Delta Development Initiative (DDI)

STRATEGIC TRANSFORMATION OF DELTA STATE FOR HOLISTIC DEVELOPMENT

By AUSTIN UDEZE UWANDULU PhD

Delta Development Initiative (DDI) Monograph Series No. 2

STRATEGIC TRANSFORMATION OF DELTA STATE FOR HOLISTIC DEVELOPMENT

By

AUSTIN UDEZE UWANDULU PhD

A lecture delivered in a Workshop Organized By

Delta Development Initiative (DDI) on 14th March, 2012 at Peabody Hotel, Ovwian, Warri, Delta State

STRATEGIC TRANSFORMATION OF DELTA STATE FOR HOLISTIC DEVELOPMENT

ISBN: 13 978 978 50611-9-2

First Published in Nigeria in 2012

2012

All Rights Reserved. No part of this publication may be reproduced in whole or in part without the express permission of the publisher

Published by Delta Development Initiative (DDI) 4, Enerhen road, Effurun, Delta State. Tel: +234 8101271685

PREFACE The development of any society requires appropriate strategy, leadership and proper execution of policies, plans and programmes. Unfortunately, many societies have suffered from bad leadership, lack of strategic direction and poor execution. Delta state has been challenged in all areas especially in the last one decade. This among other things led to the formation of the Delta Development Initiative (DDI), a non-governmental socio-political, cultural and developmental organization dedicated to the development of Delta State. The motto of the organization is Make Delta Great. The aims and objectives of DDI include among other things to promote unity and understanding among Delta people; promote access to information and opportunities by Delta people; promote economic, social, cultural and political development of Delta State; encourage accountability, transparency and probity in Delta State and Nigerian in general; monitor elected officials at the local government, State and Federal levels with a view to holding them accountable to the people; and work with and collaborate with other organisations with similar aims and objectives. As we all know, Delta State is one of the 36 states in the federation of Nigeria with a population of 4,112,445 according to the 2006 population census. The state is blessed with abundant human and material resources with oil and gas accounting for about 30 percent of the nations crude oil resources and 40 percent of the nations total gas reserve of 150 trillion cubic feet. Delta State was created on 27th August, 1991 when the former Bendel State was split into Edo and Delta States. Over the years, there is progressive degeneration in governance and development in Delta State. Violence, brigandage and mafia style behavior has been introduced into the body politic. Merit, professionalism and decency for which Delta State was known in the past have been completely jettisoned. The clich DeltaNumber One has gradually become Delta no dey carry last. Instead of our usual first position we now struggle for last position in many aspects of life especially the standard of living of the people. There is degeneration of values. The values of respect, hardwork, integrity and self pride are being completely eroded. Deltans, both young and old have been turned to beggars in the name of empowerment. Begging which is alien to our culture as Delta people is now being entrenched. Immorality is increasing. The present state of affairs in the social, economic and political affairs of Delta State need collective rescue by all well meaning Deltans. There is the need for awareness and re-orientation of who we are as Deltans. There is the need to introduce decency, professionalism and accountability in governance. There is the need to make the welfare of citizens and the development of the state the primary purpose of government. Last year, the DDI carried out analysis of budget of Delta State and noted some disturbing trends. First, it was amazing that for the period 2007-2011, government house cum governors office received more budget allocation than agriculture, commerce and industry, women affairs and social development and water resources put together. Secondly, we observed that priorities as shown in the state budget may not be people/policy/legal driven but government driven priorities. Finally, an analysis of the state budget for the period 2007-2011 showed no significance budget allocation that will lead to sustained improvement of the welfare of women, children, physically challenged persons and the aged as necessary in reducing social exclusion. It was therefore clear to us is that there is the need for a radical change in orientation, governance and behavior by both leaders and followers. It is in our desire to initiate this change that we have organized the workshop on Strategic Transformation of Delta State for holistic development.
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We will always remind ourselves that:

Every generation out of relative obscurity must discover its mission, fulfill it or betray it. The future will have no pity for those men and women who possess the exceptional privilege of being able to speak the truth to their oppressors but have taken refuge in attitude of passivity, of mute indifference and in some cases of cold complicity. For evil to triumph is for good men to do nothing.-Edmund Burke Stand up to be counted for radical change. We will Make Delta Great! Dr. Otive Igbuzor Co-ordinator March, 2012

STRATEGIC TRANSFORMATION OF DELTA STATE FOR HOLISTIC DEVELOPMENT

INTRODUCTION:
The central issue for this lecture is how to transform Delta State from what it is to a desired state of affairs. At the end of the lecture, I hope to sufficiently arouse your consciousness to the enormous developmental challenges that Delta State will face over the next ninety years and the inevitability of strategic change required to address the opportunities and troubles (threats and problems) inherent in those challenges. You will also appreciate why every Deltan now and in a foreseeable future MUST learn, understand and master (a) Strategy and policy (b) Strategic Leadership (c) Strategic Management and (d) Governance in all its ramification No doubt the contents of this address will be technical and multi-disciplinary requiring that I employ terms and concepts that are domiciled in futurology, strategic management, strategic leadership, governance and pure strategy. Since the terms and concepts do not command common meaning and since this lecture seeks to communicate with all Deltans alive today (leaders, non-leaders and students in all aspects of life) and those to be born between now and ninety years time, I will as much as possible, adopt a teachers approach in my presentation: A teacher assumes that not every member of his audience is knowledgeable in the subject under discussion and so he tries to explain words, terms and concepts he employs in his discussion even at the risk of tautology It will be recalled that in the year 2003, President Obasanjo employed the tool of Visionary Leadership to create momentum in Governance. In 2007 President Umaru YarAdua employed Servant Leadership and in 2011 President Jonathan opted for Transformation. On each occasion, the style of leadership caught up with the nation and became a mantra full of sound but seemingly signifying nothing. In governance, each leadership style is expected to drive the machinery of strategic leadership by creating a desired momentum (motion and movement). So far, what we have experienced is motion without movement at all levels of governance in Nigeria. The focus of this presentation therefore is to sketch how to infuse momentum in the transformational leadership style of governance in Delta State. In course of the lecture, I will address the questions (a) Does Delta State need transformation? (b) If yes why and how?

To this end, I shall

(i) Define and explain the terms and concepts I consider technical to some members of this audience. This is to enable us approximately attach a common meaning to them and to also understand in what context those terms and concepts will be discussed. Develop a framework for holistic development in Delta State On the basis of the framework, develop an appropriate architectural design for strategic change in Delta State Suggest and discuss the form of strategic change appropriate for sustainable development in Delta State Prescribe resources, capacities and capabilities framework for long-range holistic development implicit in this expose Conclude with a message of hope for Deltans in particular and Nigerians in general for joyful tidings of a glorious future time For ease of reference the presentation will be made in fifteen sections namely

(ii) (iii) (iv) (v) (vi) (vii)

Section One: Key Terms and Concepts Section Two: Methodology Adopted Section Three: Strategizing for Holistic Transformation Section Four: Transforming Delta State Holistically Section Five: Human Capital Transformation Strategy Section Six: Citizens Portrait Transformation Strategy Section Seven: Well-Being System Section Eight: Strategies for Transforming Well-Being Needs and Delivery in Delta State Section Nine: Corporate Delta State Transformation Strategy Section Ten: Developing Appropriate Governance Mechanism Section Eleven: Strategic Governance System Section Twelve: Strategic Leadership System Strategy Section Thirteen: Strategic Management System Strategy Section Fourteen: Resource Exploration and Exploitation System Strategy Section Fifteen: Synergic Supporters in Delta State Conclusion: Message of Hope

SECTION ONE: Key Terms and Concepts

Four terms and concepts that I consider key to our discussion are: (i) (ii) (iii) (iv) The phenomenon known as Delta State The construct labeled Strategic Direction The constructs known as Strategic Change and Strategic Transformation The term Development

Delta State
Delta State is one of the thirty six geo-administrative areas which, together with the Federal Government and Federal Capital Territory constitute the federating units in the Federal Republic of Nigeria. In this lecture, Delta State is not construed as just a geographical expression even though, for the purpose of engaging in strategic transformation, the geography of the state cannot be ignored. In this lecture, Delta State is not just government of the state even though instruments of government and those who drive governance in the state have a lot to contribute in setting strategic direction for the state and transforming it accordingly Delta State is employed here in the context of a society. A society consists of people sharing common values and feelings within a delineated territory. Thus I am addressing the society known as Delta State in the Nigerian nation-state. The Delta State society consists of, The People of Delta State The Corporate entity of Delta State

Strategic Direction,
Strategic direction is a tool with which people in governance seek to provide an answer to the poser whither Delta State. Transformation is needed only when a change in direction so dictates. Therefore for effective transformation to take place, the desired direction must first be set. In governance, there are four pivotal directions. (i) Leaders direction. This is the direction set by leaders for their organizations to ply during their tenure in office. Generally it is referred to as the Leaders Agenda. It is a source of change from leadership perspective. (ii) Policy direction. This the direction set by strategic managers indicating the pattern of programmes and projects that would define the missions of their organizationss. It goes further to specify the type of activities and actions that should be deemed compliant with the organizations missions. Policy direction is a source of change from management perspective
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(iii)

(iv)

Corporate direction. This is the direction set by corporate leaders for all components of an organization to ply. For instance, the corporate direction of Delta State is the direction which the public sector (State and Local Governments) business enterprise society, political society and civil society jointly or severally must ply for the state to move concertedly to a desired destination and achieve a common aspiration. The aspiration may be long or short ranged. The direction may be critical to the survival, growth and development of the entire organization or of just a dominant part of it. Corporate direction provides the source for overall organizational change. Strategic Direction. This direction is similar to corporate direction. However it differs from corporate direction because: a. It is essentially long range in nature b. It is hinged on future aspirations that are critical to the growth and development of the entire organization and not just part of it. c. It is anchored on the strategies of the organization. Strategic direction provides the source and reason for changes in strategy and by extension strategic transformation

Of the four major directions in societal development, the most important and fundamental is strategic direction because it is overarching and so has the capacity to facilitate holistic development or constrain it. Unfortunately it is the most difficult to formulate and undertake. It does for societal development what a constitution does in a legal framework. The difference between Nigeria and India or Malaysia or Brazil or China is the absence or presence of a strategic direction. In like manner what will differentiate societal development of a state in Nigeria, like Delta State from other states is the presence of a strategic direction to guide sustainable development over a long time frame of say forty or ninety years. Therefore setting strategic direction for Delta State is a prerequisite for programmed development and a MUST for proper and appropriate strategic change to take place. The exercise demands; (i) That we have a clear picture of a destination that is in alignment with the destiny of the state. It must be noted that a persons or organizations destiny underlines his or its existence. In instant case of Delta State, the states destiny defines why Delta State exists in the polity of states in Nigeria and can be decoded by reference to its cherished motto: THE HEART BEAT OF THE NATION. This means that the strategic direction of Delta State must have as its destination a statement that depicts what the heart beat does to the life of a person. The bottom line is that Delta State should have a corporate vision of its own distinct (a) from but aligned to national corporate vision (b) from the AGENDAS of Governors of the state. That we strengthen and regularly reinforce the state of preparedness of Deltans to ply through a strategic direction. A societys state of preparedness can be scanned from a combination of its placement in the stage of development and in the hierarchy of leadership. In terms of human development, stages of development have been classified into NECESSITIES, CONVINIENCE or CONTENTMENT and FREEDOM. Presently Delta State is at the stage of Necessities like all other states in the Nigerian polity. Delta State is weak in terms of state of preparedness to play the role of heart beat of the nation. This deficiency must be appreciated in course of developing a strategic direction and considering strategic change to induce or adapt to.
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(ii)

