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Why In-house R&D Often Beats Acquired Tech when it Comes to Giving Customers Great Software

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By Andrew Bourne, Region Manager, Africa, Zoho Corporation

When it comes to choosing technology providers for their businesses, CTOs and IT leaders have two options. The first is adopting a ‘best-of-breed’ approach, which involves hand-picking several disparate apps and products by different vendors, each one serving a specific need effectively.

The second option is to take a ‘single vendor/integrated stack’ approach, choosing one tech provider who offers a suite of pre-integrated applications that addresses multiple business requirements in one go. Customers today increasingly prefer the second option to streamline their business processes.

In a bid to cater to this demand for unified software suites, technology companies—especially those that provide best-of-breed apps, are racing to expand their capabilities. Often, they do this through mergers and acquisitions (M&A), buying up apps to satisfy customers’ growing needs. While this approach has some appeal — most notably, it allows vendors to quickly secure market share without building something from the ground up — this is inherently flawed.

By making extensive use of M&As, software vendors risk ending up with a poorly integrated “Frankenstein’s Monster”-style technology stack which falls short of the promise of application consolidation and doesn’t really add value for customers.

The trouble with M&A – Cultural and technological integration issues

M&A activity comes with an array of complications, including culture clashes, redundancies, office politics, increased attrition rates, and tech integration challenges. In fact, a 2016 Harvard Business Review article went as far to say that “M&A is a mug’s game, in which typically 70% – 90% of acquisitions are abysmal failures.”

Those failures ultimately impact the customer, by putting them in the same situation they’d be in if they were trying to work with a string of different products.

Even the biggest companies struggle when it comes to successfully integrating acquisitions. In the consumer space, users know this all too well. Take Yahoo for example. When it bought Tumblr for US$1.1-billion in 2013, it thought it had a surefire winner on its hands. Yahoo’s idea was to strengthen its social media platform services by integrating Tumblr’s blogs more tightly into its network using the former’s personalization technology and search infrastructure. Unfortunately, Yahoo never managed to properly integrate the micro-blogging social network and even stripped it of some of its most celebrated features.

Similarly, Microsoft’s difficulties with Skype are well-chronicled. Having acquired the peer-to-peer calling and messaging service for US$8.5-billion in 2011, Microsoft initially planned to integrate Skype’s telephony architecture into its user communication platform and a few other services. That integration took so long and had such flawed execution that consumer confidence took a massive hit. As a result, when the Seattle-based tech giant launched Teams in 2016, it developed its own video-calling feature in-house instead of leveraging Skype’s capabilities to ensure aesthetic consistency as well as a more streamlined fit among its enterprise collaboration solutions suite.

On observation, it is typically public companies that spend billions acquiring disparate technologies, in order to inherit massive customer bases and expand sales to satisfy investor demands for constant growth. Unfortunately, when an acquisition fails, it’s the customers who bear the brunt of incompatible integrations and broken user experiences. Rather than banking on high-profile acquisitions that hold higher odds of failure, vendors that have their customers’ best interests at heart could also consider investing in developing their own software and services.

The case for going in-house

Developing native technologies and building products in-house surely takes its sweet time. Of course, an integrated suite of business solutions that’s built on a unified tech stack can take even longer, and also religious investment across in-house R&D/innovation capacities, homegrown talent, and resource upskilling. But the investment is worth the effort. Not only does it save big money and make things simpler, it also projects trust and credibility, helping build long-lasting customer relationships.

Creating complementary applications from scratch also ensures that they contextually integrate with one another from the get-go. It also provides a consistent look and feel in performance, making its customers more likely to accept the new product. On the other end, customers too benefit from a set of applications that work in perfect unison to drive better organisational processes and improve collaboration.

When it comes to building great enterprise technology that lasts, therefore, it’s much better for vendors to build in-house than to try and buy their way to growth and expansion.

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NASENI EVC Tasks Finance Managers On Effective Resource Management

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The Executive Vice Chairman and Chief Executive Officer (EVC/CEO), National Agency for Science and Engineering Infrastructure (NASENI), Mr. Khalil Suleiman Halilu has underscored the importance of effective resource management, emphasizing the Agency’s responsibility in administering public funds for the benefit of Nigeria.

