A few months ago, a cousin asked me to accompany him, his wife and two uncles to the ‘settlement’ of his barely adult son. Settlement here refers to a ceremony at which a boss, having housed and employed a youth for some years – in this case, seven – gives the young person the wherewithal to set up in business, so launching their career.
It was an interesting occasion, culminating in the boss presenting money in the form of a cheque and bundles of cash, which represented the young man’s reward for years of learning and working under his tutelage.
The evening ended with promises of continuing mentorship and a biblical Isaac-type blessing, wishing the young man success beyond his wildest dreams. Having learnt two trades from his boss, he now had the option of choosing one of them to begin his business career.
Nurture your competitor
The occasion was an opportunity to observe the beauty of the Igbo apprenticeship system. Developed over several decades, it is practised among the Igbo tribe in south-eastern Nigeria. Business people take youngsters under their wing, teach them a business or trade over five to eight years and finally set them up in business. The ‘settled’ apprentice gets a business, contacts with suppliers and customers, and some market share from their boss. Some may also be provided with bank introductions and credit facilities.
This approach would sound crazy in the usual capitalist setting. Why would a business person willingly set someone up as a direct competitor and hand them a share of the market?
This is where it gets interesting – there is actually more in it for the boss than you might think.
The ‘settled’ apprentice gets a business, contacts and some market share from their boss
Business advantages
The boss enjoys two main benefits. First, they have the services of the apprentice almost free of charge for a number of years. Although responsible for their basic needs, such as shelter, clothing and food, they do not pay their apprentice a salary. The apprentice is expected to be dedicated to the business, and learns the trade through working for it under the tutelage of the boss.
A good apprentice learns quickly and soon takes on a managerial role, allowing the boss to focus on the more strategic aspects of the business. This arrangement often leads to expansion.
The second benefit may be less obvious but it is very important to bosses – and the reason the system works.
When a former apprentice becomes successful in their own right, they are a source of pride to their former boss, who gains a social lift in the eyes of the business community and wider society. The former apprentice will often attribute their success to the training and mentorship they received from their boss.
Because bosses are invested in the success of their apprentices they readily offer post-settlement mentorship, as my second cousin’s boss did. They may even go into partnership together.
Invest in success
For start-ups to flourish, entrepreneurs require training, capital and mentoring, which this system offers. Participants may not become ultra-rich, but the important thing is that opportunity is offered and success is shared beyond the few – inclusivity in action.
The number and spread of Igbo-owned businesses across Nigeria and West Africa is testament to the success of the practice. In my view, it merits further investigation and could, with some judicious fine-turning, be more widely adopted in the continent and perhaps in other developing economies.