In hierarchy of leadership, players in a strategy game are categorized into (i) leader societies (ii) runner-up societies and (iii) weak operator societies. Placements in any of these categories of leadership hierarchy define ones state of preparedness. Delta State has not been bestowed with the status of a leader state which can be achieved by either an established tradition, or sustained excellent performance in any field of human endeavor or acquiescence by other states in the federation. Thus at best, Delta State is a runner-up state or a weak operator state in Nigeria. Neither of these positions is good enough to enable the state play the role of Heart-beat of the nation. Again this deficiency must be appreciated in course of developing a strategic direction that will enable the state truly play the role of Heart Beat of the Nation

Development
Development is a common word that has been consumed by the avalanche of jargons employed to describe it. This is because of the numerous perspectives from which the term is viewed. In this address, development is conceived as the gradual and qualitative growth of an encompassing society known as and called Delta State. Five conditions must be present for holistic development to take place in Delta State. (a) Delta State society must grow. Growth entails quantitative increase in the size of the States socio political, economic and technological variables. (b) The growth of Delta State must be gradual for it to be sustainable. Quick fix approach to growth via turnkey projects is hardly sustainable and so does not fit into the model of development that is appropriate for societies at the stage or level of NECESSITIES. (c) Development in Delta State must be context sensitive. A society is context sensitive if its developmental drive is made to fit into the aggregate level of well-being it belongs to: NECESSITIES, CONVINIENCE, CONTEMTMENT or FREEDOM (d) Delta State society must grow qualitatively. For sustainability and for purpose of enabling Delta State play the role of HEAR BEAT of the nation, growth measures must be internalized (based on self-reliance and self-sufficiency) and of high standard (e) Growth in Delta State must encompass the entire spectrum of the society and not just sections of it. Thus there must be qualitative growth in physical structures, in human capital, in leadership, in management, in all dimensions of governance namely public society, business enterprise society, political society and civil society. The qualitative growth in all these elements must be broad and deep.

Perspectives of Development
Development strategists have a wide range of perspectives of the term development In this paper, I categories these viewpoints into four (i) Holistic perspective (ii) Societal or Enterprise Perspective (iii) Sectional or Functional Perspective (iv) Directional Perspective

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These perspectives which also indicate possible areas of transformation are captured in the framework depicted below.

Framework for Holistic Development in Delta State

Holistic Perspectives of Development Societal or Enterprise Perspectives Sectional or Functional Perspective Human Capital Development Economic development Organization Development Political Development Development of Endeavour Social Development Technological Development Environmental Development Justice System Development
Subject of Development Citizen Directional Perspective Object of Development Peoples Well-being Effectiveness = Good or Bad Governance Geopolitical and Social Economy of Delta State Efficiency = strong or weak

The framework seeks to address the question how can Delta State grow qualitatively and synchronously in all its component parts. It depicts holistic development in Delta state as consisting of three broad categories of perspectives: (i) (ii) (iii) Societal or Enterprise Perspective Sectional Perspective or Functional View of Development Directional Perspective

The framework also indicates where and where transformational change may take place. Thus we may seek to transform Delta State (i) (ii) (iii) (iv) Societally by effecting strategic change in human capital, in Delta state corporate organization itself and/or in the various endeavors that the state engages in. Sectionally by addressing strategic change in the states functional areas of development, namely economic, political, social, technologies environmental and /or legal sectors. Directionally by addressing strategic change in the various subjects and/or objects of development. Holistically by addressing all possible strategic changes in the three perspectives.
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Societal or Enterprise perspective Societal or Enterprise development can be categorized as (i) human capital development (ii) organization development (iii) development of endeavors human or organization. The diagram below captures the three broad categories of perspectives.

Human Capital Development Health Knowledge Security.

Organization Development structures systems processes procedures

Development of Endeavors Non-institutional Enterprise Endeavors Individual Persons Family Micro Enterprises Institutional Sector Endeavors Public Society Institutions Business Society Institutions Civil Society Institutions Political Society Institutions

Legal Dimension

Level of Endeavor Functional Level Competition Level Corporate Level Societal Level

Based on this schematic diagram of development, Delta State can effectively and efficiently develop in one, two or all of the three perspectives. (a) Human capital that requires qualitative and quantitative improvement in health, knowledge and security of Deltans. To strategize for effective development there must exist a Human Capital Development Strategy for Delta State over a long time horizon of say forty or ninety years (b) Developing Delta State as a corporate organization. This demands qualitative and quantitative improvement in the institutionalization of structures, systems, processes and procedures in governance. Strategizing for effective development of Delta State as a corporate organization also requires the existence of a Delta State Institutionalization Strategy (c) Development of endeavors which are classified as (i) Dimensions of human and organizations political dimension, economic dimension, social dimension, technological dimension, justice system dimension and environmental dimension. Effective development in these areas can only take place within the context of corresponding
12

political systems strategy, economy systems strategy, social systems strategy, technological systems strategy, justice systems strategy and environmental systems strategy. (ii) Endeavors in Institutional sectors public society institutions, business enterprise society institutions, civil society institutions and political society institutions. Development in Delta State is incomplete unless and until there is corresponding development in these sectors of the polity. Effective development in them demands that there must exist in Delta State, a. Public society systems development strategy b. Political society systems development strategy c. Business enterprises systems development strategy d. Civil society systems development strategy (iii) Levels of human and organization endeavors functional level, competition level, corporate level and societal levels. These levels of endeavors demand different forms of strategies. In reality they are not strategic to holistic development of the state. They are only mentioned here to acknowledge their role in developmental endeavors. (d) Holistic development that requires simultaneous, qualitative and quantitative improvement in human capital, in the organization and in all dimensions and institutional sectors of endeavors. Holistic development of Delta State requires the crafting of a Delta State Total Quality Development strategy hinged on the aspirations of the state over a period of ninety years Sectional or Functional Perspective It smacks of partial development for Delta State to ignore the synergy that accrues when the state makes conscious effort and takes special interest in the development of all functional areas in the polity. At best, it has been the practice to focus on the economy with consequential emphasis on economic planning and development, based on economic blue-print that is anchored on economic vision. Experience also shows that the vicious circle that Nigeria has been entrapped in can be traced to a partial developmental drive of the functional areas of the society in which much attention is devoted to the economy and little or no attention is given to other functional sections of the polity. It must be appreciated that there exists, in the polity, a high level of cross-sectional influences among the functional sections of the state. Therefore for strategic development to take place in Delta State, the totality of developmental environment must be captured for all possible opportunities and troubles in the economic, social, political, technological, and legal environment to be x-rayed. Thus, apart from economic visions and blue prints, governance in the state must go beyond the norm to expand the functional perspective of development to induce all functional areas of the polity instead of equating the society with its economy. Directional Perspective of Development Directional perspective of development pertains to the overall direction of development that Delta State must ply. The perspective has two components; subject of development and object of development

Subject of Development.
By subject of development, I mean the phenomenon that must be developed in Delta State. It is the end product that reflects the totality of developmental activities in the State. The Directional Perspective of our framework for holistic development of Delta State portrays the subject as consisting of

13

(i)

(ii)

The people of Delta State comprising (a) Citizens of Delta State at home and in diaspora (b) other people living in Delta State. For purposes of strategic change and transformation, development strategists are interested in their portrait comprising who they are, how many they are (population and demography), where they are (location) and what they doing (profession, competencies and occupation) Geo-political and social economy of Delta State comprising (a) the geography of the state arrangement of waters, climate, settlements and population (b) politics in the state - how power is acquired and employed in the allocation of resources (c) social how Delta State as a society is organized and its effect (d) economy- resource exploration and exploitation; how resources are used for production and consumption of goods and services or organized to create wealth. Three elements are critical in resource exploration and exploitation factors of production, patterns of consumption and resource availability. Any of these elements can be used to trigger strategic change particularly of the transformation type

Object of Development
By object of development, I mean the manifestations which signal that, indeed, developments are taking place in the citizens of Delta State and in the geopolitical and social economy of the state. It is operationalised by two elements namely (i) Well-being of citizens which indicates that the totality of developmental activities in the state is good, poor or bad. It points to the effectiveness (doing the right things) of conduct in development (ii) Governance which indicates how strong the totality of developmental activities is. It is an efficiency variable in societal development

Strategic Change and Strategic Transformation

What is Transformation? is a system of strategic change in the class of Deconstruction with Reconstruction, and Turnaround strategic leadership tools that are applied when disruptions are visited on an organization by outside forces or are induced internally in tandem with radical aspirations of leaders in an organization Transformation, when employed to create motions and movement assumes various shapes and dimension at varying levels of endeavour. It is a highly technical tool that demands application of divergent techniques depending on need for change. Unfortunately there is no simple formula to determine a need for change. Change must be context sensitive and the context in which changes are expected to occur in Delta State are wide and varied. For example All organizations, Delta State inclusive, undergo change continuously. Some changes are imposed on the organization; others are induced by the organization. Some changes pertains to human beings in the organization while other relate to the organization itself. Some changes affect only parts of the organization, others engulf the entire organization. Some changes impact on fundamental existence, survival, growth and development of an organization, others superficially or peripherally impact on the organization When a change engulfs an entire organization by impacting or threatening to impact on its very existence, survival, growth or development, then a strategic change is imposed on that organization. When an organization crafts a strategy that either touches on its very existence, survival, growth or development or is designed to radically remove a disconnect between the organization and its
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aspirations inform of visions, ambitions, interests and pursuit of strategic advantages, than a situation of strategic change is induced Thus a strategic change is either imposed by external forces or induced by internal forces. In all cases two conductions must be present Firstly, the change must embrace the entire organization and not just parts of it Secondly, the impact of the change must touch the fundamentals in the existence, survival, growth or development of the organization. Transformation is radical form of strategic change. Transformation follows strategy. Therefore for comprehensive transformation to take place in Delta State, the starting point is the development of System Strategies that will indicate areas of critical strategic change

Designing Strategic Transformation for Delta State

To begin with I would like to make it clear that what I am presenting is not a Strategic transformation document for Delta State. Strategic transformation document like strategic direction document is in the class of the constitution of a nation and so is too important and weighty for a single individual or group of persons to formulate. What I am presenting is a grand design to guide Deltans in formulating and adopting strategic transformation template for sustainable development of Deltans and Delta State. The responsibility for producing the document rest squarely on the entire people of Delta State in their collective wisdom and in a setting that reflects the collective will of the people.

Against the back drop of working knowledge of what Delta State is, what strategic direction means, and what strategic change and strategic transformation entails in the development for Delta State, I now proceed to create sets of designs necessary to formulate structure of appropriate measures aggregated as architectural design that may be adopted to strategically transform Delta State sustainably for a period of ninety years.

