The Tangent of Culture and Strategy -By Tony Osakpamwan Agbons

Last week, my article Moral Barometer and Reset got a lot of attention after it was published in a number of reputable tabloids and blogs both within and outside Nigeria. As expected, some of the salient issues raised in that piece has elicited diverse comments and feedback from analysts, literary juggernauts, as well as ardent and casual readers across the spectrum. The limitations of space would not allow for deposition of the exhilarating feedback that dropped on my inbox. Suffice to do a few scans.

My cerebral uncle, a former head of logistics at Guinness Nigeria Plc opined, “…your article on Moral Barometer and Reset is quite brilliant. It offers a rare blend of clarity, depth, and practical wisdom that makes every reader pause and reflect on their own role in shaping society. By breaking down Nigerians into idiots, tribesmen, and citizens, you have given us a mirror to see ourselves honestly and a compass to guide us toward becoming true citizens. The vivid examples you used made the message relatable and unforgettable, and your call for a moral reset is both timely and inspiring. We have all gained valuable knowledge from your work, and it is a contribution that will continue to spark important conversations about integrity, responsibility, and the common good”.

In his comments my former boss and top company Executive in Lagos stated, “I agree with you, and I am of the opinion that both the leader and the led need to change even though the leader should set the pace”. On his part, a fellow alumni and a Director in Benin City, put forward, “Once again, your insightful writings have guided us to crucial issues affecting our society. Your reference to the Greek classification of individuals into idiots, tribesmen, and citizens, and its relevance to the current state of affairs in Nigeria, is particularly thought-provoking. Nonetheless, your regular thoughtful analysis on national issues has been a source of comfort and guidance for many, of which I’m Chief. We pray that God continues to bless your path with grace, wisdom, and protection, and that your impactful writings remain a beacon of hope and healing for all who read them”. “Well written. I was expecting you to add the old school maxim of obey before complaining” came from a senior UK-based Nigerian. Another classmate in Lagos was didactic and said, “Very timely piece….the Greeks also did not explicitly say “three tribes of men”. You did justice to the need for a moral compass in the polity. I’m just wondering why you omitted the real KWAM 1”. Lastly, a Canada-based Nigerian commented, “I am enlightened about the three characteristics of those who form a society. It appears that some societies are lucky to have more citizens than others, while others unluckily are flushed with either idiots and/or tribesmen”.

In academia, sending and receipt of feedback is a key element. Over the years, several pedagogies have been developed to enhance teaching and learning. One of the greatest frameworks that emerged is called Assessment for learning, AfL. This teaching methodology has received global acclaim for its effectiveness. AfL is a teaching approach where ongoing assessment is used to inform and improve both teaching and learning. Key aspects of AfL range from feedback, active student involvement, integration with teaching, adoption of multiple teaching methods and an emphasis on actual learning and progress over simply assigning grades or scores.

This is where we zero in on the nexus of this writeup – tangent of culture and strategy. The Oxford dictionary defines culture as the “ideas, customs, and social behaviour of a particular people or society”. We can stretch it further and describe culture as the collective beliefs, practices, customs, knowledge, and attitudes that characterise a particular group or society, encompassing their way of life and shared behaviours. It includes a diverse range of aspects such as language, arts, laws, and social norms, and is not innate but rather learned through social interaction. Culture is a dynamic concept that is constantly changing. The Cambridge dictionary describes strategy as a detailed plan for achieving success in situations such as politics, business, industry, sport, war or the skill of planning for such situations. Culture and strategy are inter-related within the web of human and organisational growth.

Peter Drucker often called the father of modern management in his groundbreaking book, “Concept of the Corporation” (1946) captured the shifts in post-war industry and showed how American companies could organise for maximum human potential.

His proposition was that well-led people are the greatest source of energy in any economy. His influence shaped not just companies, but culture – a legacy that continues to inspire innovation and leadership today. Drucker is attributed with the saying; “culture eats strategy for breakfast”. It highlights the idea that a strong organisational culture can either support or undermine a company’s strategic goals. Even the best-laid strategic plans can fail if they don’t align with the existing culture and employee behaviours. This axiom can aptly be applied to a community, state or nation. It suggests that a culture (the shared values, beliefs, and behaviours of a group of people) is a more powerful force than any formal strategic plan.

If a society’s culture is not aligned with its strategic goals, citizens may not be motivated or equipped to implement the strategy effectively. For example, a country with a culture of indiscipline, disregard for the rule of law, might struggle to implement a strategy that can promote progress and innovation. Similarly, a society with a culture of anything goes, no consequence for wrongdoing, inflation of contracts and looting of treasury, weak institutions and the like will find it impossible to rise beyond the mud. No matter how articulate the economic strategy, it is sure to hit a brick wall. To be successful, a nation needs to ensure that its culture aligns and supports its strategy. This means fostering a culture that encourages the behaviours and values needed to achieve strategic national objectives. A country’s culture and strategy should work together to create a synergistic effect. This is a scenario where the culture supports the strategy, and the strategy reinforces the culture.

According to the Encyclopaedia Brittanica, `strategy is a discipline of thought as a practical art`. In the modern ecosystem, the good strategist must understand development economics, social re-engineering as well as precision. Culture eats strategy for breakfast underscores a critical truth. The human factor within a country profoundly influences its success. The implication therefore is that no matter how detailed, innovative, or well-crafted a national strategic plan may be, it can be completely erased from the map by an unhealthy culture. Culture shapes behaviour, attitudes, and responses among citizens and is the be-all, end-all. Not every hero wears goggles or fly planes. Some quietly teach the world how to work better and smarter. Let`s join hands together to build a nation where our culture and strategy are in sync ala dicta and aphorisms.

Dr Agbons is Lead Institute of Leadership and Good Governance @www.twin2.org