By Max Amuchie | The Sunday Stew

This fourth instalment of the Sundiata Post Model asks the inevitable question: What must a knowledge-producing newsroom do to survive, adapt and remain relevant across generations?

Also read: Sundiata Post Boss Max Amuchie Earns ScienceOpen Academic Appointment

That question is the gateway to what we call the Realm of the Long Term.

Every institution eventually enters the Realm of the Long Term. It is the stage at which immediate success gives way to enduring relevance, and where the central question is no longer whether an organisation can perform today, but whether it can continue creating public value across generations. Entering this realm requires more than ambition.

It demands governance, institutional memory, financial resilience, leadership succession, continuous learning and an unwavering commitment to trust. This is the realm in which institutions either become enduring or gradually disappear.

The Realm of the Long Term is the point at which management ceases to focus primarily on performance and begins to focus on long-term stewardship.

Decisions are evaluated not only by their immediate outcomes but by their contribution to the institution’s capacity to create enduring public value across generations.

Within the Sundiata Post Model the Realm of the Long Term rests on seven interdependent pillars: Financial Sustainability, Human Capital and Leadership, Knowledge Stewardship, Governance, Innovation and Adaptation, Trust and Reputation, and Mission Continuity.

Together, these pillars determine whether an institution merely survives the present or continues creating public value across generations.

Financial Sustainability

Financial Sustainability is the institution’s capacity to generate, diversify, steward and invest financial resources in ways that preserve its independence, strengthen its capabilities and enable it to pursue its mission across generations.

Financial Sustainability is the institution’s capacity to generate diverse, mission-aligned sources of income that preserve its independence while strengthening both its Media Operations Engine and its Knowledge Operations Engine over the long term.

No institution, however compelling its vision or noble its mission, can endure without the economic capacity to sustain its work. Institutions do not survive on ideas alone.

They survive because they deliberately create the financial resources that allow those ideas to mature into enduring public value.

Within the Sundiata Post Model, Financial Sustainability is understood differently from its conventional treatment in management literature. It is not simply about generating revenue, balancing budgets or maintaining profitability.

Rather, it is the strategic financing of a knowledge-producing institution. Its purpose is to preserve institutional independence while providing the resources required to sustain both the Media Operations Engine and the Knowledge Operations Engine over the long term.

The Media Operations Engine generates value through journalism and public engagement. Its financial ecosystem includes advertising, brand partnerships, digital marketing, content syndication, commercial publishing, multimedia production, conferences, annual lectures, policy dialogues, executive forums and other public-facing institutional activities.

These are not merely commercial ventures; they are mission-aligned enterprises that strengthen the institution’s capacity to produce independent journalism.

The Knowledge Operations Engine expands the institution’s financial horizon beyond the traditional economics of media.

As the institution generates original knowledge, it creates opportunities for research grants, commissioned studies, partnerships with universities, think tanks and research institutions, collaborative projects with international organisations, consultancy, executive education, policy research, book publishing, biographies, proprietary datasets and the licensing of analytical frameworks, indices and methodologies.

Knowledge itself becomes an institutional asset capable of creating both public value and sustainable income.
This represents a fundamental shift in how media organisations think about finance.

The Sundiata Post Model recognises that journalism and knowledge production are complementary economic activities.

The first generates public attention, civic engagement and commercial opportunities; the second generates intellectual capital, scholarly influence and knowledge-based revenue.

Together, they produce a diversified and resilient institutional economy capable of supporting long-term growth without compromising editorial independence or research integrity.
Financial Sustainability therefore extends beyond accounting. It encompasses the institution’s capacity to build strategic partnerships, secure collaborative projects, attract research funding, develop intellectual property and transform original ideas into enduring institutional assets.

In the Realm of the Long Term, Financial Sustainability is ultimately the stewardship of institutional resources in service of institutional purpose.

It is the first pillar because every other pillar depends upon it. Without sustainable financing, governance becomes fragile, knowledge production becomes intermittent, innovation slows, leadership development suffers and institutional memory gradually erodes.

2. Human Capital and Leadership

If Financial Sustainability provides the economic foundation of an enduring institution, Human Capital and Leadership provide its human foundation.

Buildings, technology, financial resources and even brilliant institutional designs do not create enduring organisations by themselves. Institutions ultimately rise or decline because of the quality of the people who lead them and the culture they cultivate.

Within the Sundiata Post Model, Human Capital extends beyond recruitment.