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SECTION TWO: Methodology Adopted

For the benefit of students of development strategy and strategic leadership, I wish to explain how I have formulated the Architectural Design for transforming Delta State holistically. An architectural design for any strategic transformation is the grand structure that seeks to create a flow for three inter-related forces of change, namely (i) (ii) (iii) Who and what we are; What must we have and do to develop; and What we want to be at a future point in time.

These issues are structured into a transformational direction with the three sections which then are linked to produce an architectural design as depicted below.

Structuring A Direction for strategic Transformation

Forces of change 1 Anchors of Who and What Strategic We are change Deltans Who we are What we are Geopolitical and Social Economy Forces of change 2 Critical Path in What we must strategic Have and Do change To develop Well-being What we must Have What we must Do Governance Personal Aspirations Forces of change 3 Time frame What we want Horizon for To be in future strategic transformation Our corporate Aspiration

Converting the Structure to Architectural Design

In Operational Research theory, critical paths are posited as consisting of a starting point, an array of activities and events and a terminal date which correspond to sections 1-3 respectively of our structure of a direction for strategic transformation. By extracting responses to the posers in each section, I was able to develop three components of the architectural design namely (i) anchors of strategic change (ii) critical paths in strategic change and time frame horizon for strategic transformation. The product of all these conversions is the architectural design shown below.

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Architectural Design for Strategic Transformation of Delta State

Anchors of Strategic Change Critical Paths in Strategic Change Time Horizon for Strategic Transformatio n

DELTA CITIZENS Deltans in Delta State and in Diaspora Other people living in Delta State By What Good life Design Good Living Design For Security Design what

2020 2030 2040 2050

Human Capital Develop ment

Geopolitical Economy of Delta State The Geography The Sociology The Politics The Economy

By What Tenure Government Strategic Leadership Design For Strategic Management Design what Resources Design Institutional Sector Design Levels of Endeavor Design

2060
Instituti onal Develop ment

2070 2080 2090 2100

Feature of the Architectural Design The architectural design has the following features: (a) Comprehensive provision to strategize for strategic transformation (b) Two track transformational design consisting of (i) Human capital development track (ii) Geopolitical and social economy track (c) Five forces of strategic change, namely (i) Changes in human capital (ii) Changes well-being (iii) Changes in Geopolitical, social and economy of Corporate Delta State (iv) Changes in Governance (v) Changes in Time (d) Two sets of indicates for strategic transformation (i) Development Hinges (ii) Visioning Hinges
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(c)

Since development hinges and visioning hinges play active and important roles in societal transformation of the type being advocated for Delta State, I deem it necessary to elucidated on these features of the architectural design

Development and Visioning Hinge Our architectural design envisages a two track flow of development. In the first track, the citizen of Delta State as the subject of human capital is developed when his well-being needs are provided for over time as indicated by time horizon. Thus appropriateness of development of Delta Citizens is defined, on one part, by the link between the citizen as the embodiment of human capital and ingredients of well-being as the critical path to changes in development. That link is labeled here as development hinge. Or another part, appropriateness of development of the Delta Citizen is defined by the link between his well-being and a given time horizon. That link which connects citizens well-being to a given time horizon is labeled here as visioning hinge In the second track, Delta State as a corporate organization and as the subject of development is developed when governance is good and strong over time as indicated by time horizon. Thus appropriateness of development of corporate Delta State is defined, on one part by the link between Delta State as the anchor of development and ingredients of governance as the critical path to changes in the development of corporate Delta State. On another part, development is appropriate with respect to Delta State if the link between governance and time horizon is strong. That link which connects corporate Delta State to a given time horizon is labeled here as visioning hinge. Thus there are two sets of development connectors development hinges and visioning hinges. Any disruption to any of the hinges, causes a disconnect in the flow of development and accordingly calls for transformation measure On this score the architectural design prescribes two tracks of strategic transformation namely (a) Delta Citizen Disconnect and Transformation (b) Corporate Delta State Disconnect and Transformation.

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SECTION THREE: Strategizing for Holistic Transformation

Transformation does not just occur; neither is it another change. It is either induced by internal forces or is externally imposed. Transformation is applied in response to a need for rapid change. Basically, it is a tool or instrument in the strategy for creating momentum (motion and movement) in organizations. Transformation, as a strategy tool in human and organizational development is a highly technical and complex instrument. Generally transformation is employed to re-establish lost developmental coordinates or for repositioning. We are concerned with transformation for addressing lost developmental coordinates. In Delta State, developmental coordinates have been lost in: (a) Human capital development (b) Inter and intra organization development (c) Development of endeavors. There is palpable disconnect between and among the elements that constitute the dimensions of endeavor political endeavor, economic endeavors, social endeavor, technological endeavors, environmental endeavors and justice system endeavor. Similarly, there is a disconnection between public society, business society, civil society and political society institutions. In like manner the flow of endeavors at functional level, business (competitive) level, corporate level and societal level has been disrupted. To re-establish the developmental coordinates there is need for revolutionary change which transformation represents. Employing Life-cycle Theory to Determine Transformational Needs To capture, in the most effective way, the transformational needs in Delta State, I shall employ the concepts embedded in the life-cycle theory. On the assumption that some of us may not be familiar with the theory, I wish to deviate a bit and explain how the provisions of the theory will assist us in establishing transformation initiative points for developmental endeavors in Delta State.

ORGANIZATIONAL LIFE-CYCLE

Formation

Growth & Maturity Development Stages of Development

Decline

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The theory admits of two forms of change: change by evolution or change by revolution. Change by evolution stipulates that organism (human or organizations) are born or formed, they grow, they mature and they decline over time. This is a natural course of development in which points of developmental change are clear and can be anticipated. However, more often than not this natural course of development is disrupted, dislocated, fractured and even deformed by forces induced from within an organization or imposed on it by external occurrences. It is when, and only when such disruptions occur that transformation, as an instrument or tool in the machinery for creating momentum, is employed to deliver desired and necessary changes. The corollary is that transformation is irrelevant if there is no disruption in the flow of development. In the organizational lifecycle there are eight points of disruption which coincide with the points at which transformation strategies should be initiated. They are: (1) Still-birth: This is the point in which developmental ideas, programmes or projects fail to take off. (2) Stunted growth: This is the point in which development is stalled (3) Precipitate decline: This is the point in which sudden or abnormal decline sets in while a development object is at growth stage (4) Premature maturity: This is the point in which development object matures at growth stage unprepared. (5) Lethargy: This is the point in which a development object, operating at maturity stage of development, becomes lethargic, and loses both the energy and enthusiasm for sustainable reaping of the benefits of maturity. (6) Endgame: This is the point in which a development object, operating at maturity stage of development is in real time trouble and embraces the inevitability of decline. (7) Regeneration: This is the point in which a development object operating in the decline stage of development and playing an endgame seeks to renew itself and return to the path of growth. (8) Exit: This is the point in which a development object operating in the decline stage of development and playing an end-game decides to quit the stage Appropriate Transformation Techniques. Transformation, as a strategy tool has a number of techniques which can be appropriately applied at various initiative points indicated in the life-cycle diagram Transformation Point Initiative Appropriate Technique (1) Still-birth Reforming Restructuring (2) Stunted Growth
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Vitalization Revitalization Renewal Renewal Regeneration Revitalization Turnaround Degrowth

(3) Precipitate Decline

(4) Premature maturity

 (5) Lethargy (6) Endgame

Reformation Restructuring Restoration Re-engineering Renewal Turnaround Quitting Revitalization Renewal Harvesting (asset reduction, cash flow optimization, management buyout) Divestment Liquidation ( ending the legal life)

(7) Regenerate

(8) Exit

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SECTION FOUR: Transforming Delta State Holistically

Based on life-cycle theory, the first issue to be determined is Does Delta State need transformation therapy? if so in what areas of development must the therapy be administered and how? To address these questions, let us recall that our architectural design for transformation of Delta State provides for two track transformational design, namely; Track one Transformation for Human Capital Development Track two Transformation for Development of Geopolitical and socio-economic Corporate Delta State For comprehensive transformation to take place in Delta State, there is need to painstakingly craft strategies that will capture present and future disruptions to or in the states development directions. The table below captures the necessary and relevant strategies. 1 Direction of Development Endeavors Track One: Human capital Development (a) Development in Population (b) Development in Portrait of Delta Citizens (c) Delivery of well-being Strategies to Track Disruption. Human Capital Transformation Strategy Population System Strategy Personality Improvement Strategy Location and Domiciliation Strategy Profession And Occupation Strategy Commitment Strategy Good Life Systems Strategy Good Living Systems Strategy Safely and Security Systems Strategy Track Two: Development of Corporate Delta State Transformation Strategy Geopolitical and socio-economic Corporate Delta State (a) Development of Geopolitical and social economy of Delta State (b) Development of good and strong governance Delta State Aspirations Initiative

Strategic Governance Systems Strategy Strategic Leadership System Strategy Strategic Management System Strategy Resource Exploration System Strategy Business Enterprise Societies System Strategy Political Society Institutions System Strategy Civil Society Institution System Strategy Levels of Endeavor System Strategy

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SECTION FIVE: Human Capital Transformation Strategy

This strategy seeks to avail Delta State with a high volume of human capital capable of ensuring that the state is self-sufficient and self-reliant in all aspects of human endeavours over a period of at least ninety years. The strategy consists of (i) Citizens Portrait Transformation Strategy that seeks to capitalizing on the developments in the population of the state to create a huge reservoir of competent human capital in Delta State and turn the characteristics of Delta Citizens into instruments of power, influence and authority to strengthen human capital transformation (ii) Well-being transformation strategy that seeks to align the quality and quantity of good life, good living and security in Delta State with changes in the portrait of Delta Citizens (particularly changes in population) as well as changes in time horizon. (iii) Time horizon for strategic transformation which recognizes that sustainable human capital development does not respond to crash programme, and accordingly advocates a ninety years time horizon as depicted by Human Capital Strategy Direction 2012 2100 below.

FRAMEWORK FOR HUMAN CAPITAL STRATEGY DIRECTION 2012 - 2100

Well-being Transformation Strategy Peeping into the future Belonging to the future Time Horizon for Strategic Transformation

Citizens in Portrait Transformation Strategy. Population System Strategy; How many are Deltans now? How many will be in future? Persona Strategy; who are the Deltans? Who will they be in future? Domicile and Location Strategy; Where are Deltans? Where will they be in future? Profession and Occupation Strategy What are Deltans Doing? What will they be doing in future? Commitment Strategy. What is in the strategic Transformation for the Delta citizen?

Good life Systems Strategy

2020 2030 2040

Good living systems strategy.

