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Halima Dangote: Family-Owned Businesses driving global economic success

Published

2 years ago

November 25, 2024

Family-owned businesses (FOBs) can continue to drive economic success, create value for shareholders, and positively impact their communities worldwide by staying true to their core values and adopting strategic practices that prioritise long-term growth, efficiency, and resilience. This was part of the submission made by Halima Aliko-Dangote, Group Executive Director of Dangote Industries Limited, during the Forbes Global CEO Conference in Bangkok, Thailand.

Halima, who is also the Executive Director, Family Office, spoke at the panel session on Family Business: Looking at the Next Frontier, opined that family-owned businesses have demonstrated exceptional resilience, navigating challenges and thriving over multiple decades. Other speakers include Carolyn Choo, Managing Director and CEO of Worldwide Hotels; Rose Damen, Managing Director of Damen Yachting, third-generation family shareholder of Damen Shipyards Group; and Caroline Link, Co-Chairman of B.GRIMM Pharma, President of B. Grimm Joint Venture, and Board Member of B. Grimm Power.

She stated that success in family-owned businesses starts with shared values, goals, governance policies and alignment adding that reputation is part of Family Capital. According to her, governance structure, adherence to core values, customer satisfaction, optimization of shareholder value, meritocracy, integrity, leadership, brand equity, diversification/growth, philanthropy and preserving generational wealth play key roles to the success of our businesses.

She opined that Dangote Group’s governance policies do not allow board and management to operate in silos as each business unit have at least three independent directors that will give a holistic view.

Speaking on other factors of success for Dangote Group, Halima emphasized, “We family-owned businesses have to stick to our tradition of asset rich-cash moderate or as my father will correct me, asset rich-cash poor. We as Dangote perpetuate a profitable business with strong values and strong governance structure. We make money while building our nation by contributing heavily to the global economy, creating massive jobs, thinking of our great grand kids and contributing excessively to humanity.”

Highlighting the significant contribution of FOBs to the global economy, Halima noted that studies by Mckinsey showed that they account for more than 70% of global GDP, generate annual turnovers of between $60 trillion and $70 trillion, and provide around 60% of global employment. She stressed the crucial role these businesses play in creating jobs, sustaining communities, and driving development in sectors such as manufacturing, education, healthcare, and infrastructure across the world.

“Family-owned businesses (FOBs) have proven to be resilient, weathering challenges and thriving across multiple decades. Despite facing external pressures, many FOBs not only survive but also grow, contributing significantly to the global economy in ways that are often underestimated or overlooked,” she said.

She also pointed out that family-owned businesses often employ two key approaches in preparing the next generation for leadership roles: internal and external capacity building. Regarding internal capacity building, Halima explained that many families create internship programmes for young family members interested in taking over the business or assuming leadership positions.

In Nigeria, we train the next generation so they can grow organically to leadership roles in family businesses. My dad’s approach is for you to start from ground up knowing you will get to leadership role if you work hard and do your job right. These experiences make it easier for you to learn the ropes and be prepared for leadership role in the future,” she said.

On external capacity building, Halima discussed the practice of sending younger generations to work in non-family businesses. This approach enables them to acquire new skills, learn better processes, and gain diverse perspectives that can benefit the family business in the long run adding that she started her career as an Analyst at KPMG before joining Dangote Industries Limited.

The approach she explained “removes the familiarity tag as the young generation got employed as other people and supervised to monitor their performance. This has been a common avenue business families have chosen to pursue for many years, having their next generation spend three to five years working outside the family business before eventually joining with a new set of skills and business knowledge.”

Addressing the challenges of succession planning, Halima emphasised the importance of involving the younger generation in the business early on. She suggested that this creates a space for open communication, where the next generation can share their thoughts, ideas, and aspirations, while the senior generation provides critical information to help the next leaders make informed decisions.

She stressed the need for a balance between tradition and innovation in family-owned businesses. While tradition provides continuity and stability, she noted that innovation is vital to staying relevant and competitive in the modern marketplace.

“Successful family businesses recognise the need to adapt to changing consumer preferences, technological advancements, and market trends. Family businesses often have a wealth of experience and deep-rooted traditions. They can also benefit from external expertise and fresh perspectives,” she concluded.

Related Topics:Dangote Fans.Nigeria Halima

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KANSIEC Chairman Advises Fruits Sellers Association to Modernize Business

Published

6 hours ago

September 12, 2026

Nigerian Tracker

The Fruits Sellers Association, Kano State Chapter, has been advised to develop a strategic plan within a specific timeframe to modernize its business operations.

The Chairman of the Kano State Independent Electoral Commission, KANSIEC, Professor Sani Lawal Malumfashi, gave the advice during a courtesy visit by members of the association to his office.

Professor Malumfashi stated that the fruit business anywhere in the world serves customers from all backgrounds, both rich and poor, due to the importance of fruits in food consumption.

He maintained that the association should seek recognition across the three tiers of government in order to benefit from government policies and programmes.

The KANSIEC Chairman added that the present administration under the Executive Governor, Alhaji Abba Kabir Yusuf, is transforming Kano into a modern metropolitan city with many parks. He said fruit sellers should secure designated spaces around the corners of flyovers across the city.