It encompasses the deliberate attraction, development, retention and continuous renewal of talented professionals who possess not only technical competence but also a commitment to the institution’s mission, values and standards.

An institution enters the Realm of the Long Term only when it begins to think beyond filling positions to building generations of capable people.

Leadership occupies a special place within this pillar. The true measure of leadership is not merely what is accomplished during a leader’s tenure, but what remains after that tenure has ended. Institutions become enduring when leadership is viewed as stewardship rather than ownership.

Every generation of leaders inherits an institution from those who came before and bears the responsibility of strengthening it for those who will come after.

This requires intentional investment in professional development, mentorship, succession planning and organisational culture.

Expertise must be cultivated. Institutional values must be transmitted. Leadership pipelines must be continuously renewed.

The departure of talented individuals should never threaten the continuity of the institution because knowledge, experience and responsibility lhave been systematically transferred to the next generation.

For a knowledge-producing institution, this responsibility becomes even greater. Journalists must continuously improve their craft.

Researchers must deepen their methodological competence. Editors must strengthen both editorial judgment and institutional leadership.

The objective is not merely to employ professionals but to cultivate an intellectual community capable of sustaining journalism, research and public service over the long term.

3. Knowledge Stewardship

Knowledge Stewardship is the deliberate creation, preservation, governance and transmission of institutional knowledge so that learning accumulates rather than disappears.

Every institution produces knowledge through its daily operations. Yet much of that knowledge is often lost through staff turnover, poor documentation or organisational neglect. The Sundiata Post Model rejects this waste.

It regards datasets, editorial experience, research outputs, methodologies, institutional records and accumulated expertise as strategic assets that must be governed, preserved and continuously enriched. Knowledge stewardship transforms experience into institutional capital.

4. Governance

Governance is the system of structures, principles and accountability through which an institution safeguards its mission, exercises authority responsibly and makes sound strategic decisions.

Strong institutions are not sustained by personalities alone but by systems that outlive individuals.

Effective governance establishes clear responsibilities, ethical standards, transparency, accountability and strategic oversight.

It protects institutional integrity during periods of growth, crisis and leadership transition. Within the Realm of the Long Term, governance provides stability without preventing innovation.

5. Innovation and Adaptation

Innovation and Adaptation are the institution’s capacity to respond intelligently to changing technological, economic and social environments while remaining faithful to its core mission.
Long-term institutions do not survive by resisting change.

They survive by adapting continuously without abandoning the principles that define them. Innovation therefore extends beyond technology.

It includes new products, new organisational practices, new revenue models, new research methods and new ways of engaging society. Adaptation ensures relevance; mission provides continuity.

6. Trust and Reputation

Trust and Reputation constitute an institution’s accumulated credibility, earned through consistent competence, integrity and public service over time.

Trust is not created by slogans or marketing campaigns. It is built gradually through countless decisions that demonstrate reliability, fairness and professionalism.

Reputation becomes one of an institution’s most valuable strategic assets because it influences public confidence, partnerships, talent recruitment and long-term legitimacy.

In the Sundiata Post Model, trust is not simply an ethical aspiration; it is an institutional resource that must be deliberately protected.

7. Mission Continuity

Mission Continuity is the institution’s ability to preserve its fundamental purpose while continually renewing its strategies, structures and methods.
Institutions that endure distinguish between mission and method. Their purpose remains constant even as the means of fulfilling that purpose evolve.

Mission continuity prevents organisations from losing their identity in response to short-term pressures while enabling them to adapt confidently to changing circumstances.

It provides the enduring direction that unites successive generations of leaders, professionals and stakeholders.

The seven pillars are mutually reinforcing. They are not independent compartments that can be strengthened or weakened in isolation.

The erosion of one inevitably affects the others, because institutions endure as integrated systems rather than as collections of separate functions.

Without Financial Sustainability, you cannot recruit and retain the best people (Human Capital and Leadership).
Without capable people, Knowledge Stewardship deteriorates.

Without Knowledge Stewardship, Innovation and Adaptation becomes weak because there is little accumulated knowledge to build upon.

Weak Governance eventually damages Trust and Reputation.
Once trust declines, revenue suffers, weakening Financial Sustainability again.
Eventually, Mission Continuity is threatened.

The Global South

While the region has produced many outstanding newspapers and broadcasters, relatively few have demonstrated the kind of uninterrupted institutional continuity that characterises some of the world’s oldest media organisations.