Safety and Security Systems Strategy

2050 2060 2070 2080 2090 2100

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SECTION SIX: Citizens Portrait Transformation Strategy

The portrait of the citizens of Delta state is critical to the state if it will play the role of Heart Beat of the Nation and contribute effectively to the greatness of Nigeria. Nigerias aspiration of becoming a nation of Good People Great Nation will be realized by 2050. I am convinced that Delta State will play a pivotal role in that regard. This places the onus of initiating transformation in the portrait of Nigerians on Delta State. To this end, the framework for human capital strategy direction makes a provision for crafting a Delta Citizens Portrait Transformation Strategy. There are five elements in this strategy which seeks to determine how demographic variables will change overtime to qualitatively transform human capital in the state. The elements are. (1) Developments in population of Delta State: How many are Deltans now, How many will be in future. (2) Developments in the personality of Delta Citizens: Who are the Deltans? Who will they be in future? (3) Developments in domicile and location: Where are Deltans? Where will they be in future? (4) Developments in profession and occupation What are Deltans Doing? What will they be doing in future? (5) Commitment of Delta Citizens; What is in the strategic Transformation for the Delta citizen? Strategic transformation of Delta State requires the production of Blue Prints for each of the elements. As a guide, the following high lights will help in their formulation

Developments in the Population of Delta State

The population of any society is the raw material for its human capital development. Since human capital is central to strategic transformation of Delta State, developments in the population of the state must be factored into any meaningful strategic change in the state. For this reason, we are interested in searching for fundamental changes in population of the State by addressing the questions: How many are Deltans now and how many will they be in future? In 1991, when Delta State was created, the state had a population of 2,590,491 people. By the year 2006, the population figure had risen to 4,112,445 persons. In 2010 it was 4,717,725. At growth rate of 3.2 the states population projection is as indicated in the table below.

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Pop. 2006 Mid year Pop

11/23/1991 2590491 6/30/2012 5,031,845 6/30/2020 6,511,874 6/30/2028 8,427,227 6/30/2036 10,905,948 6/30/2044 14,113,741 6/30/2052 18,265,050 6/30/2060 23,637,393 6/30/2068 30,589,917 6/30/2076 39,587,404 6/30/2084 51,231,342 6/30/2092 66,300,141 6/30/2100 85,801,162

3/27/2006 4112445 6/30/2013 5,196,664 6/30/2021 6,725,171 6/30/2029 8,703,262 6/30/2037 11,263,173 6/30/2045 14,576,038 6/30/2053 18,863,323 6/30/2061 24,411,638 6/30/2069 31,591,892 6/30/2077 40,884,092 6/30/2085 52,909,429 6/30/2093 68,471,807

6/30/2006 4,147,088 6/30/2014 5,366,881 6/30/2022 6,945,455 6/30/2030 8,988,338 6/30/2038 11,632,100 6/30/2046 15,053,477 6/30/2054 19,481,193 6/30/2062 25,211,243 6/30/2070 32,626,687 6/30/2078 42,223,254 6/30/2086 54,642,481 6/30/2094 70,714,607

6/30/2007 4,282,926 6/30/2015 5,542,674 6/30/2023 7,172,954 6/30/2031 9,282,752 6/30/2039 12,013,110 6/30/2047 15,546,555 6/30/2055 20,119,301 6/30/2063 26,037,040 6/30/2071 33,695,377 6/30/2079 43,606,280 6/30/2087 56,432,300 6/30/2095 73,030,869

6/30/2008 4,423,214 6/30/2016 5,724,224 6/30/2024 7,407,904 6/30/2032 9,586,809 6/30/2040 12,406,600 6/30/2048 16,055,784 6/30/2056 20,778,310 6/30/2064 26,889,885 6/30/2072 34,799,072 6/30/2080 45,034,607 6/30/2088 58,280,745 6/30/2096 75,423,001

6/30/2009 4,568,096 6/30/2017 5,911,722 6/30/2025 7,650,551 6/30/2033 9,900,826 6/30/2041 12,812,980 6/30/2049 16,581,692 6/30/2057 21,458,905 6/30/2065 27,770,665 6/30/2073 35,938,918 6/30/2081 46,509,719 6/30/2089 60,189,735 6/30/2097 77,893,488

6/30/2010 4,717,725 6/30/2018 6,105,361 6/30/2026 7,901,145 6/30/2034 10,225,128 6/30/2042 13,232,670 6/30/2050 17,124,827 6/30/2058 22,161,794 6/30/2066 28,680,296 6/30/2074 37,116,100 6/30/2082 48,033,149 6/30/2090 62,161,255 6/30/2098 80,444,895

6/30/2011 4,872,254 6/30/2019 6,305,342 6/30/2027 8,159,948 6/30/2035 10,560,053 6/30/2043 13,666,107 6/30/2051 17,685,752 6/30/2059 22,887,705 6/30/2067 29,619,721 6/30/2075 38,331,841 6/30/2083 49,606,478 6/30/2091 64,197,352 6/30/2099 83,079,874

Source: National Population Commission The table shows that the population of Delta State will be 5,031,847 in 2012 6,511,874 in 2020 8,988,338 in 2030 12,406,600 in 2040 25

17,124,827 in 2050 23,637,393 in 2060 32,626,687 in 2070 45,034,607 in 2080 62,161,255 in 2090 85,801,162 in 2100

Thus, over a period of ninety years (2010 2100) the state is expected to jump from a population of 4,717,725 to 85,801,162 a quantum jump of about 2000%. This is a monumental strategic change imposed on the state requiring an immediate initiation of transformation measures to address well-being packages in all their ramifications and to have a serious rethink about the competence of those charged with the conduct of governance, strategic leadership and strategic management in all dimensions and at all levels of endeavours in Delta State.

Transforming the Population Trend

Faced with the trend of population growth in Nigeria in general and in Delta State particularly, a survey of views I conducted recently posits two options: (a) Halt the population explosion trend (b) Do nothing and thus coast along with it The proponents of halting the population explosion trend proffer the ever lively reason given by Malthus many decades ago. To them Nigeria, Delta State inclusive, is heading to inevitable catastrophe unless something is done urgently to control population growth in Nigeria As a strategist I do not support population control as the most viable option for managing population explosion. In the alternative I am advocating the crafting of a Human Capital Transformation Strategy with a special provision made for a population systems strategy. The strategy is directed at transforming the population trend for optimum exploration and exploitation of all human beings in Delta State. Yes the size of the population may impact negatively on the well-being of the citizen. Indeed the well-being can worsen, if in line with Malthusian school of thought, nothing is done. Yes governance in Nigeria today is weak and poor and so cannot withstand troubles which the population explosion will foist on the nation. Yes food may be inadequate; shelter, transport and energy needs may also be affected. But then there are tremendous opportunities in large population. First population is the raw material for human capital. Human capital in turn is the surest and most critical resources in human endeavours. Therefore if the size of population of the state is larger, the quantum of raw material available for conversion to human capital will be bigger. Besides, in this part of the world, at least for a foreseeable future, population control cannot and will not work. The reason for this is rooted in our baseline culture. Above all, I consider it disadvantageous to depopulate Nigeria and by extension the population of the black race on earth. I believe that by the end of this present century, size of population will play a major role in the power, influence and authority of the black race in general and Nigeria

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in particular. Therefore the projected large population will be a verifiable source of distinctive advantage for Nigeria and for Delta State. Accordingly I advocate that Delta State coasts along with the population explosion and employs the basic tenet in strategy to manage the explosion. The tenet enjoins strategists to embrace threats and strive to turn them into opportunities. This option makes it mandatory that we focus on maximizing human resources derivable from the population explosion through effective exploration and exploitation of human capital while engaging in radical innovation to address and transform our well-being package positively.

PERSONA STRATEGY
The personality of the citizens of Delta State is another element in the citizens Portrait Transformation Strategy that must be given special attention by formulating a distinct blue print to strategize it within the framework of Persona Strategy This strategy seeks to determine who the Delta citizens are their traits and intrinsic values and who they will be in future with a view to changing whatever negativities that may be associated with their personalities. The purpose of this strategy is to enhance trust and reliability and thus strengthen the substance in the personality of Delta Citizens. Persona strategy is a precursor to making Delta State, a leader state in the comity of States in Nigeria. It will make Delta State play the role of Heart Beat of the Nation more effectively.

DOMICILE AND LOCATION STRATEGY

With a large population, the citizens of Delta State will be scattered within and outside the state. Nonetheless there is a need to keep tab on where they are and where they be in future. This strategy seeks to make appropriate provisions for their well-being needs and in the process elicit their commitment to the affairs of Delta State.

PROFESSION and OCCUPATION STRATEGY

If the human capital development strategy seeks to transform Delta Citizens into highly skilled and competent persons for making the state self-sufficient and self-reliant in all its endeavors, then there is need to keep track of what the citizens are doing and what they will be doing in future. This strategy seeks to maximize the benefit of a large pool of human resources by making provision, in the states scheme of affairs for; (i) (ii) (iii) Citizens wants and needs What he is contributing or is capable of contributing to the overall development of the state How he facilitates or constrains micro or macro development of the state.

What the citizen will do in future has implication for the states strategic plans covering the period 2012-2100

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COMMITMENT STRATEGY
This strategy seeks to address the question;What is in the Strategic Transformation for the Deltan now and in the Future? The ability of Delta State to ply a long-range development direction sustainably is majorly a function of the commitment of the citizens to that course. To elicit that commitment a scheme must be device to address the well-being needs of citizens implicit in the question what is in it for me? A scheme that captures the commitment of Delta State citizens is labeled commitment strategy. It employs age-grading approach to empower all citizens of the state as outlined below.

Eliciting the Commitment of Delta State Citizens

Age Grading for Mass Empowerment 1890 1914 1915 1924 1925 1934 1935 1944 1945 1954 1955 1946 1965 1974 1975 1984 1985 1994 97 121 87 96 77 86 67 76 57 66 47 56 37 46 27 36 17 26 Veteran Deltans Veterans Programme

Senior Delta Citizens (Delta State Family Social Support Programme) Retired and Retiring Deltan (Retired, Retiring but not Tired Persons Programme) Matured Deltans (Experienced Persons Programme)

Vibrant Deltans (Executives Deltans Programmes) Skilled Deltans (Relevant Skilled Persons Programmes) Delta Vanguards (Relevant Knowledge Person Programmes)

1995 2004 2005 2011 2011 2015 -

7 16 60 04

The Young is Growing Deltan (Future Deltans Programmes)

