In a time when many businesses chase hype over depth, Oludare Akinlaja is betting on something different: knowledge. As the founder of Oludare Akinlaja Research and Development Company, he’s building a future driven by evidence, context, and clarity. In this conversation, Akinlaja shares with ADEOLA OGUNLADE, what inspired the birth of his company, how it’s shaping policy and enterprise in Nigeria, and why knowledge — not just information — is the engine behind sustainable development.
What inspired the founding of Oludare Akinlaja Research and Development Company?
It started with a deep conviction about the power of knowledge. I believe knowledge isn’t just for academics — it’s a tool for clarity, decision-making, productivity, and societal growth. Whether it’s building capacity, shaping policy, or innovating businesses, knowledge is always at the center.
I remember a defining moment back in my 200-level university days. A professor walked in and said, “90% of what I’m teaching you, you’ll never need in life.” That shook me. I thought — why are we learning things that don’t serve us practically?
That moment gave me a passion for transformative learning — knowledge that’s applicable, practical, and impactful across industries. That’s the foundation for everything we do.
How can knowledge actually drive real, impactful results in society?
Knowledge builds skills, improves decision-making, and fosters a society where information exchange replaces guesswork. When people have the right tools, they stop operating on assumption and start innovating with intent.
This kind of thinking reshapes education. Teachers must step up because they’re preparing students for real competition. Businesses stop relying on trends and start using research and data. Policy makers move from sentiments to evidence-based strategies. That’s how knowledge transforms nations.
Has your company evolved over time? What milestones stand out?
Definitely. We began by focusing solely on training — knowledge sharing. But we quickly realized we needed to work across the full knowledge value chain: generating knowledge (through research), sharing knowledge (through training, strategy, advisory), and implementing knowledge (by helping clients turn insights into action).
We’ve run white paper seminars, hackathons, enterprise development programs — all rooted in applied research. And we’ve worked with banks, startups, state governments, and education institutions to build practical, impact-driven solutions.
Can you name some of the institutions or sectors you’ve worked with?
We’ve collaborated with the Lagos State Government, Asset Bank, TDA, Yabatech, UNILAG, and several private companies. Our engagements have ranged from developing youth entrepreneurship curricula to running employability programs like the Graduate Lab, which prepares students for life after school.
We’ve also worked with startups on innovation and product development, including a tech company developing an HR assessment tool and another building a career readiness platform.
What are some success stories that show real transformation from your work?
Yes, we’ve taken several organizations from idea to implementation, and from flat results to real performance improvements. But out of respect for privacy, we often have to seek permission to share specifics. That said, we’ve seen companies increase market traction, improve internal systems, and scale faster thanks to insights and strategies we developed with them.
You’ve also done community-based work. What impact have you seen?
One of our early community-focused initiatives was a Teacher Conversion Program, designed to bring professionals — like engineers and scientists — into classrooms to teach STEM subjects more effectively.
We also developed employability programs that addressed the gap between school and the real world. The goal was to create ready-for-life graduates — not just people with certificates, but people with relevant life and workplace skills.
What drives your passion for research and innovation in Nigeria?
I’m naturally a science-minded person. One of Africa’s biggest problems isn’t a lack of ideas — it’s a lack of documentation and systems thinking. We don’t ask enough questions. We don’t build repeatable methods. We skip the why and rush into the what.
Research is how we move from noisy, emotion-based development to structured, replicable growth. If you don’t understand a problem deeply, you’ll keep throwing money at the wrong solution.
Can you give examples of how this mindset has helped solve societal issues?
Absolutely. Take city planning. Most people don’t even know the accurate population of Lagos. So how do you design functional policies or businesses in such a setting?
Research helps businesses invest wisely. It tells governments where to intervene and shows communities how to advocate for the right things — like knowing electricity is a local, not state government, responsibility. Without accurate knowledge, even our civic engagement is misdirected.
________________________________________What role does collaboration play in your work?
Collaboration is crucial. No one has a monopoly on knowledge. We’ve worked with international organizations and local partners because knowledge must be shared, challenged, and refined. Conversations with others help shape better solutions.
How do you build inclusivity and sustainability into your interventions?
We do it by grounding every project in real-time data. Sustainability only happens when you’re constantly evaluating what’s working and what’s not. The employability issues we addressed five years ago are different now — the conversation has shifted from skills to mindset and purpose.
