Textile artist Nike Davies-Okundaye worked as a construction laborer and carried water and firewood to survive. The art of adire gave her global fame and she is now educating generations of women in Nigeria.
There was no way Nike Davies-Okundaye could look the other way. For after all, she too had been a victim in her early teens.
Too many women were being pushed down the traditional path of marriage and child-rearing in her country.
Born in 1951 in Ogidi-Ijumu, a small village in western Nigeria known for its spectacular rock formations and traditional art industry, Davies-Okundaye resolved to fight this practice four decades ago.
“By the age of 13, they wanted to marry me off because my father had no money. I had to run away from home and join a traveling theater. I said I didn’t want to marry and wanted to pursue art,” recalls the internationally-renowned Lagos-based artist.
Not wanting to become one of six wives to a minister, Davies-Okundaye found her escape through adire, the name given to the Yoruba craft of tie-and-dye where indigo-dyed cloth is made using a variety of resist-dyeing techniques. Growing up in a predominantly art and craft household, Davies-Okundaye is a fifth-generation artist who decided to take the craft seriously due to poverty.
“I had no money to go to school and the first education parents give you is to teach you what they do. So, when I finished primary six and I had no support to go to secondary school, I said to myself, ‘let me master art so I can teach other women to also use their hand to make a living through their own artwork’.”
Davies-Okundaye was forced to work in the male-dominated construction sector, carrying concrete in pans to builders in order to save one shilling, just enough to buy a yard of fabric to create what she called wall-hanging art.
Her goal was to use the traditional wax-resist methods to design patterned fabric in a dazzling array of tints and hues. The adire design is the result of hand-painted work carried out mostly by women and through that, Davies-Okundaye saw a way to help women to become economically empowered. After all, her first break in life came as a result of that.
“There was no other job I was doing apart from adire. I was lucky the American government came to Nigeria to recruit an African who will teach African Americans how to make traditional textiles or crafts in the state. That is how I was lucky and got picked.”
Davies-Okundaye was the only woman in a class of 10 men who were flown to Maine in northeastern United States in 1974. That is where her whole outlook on life changed.
“Before I went to America, I used to carry three drums of water every day and carry firewood to be able to survive. It was like a breakthrough in my life when I reached America. I said ‘is this heaven?’ I was the only woman in the class and all the men were learning women’s looms and I kept telling them ‘this is for women’ and they said ‘yes, in America, what a man can do, a woman can also do’.”
This was in stark contrast to what she knew to be true in Nigeria at the time.
“If your husband is an artist, you are not allowed to do art. In the 1960s, if your husband has a PhD, you are not allowed to also have a PhD. You had to give room for your husband to be your boss.”
She decided to beat those age-old stereotypes.
As one of 15 wives to her then-husband at the time, Davies-Okundaye, with her newfound knowledge gained in America, started a revolution at home. She encouraged the other wives to create their own art business using adire.
“I said ‘if you learn this, you can earn a living by yourself and get your power because your money is your power’ and that is how they also started learning it. I didn’t stop sharing the knowledge there. I gathered girls on the streets who were selling kola nuts and peanuts and started training them. I said ‘if this textile can take me to America, let me teach other people’,” says Davies-Okundaye.
And that has been her calling ever since. Davies-Okundaye is the founder and director of four art centers, which offer free training to 150 young artists in Nigeria in visual, musical and performing arts.
One of the centers is the largest art gallery in West Africa comprising over 7,000 art works.
“They used to get the police to arrest me because they said I was trying to teach feminism in Nigeria because I went to America. They said I was going to corrupt our Nigerian women but I believe God sent me to liberate a lot of women who have the passion for what makes them happy but are afraid to do it because of what people will say. I say do what makes you happy always!”