Under the scheme, all Deltans are categorized into eight groups Group One: Veteran Deltans: This group consists of all Deltans born between 1890 (or before) and 1914. These are people whose ages range from 97 years to 121 years. They are few and their empowerment needs
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are essentially social welfare in nature. Their commitment will be elicited through VETERANS PROGRAMME The task here is to take stock of Deltans in this category, determine and workout their welfare needs and attempt to satisfy those needs within what the state can afford. However it must be stressed that the intrinsic value of empowering these elder statesmen cannot be quantified especially in terms of hope and assurances it will give to all citizens that the government cares for her citizens Group Two: Senior Delta Citizens: This group consists of all Deltans within the age bracket of 77-96 years old which equates to those born within the period 1915 to 1934. They are the crop of Deltans deemed to have retired from active engagement in their chosen endeavors at least some seventeen years ago. Their empowerment needs are family social support in nature. Government of Delta State needs o take stock of Deltans in this category, determine the family social support needs that will empower the would-be beneficiaries and attempt to elicit their commitment via addressing those needs. Again it must be stressed that the benefits that will accrue to the state via empowering this class of Deltans are highly intrinsic and by far greater than the costs. Group Three: Retired and Retiring Deltan: This group of Deltans consists of people who were born between 1935 and 1954 and belong to the age bracket of 57-76 years old. They are retired, retiring and perhaps not tired Deltans whose empowerment needs are divergent but can be captured under a Retired, Retiring but not Tired Persons Programme to be developed by Delta State Government in collaboration with the Academy of Governance. Group Four: Matured Deltans: This group of Deltans consists of Delta citizens born between 1945 and 1955 who fall into the age bracket of 47-56 year old. They are deemed to have matured and have acquired experience in different aspects of human endeavor. Research works have shown that these group of people feel empowered when their experience is called to duty and tapped. Samuel Ogbemudia, as Military Governor employed this measure of empowerment to the fullest with profound results in eliciting the commitment of mid westerners. This feat can be repeated for matured Deltans under an Experienced persons programme The Institute of Strategic Management Nigeria and Academy for Governance can be of tremendous assistance in the development of the programme. Group Five: Vibrant Deltans: This group of Deltans consists of vibrant persons, both in the public and private sectors of the polity who are within the age bracket of 27-46 years old. They are those born between 1965 and 1974. They constitute the engine of development and will be appropriately empowered to play that role for accelerated growth and development of Delta state in all spheres of human endeavor. A programme Delta State Executive Persons Programme is conceived to elicit the commitment of this category of Deltans to the strategic direction of the state Group Six: Skilled Deltans: This group of Deltans consists of Delta state youths in the age bracket of 17-26 years old which equates to those persons born between 1985 and 1994. The development of Delta State as an entity and provision of goods and services to meet the well-being needs of the state and indeed the nation, demands that special attention must be paid to producing skilled man-power. Under a scheem conceived as Relevant Skilled Persons Programme Deltans in this category will be empowered to make Delta state a hub of skilled man-power in Nigeria.
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Group Seven: Delta Vanguards: This group of Deltans consists of very young Deltans in the age bracket of 7-16 years old or those born between 1995 and 2004. Research indicates that this group of Deltans is highly vulnerable to massages of hope and despair. Government of Delta State should empower this group of Deltans and elicit their commitment via Relevant Knowledge Persons Programme. Details of this programme are within the competence of appropriate MDAs of Delta State Government to produce. Of course the Academy of Governance can assist. Group Eight: The Young is Growing Deltans: This group of Deltans consists of persons born between 2005 and today and those to be born between now and 2015. They will be accommodated in the mass empowerment scheme under a novel programme titled Cuture Deltans Programmes Details of this programme can be worked out with relevant MDAs under the guidance of Institute of Strategic Management, Nigeria and the Academy for Governance.

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SECTION SEVEN: Well-Being System

This strategy seeks to transform the well-being of Delta Citizens in conformity with overall human capital transformation strategy of the state. To enable us strategize effectively for proper transformation of Delta State Citizens vis--vis their well-being needs over a period of ninety, it is necessary that we again make some incursion into the concepts and theories that underline the strategies proposed in this section.

What is Well-being
The well-being of the citizens of Delta State consists of their welfare and security. Their welfare consists of their good life and good living while their security comprises (i) security of their health (ii) security of their knowledge (iii) security of their comfort and security of their happiness. The structure that captures all these dimensions of the well-being of the citizens of Delta State is shown below

Structure of Well-being
CITIZENS WELL-BEING

SECURITY

WELFARE

Security of Health Security of Knowledge Security of Comfort Security of Happiness BODY Health Needs GOOD LIFE Human Capital GOOD LIVING INFRASTRUCTURE FOR GOOD LIFE HUMAN SPIRIT MIND AND BRAIN Knowledge Needs Comfort Infrastructure for Comfort Material Infrastructure Health Knowledge Energy Housing 31 Communication Happiness Infrastructure for Happiness Immaterial Infrastructure Work (Employment Relationship (Friendship) Love Peace Justice and Equity

Well-being plays two roles in any strategic transformation. Firstly is the object of development in governance. In this context, well-being indicates whether the development that is taking place in the individual Deltan is good, bad or ugly. Secondly well-being serves as the critical path in setting strategic direction that aims at sustainable development in the Delta citizen. In this context it gives clear indication of what will happen so that citizens of Delta State will severally and collectively develop. Although well-being consists of welfare and security, I will skip discussion on welfare and accordingly analyze its components in greater details. As noted earlier the system of welfare consists of; (1) Good life sub-system (2) Good living sub-system.

Appropriateness of Well-being
The appropriateness of well-being and by extension of good life and good living in strategic transformation will be better appreciated in the context of the role of human capital in the overall development of the state. Human Capital is the bedrock of all development activities. Therefore the quantum and quality of development in Delta State, now and in the future depends on how good the well-being needs of citizens are being met. For a development strategist, well-being as a term is too generic to be relevant in setting strategic direction and transformation in organizations. What is well-being in one situation may not be so in another situation. It needs to be broken down into (a) Levels of quality of well-being (Freedom, Convenience or Necessities level) and (b) Dimensions of Well-being (substance or below dimension, lower necessities dimension and upper necessities dimension) To this end, the first task is to ascertain the level of wellbeing that the citizens of the state belongs to. There are, in broad terms, three categories of level as shown below;
NEEDS FOR AND SECURITY OF Food

NECESSITIES

Shelter Medical Care More of Public Services (Energy and Communication) NEEDS FOR AND SECURITY OF Family life and Comfort

CONVENIENCE OR
Work life and Comfort

CONTENTMENT
Less of Public Services and more emphasis on Social Participation (Public Private Partnership, Deregulation and Commercialisation) NEEDS FOR AND SECURITY OF

FREEDOM

Economic, Political, Social and

Personal right plus the exercise of the rights

Privatization of services
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There are three broad levels into which nations and societies such as Delta State can be classified in terms of their aggregate standard of living; NECESSITIES, CONVINIENCE OR CONTENTMENT AND FREEDOM. Movement along these levels of well-being forms the bases for formulating appropriate corporate vision in governance. NECESSITIES: States or nations at the level of necessities are poor or infant nations that are struggling to meet the needs for and security of basic necessities of life for their citizens. Conventionally the necessities are listed as food, shelter and clothing. In todays world, more items have been added such as Medicare, basic education, energy, communication and transportation. At Necessities level, good governance demands that goods and services that fall within the category of basic necessities of life are provided through public goods and services and complemented by business goods not the other way round. Additionally interventionist activities of civil societies must be strong CONVENIENCE OR CONTENTMENT LEVEL: As nations satisfy the basic necessities of their citizens, the aggregate needs for their citizens well-being shift from basic necessities to needs for convenience or contentment. In this level of standard of living, what accounts for good governance are needs for and security of; Family life and comfort Work life and comfort Because the citizens of a nation at this level of standard of living are enabled to cater for their basic needs and because the basic infrastructure for good life have been laid through public services, the burden of providing for the well-being of citizens is shared between the government and the citizens considering that government alone cannot sustainably cater for the enhanced comfort of the citizens that the social contract does not impose on her. Nations at this level can conduct governance with less emphasis on public services and more emphasis on social participation in order to cater for the enhanced well-being of the citizens and ensure that their convenience and contentment are not compromised. This is the level in which partnerships between the public sector and the private individuals or groups of individuals are struck to ensure that the convenience and contentment of the later are not diminished by the inability of government to maintain that level of well-being. Concepts like Public Private Partnership (PPP) Build and Transfer (BOT) etc are apt here. FREEDOM LEVEL: Citizens of nations at high level of affluence do not only take necessities of life for granted, they no longer feel satisfied with the assurances and security of their family life and comfort, their work life and comfort, their socio-cultural life and comfort. Their convenience no longer gives them desired joy. They want to be free to pursue and provide for their economic needs, political needs, social and cultural needs on the basis of their personal rights and exercise of those rights. It is in this context that the concepts of commercialization and privatization are introduced as tools to drive governance towards satisfying the needs of citizens in this category of standard of living. It is also in this context that the taboos of yesterdays, such as same sex, marriages are accommodated

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GOOD LIFE SUB-SYSTEM Good life defines the quality of human capital in any polity. Life is good if (i) the BODY of the citizen is healthy (ii) the mind and brain of the citizen are charged and recharged to create knowledge and (iii) health and knowledge needs are relevant to the total environment of the citizen. The essence of good life in setting strategic direction of Delta state is all about human capital. The role human capital plays in the whole gamut of development endeavour cannot be over-emphasized. So also is the role of good life. For forensic analysis, good life is disaggregated as

GOOD LIFE At Human Capital

Freedom Level Convenience Level Necessities Level

HUMAN BODY Health Needs

At Necessities Level

At Necessities Level

Human Mind and Brain Knowledge Needs

Subsistence (or Below) Dimension Lower Necessities Dimension

Subsistence (or Below) Dimension Lower Necessities Dimension

Upper Necessities Dimension

Upper Necessities Dimension

The diagram indicates that Good life can be disaggregated into and is relevant only within the context of level of good life in which it operates (Necessities, Convenience or freedom) and within the context of the component of human capital (health needs or knowledge needs) at a given level of good life. GOOD LIVING Sub-system Good living is the human spirit that drives good life. It is the infrastructure for good life. Because human spirit desires comfort and happiness, good living serves as the infrastructure with which the life of Delta Citizens is kept comfortable and happy. What is often referred to as INFRASTRUCTURE pertains to good living.

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For forensic analysis, good living is disaggregated as shown below.

GOOD LIVING Infrastructure Needs Freedom Level Convenience Level Necessities Level

INFRASTRUCTURE FOR COMFORT (Material Infrastructure) Health Needs

At Necessities Level

At Necessities Level

INFRASTRUCTURE FOR HAPPINESS (Non-material Infrastructure) Love Freedom Dignity and Recognition Peace Stability Progress Justice Equity Equality Work and Empowerment Self-reliance, SelfSufficiency and Selfdirectedness

Subsistence (or Below) Dimension Lower Necessities Dimension Upper Necessities Dimension Subsistence (or Below) Dimension Lower Necessities Dimension Upper Necessities Dimension Subsistence (or Below) Dimension Lower Necessities Dimension Upper Necessities Dimension Subsistence (or Below) Dimension Lower Necessities Dimension Upper Necessities Dimension Subsistence (or Below) Dimension Lower Necessities Dimension Upper Necessities Dimension Subsistence (or Below) Dimension Lower Necessities Dimension Upper Necessities Dimension Subsistence (or Below) Dimension Lower Necessities Dimension Upper Necessities Dimension

Knowledge Needs

Energy Needs

Shelter Needs

Communica tion and Transforma tion Needs Administrat ion Needs Sociopolitical and economic needs

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SECTION EIGHT: Strategies for Transforming Well-being Needs and Delivery in Delta State
The strategies for transforming well-being needs and delivery in Delta State are directed at maximizing the opportunities which the projected population explosion and other changes in the personality of the citizens will avail the state. This strategic goal demands that we must peep into the future to determine the needs of the projected population with a view to delivering values that will meet those needs over a ninety year time horizon. Three sets of values that will capture the well-being needs of Deltans are employed to craft three systems strategies as depicted below.
Time Horizon for Strategic Transformation

Good life System Strategy Good living Systems Strategy Safety and Security Systems Strategy

