The current political situation in Tanzania may not resemble something you want to worry about, but if that is so, maybe you should take another look. You could, just could, come up with a long list of factors which, if conjugated together, could produce a toxic state of affairs that one had hardly thought possible.
The general tableau of deepening impoverishment in a country with a lot to offer in terms of economic opportunities need not be overemphasised, as that is the lot of nearly all African countries. Likewise, with the generalised corruption wherein public officials seem to have gone through one central training academy where they are taught how to squeeze the last centime out of anything they have to deal with, rather than render services to their constituencies.
Even that can be taken as an attribute of almost every country— rent-seeking—wherein the holding of public office is a warrant to self-enrichment. But at least there should be action seen to be taken every time such acts reach intolerable levels. When such a situation goes unchecked by the official organs set up to do just that, you expect noises to be raised by the organs which are set up to act as control mechanisms or safety valves.
In certain countries they have set up Ombudsmen or Public Protector’s offices, whose job is to cry foul every when they discern something untoward. (We remember the cause celebre of Thuli Madonsela and Jacob Zuma in the Nkandla years).
Apart from such devices as these, it is normal practice for polities cognisant of the need for probity and political hygiene to equip themselves with robust checks-and-balances mechanisms to keep a finger on the pulse of the nation. A strong representative body is such a mechanism, working day and night to parry any attempt by the executive to appropriate for itself powers it should not have.
The operative concept here is the executive, for therein lies the extraordinary ability to do right and to do wrong. When it is directed by forces imbued with a sense of duty, service and caring for the other before self, the executive becomes a compelling force for good. But when it falls in the hands of nefarious elements, it easily becomes the very antithetical manifestation of all that is anti-people.
When Oliver Cromwell and his parliamentary officers in the 1640s were overthrowing and beheading Charles l, that was a symbolic cutting off of the head of a serpent, doing away forever with the poisonous theory of the “divine right” of kings. Well, the serpent still came back, but elsewhere in France the head-choppers made a reappearance in 1789.
The king represents absolute power, and with it the unquestionable authority to do what he pleases. With that, he also wields immense power to levy taxes and expend the proceeds therefrom as he sees fit. At the seat of the executive, therefore, sits corruption unchecked.
Now, the societies that went before ours saw all these forces at play, and took measures to alleviate some of the ills they could discern in their own times and spaces. It would be foolhardy to pretend we do not recognise what those who went before us saw as truths and bequeathed unto us.
That is to say, the executive needs to be strong because it has to carry out the duties of the executive, including raising armies for our defence and civil militias for our internal security and enjoyment of property.
But, the executive has to be reined in and not allowed to run amok with people’s liberties, or with people’s properties, and in the event that such an eventuality arises, rebellion is justified. Hence, in certain jurisdictions, the right to bear arms, as guarantor against tyranny, the tyranny of the executive.
No situation has the capacity to accelerate toward a critical point in total opacity, and it is normal that gradual steps will be accumulating one on top of the other, as the escalation takes place, however imperceptibly. Those who are capacitated to see on behalf of the others come in at this point.
Like the young herdsman on top of a hill grazing his sheep who sees a swarm of locusts headed for his village, he holds the duty to blow his bugle to signal the danger.
Now, in the circumstances with which we are familiar in Tanzania, where is the executive, where is Cromwell’s parliamentary army, where is the public protector, and where is the young shepherd on the hill witnessing an impending swarm invasion?
We possess an over-bloated executive, weighed down by overfeeding on the largesse of the state and lulled by insensitivity; every thing they do not see does not exist. They are lost in the vainglory of lavish government spending on luxury motor vehicles, expensive international travel…
Cromwell’s parliamentary army is nowhere because parliament itself has been hardly done by. The public protectors or the shepherds on the hill? Laws have been passed to outlaw these (media, statistics, online content, etc.) and those who still cannot keep quiet, the jails are not full.
Subterranean rumblings continue, and if you listen carefully you can hear.
From Experiment To Experience: Why the Nigerian Central Bank Needs its Traditional Navigators Back, By Chibuikem Ugo-Ngadi
Commerce Takes the Central Helm
If you’re tuning into this, you’re likely aware of Yemi Cardoso becoming the new chief of the Central Bank of Nigeria (CBN). His appointment, following Godwin Emefiele’s exit, is notable for another reason: both are commercial bankers, and their leadership comes at a pivotal moment for our economy.