Political instability, economic volatility, succession challenges, fragile governance structures and rapidly changing media economics have made institutional longevity the exception rather than the rule.

The Realm of the Long Term is therefore not merely about preserving an existing institution; it is about addressing one of the enduring structural weaknesses of media development in Africa and much of the Global South.

The ambition is to build media organisations that do not merely survive their founders, but continue to generate public value across generations.

However, there are few media institutions that have proved capable of surviving across generations.

In Nigeria, the Nigerian Tribune, founded in 1949 by Obafemi Awolowo, has endured for more than seven decades, surviving colonial rule, independence, military governments, democratic transitions and the digital revolution.

In South Asia, The Hindu in India, established in 1878, and Dawn in Pakistan, founded in 1941, have likewise sustained their institutional identities through profound political, economic and technological change.

In the developed world, organisations such as Reuters (founded in 1851), The Economist (established in 1843), The New York Times (founded in 1851) have demonstrated similar resilience over even longer periods.

The longevity of these institutions suggests that enduring media organisations share certain characteristics.

They invest in governance, preserve institutional memory, renew leadership, adapt to technological change, cultivate public trust and develop sustainable business models.

Their endurance is rarely accidental; it is the product of deliberate institutional choices sustained over decades.

The Sundiata Post Model seeks to identify, organise and systematise institutional principles that appear repeatedly among such media organisations. In that sense, it is both descriptive and prescriptive.

It draws lessons from enduring institutions while proposing a coherent framework for building the knowledge-producing newsroom of the twenty-first century.

Finally, history shows that ideas sometimes outgrow the domains in which they were first conceived. Sun Tzu’s The Art of War was written as a treatise on military strategy, yet its principles have since informed thinking on business, leadership and organisational management.

Likewise, while the Sundiata Post Model is proposed as a framework for twenty-first-century journalism, its underlying principles of knowledge production, institutional memory, governance and long-term stewardship may ultimately prove relevant to other knowledge-intensive organisations.

Also read: Sundiata Post Marks Milestone as Amuchie’s Theory Goes Global

Whether that broader applicability emerges is not for me, as its author, to determine, but for others—scholars, intellectuals, media executives, publishers, and management experts—to test, adapt, critique and refine through practice.

Trust is sacred. Stay seasoned

By Azu Ishiekwene

It was painful to watch him outside No.10 on Monday. Despite his immaculate suit and well-groomed hair, British Prime Minister Sir Keir Starmer looked like he was facing a public execution.

Also read: Governor Dauda Lawal Signs Landmark Education Reform Orders, Rolls Out National Curriculum in Schools

The bespoke podium, which had been in use since David Cameron’s tenure, looked more like a stake, and Starmer’s valedictory like a miserere before the bullets would be discharged.

The carnage that British politics has become has just claimed its sixth prime minister in a decade. Britain is not doing as badly as Italy – yet – which had 50 governments and 15 prime ministers between 1946 and 1994, but at the current rate, it’s not doing badly at becoming Europe’s next Britaly, as The Economist once described it.

Which is all difficult to understand, given that for the two-and-a-half years of his premiership, Starmer never failed to remind voters that he came to power in one of the largest electoral landslides in recent British history.

Not entirely untrue. Labour won 411 of the 650 seats in the House of Commons, a majority of 174 seats over all other parties combined. Starmer’s Labour was the largest party in England, Scotland and Wales, and the first government since 2010 to end 14 years of Conservative rule.

Landslide, backslide

So, what happened? Boris Johnson, who had a chaotic and scandal-ridden premiership, has suggested that Starmer won because the Conservatives collapsed rather than due to voter enthusiasm for Labour.

He told Sky News that Starmer lost because he was a stumbling block who stood in the way instead of providing vision and leadership, virtues that I’m not sure Johnson would recognise, even in plain sight.

He was being half-clear. He conveniently forgot that his wrong-headed decision to remove Britain from the European Union is part of the price his successors, including Starmer, have had to pay. Starmer’s successor, Andy Burnham, will also be paying for it.

A study by researchers affiliated with institutions including the National Bureau of Economic Research and the Bank of England estimated that by 2025, Brexit had reduced UK GDP by between six and eight per cent relative to a non-Brexit scenario.

Business investment was down nearly 18 per cent, while productivity and employment also went down.

Post-Brexit, the British economy has been fragile, and the cost-of-living crisis has taken a toll on the middle class and pensioners. Young British adults are poorer than their parents were.