Inclusivity comes from designing with awareness — making sure buildings accommodate people with disabilities, workplaces accommodate nursing mothers, and education addresses different learner needs. Research leads us there.
What advice would you give to aspiring innovators and entrepreneurs?
Build based on context, not copy-paste ideas from somewhere else. Originality matters, but it must be informed originality. Ask questions. Study your environment. Don’t just start something because it’s trending — start because it solves a specific problem in a specific way.
Before you share knowledge, generate it. Understand your people. Understand your system. That’s how innovation becomes real.
Let’s begin with the vision behind the founding of your company. What inspired it?
Societies are evolving, and institutions — especially universities — are being forced to rethink how they function. When systems become outdated, empires fall. The world runs on knowledge, and the battle today is narrative warfare — the ability to shape perception through information.
That’s what inspired the company: to use research, development, and strategy to help organisations stay relevant and prepared for future challenges. We’re not just selling certifications. What we truly offer is clarity — helping individuals and institutions understand who they are, what they do, and how to navigate change.
Can you give examples of successful digital transformation projects you’ve led?
We’ve executed a few impactful ones. One is a Learning Management System (LMS) for technical and vocational education — giving learners across locations access to structured, skill-based learning.
We also built an HR assessment tool to help companies understand internal culture and team dynamics. On a grassroots level, we’ve provided digital literacy training in places like Kaduna State — teaching communities how to use essential tools like Microsoft Word, Excel, and digital communication platforms.
These might seem small, but they’re foundational to larger digital transformation efforts.
What core skills are critical for individuals and organisations to thrive today?
There are industry-specific skills, yes — but some are universal: critical thinking, emotional and financial intelligence, communication, leadership and technological literacy (like understanding iot and basic digital tools)
More than ever, we need people who can lead, manage resources, think strategically, and adapt fast. If you lack a particular skill but can manage people well, you can fill that gap by leveraging team strengths.
What’s been the biggest challenge in building your company?
Misunderstanding. When you’re trying to shift how people think — when you’re not offering quick-fix solutions or flashy certificates — people often struggle to grasp your value.
But we stayed patient and focused. I had to be clear about what we were really selling. Not just training or strategy sessions — we’re offering insight, clarity, transformation. Those things are intangible but deeply impactful.
Let’s talk policy. What should the Nigerian government be doing to support businesses and integrate research into national planning?
The government must begin engaging service- and solution-oriented companies, not just those offering short-term relief. A lot of government agencies already have solid research and data — but it hasn’t become part of our culture.
What we need is a culture of inquiry. A culture of data-driven decision-making. It should reflect in our education systems, policy debates, and national development goals. If we talk about innovation long enough and show how we apply research to solve real problems, it becomes the norm.
How can government policies better support entrepreneurs?
One word: Consistency.
Policy inconsistency is killing businesses. One year you’re building on one framework; the next, the rules change. If I had one minute with President Tinubu, I would say: make Nigeria productive — not just politically active. Decentralise productivity. Make Lagos, Ogun, Ekiti, every state self-sufficient. Businesses will thrive when we stop overloading a few cities and allow others to develop economic independence.
Q: What role should technology play in driving business today?
Technology is an enabler, not the product itself. Many businesses get it wrong by focusing on the “pipe” (the tech) instead of the “water” (the solution). Your core business must be clear. What’s your product? What’s your user’s real problem? What’s your strategy?
That’s why so many flashy apps fail. They’re not grounded in local insight or actual need. The most successful ones — like Moneypoint — combine international intelligence with native knowledge. They understand the Nigerian user’s behavior, distrust of systems, and need for offline access points like POS.
Q: Why do many Nigerians prioritize hands-on skills like makeup or baking over strategic training?
Because that’s what they see working in real life. It’s a narrative problem. The visible success stories — musicians, makeup artists, fashion stylists — are all hands-on. People in strategy, management, or consulting are often not vocal or visible, so society doesn’t see the value in those paths.
Whoever dominates the narrative shapes what society aspires to. If we want to change the direction, we need to amplify diverse success stories.
Q: Finally, what does the future hold for Oludare Akinlaja Research and Development Company?
The knowledge economy is finally gaining traction in Africa. People are starting to understand the power of data, research, and clear strategy. Our goal is to scale across Africa — partnering with both public and private sectors, and pushing forward a model of development that’s based on insight, innovation, and cultural intelligence. We’re just getting started.