2020 2030 2040 2050 2060 2070 2080 2090 2100

Pre- strategy Diagnosis

Before embarking on crafting strategies for good life, good living and safety and security, it is necessary to determine the level on which the strategies to transform well-being in Delta State will be based. Should it be NECESSITIES, CONVENIENCE/CONTENTMENT or FREEDOM level? For the characteristics of each level of well-being discussed in Appropriateness of Well-being there is no doubt that Delta State of today belongs to the category of societies at Necessities level of well-being. Even at that level, citizens of the state belong to varying dimensions of subsistence (or below) lower necessities and upper necessities dimension. Accordingly our strategies for transforming good life, good living and security in Delta State will focus on delivering well-being needs appropriate for people in societies at Necessities level. Additional
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attempt will be made to provide for the needs of citizens at subsistence (or lower) lower- necessities and upper necessities dimension of Necessities level. However, it is expected that citizens of Delta State will not remain entrapped at NECESSITIES level. Therefore conscious and concerted effort will be made to strategically transform them from necessities level to convenience level and thereafter to freedom level overtime as indicated in the pictograph below
Time Horizon for Progression in Levels of Well-being 2091 2100 and Beyond DELTA STATE CITIZEN FREEDOM LEVEL 2041 2090 CONVENIENCE (Contentment) LEVEL 2012 2040 NECESSITIES LEVEL

It is envisaged that Delta will function at the NECESSITIES level of well-being for about thirty years (2012 2040) during which the citizens quality of life and living will be deepened and broadened in ways that will make uplift to CONVENIENCE level easy and seamless It is also envisaged that citizens of the state will operate at CONVENIENCE level for a period of fifty years (2041-2090) and thereafter advance to the level of freedom where they will remain until inevitable forces of change disrupt the stay in that level of needs.

Transforming Good life at Necessities Level At the level of NECESSITIES, good life can be further categorized into subsistence (or below subsistence) lower necessities and upper necessities dimension. Citizens of Delta State are scattered among the three dimensions. However it is apt to determine where each citizen belongs in the dimension spectrum and ensure that he progresses to the upper necessities class as shown in the pictograph below.

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Upper Necessities Dimension Consolidate and Advance Health and Knowledge Components of Good Life 2091 2100 and Beyond FREEDOM LEVEL 2041 2090 CONVENIENCE (Contentment) LEVEL 2012 2040 NECESSITIES LEVEL

Lower Necessities Dimension Broaden Health and knowledge Components of Good life

Strategizing to transform good life of the citizens of Delta State is, like laying any foundation, a difficult and delicate exercise or venture. It demands that the strategy formulation and strategy implementation measures must be painstaking and meticulous. Also the follow-up policies must institutionalize systems, processes and procedures for creating concomitant events, activities and necessary actions. Good life will be transformed in Delta State on the basis of Good life System Strategy to be formulated with the following guidelines. Vision To maximize opportunity for exploration and exploitation of human capital out of the Delta State population that is exploding at geometric progression. (1) Transform the population into persons with knowledge, skills, experience and competence that are relevant to the needs of Delta State in particular and of the Nigerian nation in general. This implies that emphasis must be laid on
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Missions -

(a) Education, at all levels, that are relevant to the needs - present and projected of the citizens of Delta State (b) Information, in all forms, that are relevant to the needs -present and projected of the citizens of Delta State (c) Skills, in all dimensions, that are relevant to the needs - present and projected of the citizens of Delta State (d) Experience, in all its ramifications, that are relevant to the needs - present and projected of the citizens of Delta State (e) Competences, core or otherwise, that are relevant to the needs - present and projected of the citizens of Delta State Disaggregating Knowledge Needs at Necessities Level Let me elucidate this mission by discussing what is required to disaggregate knowledge at Necessities level of needs. Knowledge needs, in good life, are those needs which the citizens of Delta State require to charge and recharge their minds and brains with a view to keeping them lively. At the level of necessities, knowledge is good if it is relevant to the needs of the society operating at that level in ways that enable the citizens escape from subsistence (or below) class of life to lower necessities level and thereafter to upper necessities dimension by first deepening knowledge, thereafter broadening it and ultimately consolidating and advancing various components of knowledge. Components of Knowledge The whole spectrum of knowledge needs, at whatever level (necessities, convenience or freedom) can be classified into three components for the purpose of disaggregating human capital as depicted below.
Acquisition of knowledge Education: Instructions to facilitate understanding Information: facts relative to instructions to make education relevant to needs of Delta Citizens

Utilization of Knowledge (Competence). Deployment of Knowledge

Deployment of Skills Deployment of experience

KNOWLEDGE

Application of knowledge Skills Experience

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Development, throughout the history of mankind has been propelled and driven by knowledge. This role which knowledge plays is pronounced today in Delta State and the near future it will be paramount. Therefore in strategizing to transform Delta State, the pre-eminence of knowledge must be recognized. (2) Transform the population into healthy and vibrant persons through (a) appropriate pre-birth and post-birth Medicare (b) deepening and broadening healthcare deliveries so that citizens will be uplifted from subsistence (or below) life to lower necessities life and thereafter to upper necessities life all in preparation to upgrading the quality of life of Delta State citizens to the level of Convenience. Corporate Philosophy (1) Delta State values the life of every Deltan (2) Delta State strives to be self-sufficient and self-reliant in the delivery of knowledge and health that are relevant to the needs of the state. Disaggregating Health Needs at Necessities Level For the purpose of understanding this mission better let me also explain what health entails in good life. Health needs in good life, are those needs which the citizens of Delta State require to keep the condition of their body good and free from illness. In a polity that operates at the necessities level of wellbeing and good life, these needs can be classified into three: primary health, secondary health and tertiary health. In Delta State, there are about 2000 localities in the category of shanties and slums. Unfortunately this is where majority of persons in Delta State reside. Therefore transformation of human capital health wise must be titled in favour of primary health care. Transforming Good Living at Necessities Level Strategizing to transform good living is the second arm of the strategy to transform well-being for the purpose of maximizing opportunities inherent in large pool of human capital in Delta State. Good living, in reality, is the infrastructure for good life and consists of: (a) Infrastructure for comfort. This is the set of societal infrastructure that makes the life of the citizens comfortable. At the level of Necessities, they are classified as (i) health needs (ii) knowledge needs (iii) energy needs (iv) shelter needs (v) communication and transportation needs as well two other needs that are applicable to all (vi) administration needs (vii) socio-political and economic needs (b) Infrastructure for happiness. This is the set of non-material infrastructure that keeps the citizens happy. At the level of necessities, they include (i) love (ii) freedom (iii) dignity and recognition (iv) peace (v) stability (vi) progress (vii) justice (viii) equity (ix) equality (x) work and empowerment (xi) selfreliance, self-sufficiency and self-directedness (components of self-confidence). Good living will be transformed in Delta State within the framework of Good living System Strategy to be formulated with the following guidelines. Vision Mission To maximize opportunity for exploration and exploitation of human capital out of the Delta State population that is exploding at geometric progression. (1) To make life comfortable by delivering health, knowledge, energy, shelter and communication / transportation needs that are appropriate to lift Delta Citizens from
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subsistence (or below) dimension of living to lower-necessities dimension and thereafter to upper necessities dimension. (2) To make Delta Citizens happy by instituting and infusing in them a deep sense of love, freedom, dignity and recognition, peace, stability, progress, equity, equality, work and empowerment, and self-confidence (encapsulated in self-reliance, self-sufficiency and selfdirectedness). Corporate philosophy: (1) Delta State values living well as benchmarked against the best in the world (2) Delta State values the happiness of its citizens. Transforming Safety and Security at Necessities Level Safety and security constitute the third arm of the strategy to transform well-being in Delta State and maximizing opportunities inherent in large pool of human capital. There can be neither good life nor good living without safety and security elements and measures which are classified in this presentation as i. ii. iii. iv. Security of the totality of the citizens health his body, his Medicare etc Security of the citizens knowledge his education, his skills, his experience and his competences. Security of material things that make life comfortable energy (kinetic and caloric) shelter, communication and transportation. Security of governance and laws, administrative systems policies, process and procedures.

Basically the main task in transforming safety and security belongs to conduct of governance. On this score, the safety and security systems strategy advocated earlier will be better discussed in track two. Suffice it to mention here that the live and living of the Delta Citizen will be best secured within the provisions of chapter two of the Constitution of the Federal Republic of Nigeria.

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SECTION NINE: Corporate Delta State Transformation Strategy

This strategy complements the Human Capital Transformation Strategy presented in section five of the transformation architecture (depicted in section two). The strategy seeks to transform the geo-political and social economy of Delta State through the conduct of good and strong governance over a time horizon of about ninety years 2012 - 2100 The strategy consists of transforming: (1) Developments in Geopolitical and Social Economy of Delta State comprising; (a) The geography of Delta State: - substance in the land, in the waters (sea, inland and underground) in places of settlement (towns including slums in them and villages including hamlets and shanties in them) and in the human population of the state. This will be transformed with Geography of Delta State Systems Strategy (b) The politics of Delta State how power is acquired and applied for distribution of resources. This will be transformed with Politics in Delta State Systems Strategy (c) The social system of Delta State that focuses on increasing elements of fusion and dismantling forces of fission, will be addressed with Social Systems Strategy (d) The economy of Delta State substance in the factors of production and how they are organized to create wealth will be transformed with Economic System Strategy of Delta State (2) Governance in Delta State comprising; a. b. c. d. e. f. g. h. Strategic Governance Systems Strategy Strategic Leadership Systems Strategy Strategic Management Systems Strategy Resources Exploration and Exploitation Systems Strategy Business Enterprise Society Systems Strategy Political Society Institutions Systems Strategy Civil Society Institutions Systems Strategy Levels of Endeavour Systems Strategy

In line with the time horizon for Human Capital Strategy Direction, this Strategy has a ninety- year horizon perspective with a framework depicted below

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FRAMEWORK FOR TRANSFORMATION OF DELTA STATE 2012 -2100

Time Horizon for Strategic Transformation

Geopolitical and Social Economy of Delta State What is it TODAY Geography Politics Social Economy

Outlook of Geopolitical and Social Economy of Delta State in 2012-2100 Desired State Affairs Geography System Strategy Politics System Strategy Social System Strategy Economy System Strategy

2020

2030
State of Good Governance TODAY Desired State of Good Governance Quality Leadership Emergence Self-governance Improved Good life Improved Good living Improved Security Values and corruption Desired State of strong Governance Quality Management Emergency Institutionalization of governance Self-reliance Self-sufficiency Corporate Ethics Benchmarked Practiced Desired State of Resources Optimum exploration and exploitation of human Resources Optimum exploration and exploitation of Natural Optimum exploration and exploitation of material resources Optimum exploration and Desired AggregateIntangible exploitation of Level of Wellbeing resources 43 Deepening of welfare Deepening of security Broadening of welfare