(Forbes Africa)
The Art Of Survival The Art Of Adire Gave This Textile Artist Global Fame, She Now Educates Generations Of Women In Nigeria
ResiliArt – Ethiopia: Strengthening the Resilience of Artists and Cultural Professionals beyond COVID-19
As an extension of the first UNESCO ResiliArt Debate organized by UNESCO Headquarters in partnership with International Confederation of Societies of Authors and Composers (CISAC) on 15 April 2020, on 6 May 2020, UNESCO Addis Ababa Liaison Office together with the Ministry of Culture and Tourism of Ethiopia organized the country specific debate, which brought together artists and cultural professionals from various sectors (music, theatre, literature, painting and etc.).The debate successfully raised awareness on the impact of COVID-19 pandemic on the culture and creative sector, livelihood of artists and cultural professionals and came up with recommendations on the development of policies and measures to help overcome this crisis. Participants followed the live streaming of the debate in both Amharic and English
H.E. Mrs. Bizunesh Meseret, Minister of Culture and Tourism on her welcoming speech stressed the importance of exchanging ideas and views on how to overcome the serious impacts of COVID-19 on the culture sector, particularly the artists, whose livelihood was highly affected by the pandemic. In spite of the challenges artists faced, the Minister appreciated their contribution in tackling the pandemic, through National Media and Arts Task Force established under the Press Secretary of Prime Minister Office (PM Office), led by the State Minister of Culture (MoCT), involving cultural institutions and associations from visual artists and writers.
The Director of the UNESCO Addis Ababa Liaison Office to African Union and United Nations Economic Commission (UNECA) for Africa and UNESCO Country Representative to Ethiopia, Madam Ana Elisa Santana Afonso, highlighted the enormous global challenges the current health crisis had caused on the creative sector and how the pandemic had affected the entire creative value chain – creation, production, distribution and access. The Director stressed that artists and cultural professionals should envisage innovative and creative solutions, often by using digital tools to continue their activity and to connect with the public.
Panellists from the culture and creative sector gave country-specific presentations, among which, Dr. Bedilu Waqjira, who is a writer and an assistant professor of Humanities, Language Studies and Communication at Addis Ababa University acknowledged the effectiveness of cultural activities on achieving solidarity and emphasized on the need to improve digital adoption and innovation for art presentation. Dr. Elizabeth W/Giorgis, Associate Professor of Art History, Criticism and Theory in College of Performing and Visual Art and the Centre for African Studies at Addis Ababa University pointed out that COVID-19 had aggravated the existing situation of art being a neglected sector in Ethiopia. As a professional working in Art College, she advised the government to give more attention to and make adequate investment in art education.
UNESCO has undertaken a wide data collection and analysis efforts on a global scale, in order to assess the impacts of COVID-19 on the cultural sector and to identify measures of support deployed by governments for the sector. This data collection and analysis is available for consultation via the link “Interactive map on cultural initiatives in response to the COVID CRISIS” below.
(India Education Diary Bureau Admin)
What businesses can do to cushion the impact of Covid-19
By Solomon Markos (PhD)
The outbreak of Corona virus has caused a global health crisis. The decisions of governments to partially or fully lockdown their nation in their effort to contain the pandemic has affected businesses profoundly. It made the business world more uncertain. ILO reported that worldwide, more than 436 million enterprises face high risks of serious disruption. These enterprises are operating in the hardest-hit economic sectors, including some 232 million in wholesale and retail, 111 million in manufacturing, 51 million in accommodation and food services, and 42 million in real estate and other business activities. The same report indicates that the first month of the crisis is estimated to have resulted in a drop of 60 per cent in the income of informal workers globally. This translates into a drop of 81 per cent in Africa. If the pandemic is not controlled within short period of time, many companies will be out of business resulting in loss of jobs thus leading to total economic crisis affecting the livelihood of billions of the most vulnerable workers across the world.
ILO estimated that almost 1.6 billion informal economy workers (representing the most vulnerable in the labor market), out of a worldwide total of two billion and a global workforce of 3.3 billion, have suffered massive damage to their capacity to earn a living. Consequently, many countries slashed their economic growth forecast to reflect the impact of Covid-19. As reported by Ethiopian Planning Commission, Ethiopia has slashed its growth forecast by 3 to 4 percent. Besides, a study conducted by the Job Creation Commission of Ethiopia indicates that the pandemic has put a number of jobs in many organizations especially in manufacturing and service sector at risk. As the same report shows, the pandemic, assuming its duration will be three months, could lead to loss of over 1.4 million jobs. One can image how businesses can be more affected and the likelihood that the pandemic could lead to national economic crisis as time passes. Business disruptions and subsequent closures may lead to more and more unemployment and other economic costs exacerbating the already fragile political system.
Cognizant of these facts, Ethiopian government is preparing various stimulus packages to help businesses survive and thrive amidst Covid-19 related challenges. The author is of a strong opinion that more is expected from business leaders themselves.
