achieve unprecedented progress across the region in the era of AI,” Barnard said.

The reshuffle reinforces Microsoft’s ambition to deepen innovation, talent development, and AI leadership across Africa, with Nigeria and Ghana continuing to play a strategic role in that vision.

During its recent AI Tour (Nigeria), Ola Williams, the country manager of Microsoft, Nigeria & Ghana, in the company of Lillian Barnard, president, Microsoft Africa, made the announcement in Lagos.

In a powerful presentation, Ola said that Microsoft’s investment in the West African country is beyond business.

She thanked Microsoft for believing in Nigeria and Nigerians.

“Thank you, Microsoft for this great investment. The truth is that Microsoft’s interest in Nigeria is beyond business. We want to impact lives and the economy positively”, the country manager said.

The AI Skill Development programme, Techeconomy gathered, is for startups, businesses and government officials.

Aside that, Microsoft has been empowering enterprise businesses in the country too. For instance, TD Africa, the continent’s leading technology distributor, announced a mouthwatering offer, substantial discounts on essential Microsoft licenses as part of its commitment to driving business growth and fostering digital transformation across Africa.

Although, a limited-time juicy promotion, but for businesses that were able to leverage the opportunity, it allowed them access significant savings on a range of Microsoft solutions such as 15% reduction on Microsoft 365 E3, 40 % price slash on Power Apps premium and Power Automate premium Per User Licenses and 30 % rebate on Office 365 E1 plus.

While Microsoft 365 E3 enables seamless collaboration of all Microsoft suite which include email, cloud storage, productivity tools such as Word and Excel, and advanced security features, PowerApps Premium licenses simplifies app creation without coding, helping businesses simultaneously automate processes and improve data visualization.

Power Automate on the other hand, boosts productivity by streamlining workflows and automating repetitive tasks even as Office 365 E1 helps seamlessly boost essential productivity tools, such as web-based versions of Word, Excel, and PowerPoint, combined with email and basic collaboration features.

Microsoft has been impacting the economy, particularly, in the digital transformation journey.

The global tech giant has been pushing for AI adoption, of course, exposing professionals to benefits of leveraging Copilot.

In her recent article published on Techeconomy, Ola mentioned that AI at work is a reality today and it is transforming the way we spend our time.

Nearly 60 percent of businesses in Sub-Saharan Africa anticipate that expanding digital access will significantly influence their business strategies between 2025 and 2030.

Across the continent, AI and information processing technologies are expected to have the most profound impact.

“It’s incredible to think that the global job market is set to grow by 78 million jobs by 2030, with technological advancements helping lead the way”, she wrote (read more here)

50 years down the line Microsoft continues to introduce tools like Copilot, Azure that are shaking up productivity, letting people work more efficiently and freeing up time for creative and strategic tasks.

Still 50 hearty cheers to Microsoft!

The Nollywood production is scheduled to hit cinemas nationwide from April 18, 2025, during the Easter weekend.

The governor stressed his administration’s focus on ensuring creativity and innovation in the state’s film and entertainment industry. “We have consistently prioritised the growth of our creative industry and believe that fostering creativity and innovation is crucial for our state’s development. By supporting initiatives like this, we aim to promote our talented filmmakers and artists while showcasing technology’s immense potential in storytelling,” Sanwo-Olu stated.

Makemation explores the combination of artificial intelligence and real life, tackling themes such as STEM education, financial literacy, digital skills, and gender equality. 

Producer Akerele-Ogunsiji described the film as a solid attempt to inspire young Nigerians to look beyond just consuming technology to actively developing it.

“Viewers will see young people designing bras that detect breast cancer. We must move beyond consuming innovation and start building our own. Nigerian films should showcase our indigenous innovations. This film is for the future. Success isn’t reserved for a select few,” she said.

The movie’s cast includes Richard Mofe-Damijo, Tony Umez, Shaffy Bello, Ibrahim Chatta, Toyin Afolayan, and Ali Nuhu. It blends research, pop culture, and high-stakes storytelling with AI-driven themes.

Government’s Investment in Creative Talent and Digital Innovation

Lagos State Commissioner for Tourism, Arts, and Culture, Toke Benson-Awoyinka, noted the state government’s sustained steps to empower creatives over the past six years. 

She noted that nearly 20,000 young Nigerians have received training in filmmaking, content creation, and other creative fields through partnerships with institutions such as EbonyLife Academy, Gidi Creatives, AMA Creative Academy, and Delyork Academy.

Beyond skills development, the government has provided financial support to filmmakers, ensuring that Nollywood productions can compete on the global stage. “By investing in local storytelling, we ensure our narratives reach global audiences while creating jobs within the industry,” Benson-Awoyinka stated.

She also stressed Lagos’ movement into digital innovation, pointing to a recent visit to San Francisco to engage with tech entrepreneur Ghazi Shami. “Our visit to San Francisco to engage with tech entrepreneur Ghazi Shami was a strategic step toward fostering strong digital partnerships. We aim to build a globally competitive workforce ready to dominate the creative economy,” she added.

Ali Nuhu, who is a big part of the film and also serves as managing director of the Nigerian Film Corporation, praised the Lagos State government’s support for the industry. “As part of the cast, I am excited about this project. The governor’s support is commendable. We now need the media’s backing to create buzz around this innovation,” he said.

Microsoft’s Country Manager, Olatomiwa Williams, stressed the importance of building young Nigerians with responsible AI skills and called for collaborative efforts between the government, tech hubs, schools, and private organisations to drive AI education. “This initiative is inspiring. With government support, we must focus on educating Nigerians on responsible AI use,” she stated.

Oluwadamilare Art Alade, co-founder of Livespot360, highlighted AI’s part in preserving African culture and history. He emphasised that technological innovation should be harnessed not only for entertainment but also for cultural preservation.