For those who’ve journeyed with my earlier piece, ‘A Call To Action,’ I won’t delve into the detailed statistics again. However, to give you the big picture, our economy is on shaky ground. The naira’s value keeps dwindling, now taking over N1000 to match a single USD. The task of steadying this precarious situation leans heavily on the decisions and actions of the CBN and its helm.
While the trend of appointing commercial bankers to lead the CBN brings forth concerns, it’s not a question of their competency in the banking sector. They excel there. However, piloting the Central Bank has its own set of challenges distinct from commercial banking. The differences and intricacies of central banking are profound, and that’s where my reservations come into play.
At first glance, central banks and commercial banks might seem to operate within the same realm – the financial sector. However, their mandates, operational scopes, risk management practices, and utilised tools delineate two distinct worlds.
Central banks serve a broader public interest. Their primary objective is maintaining economic stability for the nation. This means they work to control inflation and ensure steady economic growth. On the other hand, commercial banks are primarily business entities. Their driving force? Profit. They focus on attracting customers, granting loans, and providing other financial services to ensure their bottom line grows.
Scope of Operation:
Central banks have a wide lens, monitoring the entire economy. They pay close attention to various economic indicators and global trends to make informed decisions that impact the nation. Commercial banks, however, operate on a more individualized scale. They cater directly to their customers, whether individuals or businesses, offering services that respond to specific financial needs.
When central banks think of risks, they’re looking at the bigger picture. They’re concerned about large-scale economic threats that can affect the whole country. Commercial banks, in contrast, handle risks that directly impact their day-to-day operations. This includes managing potential loan defaults or keeping up with shifts in the market.
Tools and Mechanisms:
Central banks use tools meant for guiding the entire economy. They employ methods like adjusting the amount of money in banks or setting key interest rates to influence economic conditions. Commercial banks, however, use their tools in a more direct manner. They decide on loan interest rates, offer deposit schemes, and introduce new financial products to attract and serve their customers better.
Navigating Two Worlds: Profit vs. Policy
Merging the distinct worlds of central and commercial banks requires careful consideration. While central banks are dedicated to ensuring national welfare and economic stability, commercial banks have profit as their primary goal. As commercial banking leaders transition into central banking roles, there’s a vital concern: could they inadvertently favour their previous domain?
This is more than just an economic dilemma—it directly influences the trust that the public places in these pillars of finance. Central banks are guardians of our financial health, setting rules to foster a robust economy. In contrast, the profit-driven nature of commercial banks often sees them navigating these rules inventively.
Furthermore, the importance of relationships in the commercial sector can’t be understated, yet central banking demands unwavering impartiality. Introducing a leader from the commercial world might blur the lines of decision-making, raising valid concerns about whether the broader economic interests remain the focal point.
In the intricate dance of global finance, the choreography of central banking leadership remains crucial. We’ve explored how central and commercial banks dance to different beats. Now, let’s shine a spotlight on Nigeria’s recent break from tradition.
Over the recent years, Nigeria has embarked on what can be termed a ‘recruitment experiment’. The rhythm shifted recently as the trend favoured promoting commercial bankers directly into the central bank’s top role, a distinct departure from traditional appointments. The result: Nigeria’s monetary choreography seems to have missed some crucial steps, leading to disruptions in our macroeconomic performance.
One can’t help but think this isn’t just a twist of fate. While the federal government’s fiscal choreography has certainly added complexity to the central bank’s performance, decisions like the FX Swaps, Naira Redesign Rollout, and Ways and Means Lending resonate as tunes unfamiliar to the seasoned central banking ear. It’s like a skilled ballerina suddenly trying to lead a breakdancing performance.
“Those that are doing it, do they have two heads?” as often quipped in Nigerian households. Globally, it’s a rarity to see a central bank led by someone without deep roots in central banking. While commercial bankers in other countries do occasionally don the central banker’s hat, they usually do so after an extensive apprenticeship in central bank policymaking.
Consider Jerome Powell of the US Fed: his journey from corporate banking and legal practice to the helm of the Fed spanned several years, allowing him to immerse in the central banking culture. Or Andrew Bailey of the Bank of England, whose decades-long waltz within the bank’s corridors prepared him for the top job. Even in emerging economies, leaders like Pan Gongsheng in China and Shakitanka Das in India have risen after extensive experience in their nation’s policy tapestries.