The roles and responsibilities of business leaders have dramatically changed in the past few weeks and months. Before COVID-19, CEOs and other executives in high-growth companies were focused on fostering innovation, driving revenue, and expanding market share. Now they need to revisit their business goals and strategies. Today, many of those same leaders who used to focus on growth must change areas of priorities and make rapid decisions about controlling costs, maintaining liquidity, resolving supply chain issues, curbing team shortages, and operational challenges. All the while, leaders and their teams are navigating health and safety concerns, working remotely, and supporting their families through the pandemic. This is a huge transition in business leadership.
Below I have outlined some measures businesses of all sizes and shapes can take to cushion and shield themselves from long-term economic damage created by Covid-19 based on my readings: These are five strategic priority areas to manage the crisis:
Manage safety and health of employees
It is imperative to always put human at core of business processes. Business leaders should strictly and frequently follow guidelines set by the Centers for Disease Control and Prevention (CDC) and the World Health Organization (WHO) to protect the wellbeing of their employees and make sure that all employees are aware of these guidelines. Strong occupational safety measures and rescheduling of working hours into more shifts (e.g., three to four shifts) to reduce the number of workers working at a time so as to create space for keeping one’s distance in work place would help continue production. The case in point is manufacturing sector – the textile industry for instance for which Covid-19 has brought about an opportunity to expand its production as demand for facemasks increases. This, doubling of shifts might also create additional vacant positions that can employ those in search of jobs. It is recommended to minimize contacts and reduce non-essential travel where possible.
Ensure liquidity
Businesses need to have team of financial analysts who frequently conduct financial stress testing, identify trigger variables that affect revenue and cost and suggest possible contingency plans along with business scenarios. Here over-thinking and over-analysis are not encouraged because speed of action and start up mindset is more important than research and analysis to ensure rapid recovery of revenues and maintain liquidity.
Transform operations and monitor supply chain
Following the outbreak, the demand patterns for different products and services have changed a lot. In effort to respond to these changes, smart firms have quickly adapted, creating radical new levels of flexibility, productivity and end-customer connectivity. Adaptability is also extremely essential as Covid-19 has caused short-term disruptions in supply chains thus necessitating consideration of non-traditional collaborations with partners at upstream and downstream of the supply chain. Companies need to redesign and rebuild operations and test the viability of the once-prevalent global sourcing model and revisit their supplier mix and assets bases. Furthermore, accelerating end-to-to end digitization of supply chains will enable fast communication and collaboration among value chain partners and increase flexibility thereby cutting cost significantly. Of course, the future of work is expected to be characterized by intensive use of technology and automation. One can realize that Covid-19 has hastened its pace (see that many companies now ask employees to work remotely from their home using digital collaboration tools). Effective monitoring of supply chain requires forecasting real-time consumer demands more accurately thereby enabling stabilization of supply chain through giving maximum possible attention to pre-booking possible modes of transportation and inventory control as to avoid stock out.
Improve marketing and sales
Covid-19 has shifted our cultural moments. As a result, marketing teams face unique challenges during this crisis. They need to adjust their marketing campaigns and communication approaches. At this difficult time, businesses should demonstrate empathy and avoid capitalizing on crisis. Businesses need to stay close to customers, keep them engaged and reassured in the short term. It is advised to provide discounts and special offers to incentivize current customers. Besides, firms should start researching and targeting other market segments and opportunities for growth to be successful to ensure long term financial stability. Finally, it is worth investing in digital marketing solutions as predictions indicate Covid-19 will boost digital marketing (Many people are speculating whether the Covid-19 crisis will likely lead to changes on social attitudes, lifestyles and how people work and shop, thus being an opportunity for digital marketing).
Reconsider the organization
Corona virus outbreak has demonstrated to organizations once again the need for working remotely through digitized working environment, altering operating models, using cross functional and operating teams to make fast decisions instead of too hierarchical and lengthy corporate bureaucracy to respond rapidly to changing and uncertain business environment. This rethinking of the organization could go to the extent of questioning and reconsidering who they are( for example reconsidering goals, strategies, orientations and leadership roles), how to work (For instance, what are new ways of doing things, how to retain the right human talent) and how to achieve and sustain competitive advantage (For instance, reconsidering ways of corporate growth especially though creating learning platforms, and cultivating an organizational culture that creates business value).
Conclusion
Covid-19 has further complicated the already complex and uncertain business environment. The challenge it poses to businesses is enormous and multi-faceted. However, through strong leadership that sets priorities, defines clearer goals and develops the right strategies, businesses can effectively cushion the impact of Covid-19, find and navigate their ways to the next new normal.