2040 2050

State of Strong Governance TODAY

2060

2070 2080

State of Resources TODAY

Aggregate Level of Well-being TODAY

2090 2100

Geography of Delta State System Strategy. This strategy seeks to transform the substance in (a) land available for use in the state by adding more value to it (b) waters sea, inland or underground to facilitate greater and better exploitation (c) settlements by; (i) renewing the towns and up grading the slums in them (ii) upgrading villages (including hamlets and shanties) in the rural areas. Land Use Strategy The land mass available to Delta State is not expected to increase in size. Yet, over the period of ninety years tremendous pressure will be exerted on it due to: (i) Increased demand for shelter to accommodate exploding population that is expected to increase by 2000% Increased demand for space for transportation facilities roads and rail in particular and air to some extent Shrinking space for agriculture Shrinking space for electricity transmission line and pipelines for other uses Shrinking space for manufacturing industries and commercial enterprises Shrinking space for social services Shrinking space to absorb, at least six emerging mega cities in Delta State

(ii)

(iii) (iv) (v) (vi) (vii)

On the face of it, these challenges are frightening and portend signs of bad times for Deltans. However, with serious research and right strategies, available land will be transformed in ways that will turn these threats into opportunities. For instance, theses challenges will make it imperative (a) to have a homemade masterplan for the entire state (b) to turn the avalanche of farming camps into centres for business farming (c) to device a system of high ways or motors ways that will hang on a height of about 30 meters since it will be near impossible to find enough space, on land for the construction of 8 lane super high ways that the exigencies of the 2060 2100 era will demand. (d) to come to terms with the use tubes and tunnels as routes for transportation (rail and road) and for electricity transmission lines and energy and communication pipe lines Waters Exploitation Strategy By waters exploitation I mean the intensive use of sea, inland waters such as dams, rivers and streams that are abundant in Delta State, and underground water from where, presently, bore-hole water is obtained. Increase in population will definitely put pressure on the sufficiency of water resources. Therefore, like land uses, there is urgent need to have a master plan for waters in Delta State and an accompanying Waters Exploitation Strategy
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Settlements Strategy At present there about 2500 settlements in Delta State as shown below.
1. LGA (ANIOCHA NORTH) LOCALITY NAME 23 2. LGA (ANIOCHA SOUTH) LOCALITY NAME 40 3. LGA (BOMADI) LOCALITY NAME 51 4. LGA (BURUTU) LOCALITY NAME 252 5. LGA (ETHIOPE EAST) LOCALITY NAME 94 6. LGA (ETHIOPE WEST) LOCALITY NAME 244 7. LGA (IKA NORTH EAST) LOCALITY NAME 28 8. LGA (IKA SOUTH) LOCALITY NAME 56 9. LGA (ISOKO NORTH) LOCALITY NAMES 83 10. LGA (ISOKO SOUTH) LOCALITY NAME 114 11. LGA (JH) LOCALITY NAME 1 13. LGA (NDOKWA EAST) LOCALITY NAME 150 14. LGA (OKPE) LOCALITY NAME 94 15. LGA (OSHIMILI NORTH) LOCALITY NAME 287 16. LGA (OSHIMILLI SOUTH) LOCALITY NAME 83 17. LGA (PATANI) LOCALITY NAME 97 18. LGA (SAPELE) LOCALITY NAME 85 19. LGA (UDU) LOCALITY NAME 43 20. LGA ( UGHELLI NORTH) LOCALITY NAME 144 21. LGA (UGHELLI SOUTH) LOCALITY NAME 133 22. LGA (UKWUANI) LOCALITY NAME 24 23. LGA (UVWIE) LOCALITY NAME 27 25. LGA (WARRI SOUTH WEST) LOCALITY NAME 6 26. LGA (WARRI NORTH) LOCALITY NAME 243

TOTAL 2498

About 85% of these 12. LGA(NDOKA WEST) settlements are hamlets, shanties and slums 24. LGA (WARRI SOUTH) LOCALITY NAME 45 LOCALITY NAME 68 28

To truly play the role of Heart Beat of the Nation, Delta State must formulate strategies, NOW for upgrading of the shanties and slums and for renewing of ageing towns Politics Systems Strategy Politics pertains to the delivery of political goods. It is about how power is acquired and applied for distribution of resources. Participants and players in politics constitute the political society, which can be categorized as; (i) Political parties (ii) Pressure groups (iii)Political appointees and electees (iv) Electorates in general. Thus everybody is in politics even though many may not be politician. Since everything that goes wrong in a polity is traceable to political system, there is need to transform the system by crafting politics systems strategy to guide how political leaders emerge, the role of political parties, pressure groups, political appointees and electees as well as the electorate in the process of acquiring power, influence and authority and how these are applied in the allocation and distribution of resources in Delta State. Social Systems Strategy This strategy addresses how Delta State society is organized to increasingly bind and bond the citizens of the state together while eliminating elements of distrust and disintegration. The strategy will be predicated on the principles of nation- building. Social System Strategy in Delta State will be propelled by; (a) Common language pidgin English (b) Common background Schools Old Boys Association and Alma mater (c) State Monuments Economic Systems Strategy Central to all systems strategy is the substance in the factors of production and how they are organized in the state to create wealth. Transformation in economic system entails (i) Transforming the system of production projected to 2100 (ii) Transforming agents and agencies of production and produce (iii)Transforming economic systems infrastructure projected to 2100 (iv) Addressing values and corruption in the economic system (v) Addressing pattern of wealth creation, wealth distribution and incidence of poverty All these transformation tactics will combine to define an effective economic systems strategy for Delta State with a time horizon of about ninety years -2012 2100

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SECTION TEN: Developing Appropriate Governance Mechanism

Governance the system by which organizations are led and managed has been the bane of development in all societies advanced, advancing, developed, developing or under developed. In Nigeria, all the oddities and absurdities, corruption in all its coloration and dimensions, Nigerian factor, insurgency and violent or mass agitation, distortions, injustice etc are traceable to governance that is bad, weak or both. In the light of projected population explosion and the pressures it will impose on all facets of affairs and endeavours in Delta State, it is essential and indeed imperative that we get governance right holistically and comprehensively. This underlines the inescapable need to transform all elements that constitute governance in Delta State and bring them to terms and in conformity with value requirement of the societies and world of 2020, 2030, 2040, 2050, 2060, 2070, 2080, 2090 and 2100. To this end, strategic change needs to be in fused in transforming (a) Strategic governance an unexplored system of governance that captures the direction of governance in the public society, in the political society, in the business enterprise society and in the civil society. (b) Strategic leadership that is charged with the responsibility of setting directions for various organizations in the polity (c) Strategic management that is charged with applying appropriate strategies to take organizations efficiently to the direction set by strategic leadership. (d) Resources exploration and exploitation in response to demands of population explosion (e) Aggregate standard of well-being in order to deepen and broaden delivery of ingredients of good life and good living preparatory to shifting the state from circulating in the NECESSITIES of level to a more acceptable level of CONVENIENCE or CONTENTMENT.

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SECTION ELEVEN: Strategic Governance System

Strategic governance is a system of governance that embraces the requirements to lead and manage all the commanding sectors of the polity (not just economy) simultaneously. It is still at embryo stage. In the past and for some time to come the role of setting strategic direction was and will continue to be usurped and played by the public society represented by the central government or governments at different tiers. Under the present system of operational governance, there is no difference between national interest and public interest. The elements that define public interest are, erroneously applied to define national interest. Public interests are issues of interest to the public society represented by governments in the quest to deliver public goods. National interests are issues of interest to the nations as represented jointly by four categories of actors who deliver various values to the society as follows. (i) Public society that delivers public goods and services defined as those goods and services which other societies cannot deliver affordably and availably. (ii) Business enterprise society that delivers for profit goods and services (iii)Political society that renders the service of resources acquisition, allocation and distribution (iv) Civil society that provides into inter-mediation goods and services In reality none, in these patterns of value delivery, is superior to others. However, either by indifference or by acquiescence on the part of other actors, public sector actors have appropriated to themselves the role of defining what constitutes national interest. In the process, they have equated public interest with national interest. However, the emergence of weak and bad strategic leadership in the public society arena has exposed the difference between pubic interest and national interest and has brought to the fore the question of who leads and manages national interest. It is the increasing agitation by the business enterprise society and political society led by the civil society that has thrown up the concept of strategic governance to determine how the society as a whole will be led and managed to accommodate the interest and values of all components of the society. A society as diverse and divergent as Nigeria in general and Delta State in particular must embrace this new concept in governance for the purpose of fundamental and holistic transformation. Strategic transformation, in this guise, entails formulation of a corporate aspiration or vision together with relevant corporat strategy for Delta State. This will be the take off point for strategic governance in the state. The pictograph below serves as a guide to formulating an all embracing corporate vision and consequential strategy.

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Framework for Formulating Corporate Vision for Delta State (Strategic Governance Approach)
Public Society Aspiration in Delta State for delivering public goods and services. Business Enterprise Society Aspiration in Delta State for delivering public goods and services. Political Society Aspiration in Delta State for delivering public goods and services. Civil Society Aspiration in Delta State for delivering public goods and services. Time Horizon for Strategic Transformation

Delta State Corporate Aspiration

2012 2020 2030 2040 2050 2060 2070 2080 2090 2100

Features of a Corporate Vision (i) The vision must not be hinged on predicting the future. It must aim at selecting a future for Nigeria. This involves placing values on the different futures the nation will choose from and opting for the most appropriate The vision must arise because of dissatisfaction with the present state of affairs. On this score a mind set of crisis must be formed. Crisis has two characteristics danger and opportunity. In the instant case of contemporary Nigeria that craves for hope, it is better to key into crisis of opportunities. The vision must not be personalized as a strategic leaders vision such as Obasanjos vision 2020, Yaraduas vision 202020 and Jonathans vision 202020. The vision must convey the type of strategic advantage that Delta State stands to gain as well as the position it aspires to occupy following the formulation and implementation of appropriate strategy. Out of the option of strategic advantages that will propel states strategy, namely monopolistic advantage, oligopolistic advantage, competitive advantage, comparative advantage, and distinctive advantage, the later (distinctive advantage) best suits our contemporary state of preparedness
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(ii)

(iii) (iv)

(v) (vi) (vii) (viii)

(ix) (x)

The vision must communication what Delta State is and what it wants to become and not what she has or wants to have nor what the state has achieved or wants to achieve. The vision must be shared in ways that spur wide spread enthusiasm and also enables productive (positive) and collective action (team work) The vision must be realistic in terms of expectations and time horizon. For Delta citizens to take the corporate vision seriously, it needs to connect with real life experience and knowledge. The vision must paint a grand, broad and noble picture of the future state of the state such that the dissatisfactions of today are taken care of. Thus a linkage must be established between the events of today and the corporate vision indicating, how the pursuit of that vision will remedy todays unacceptable situations The vision must address the subtle but powerful question of what is in it for me (us) This is the basis for implanting the corporate vision in Deltans and eliciting their commitment. The vision must be clear and understandable

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SECTION TWELVE: Strategic Leadership System Strategy

Good governance as distinct from strong governance is determined and delivered by strategic leadership. Strategic leaders set direction, align forces in the organization and motivate stakeholders towards actualizing the visions and mission of their organization. In societal governance the context in which his presentation the right values expected from strategic leaders are Good life health and knowledge conditions of citizens Good living the comfort and happiness which result from conduct of governance Safety and security how the quality of life and ingredients of living are protected from threats of harm and the measures taken to effect the protection.