The EVC stated this while declaring open one-day sensitization workshop on Government Integrated Financial Management Information System (GIFMIS) policy and guidelines for financial managers of NASENI in collaboration with the Office of the Accountant General of the Federation (OAGF) held at the Agency’s headquarters in Abuja this week.

The workshop was  aimed at enhancing financial management practices for NASENI principal officers, directors, managing directors and accounting officers system-wide.

Urging the participants to take the workshop with all sense of purpose, the EVC/CEO called for accurate financial record-keeping and the adoption of innovative processes which remain integral in the GIFMIS policy. He stressed the significance of staff training and capacity development to ensure the discharge of duties to make NASENI a preferred public sector employer in Nigeria.

While warning staff on classified documents, Mr. Halilu said confidentiality in financial management is a crucial aspect and called for strict adherence to public service regulations regarding the integrity of official information.

He further emphasized the Agency’s 3Cs initiative of Collaboration, Creation, and Commercialization as NASENI’s core operating principles, expressing confidence in achieving the Agency’s goals in alignment with the Renewed Hope Agenda of President Bola Ahmed Tinubu.

The Deputy Programme Manager, System Support and Sustainability Directorate, OAGF, Mr. Jeremiah Asanato, giving overview of the GIFMIS, said it is aimed at integrating budgeting and government expenditure. He emphasized that the policy will help to address irregularities, corruption, and other fraudulent activities in government Ministries, Departments and Agencies (MDAs).

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Mike Adenuga @71: Salute to Nigeria’s Game Changer in Oil, Banking and Telecom Sectors

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Today April 29th is a special day. It is the birthday anniversary of Otunba Dr. Mike Adenuga, Chairman of Globacom and Conoil PLC, amongst other flourishing companies who turn 71 years old.  A special gift to Nigeria, Dr. Adenuga is a colossus. He is renowned for his business acumen.

When it is comes to business, he’s got the vision. He can see good fortune light years ahead while others are still pandering whether it is feasible. Dr. Adenuga is unafraid to venture where others fear to tread.  Fondly called ‘The Bull’ for his fearless and zeal to take “No” for an answer, he’s got this Midas touch that is unparalleled.

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Oil, Gas Transformations

 He transformed the face of Nigerian oil, banking, and telecommunications industries. In 1991, when oil mining and production was controlled by foreign multinational oil companies, Dr. Adenuga’s indigenous oil company was the first to start drilling crude oil. Today, Conoil has metamorphosed into one of the largest African-owned oil conglomerates on the continent with footprints in the upstream, midstream and downstream of the oil and gas sector. 

His forays into the bank industry are well documented where he brought a fresh energy and bespoke financial services with Devcom Merchant Bank and Equatorial Trust Bank (ETB) which later merged into Sterling Bank.

Changing Telecom Services Narrative

If there is anyone who has single-handed transformed Nigerian telecommunications industry, that person is no other than Dr. Adenuga. His tenacity to recover his Digital Mobile Licence (DML) which his company won in 2001 mobile auction but was illegally taken away from him, paid off in 2003 when his company Globacom won the Second National Operator (SNO) licence.

In September 2003, Globacom transformed the Nigerian telecoms market in particular and Africa in general being the first Global System for Mobile Communication (GSM) operator to launch operations with Per Second Billing, Multimedia Service (MMS), Mobile Internet, in additional to plethora of communications suites.

Glo crashed the price of Subscriber Identification Module (SIM) card, leaving other foreign mobile networks scratching their heads in the GSM wars that changed the face of telecom, bringing down the price of SIM Card from N50,000 down to N100 and later to One Naira (N1) only.

Millions of Nigerians became overnight owners of mobile phones lines courtesy of the competition engendered by Glo. Every major step Glo took from the day it commenced operation, other mobile competitors were jittery, helpless and followed the initiative in other to remain in the market.

After establishing the footprints of Glo in Nigeria, Dr. Mike Adenuga (Jr.), also took the telecom giant to Ghana and Benin Republic with mobile operating licences in those countries. Unsatisfied with the routing of calls from Africa countries to Europe then to Africa, he built Glo-1, the first submarine cable system that was solely financed by an individual. Today, Glo-1 links global telecom networks, data centres, banks and Interconnect houses.