Earlier, the Chairman of the Fruits Sellers Association of Nigeria, Kano State Chapter, Alhaji Safiyanu Abdullahi, said they visited KANSIEC to seek guidance on how to conduct free, fair, and peaceful elections within the association.

Bashir Habib Yahya
Media Aide to the KANSIEC Chairman
Date: 11/09/2026

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Breaking :Former PDP National Chairman Alhaji Bamanga Tukur Is Dead

Published

8 hours ago

September 12, 2026

Nigerian Tracker

Former Chairman of the peoples Democratic party during Jonathan’s administration Alhaji Bamanga Tukur is dead .

A credible source in Yola the capital of Adamawa state informed Nigerian Tracker that Alhaji Bamanga Tukur passes on in Abuja.

The source said his body will later be conveyed to Yola the capital of Adamawa state for funeral at the palace of Lamidon Adamawa Alhaji Muhammad Barkindo .

Alhaji Dr. Bamanga Mahmud Tukur (CON) was a prominent Nigerian politician, businessman, administrator, and elder statesman who has had a towering impact on Nigeria’s socio-political and economic sectors for over six decades.

He was widely recognized for his roles as the former Governor of the old Gongola State, the former Minister of Industries, and the former National Chairman of the People’s Democratic Party (PDP).

Early Life and EducationDate of Birth: Born on 15 September 1935 in what is today Adamawa State, Nigeria.

Higher Education: He obtained a Master of Science (M.Sc.) degree from the University of Pittsburgh in the United States.

Honorary Recognition: He was awarded an honorary Doctorate Degree in Law (Honoris Causa) by Benue State University in Makurdi, Nigeria.

Traditional Titles: Reflecting his high regional and cultural status, he holds the distinguished traditional titles of Tafidan Adamawa and Wakilin Ganye in Adamawa State.

Career in Public Service & Governance
Nigerian Ports Authority (NPA):
Served as General Manager/Chief Executive from 1975 to 1982, managing port congestion and modernizing seaports.

Governor of Old Gongola State: Elected during the Second Republic in 1982, serving a brief term before the December 1983 military coup.

Minister for Industries: Served under General Sani Abacha’s military administration from 1993 to 1995.

Business and Continental Leadership Founder of BHI Holdings (Daddo Group),

Tukur expanded his economic influence across Africa:

Africa Business Roundtable (ABR): Founder, past president, and Life Patron.

NEPAD Business Group: Elected Chairman in March 2002.

International Maritime Stature: First African Vice President of the International Association of Ports and Harbours (IAPH)

PDP National Chairmanship (2012–2014)Elected PDP National Chairman in March 2012.

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Nigeria’s Oil Output Hits 1.573m bpd as OPEC Production Rises–Report Says

Published

1 day ago

September 11, 2026

Nigerian Tracker

By Yusuf Danjuma Yunusa

Nigeria’s crude oil production, excluding condensate, rose by 35,000 barrels per day (bpd) to 1.573 million bpd in August 2026, from 1.537 million bpd in July, according to the latest data from the Organisation of Petroleum Exporting Countries (OPEC).

The increase, representing a 2.3 per cent month-on-month (MoM) growth, places Nigeria among OPEC members that recorded higher production during the month.

OPEC, in its latest monthly data based on direct communication from member countries, said Nigeria’s August output was its highest monthly production level in the data provided for 2026.

The August figure also exceeded Nigeria’s average production of 1.552 million bpd in the second quarter of 2026, indicating a gradual improvement in upstream output.

The development comes amid renewed efforts by the Federal Government and oil producers to boost production through improved security, fresh upstream investments, new projects and the rehabilitation of existing assets.

Across OPEC, crude oil production increased by 346,000 bpd to 24.081 million bpd in August, from 23.735 million bpd in July.

Iraq recorded the largest increase among OPEC members, with output surging by 664,000 bpd to 3.378 million bpd. Kuwait followed with a 49,000-bpd increase to 1.894 million bpd, while the United Arab Emirates added 54,000 bpd to reach 3.835 million bpd.

Venezuela also increased production by 23,000 bpd to 1.145 million bpd.

However, some major producers recorded declines. Saudi Arabia’s output fell by 75,000 bpd to 7.276 million bpd, while Algeria and Libya declined by 8,000 bpd and 9,000 bpd to 999,000 bpd and 1.355 million bpd respectively.

Iran recorded the largest decline, with production dropping by 399,000 bpd to 2.086 million bpd.

Beyond OPEC, total production by the broader OPEC+ group, comprising OPEC members and participating non-OPEC producers under the Declaration of Cooperation (DoC), rose by 297,000 bpd to 38.055 million bpd in August.

Within the non-OPEC DoC group, Kazakhstan increased production by 159,000 bpd to 1.807 million bpd, while Russia cut output by 160,000 bpd to 8.718 million bpd.

For Nigeria, the latest production increase could provide some relief to government revenue and foreign exchange earnings, given the continued importance of crude oil exports to the economy.

Nigeria has set a target of raising crude oil production towards three million bpd by 2030, making sustained increases essential to achieving the ambition.

However, the country still faces significant challenges, including ageing fields, infrastructure constraints, crude theft, funding difficulties and the need to attract new investment into the upstream sector.

The August performance therefore represents progress, but maintaining the upward trend will be crucial if Nigeria is to close the gap between current production and its ambitious 2030 target.