So, while commercial banking insights might offer some flair, nothing replaces the deep, nuanced expertise of a career spent in central banking. As the world’s financial ballet continues, it’s time Nigeria reconsiders its lead dancer.
The Pillars of Traditional Central Banking
Grounded Knowledge in Monetary Dynamics:
Central banking goes beyond mere figures. It’s a complex interplay of strategies, forecasts, and responses. Those who’ve spent their careers in central banking have a hands-on understanding of these complexities. They’ve been in the trenches, navigating global economic shifts, balancing inflation, and setting interest rates. This isn’t just textbook knowledge. They’ve witnessed how policy decisions play out in the real world, equipping them with insights that are tough to replicate.
Objectivity at the Helm:
In the vast world of finance, varying sectors sometimes have clashing goals. Career central bankers stand out with their honed objectivity. Their journey within the policy-centric environment of a central bank ensures they approach challenges without any tilt towards commercial banking influences. This unbiased stance guarantees decisions made prioritize the nation’s overall economic well-being.
Steady Policy Hand:
A stable economy thrives on clarity and predictability. Enterprises, investors, and the general public all benefit when there’s a consistent policy direction. Central bankers, with their repository of past experiences and policy impacts, offer this steady hand. Their decisions aren’t hasty but are rooted in long-term objectives, reducing abrupt policy changes that can disrupt markets.
Years in the central banking sphere mean they’ve forged essential ties. They’ve worked side-by-side with diverse teams, partnered with governmental bodies, and conversed with international peers. These connections are invaluable. When a new policy is on the horizon or when feedback is needed, they have a ready network to tap into, ensuring efficient and informed decision-making.
Charting the Right Course
As Nigeria stands at the precipice of an unparalleled macroeconomic tempest, the actions of the Central Bank in the coming months will either anchor us firmly or leave us adrift. While the allure of shortcuts in policymaking might seem tempting, it’s crucial to remember that the Central Bank isn’t just another institution; it’s our nation’s flagbearer in the global financial arena. It’s our voice, our representative, asserting our place on the world stage.
The Central Bank should be our sanctuary from the pitfalls that often plague Nigerian policymaking. It should be a beacon of steadiness amidst the chaos, guiding our economic ship through tumultuous waters with an experienced hand at the helm.
To mitigate the challenges ahead, it’s imperative we revert to the tried-and-true: placing the keys of the Central Bank in the hands of those who know its every corner, its every nuance. For the health of our nation, the vibrancy of our economy, and the future of our people, it’s high time we return the Central Bank to its rightful stewards: the career central bankers.
Dr. Yemi Cardoso, welcome to the hottest seat in Nigeria, By Dele Sobowale
“When the going gets tough, the tough gets going.”
Right now, nobody on earth has a tougher assignment than you. You have my sympathies. Because you lead a team of Deputy Governors, all new to the Central Bank of Nigeria, CBN, embarking on the nearest thing to “Mission Impossible”, I want to start by congratulating you on your appointment as Governor of CBN. The occupant of that seat is the Governor of Governors. None of the thirty-six elected Governors can impact our lives as the CBN Governor. In fact, once you are sworn in, you will become the second most powerful man in Nigeria — after the President. It is an awesome responsibility which will test your competence and character every single minute.
So, let me start by assuring you of support in the discharge of your duties — as long as you operate within the confines of your legal responsibilities. Despite the fact that you are Yoruba and from my Popo Aguda area of Lagos Island, I must inform you that it is the policy here to be objective and not allow ethnic sentiments to get in the way of the truth. You must agree that Nigeria’s interests demands nothing else. Incidentally, you are the second CBN Governor born and raised in our Lagos Island. Late Pa Ola Vincent, scion of the Vincent family of No.8, Vincent Street, Lagos Island, was CBN Governor from 1977 to 1982. I was not in the media at the time. From information available to me, Pa Vincent served without blemish. I wish you the same — whether one or two terms.
So, rest assured that you will receive support when it is the right thing to do irrespective of the number of those rising against you. You will also receive lessons in history of the CBN, and advice; whether you ask for it or not. That is one of the responsibilities of those privileged to write columns; dispensing views. As a matter of fact, you are about to receive a few now, which it will profit you to remember.
Short history of CBN.
“When an old man dies, you lose a library.” – Anonymous.
Because you are being thrown into the deep-end of financial crisis engulfing the CBN, you will not have the time to read the history of the bank. Let me summarise for you the crucial ones that must be remembered.
