Osungbade Akeem, a Gen Z CEO based in Lagos, Nigeria, has sparked widespread online discussion after showcasing his company’s unconventional workplace policies on TikTok. These policies, which deviate significantly from traditional Nigerian corporate norms, are designed to prioritize employee well-being and maximize productivity. Akeem’s approach has garnered both praise and criticism, raising questions about the evolving nature of work culture, particularly within the context of a rapidly changing Nigerian business landscape. His company’s success, despite the unconventional methods, has further fueled the debate, prompting reflection on the effectiveness of traditional corporate structures and the potential benefits of a more flexible and employee-centric approach.
Akeem’s most notable policy is the 10 a.m. start time, implemented to alleviate the impact of Lagos’s notorious traffic congestion on his employees. This later start time allows employees to avoid the worst of the rush hour, arrive at work less stressed, and begin their day feeling more rested. This contrasts sharply with the typical early morning start times prevalent in many Nigerian companies. He also encourages short naps during the workday, recognizing that rest is essential for maintaining focus and productivity. This emphasis on employee well-being extends to a relaxed dress code, allowing staff to wear comfortable attire such as sweatshirts, hoodies, and jewelry, rejecting the formal suits and attire often considered mandatory in traditional corporate settings.
Akeem’s rejection of the hierarchical “Oga culture,” deeply ingrained in Nigerian workplaces, is another significant aspect of his management style. He encourages an environment of open communication and collaboration, where all employees are addressed by their first names and their opinions are valued. This flat organizational structure aims to foster a sense of equality and mutual respect, eliminating the power dynamics often associated with traditional corporate hierarchies. Meetings are kept short, fun, and engaging, avoiding the lengthy and often unproductive meetings that plague many organizations. This approach aims to maximize efficiency and prevent “corporate drama,” fostering a more positive and productive work environment.
Despite the unconventional nature of these policies, Akeem reports impressive results. Within a year of implementing these practices, his company has acquired 16 top clients, delivered 37 projects, and boasts 156 billboards across Nigeria. Akeem claims his company is rapidly becoming Nigeria’s fastest-growing marketing and advertising agency, even achieving a top-three ranking in the country according to Google. These achievements suggest that prioritizing employee well-being and fostering a more relaxed and egalitarian work environment can lead to significant business success, challenging the traditional notion that strict hierarchical structures and long working hours are essential for productivity.
Reactions to Akeem’s policies have been mixed. Some applaud his forward-thinking approach, viewing it as a refreshing change from the rigid and often outdated practices of traditional Nigerian companies. They see his methods as not only beneficial for employee well-being but also as a key factor contributing to his company’s rapid growth and success. Others, however, are more skeptical. Some argue that Akeem’s policies are not unique to Gen Z and are standard practice in more developed countries, suggesting that his methods are simply a reflection of global best practices rather than a generational shift. Critics also question the sustainability of such relaxed policies, particularly in a competitive business environment, raising concerns about potential issues with discipline, accountability, and maintaining productivity in the long run.
Further criticism highlights the potential limitations of applying these policies across all industries. While they might be suitable for a tech-focused marketing and advertising agency, the applicability to other sectors, such as manufacturing or healthcare, is questioned. Some argue that certain professions require stricter adherence to traditional work structures and that the flexibility afforded by Akeem’s policies may not be feasible in all contexts. Concerns have also been raised regarding the potential for exploitation or a lack of accountability in such a relaxed environment. The absence of clear guidelines on addressing underperforming employees or managing potential conflicts raises questions about the long-term viability of this management style. Despite the debate, Akeem’s approach has ignited a conversation about the future of work in Nigeria, prompting businesses to re-evaluate traditional practices and consider more flexible and employee-centric models.