The author is currently working as assistant professor at School of Commerce, College of Business and Economics, Addis Ababa University.
Europe and the illusion of new Marshall plan
If there is one ready-made, off-the-shelf cliché politicians like to invoke in the current COVID 19 crisis, it is the need for a new Marshall Plan to help Europe overcome the economic impact of coronavirus lockdowns. Named after the then United States Secretary of State, General George Marshall, his idea which was first proposed in 1947, was signed into law in April 1948 and became known as the European Recovery Act.
Denis MacShane, the former UK’s Minister for Europe and is the author of “Brexiternity. The Uncertain Fate of Britain” indicated that Ursula von der Leyen, President of European Union (EU) Commission, Giuseppe Conte, Prime Minister of Italy and Pedro Sanchez, Prime Minister of Spain are among the political leaders who have called for a modern-day version of the Marshall Plan. EU Commissioner Thierry Breton has even called for a Marshall Plan for Europe’s tourism industry.
75 years later, EU leaders seem to have forgotten their history. None of them seem to have the first idea about the Marshall Plan. Simply put, according to Denis MacShane, the conditions that gave birth to the Marshall Plan do not exist today. And the way it was implemented after its launch in 1948 would cause uproar if proposed now.
The purpose of the Marshall Plan was above all political, to stop Europe turning communist at a time when the communist parties in France and Italy were winning most votes in elections. Jozef Stalin, the Soviet ruler, was encouraging communist uprisings in Greece and Turkey. In addition, he had shown his ruthlessness by disposing the non-communist left in countries occupied by the Red Army.
Denis MacShane further noted that today, there are worries that populist-nationalist right-wing parties with a clear anti-EU bias might strengthen politically if the countries worst hit by COVID 19 are left without help. To be sure, from Brexit to the ultra-nationalist Prime Minister of Hungary, Viktor Orban, the EU is living with new populist national identity politics. However, these forces are not even remotely on a par with communist efforts to take over Europe after 1945.
Holger Schmieding, Chief Economist at Berenberg Bank in London strongly argued that EU already outgunning the Marshall Plan. The money which the United States government initially offered up under the Marshall Plan back in 1948 in today’s money amounted to $202 billion (or €186 billion). Compare that to the €1.5 trillion which the EU is making available today for a much bigger recovery fund. It comes in various forms, including cheap loans from the European Stability Mechanism and the European Central Bank (ECB).
According to Holger Schmieding, there is a row between different EU governments on how the money should be disbursed. Northern European governments, including Social democratic-led ones in Denmark and Sweden, as well as the Social Democrats in the German coalition government are resisting an open-ended pledge. They are not prepared to hand over their taxpayers’ money to countries in southern Europe which, in their view, have refused to undertake the economic management reforms in their countries since the Euro was introduced two decades ago.
Kallum Pickering, Senior Economist at Berenberg Bank in London stated that the Marshall Plan money was not a gift, but a repayable loan used mainly to buy goods from the United States. In particular, it was used for machine tools and other industrial equipment to get European industry going again. It was closely supervised by Marshall Plan envoys, mainly United States business executives. They opened up offices in the capital cities of the countries receiving the aid and made sure it was disbursed according to United States rules. American productivity experts and trade unionists toured Europe, explaining why modern management methods to increase productivity were the key to Europe’s future economic prosperity.
Kallum Pickering stressed that in contrast, today’s Italian government insists that no help can arrive that would come with any conditions attached. Nor does it accept any external supervision of the measures taken by the Italian government under the European plans offered up. However, such supervision was precisely the norm under the Marshall Plan.
Egged on by the Soviet Union, which refused to take part in the Marshall Plan, Europe’s populist anti-American left in the late 1940s opposed all United States aid. French communist trade unionists even derailed a train bringing aid to France, killing 16. Their anti-Americanism was part of the reason why the dream of a progressive left Europe evaporated in the countries receiving Marshall Plan aid. As a result, in the 1950s conservative politicians ruled the roost in Britain, Germany, Italy and France.
The Marshall Plan was based on open trade and political integration in Western Europe. In that regard, it was ultimately a functional precursor of the EU. Demanding a new Marshall Plan now sounds evocative and generous. However, the Marshall Plan of the 1940s has nothing to do with what Europe needs to do to recover from the 2020 pandemic.
