“Wisdom is like a baobab tree; no one individual can embrace it.” — Akan Proverb (Ghana)
Beneath the shade of the African baobab, communities have gathered for generations to exchange stories, debate ideas, and make decisions that shape lives. The tree itself, massive, enduring, and rooted, stands as a symbol of communal insight. In the workplace, the baobab is more than a metaphor; it is a call to embrace the power of collective intelligence.
In an age of increasing complexity and volatility, no single leader, department, or executive can grasp the full scope of a problem, let alone solve it alone. The pressures of digital transformation, evolving customer expectations, and demographic shifts demand a workplace model that goes beyond individual expertise. It requires shared thinking: an ecosystem where wisdom is pooled, not hoarded.
Yet, despite this, many Nigerian organisations continue to operate with leadership models that place too much power—and risk—in the hands of a few. Decision-making is centralised, information flows upward in guarded channels, and frontline insights are filtered or ignored. This model is not only outdated; it is dangerous.
Read also: The rise of fake nice colleagues: A growing workplace dilemma
The failure to harness collective intelligence is often not intentional. It stems from outdated hierarchies, fear of dissent, or misplaced confidence in titles. But in practice, it leads to blind spots, missed opportunities, and a fragile strategy. When a small group of decision-makers believes they alone can solve everything, they cut themselves off from the wisdom of the wider organisation.
Modern HR leadership must challenge this model. Organisations that thrive in today’s environment are those that decentralise insight and elevate participatory leadership. They create platforms—both digital and physical—where ideas flow freely across levels, functions, and perspectives.
One of the most underutilised tools in corporate Nigeria is the internal feedback mechanism. Employee surveys, suggestion boxes, town hall meetings, and retrospective reviews are often conducted without urgency, follow-through, or sincerity. Yet these are the spaces where collective wisdom can flourish—if leaders are willing to listen, not just hear.
Consider the example of high-performing global firms like Google, Unilever, and Tata Group. These organisations have embedded crowdsourced decision-making into their culture. From innovation labs to internal hackathons, they actively seek input from across their workforce. Not every idea becomes a policy. But every voice contributes to the wisdom pool and that has strategic value.
“Nigerian workspaces are still shaped by deference to authority, where speaking up is seen as presumptuous, and leaders are expected to know everything.”
In our own environment, the reluctance to democratise insight is partly cultural. Nigerian workspaces are still shaped by deference to authority, where speaking up is seen as presumptuous, and leaders are expected to know everything. But even traditional African leadership, in its purest form, was never autocratic. Village chiefs deliberated with councils. The elders listened to the young. Consensus-building was slow, but inclusive.
We must bring this spirit back to modern organisations. Collective intelligence is not the abdication of leadership; it is the strengthening of it. It is the recognition that even the most gifted leader sees only a fraction of the whole. The rest must come from others.
To operationalise this, HR leaders must first build structures that facilitate open exchange. This goes beyond suggestion portals. It requires safe forums where ideas are welcomed without fear of embarrassment or retaliation. It means developing facilitation skills among managers and creating rituals of reflection: weekly debriefs, learning circles, or departmental brainstorming.
Second, organisations must diversify who sits at the decision-making table. Diversity here is not just demographic; it is functional, experiential, and generational. A strategy conversation about customer retention should not only include marketing heads. It should include customer service agents, IT support teams, and data analysts. These are the people who live the experience, not just report on it.
Third, leaders must get comfortable with “not knowing.” Vulnerability is often mistaken for weakness. In truth, it is a leadership strength. When leaders model curiosity and ask for input, they set the tone for a learning organisation: one that grows smarter with every conversation.
Technology can help. Enterprise social platforms, idea boards, and digital town halls allow companies to tap into distributed wisdom, even across large or remote teams. But tech is only an enabler. Culture is the multiplier.
Read also: Championing inclusive recruitment: Building better workplaces through diversity
HR must also play a proactive role in interpreting and packaging insights for strategic use. It is not enough to collect feedback. HR teams must synthesise it, present trends to leadership, and ensure that input translates into action. Otherwise, feedback fatigue sets in, and cynicism grows.
Ultimately, collective intelligence is not about consensus; it is about contribution. It is about acknowledging that no matter how experienced a leader may be, their view is partial. Wisdom is not a solo act. It is the outcome of structured participation.
The Akan proverb reminds us that no one can embrace the baobab alone. But together, a village can build under its shade, draw strength from its roots, and find clarity in its counsel.
If organisations are to become resilient, inclusive, and innovative, they must step away from the illusion of individual mastery. They must move toward the messy, dynamic, but powerful process of shared insight. That is where the future of work lies, under the baobab.
Dr. Olufemi Ogunlowo is the CEO of Strategic Outsourcing Limited and writes on workplace strategy, leadership transformation, and participatory governance for BusinessDay.