Makemation is a huge step forward for Nollywood, blending artificial intelligence, social themes, and entertainment in a way that has never been done before in African cinema. 

With Nigeria growing in digital innovation and the creative economy, this film will help bolster the country’s growing influence in both sectors.

With support from the Lagos State government, tech giants, and industry veterans, Makemation is expected to bring in new conversations around AI, digital transformation, and the future of Nollywood on the global stage.

Organized by the Uzemi Technology Empowerment Initiative (Uzemi Africa), a registered non-profit organization, with the aim of preparing, promoting, and positioning women for leadership roles in technology.

Held at the Resource Center Ikorodu, the summit left an indelible mark on the realm of women in technology leadership, marking a pivotal moment for aspiring female leaders and those nurturing essential leadership skills.

The event featured thought leaders from government, the private sector, non-profits, and the diplomatic corps.

Olatomiwa Williams, founder of Uzemi Africa, emphasized the importance of supporting women in tech leadership roles, stating, “We are nurturing women that are coming into technology to grow into leadership positions. We need to ensure that women also have the right support to achieve this growth.”

She highlighted the need for mentorship and training programs, inclusive work environments, and advocacy for policies that address the unique challenges women face.

By creating networks and communities, and promoting diverse perspectives, we can build a more innovative and resilient tech industry.

Toyosi Akerele-Ogunsiji, CEO of Rise Network, delivered an electrifying keynote on “Leading with AI: Women Pioneering Tomorrow’s Technology,” emphasizing the need for upskilling.

She remarked, “Artificial influence is not what will take your job; it’s the person that knows artificial intelligence that will take your job. The question is, what are you doing to upskill and reskill yourself?” She stressed the importance of continuous learning and adapting to new technologies, especially for women aspiring to lead in AI. By taking advantage of resources and training programs, women can position themselves as pioneers in the tech industry, driving innovation and shaping the future. Her call to action urged everyone to proactively seek opportunities for growth to stay competitive and relevant.

Goodwill messages were conveyed by the Lagos State Commissioners of Women Affairs and Poverty Alleviation, Cecilia Bolaji Dada; Youth and Social Development, Mobolaji Ogunlende; and Innovation, Science, and Technology, Tubosun Alake.

Tubosun Alake encouraged women to cultivate patience and seize opportunities, stating, “Always seize the moment and the opportunities it brings. consistency and patience are key to excelling in your field.”

A panel session, moderated by Oluwamuyemi Orimolade, included insights from thought leaders Kenise Hill, Omonigho Aito-Imonah, Shoyinka Shodunke, and Chinazo Anebelundu on navigating tech careers and thriving in the AI era.

The summit also featured contributions from Sonny Iroche, Chairman of GenAI Learning Concepts Ltd; Dr. William Tsuma from UNDP; and Michael John, Country Manager for Tech4Dev, highlighting opportunities for young people in Nigeria.

Breakout sessions catered to various attendee levels, offering practical advice on building tech leadership skills. Where resource persons for this session included; Yejide Aina, Ochuko Ege, Azeez Omosun and Micheal John.

The event concluded with an award ceremony and raffle draw, celebrating and rewarding outstanding community members.

Hailing from Abeokuta, Ogun-State Nigeria, Olatomiwa has made a profound impact on the technology sector through her unwavering commitment to empowering and promoting women.

As the first female dual country director for Microsoft in Africa (Nigeria and Ghana), she has emerged as a prominent voice and advocate for women in the field of technology.

During the recently held Abeokuta Innovation & Tech Party (AITP) in conjunction with the Ogun State Government, a special tribute was paid to Mrs. Olatomiwa Williams.

In recognition of her groundbreaking achievements as the first female Country Director for Microsoft in West Africa and her Abeokuta roots, a plaque unveiling and the dedication of the “Olatomiwa Williams Hall” were commissioned.

This historic milestone not only signifies a remarkable achievement within the technology industry but also across various sectors.

It provided a significant platform to inspire future generations, encouraging them to pursue excellence and overcome barriers in the ever-evolving realm of technology.

“Olatomiwa personifies our vision of nurturing Africa’s next generation of young leaders, and we are elated that her triumph will inspire numerous aspiring minds to pursue their dreams,” commented Adebola Omololu, Founder and CEO of GetFundedAfrica. This recognition showcases GetFundedAfrica’s unwavering commitment to supporting and amplifying remarkable talents like Olatomiwa, who are driving change and innovation in the African technology landscape.

Through the acknowledgment and celebration of Olatomiwa Williams, GetFundedAfrica aims to inspire and motivate individuals, particularly women, to embark on fulfilling careers in technology and make significant contributions to the industry. This momentous occasion underscores the pivotal role of diversity and inclusion in the technology sector, emphasizing the invaluable contributions that women bring to the industry’s growth and success.

Speaking in response to this recognition, Olatomiwa Williams expressed her gratitude, stating,

I am deeply honored to receive this recognition from GetFundedAfrica and be celebrated for my contributions to the technology industry. This milestone represents not only my personal achievements but also the collective progress we are making in empowering women in technology. I hope that my journey inspires young minds to pursue their dreams fearlessly and encourages more women to break barriers and make their mark in this ever-evolving field. Together, we can create a diverse and inclusive future where innovation knows no boundaries.”

As a trailblazer and role model, Olatomiwa Williams exemplifies the potential for transformative change and the boundless opportunities that lie ahead.

GetFundedAfrica remains resolute in its commitment to fostering an inclusive environment that empowers individuals from diverse backgrounds to shape the future of technology in Africa.

By providing the necessary support, mentorship, and resources, GetFundedAfrica aims to create an ecosystem where visionary leaders like Olatomiwa can thrive and drive sustainable growth in the technology sector.