As you will soon get to know, I have been on this page since 1987 and have observed five CBN Governors at close quarters. Abdulkadir Ahmed, 1982-1993, was the longest serving Governor, eleven years in all. He taught me a lesson about how powerful CBN Governors can be. He ordered me arrested and detained for more than twelve hours on account of one article written, titled ”CBN: Confused Bank of Nigeria”. I warned the Governor that a dual-exchange rate system would defeat the aims and objectives of the Structural Adjustment Programme, SAP, launched by the Babangida administration. I also opposed the weekly Dutch auction of foreign exchange to banks. Ahmed was furious. The affair ended peacefully by Divine intervention. He lived long enough to see SAP become a major problem for Ex-President Babangida, as all the banks engaged in round-tripping and steadily pushed up the exchange rate.
Dr. Paul Ogwuma, 1993-1999, and I actually worked together without meeting face to face. My article titled FUNNY MONEY, not only exposed how most of the banks were falsifying their Annual Reports and Accounts, it led to the promulgation of the Failed Banks (Recovery of Debts) and Financial Malpractices Act of 1994. I had pointed out in the article that virtually all banks, at the time were falsifying their accounts. It made no sense that banks would be declaring record profits and paying huge dividends to shareholders in an economy that was growing at two per cent and there was massive unemployment. Nineteen banks were specifically named among those I suspected distressed after analysing their returns for three years.
In the end, 17 of the banks went under. Two were saved by forced merger by the military government. I was warning the Abacha government despite two trips to detention under the regime. The bank crisis which started in 1994 resulted in the crash of the Nigerian Stock Exchange, NGX, two years after.
Chief J O Sanusi, 1999-2004, was the last CBN Governor to start and end his five years tenure without a major incident. Why he was denied a second term by Obasanjo remains a mystery. He was, however, the second Yoruba Governor of CBN to be appointed.
Professor Chukwumah Soludo, 2004 to 2009, was the first of three highly controversial governors we have had in a row. They include Malam Sanusi Lamido Sanusi, 2009-2014 and Godwin Emefiele, 2014-2023. Before going forward, let me give you the first strict warning. Avoid radical changes and don’t tamper with the currency. Soludo was denied a second term in office because Banking Consolidation collapsed. From 25 banks approved in 2006, by the CBN, less than 12 were in good shape by 2009. More importantly, Soludo had to go because he had proposed re-decimalisation of our currency as a short-cut to taming rising exchange rates and inflation. The measure would have meant that our highest currency would have been N100; billionaires would have become ordinary millionaires; and millionaires mere “thousandnaires”. He had even minted coins for ten and five naira to replace bills.
He announced the reforms to a packed hall in the CBN Auditorium; and received polite applause. I was there; and that evening attended a meeting of highly influential people in Kano — where a call was made to Yar’Adua by one of them. “Soludo must go”; said the billionaire to the President. Thereafter, Soludo was only marking time.
“People with vision usually do more harm than good.”- —John Major, British Prime Minister, 1993.
Unfortunately, Soludo left one massive problem which has refused to go away. The Assets Management Company of Nigeria, AMCON, was the offspring of a Banking Consolidation failure. Soludo convinced Obasanjo that instead of 73 mostly poorly capitalised banks, what Nigeria needed were a few well-capitalised banks – and the sooner the better. We agreed with him on the need for bigger banks; but disagreed on the speed. Speed kills as Soludo would find out later. By 2008, virtually all the approved banks were hanging on the ropes. The global banking crisis of 2008, from which Soludo said Nigeria was insulated, and we disagreed, had caught the country unprepared. Banks, self-advertised as sound, award-winning chief executive officers, tumbled like castles built by children on the sea shore. Some ran away; some were jailed; all left a mountain of toxic loans — N6 trillion high — which the CBN had to acquire to avert total collapse of a sector Soludo promised to strengthen. Nigerians who invested in bank shares, when consolidation started, lost trillions to Soludo’s vision.
CBN has a bundle on its hands. That calls for the third lesson. Be careful with visionary changes; they are counter-productive more often than not. Soludo’s admirers stop the history where he launched banking consolidation. They are too ashamed to recall that First Bank shares sold for N75 at one time and Intercontinental went for N56. Where is Intercontinental now?
Sanusi and Emefiele teach different lessons
Because Sanusi Lamido Sanusi and Godwin Emefiele teach different lessons about the relationship between the FG and CBN, I will stop now.
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