The Management of the National Agency for Science and Engineering Infrastructure (NASENI), announced over the weekend, the newly unveiled policy which mandates all Development Institutes under the Agency to prioritize patronizing one another’s products and technologies before looking to external markets. This move is expected to enhance internal collaboration and drive the full commercialization of NASENI’s innovations.
The Executive Vice Chairman/CEO of NASENI, Mr. Khalil S. Halilu, approved the policy as part of a broader strategy to build market credibility for the Agency’s products. Historically, NASENI has developed a range of innovative technologies, but the challenge has been in scaling up adoption both internally and externally. By ensuring that its own institutes are the first to adopt NASENI products, the Agency aims to refine its offerings through real-world applications before introducing them to the wider market.
In an internal memo dated January 31, 2024, sent to all Acting Managing Directors and Overseeing Officers of NASENI Development Institutes, the policy emphasizes inter-institute patronage as a key commercialization strategy. The directive applies to all 11 NASENI Development Institutes, as well as emerging ones, instructing them to prioritize procuring machines, equipment, and innovations from within the NASENI ecosystem as long as it aligns with procurement laws.
Key Highlights of the Policy
Mandatory Product Integration
Institutes must prioritize purchasing NASENI-developed products, such as NASENI-branded laptops and machinery, where budget permits. This internal commitment is expected to boost visibility and credibility.
Internal Pilots and Testing
Each institute will conduct real-world pilot programs to test NASENI’s products, providing valuable feedback to refine innovations before launching them externally.
Inter-Institute Product Showcases
Bi-annual events will be organized where institutes can display their latest technologies, share insights, and explore collaborative opportunities. Additionally, mini showrooms will be established in key urban locations to exhibit NASENI’s products to a broader audience, including coworking spaces where startups and entrepreneurs can interact with these innovations.
Cross-Institute Training
Training sessions will be conducted to equip staff with the necessary skills to effectively use and promote NASENI products developed by other institutes.
Internal Endorsement and Support for Partnerships
NASENI leadership will actively endorse its own products to bolster their market credibility. Institutes will also be encouraged to prioritize products from existing partnerships, such as the NASENI-IMOSE collaboration, and foster deeper product-centered support for startups looking to integrate NASENI solutions into their ventures.
Reporting and Evaluation Mechanism
A structured review process will be implemented to track progress, product adoption, and challenges. Regular reports will document product usage, user feedback, and any obstacles encountered, ensuring continuous improvement.
Expected Outcomes
The overarching goal of this initiative is to:
- Enhance Internal Confidence – By validating NASENI’s products within its own ecosystem, the Agency can bolster trust and credibility for external commercialization.
- Foster Collaboration – Strengthen the culture of support and innovation among NASENI institutes.
- Provide a Model for External Commercialization – Successfully integrating NASENI products internally will serve as a blueprint for their adoption in wider markets.
- Improve Product Development – Feedback from internal users will ensure that products meet high standards before reaching consumers.
One striking aspect of this policy is the formalization of internal patronage. While it may seem logical for an organization to use its own innovations, many agencies and corporations struggle with internal adoption due to bureaucratic barriers, procurement challenges, or a preference for established external brands. NASENI’s proactive stance in mandating internal usage underscores a strategic shift toward self-sufficiency and confidence in its innovations.
Furthermore, this policy reflects a macroeconomic shift toward strengthening local industries. Encouraging NASENI institutes to patronize in-house innovations will not only refine product-market fit iteratively—similar to how startups operate—but will also create a reliable commercialization framework that strengthens Nigeria’s economy from within.
The Bigger Picture
This policy marks a pivotal moment for NASENI, signaling a shift from research and development to practical commercialization. With Nigeria’s increasing focus on homegrown technological solutions, this directive could serve as a model for other government agencies looking to strengthen internal innovation ecosystems.
Moving forward, the success of this initiative will depend on strict adherence, effective monitoring, and a willingness to refine strategies based on real-world feedback. If implemented successfully, NASENI’s approach could position it as a leader in fostering a culture where local innovation thrives both within and beyond its institutions.
Encouragingly, share your experiences with NASENI innovations. How have NASENI’s products impacted your work or industry? What improvements would you like to see?
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