Complications, complications

Yet, none of this should have come as a surprise to Starmer. He knew that the economy was fragile, that the cost of living was rising, and public services were stretched when he campaigned to provide economic stability, fiscal discipline and a competent government.

When he positioned himself as everything to everyone, that strategic ambivalence helped him to win; it couldn’t keep him in power.

He not only knew the mess that Brexit had left the country in, but he also knew that the country was yet to fully recover from the COVID-19 supply chain disruptions and massive payouts, which added billions of pounds to the national debt, apart from the losses to fraud, estimated by a Reuters report at £10.9 billion.

The US-Israel war on Iran has piled on the chaotic fallouts of the Russia-Ukraine war, raising food prices and energy costs around the world and forcing many UK households to deal with levels of inflation that they had not experienced for years.

Every UK prime minister after Johnson – from Liz Truss to Rishi Sunak and Starmer – has had to contend with the economic legacy of three successive shocks: Brexit, the pandemic, the war in Ukraine, and now, the Middle East crisis.

Politics, poetry and prose

Yet, when politicians campaign, their poetry distorts our common sense, and we’re seduced by the hope that perhaps, just perhaps, it might be different this time.

But Starmer knew there was not much he could do. When he said before the election that Labour would not increase taxes, for example, he knew he would not find the money to plug the hole. So, he was forced to make a U-turn.

When he promised welfare reforms and fiscal discipline, he knew he was speaking with both sides of his mouth. But that was what his voters, especially his base and the campaign groups, wanted to hear.

And when he promised a clean, competent government – a departure from the sleaze years – Peter Mandelson was smiling, waiting to snooker him. The outcome was a shambles for the government’s reputation.

And when Starmer was boasting about a landslide, he knew that the result of the election that brought him to power was more nuanced. It was a victory by default.

While Tony Blair, for example, won 43.2 per cent of the popular vote share in 1997, Starmer won only 33.7 per cent, reflecting a far narrower popular mandate than he cared to admit publicly.

According to a YouGov Poll, among the people who voted Labour in 2024 and then participated in the 2026 local elections, only 46 per cent remained with Labour.

About 22 per cent moved to the Greens, 16 per cent to the Liberal Democrats, while 6 per cent moved to Reform UK.

With a drastic decline in public trust of politicians and public institutions, it’s not surprising that Starmer’s landslide fizzled before he could fully milk it.

The palace coup that forced out the Prime Minister was not because Labour MPs loved him less, but because they love themselves more.

Wheeling in Burnham from the shadows to No.10 was a move by the Backbenchers to buy time and fend off the lunacy of Nigel Farage’s Reform UK Party.

Talking big

Burnham has started by announcing big, obviously more left-wing Labour policies, from removing VAT on domestic electricity bills for six months to restoring the £2 cap on single bus fares across England, and from expanded housebuilding to greater public investment outside London.

He has also talked about increasing defence spending, while whispers of “nationalisation” have even been heard.

But it won’t be long before he might stumble on the question that has snagged his six predecessors: where will the money come from? Once upon a United Kingdom, when the country was at the peak of its powers, it controlled nearly 20 per cent of the world’s manufacturing output, which, of course, was after it robbed India, among others, of its pre-industrial manufacturing dominance and converted it into a primary producing country.

At the height of Britain’s influence, one-quarter of the earth’s surface was its farmland. Those days are gone.

Copying Italy?

The world has changed since Britannia ruled the waves. While Britain remains one of the world’s leading economies, its current sunset phase has taken a heavy toll on its prosperity.

Strong alignment with NATO and the European Community, which later became the EU, helped Italy navigate its turbulent years. Unfortunately, Britain chose to leave the EU when it needed it most.

The last thing the country needs is a premier who sells hope at a high price. Burnham positioned himself as a beacon for his stranded Labour Party.

Also read: Governor Dauda Lawal Signs Landmark Education Reform Orders, Rolls Out National Curriculum in Schools

Yet his record in Manchester urges caution. Already, he is making expensive, even extravagant promises that may come back to bite him. At this rate, he may well not be the last prime minister before the general election in 2029.

By Ewa Izuchukwu

It was barely weeks after my honest review that raised questions about Justice Bogoro’s judgment setting aside ARCON’s ₦60 billion notice against Facebook Nigeria, when I got a rejoinder from a surprising and an unexpected source.