Globacom unfazed has going a notch higher with Glo-2 ensuring that Nigerian cities, towns and villages and oil companies are connected to terrestrial fibres through its landing stations in Lagos and Niger Delta.

Digital Financial Services

Dr Adenuga, a man who can see opportunities from afar, has took the lead in procuring Super-Agent licence for Agency Banking and Mobile Money licence from the Central Bank of Nigeria (CBN) with the establishment of Glo Mobile Money and Money Master Payment Service Bank Limited, a Digital Bank delivering financial inclusion services to Nigerians especially in rural, semi-rural and urban areas thus connecting them to the formal sector.

Man flowing with Milk of Human Kindness

The humanitarian side of this famous Nigerian billionaire is incomparable. Although, coming from a middle-class family, Dr. Mike Adenuga’s (Jr.) academic sojourn in the United States of America and the everyday life lessons internalized from his parents, Chief Michael Agbolade Adenuga (Snr) and Madam Oyindamola Adenuga, shaped his worldview and brought out his humane side in the way he deals with people and businesses.

He has been a major supporter of sports, especially football (Nigerian national teams). He has massively sponsored the Confederation of African Football (CAF) Awards for many years. He was honoured the title of Pillar of Football in Africa for his strong support for African Football at both national and continental. He has quietly rendered support to many without seeking media attention.
Through him, Glo sponsors the annual Ojude Oba festival in Ijebuland and also the Ofala festival in Onitsha, Anambra amongst others, promoting Nigeria’s rich culture.

 Humble Beginnings

A man of outstanding wisdom, Dr. Mike Adenuga (Jr.) was born Michael Adeniyi Agbolade Ishola Adenuga on April 29, 1953 at Ibadan, Oyo State. His father was a school teacher while his mother was an outstanding businesswoman.

Dr. Adenuga (Jr) is an alumnus of the famous Ibadan Grammar School, North Western State University, Alva Oklahoma; and Pace University, New York, both in the United States of America where he majored in business administration with emphasis in marketing. As a student in the USA, he supported himself with jobs as a taxi driver and security guard.

Dr. Mike Adenuga (Jr) is a visionary leader, an outstanding entrepreneur and and manager of people and resources. He is a man of uncommon intellect and wisdom have helped him overcome difficult times. Today, he sits atop a vast telecom, oil and gas (Conoil), banking and real estate investments.

As Dr. Mike Adenuga (Jr) clocks 71 years on Monday April 29th, 2024, SiliconNigeria.ng wishes him a marvelous birthday and many happy returns in good health in the service of the fatherland.

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How MTN’s Endorsement Changed 17-year Davido’s Musical Career

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Davido’s reputation as “Omo baba Olowo” (son of a rich man) has never been in question but even the wealthy have been known to enjoy a financial boost from time to time. The Afro-pop star revealed he received his big boost as a teenager when telecommunications giant, MTN Nigeria came calling with a N20 million naira endorsement deal.  

“I remember when MTN, a telecommunication company, came, and they were like they want to do endorsement, but then he (Dad) was like how much, and I said 20 million. I was like I’m 17. Nobody (had) seen that kind of money. Wow, this is from music, and it’s off like two songs, of course.”

Davido further explained that the deal came at the right time as it proved to be the incentive needed to convince his multi-billionaire father, Dr Adedeji Adeleke of the potential in the music business.

“I’m like, ‘Daddy see, we can do this’. “He built me a studio and gave me some money to run my stuff and did my first album, and it came out really really successful.”

Davido was the face of MTN Pulse between 2012 and 2016 and during that time the pop star dropped hit songs like Aye, Skelewu, and Gobe to mention a few whilst picking up a number of awards along the way.

Davido has since risen to become one of Africa’s biggest musical export, selling out various venues across the world including the O2 Arena in London, performing at the 2022 FIFA World Cup in Qatar, earning billions of streams across multiple platforms and collaborating with some of the world’s biggest artistes. He recently released his fourth studio album “Timeless” which peaked at number 2 on the World Album charts.

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