If good governance is measured by effectiveness and effectiveness is defined as doing the right thing which in the instant case means delivering the right values then good governance pertains to the delivery of good life, good living and safety and security to the citizens of Delta State. To transform strategic leadership the constellation of leaders in Delta State demands that strategies must be put in place to ensure the leaders, at all level provide quality life to the citizens, give comfort and happiness to the citizens through provision of all the infrastructures that make live worth living and ensure that the life and good life which the citizens enjoy are safe and secured. For these aspirations to be realized, the strategy must address (i) (ii) (iii) How leaders emerge How they perform their functions What values they pursue in course of driving governance in Delta State and their propensity to desecrate or abuse those values either by way of strategic corruption or through operational corruption.

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SECTION THIRTEEN: Strategic Management System Strategy

Strategic management the executors of strategies crafted and directions set by strategic leadership ensures that governance is strong through developing missions that give vent to corporate visions and formulating and implementing policies to guide activities and action in the conduct of governance. Strategic management is driven by efficiency tools and techniques. Therefore the strategic management design for transformation in Delta State must include (i) (ii) (iii) (iv) (v) How strategic managers emerge How governance will be institutionalized through appropriate systems, processes, and procedures in managerial conduct Self-reliance Self-sufficiency Benchmarked corporate ethics and practices

Strategic managers, like good wines, take time to produce and their relevance change with values in the society. Accordingly strategic management needs to be carefully programmed over the time horizon of 2012 2100

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SECTION FOURTEEN: Resource Exploration and Exploitation System Strategy

I strongly posit that Delta State has and will continue to have more than enough resources to deliver, sustainably, high quality well-being goods and services to her citizens now and up to the year 2100. This assertion is valid only and only if all available resources are tapped, capitalized and exploited. Resources, it must be stressed, are not limited to the quantum of financial and natural resources available. There are other material resources to be factored in. On this score a resource exploration and exploitation systems strategy must be developed with focus on KNOW-HOW IN DELTA STATE The diagram below provides the basis for capturing available and potential resources in Delta State.
Resource Capacity Overall frame for all resources in Delta State

Know-how Resource Totality of competencies in Delta State; Organizational and Human Competencies

CAPABILITY Resource What Deltans Can Do Competencies Individual Attributes.

Capacity Resource. This is the overall frame that indicates what is available for performances in Delta State: performance with respect to (a) (b) (c) societal development;- human capital development, organization development and development of endeavors Functional development; economic development, political development, social development, technological development, environmental development and development of justice system. Directional development;- (a) development of the citizen and his well-being (b) development of Geopolitical and social economy of Delta State and governance in Delta State.

Resource capacity facilitates or constrains resource utilization which underlines the ability to turn resources into capital assets

Know-how Resource Know-how is the totality of competencies in Delta State. It consists of human competencies and organization competencies as depicted below
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KNOW-HOW in Delta State

Human Competencies Delta State Population Raw-material Resource Powered by Good Health, Relevant Knowledge and High Spirit to become; Raw Man- power in Delta State Plus Relevant Skills tobecomb Stock of Skilled Manpower in Delta State

Organizational Competencies Institutional Power

Values Systems Structure Processes procedures Organizational Power

Plus Relevant Experience

Stock of Competent Man-power in Delta State Experts Specialists

Capability Resource This resource which determines what Deltans can do consists of human competencies and individual attributes such as talents, attitudes, intelligence, motivation, and other features of the citizens persona.

Resource Exploration and Exploitation Strategy Effectiveness of resource exploration and exploitation is, to a large extent, a function of resource capacity, know-how resources and capability resource. Strategic transformation of resources in Delta must factor the three elements in its systems strategy.

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SECTION FIFTEEN: Synergic Supporters in Delta State

Synergic supporters are institutional organizations that, in one way or the other, provide and deliver the elements that define good life and good living in Delta State. They are broadly grouped into four for the purpose of transforming Delta State (A) Public Society System Public Society engages in the provision of goods and services for the well-being of peoples in Delta State which the private business enterprises are unable or unwilling to provide availably and affordably. Organization in this society include (a) Governments in Delta State. There is a Delta State Government, and twenty-five Local Governments in Delta State. These two categories of governments define, the tier of government in Delta State. Thus each tier becomes a micro governance system within the macro context of governance in governments of the state. The state Government has three arms, namely, the Executive, the Legislature and the Judiciary. Again each arm of government is a micro governance system within the macro context of governance in the State Government Systems. In respect of the Local Governments, there are two arms; the Executive and the Legislature. There is no judiciary arm in the Nigerian Local Government system. Thus the executive and the legislature, each constitute micro governance system within the macro context of governance in the Local Government System. There is yet another arm of the Local Government system which has not been formally factored into the system, namely community and family arms. The non-recognition of this essential arm of the Local Government accounts for the disconnect between the governments in the federation and the people. Governance in the communities or how communities in a Local Government Area are directed and controlled by their leaders is an indispensable arm of governments at the Local Level. They therefore must be formally brought into governance to make it holistic in the country. This is where transformational strategies must be directed. (B) Political Society Systems In this presentation political society is viewed, not from the prism of an interventionist contributor to the well-being needs of people but from the angle of a major player in the team of synergic supporters. To this end, political society which provides the political services needs of the people consists of (i) (ii) (iii) (C) The Political Parties Politicians in Government (both appointive and elective) Pressure Groups

Civil Society System Civil Society that includes (a) Family organizations as distinct from family business (b) Community organizations (c) Faith based (or Religions) organizations
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(d) (e) (f)

Donor Agencies (when they operate as philanthropists and not as development partners) Political societies Other Non-governmental organization such as Labour Unions, Civil Liberty Organization, women and Child protection organization These organizations deliver basic and intermediation goods and services that contribute to citizens well-being. They function as intermediaries because they focus on those goods and services which neither the government nor the business organizations are willing to delve into. (D) Business Enterprise Society System Business Enterprise Society engages in the provision, for profit, of goods and services that contribute to the well-being of the people in the polity The society consists of (i) The well known private enterprise businesses established to make money by providing goods and services that satisfy the value needs of members of the society They include: (a) One-man businesses (b) Family businesses (some large and corporate, some small and registered or unregistered as business enterprises) (c) Incorporated business (small or large that are subject of corporate governance) (ii) Organizations, no matter the suggestions in their nomenclature or expressed objectives that engage in venture for for profit The concept of business enterprise system is adopted here because the concept of business enterprises captured in corporate governance is too narrow to accommodate all forms of enterprises in a polity like Nigeria that has a preponderance of family and micro enterprises often referred to as small and medium scale enterprises. In fact large incorporated companies that subscribe to governance ethics and best practices are only 5% of the enterprise businesses in Nigeria.

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Conclusion:
In this lecture, I have attempted to sketch the imperatives of infusing transformation therapy in Delta State. For one the state of affairs in the state is by no means ideal. For another the outlook for evolutionary improvement is not bright given the current size of the states population and the explosion that will result from projections over a period of 2012 2100. Transformation is a tool for strategically re-directing the course of development in Delta State. Because development has various perspectives and transformation follows development, there is no one best approach to transform. However, given the unchartered course of development in Delta State in which the states stage of development cannot be pinned down to either growth, stunted, precipitate decline, premature maturity, maturity or decline, effective transformation must be holistic, multi-faceted and systematic. To this end, I have developed an Architectural Design for Strategic Transformation in Delta state. The design seeks to capture transformational needs in Delta State with two track structure for development In one track, I discussed how to transform the system that produces effective and efficient human capital through the instrumentality of good life and good living. In this track, I sketched how the citizens of Delta State can be transformed to enable them belong fittingly to the societies of the 2012-2100 era. In another track I discussed how to transform the geopolitical and social economy of Delta State through the instrumentality of good and strong governance. Transforming Delta State is, by no means an easy task. But it is a worthy venture that is within the competence of our present and future leaders. I am convinced and I remain unshakeable that Nigeria will truly be a great nation of good people poised in no distant future to assume leadership of the world. I am proud to be a Deltan that will act as the Heart Beat of the glorious Great Nation, Good People However, take a look at the schedule below and reflect on HOW WE CAN PRODUCE STRATEGIC LEADERS AND STRATEGIC MANAGERS THAT WILL COPE WITH THE ENERMOUS DEMANDS OF GOVERNANCE IMPLICIT IN THE SCHEDULE.

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Year 2007 2011 2015 2019 2023 2027 2031 2035 2039 2043 2047 2051 2060 2070 2080 2090 2100

Projected Population 4,282,926 4,872,254 5,542,674 6,305,342 7,172,954 8,159,948 9,282,752 10,560,053 12,013,110 13,666,107 15,546,555 17,685,752 23,637,393 32,626,687 45,034,607 62,161,255 85,801,162

589,328 670,420 762,668 867,612 986,994 1,122,804 1,277,301 1,453,057 1,652,997 1,880,448 2,139,197 5,951,641 8,989,294 12,407,920 17,126,648 23,639,907

Faced with realities of impending population explosion which every successive administration will grapple with, let us reflect on some strategic issue (a) What type of good life, good living and security shall we bequeath to Deltans in the era of 2020, 2030, 2040, 2050, 2060, 2070, 2080, 2090 and 2100? (b) Who will drive governance in Delta State in future? What attributes do we expect them to possess (c) Who will operationally grow and develop Delta State? Deltans or other Nigerians or foreigners? (d) How will development come to Delta State? through contractors operating turn-key programmes and projects or Deltans (e) What have we learnt from Lagos State that is battling with problems of one mega city when in 50-60 years time Delta State will have at least 6 mega cities to grapple with? (f) Who will feed us, how and on what land? (g) How do we avoid traffic problems that are usually associated with mega-cities (h) With shrinking land space, where shall we live and how? (i) To peep into the future and fittingly belong to the future, what type of toys and visual aids will our toddlers and children be exposed to? (j) If self-confidence is sine-qua-non for societal leadership how do we, TODAY, start to implants the societal ingredients of self-confidence namely Self-reliance Self-sufficiency Self-governing. The time to engage in STRATEGIC THINKING is now. Thank you.

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Acknowledgement I acknowledge extensive reference to the following sources of data and information (1) Nigeria Population Census 1991 Analysis Volume 6: National and State Population Projections (2) Uwandulu, Austin, Characteristics of Nigeria in 2020: A Step-by-step Guide: A Lecture at Annual Conference of Institute of Strategic Management, Nigeria at Enugu. Oct.2009 (3) Uwandulu, Austin, Nigeria-in-2050 and 2100: Unpublished work-in-progress (4) Uwandulu, Austin, Holistic Anti-corruption in Nigeria: A Strategic Management Approach: Unpublished work-in-progress (5) National Population Commission: Nigeria Demographic and Health Survey 2003 (6) Nigeria Vision 20:2020: Economic Transformation Blueprint (7) 1st OCTOBER: Read Map 2020 A Folio Communication/Daily Times Publication (8) I.F Nicolson: The Administration of Nigeria 1900 1960; Clarendon Press (9) Second Progress Report on the Third National Development Plan 1975 1980 (10) Global Population Growth: Over Population or Over Consumption: www.oneworld.net/guides.

AUSTIN UWANDULU PhD 14th March 2012

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