Also read: Facebook Nigeria vs ARCON’s judgment: Not about fine but consumer protection at risk of vulnerability

It’s not from Facebook Nigeria, not from Meta’s regional or global policy office, but from our own O’tega Ogra, the Senior Special Assistant to the President on Digital Communications, Engagement and New Media Strategy. His piece, “The Facebook Nigeria Judgment Is Not a Defeat for Consumers. It Is a Victory for the Rule of Law,” summarily argues that the ruling strengthens institutional discipline rather than weaken consumer protection.

Ordinarily, public debate is healthy. Counter-arguments strengthen democratic discourse. But before engaging the substance of Ogra’s arguments, there is an important question that deserve serious considerations, answers: why has a presidential aide become the most visible public defender of a judgment obtained by Meta when the company itself has chosen silence?

Ogra’s writer profile at the end of the rejoinder discloses that he is also Vice President of the Association of Advertisers in Nigeria (ADVAN) and a member of the governing council of the World Federation of Advertisers.

Those are legitimate affiliations. But again, is he speaking as the President’s communications adviser? As an ADVAN executive? Or simply as a private citizen exercising his right to free expression?

The distinction matters because each role carries different responsibilities. When a senior presidential spokesman publicly champions a position that substantially aligns with the interests of a multinational technology company in litigation against a regulatory agency, perceptions matter as much as intentions.

Whatever he intended, the impression created is that the Presidency through its Ogra its spokesman has entered a dispute against a federal government agency. That is an impression no presidential aide should willingly create.

Interestingly, while ADVAN has maintained its longstanding disagreements with ARCON over ongoing advertising industry reforms, its President, Osamede Uwubanmwen, and its Board of Trustees Chairman, Aare Fatai Odeshile have appeared to be relatively restrained in publicly prosecuting this latest chapter of that disagreement. Instead, Ogra has emerged as the new ADVAN spokesman on industry matters.

Whether by design or circumstance, he now appears to be carrying the public argument that others within the association have largely avoided. That should concern him.

A presidential spokesman should be careful not to blur the distinction between public office and negative industry issues, particularly on matters where government itself has a direct stake through one of its regulatory agency.

The Office of the President should not be perceived as attacking a regulatory agency in the media or championing foreign interests ahead of national and consumer interests.

Is this really something to celebrate?

Setting personalities and motives aside and examining Ogra’s main claim, the court did not shield Meta from the law, only that ARCON failed to prove Facebook Nigeria’s relationship to Meta with admissible evidence rather than commercial assumption. But look at what proving that relationship “properly” actually requires in practice.

In the earlier related Abuja suit FHC/ABJ/CS/1701/2022, filed in September 2022, ARCON had gone the route Ogra says the law demands. It sued Meta Platforms Incorporated directly, and on 30 March 2023 the court granted leave to issue and serve the originating summons on Meta in the United States!

If that is what “doing it properly” looks like, then the rule of law Ogra is celebrating is one that only a well-resourced regulator, or a well-resourced litigant, can actually afford to invoke.

An ordinary Nigerian consumer deceived through advertising on Facebook cannot realistically litigate against Meta in California or Delaware. So while lawyers may applaud procedural purity, consumers are left asking a simpler question: who protects us?

Consumer protection is not exclusive to one regulator

It is disappointing that as a senior presidential aide, Ogra does not know that all government agencies have overlapping functions and all government regulatory agencies have consumer protection as their primary mandate, and that is why he would argue that ARCON is not Nigeria’s consumer protection regulator and that this responsibility belongs to the Federal Competition and Consumer Protection Commission (FCCPC).

Government agencies routinely enforce laws within their respective sectors where consumer welfare is implicated. NAFDAC prosecutes misleading advertisements relating to regulated products.

The Central Bank intervenes where financial promotions breach banking regulations. The Securities and Exchange Commission acts against unlawful investment promotions.

The Nigerian Communications Commission protects telecommunications subscribers. None of these agencies declines responsibility simply because the FCCPC also has consumer protection powers.

In fact, quite recently, the National Drug Law Enforcement Agency (NDLEA) recently secured the conviction of a social media content creator for promoting cannabis online.

The court sentenced him to seven years’ imprisonment after finding him guilty under the NDLEA Act for using social media to advertise cannabis products.

The NDLEA did not conclude that because the offending conduct involved advertising, it should wait for ARCON to act. Nor did it argue that advertising regulation fell exclusively within another regulator’s jurisdiction.

It acted because the offence touched directly on its statutory mandate. That is how sectoral regulation works. Government agencies exercise powers within their enabling laws, even where those powers intersect with advertising, consumer welfare or public safety.

The evidentiary bar Ogra defends is not the one Nigerian courts actually apply

Ogra insists that “commercial reality and legal proof are not always the same thing,” and that courts cannot repair a regulator’s evidentiary gaps. That would be a stronger argument if our courts had, in fact, been applying that standard consistently. They have not.

In January, a Lagos High Court in Femi Falana, SAN v. Meta Platforms Inc. held Meta liable as a joint data controller for content on Facebook without requiring Falana to first construct an elaborate paper trail proving Meta’s ownership and control of the platform; the relationship was treated as established fact, because it plainly is.

The Competition and Consumer Protection Tribunal reached a $220 million judgment against “Meta Platforms Incorporated (Facebook) and WhatsApp LLC” jointly on the same basis.

Our law also already possesses a doctrine built for exactly this situation, which is piercing the corporate veil, applied by the Supreme Court in Marina Nominees Ltd v. Federal Board of Inland Revenue to look behind a company shown to be acting as another’s agent, and invoked whenever, per Oyebanji v. State, a corporate form is used to dupe or evade.

None of these courts demanded that a claimant first litigate Meta’s corporate structure from scratch. Only Justice Bogoro’s court did. If Otegra’s “rule of law” means anything, it should mean consistency… the same platform, the same country, should not be a proven data controller in one courtroom and a legal stranger to its own product in another.

As referenced in my earlier piece, Nigeria is not the first place Meta has reached for corporate separateness as a shield, and Ogra’s “burden of proof” framing collapses when set against how other courts have treated the identical argument.

In Kenya, Meta spent years insisting it could not be held responsible for Facebook content moderators because they were technically employed by an outsourcing contractor, Sama; Kenya’s employment court rejected that, and the Court of Appeal upheld the rejection, holding that Meta was the real employer because the moderators did Meta’s work under Meta’s control.

In Australia, Facebook Inc argued in litigation brought by the country’s privacy regulator that only its Irish affiliate, not Facebook Inc itself, conducted business in Australia; the Full Federal Court rejected that, and separately refused Facebook Inc’s own attempt to escape service of the very kind of cross-border process Ogra treats as an unavoidable technicality here.

Ireland’s Data Protection Commission, dealing with the very corporate architecture Meta uses to route around accountability, fined the Irish subsidiary itself €1.2 billion rather than accepting that the structure shielded anyone.

In each of these markets, courts and regulators found a way to hold the platform to account without first demanding a documentary trail that, in practice, only Meta’s own internal filings could ever fully. Indeed, Nigeria’s outcome is the outlier, not the norm.

Mr. Ogra ends his article by urging ADVAN to help foster reconciliation between advertisers and regulators.

That would have been commendable had ADVAN not spent years engaged in legal confrontation with ARCON over issues bordering on regulatory authority.

Let me stop here by emphasizing that the larger issue is no longer whether the presidential aide is entitled to his opinion. Every Nigerian enjoys that right.

The real issue is whether he should be the one leading what increasingly appears to be an industry campaign against a statutory agency of the same Federal Government he has been appointed to serve.

If Mr. Ogra wishes to be the public face of ADVAN’s long-running disagreements with ARCON, that is entirely his prerogative. But public office comes with obligations that demand restraint, neutrality and an acute awareness of perception.

The Office of the President should never be seen, rightly or wrongly, as taking sides in a dispute involving one of its own regulatory agencies and a multinational corporation.

That is why Mr. Ogra should reflect carefully on the implications of his intervention. If he believes so strongly in ADVAN’s cause that he intends to become one of its principal public advocates in its continuing contest with ARCON, then the honourable course would be to first relinquish his role as Senior Special Assistant to the President.

He cannot effectively wear the hat of a presidential spokesman while simultaneously projecting himself as a leading voice in a battle that pits an industry association against an agency of the Federal Government.

This is more so as every response directed at him in this matter inevitably risks being interpreted as a response to the Presidency itself.

That serves neither President Bola Tinubu, whose office ought to remain above such industry disputes, nor the integrity of government institutions.

Also read: Facebook Nigeria vs ARCON’s judgment: Not about fine but consumer protection at risk of vulnerability

Public confidence is not strengthened when a presidential aide appears to be publicly undermining one regulator while defending the legal victory of a private multinational company.