THE IGBO APPRENTICESHIP SYSTEM – THISDAYLIVE

The struggle to retain employees is growing. Many workers seek new opportunities due to inadequate raises, fewer promotions, and employers’ investment minimal investment in their growth, despite increasing demands and targets. While companies invest in various resources, they often neglect the team that drives success. As a result, employees leave for better opportunities, and those who stay become disengaged, leading to low productivity and stunted business growth. Traditional corporate structures often treat employees as replaceable assets rather than as future business partners, limiting both individual potential and organizational success.

Research shows disengaged employees cost companies billions in lost productivity. A Gallup study found that only 32% of employees in the U.S. feel engaged at work, while the rest are either disengaged or actively resentful. This crisis affects not just businesses but the broader economy. When employees lack a clear path to leadership and ownership, they fail to invest fully in their work. What if a proven system existed that empowered individuals, transforming them from workers into business owners?

The Igbo Apprenticeship System (IAS) is a traditional African model that has created some of Nigeria’s most successful entrepreneurs. IAS is a blueprint for true employee empowerment, one that modern businesses can learn from and adapt. IAS (locally known as “Igba Boi”) is a structured business mentorship model in which young apprentices learn directly under an established business owner (the “Oga”). The system is deeply rooted in trust, discipline, and experiential learning, allowing apprentices to gradually take on greater responsibilities. After 5–7 years, the Oga helps the apprentice start their own business, often providing financial support.

Unlike conventional corporate structures, IAS fosters a shared vision of growth. The Oga is invested in the apprentice’s success, knowing their own reputation and business legacy depend on it. This accountability ensures that the apprentice is trained to work, lead, and ultimately, own a business.

Modern workplace mentorships often lack depth, reduced to performance appraisals and monthly check-ins.  IAS offers immersive learning experience. The Oga takes full responsibility for the apprentice’s development, teaching customer relations, negotiation, and financial management. Apprentices understudy the business, learn its intricacies, and gain from their mentor’s experience.

IAS follows a structured mentorship approach. Apprentices start with minor responsibilities like cleaning or assisting customers, then progress to inventory management and financial transactions. By the time they “graduate,” they are fully equipped to manage their own enterprise. In contrast, many corporate employees feel like mere cogs in a machine, with no stake in the company’s success.

Trust is central to IAS. Apprentices handle finances, make business decisions, and represent the business. This builds confidence and problem-solving skills. If corporate organizations trusted employees similarly, engagement and investment in company success would increase.

Employers expect employees to take ownership of their roles but often fail to reciprocate with meaningful investment in their growth. In IAS, both parties have a shared interest. The Oga is committed to the apprentice’s success because their business legacy depends on it. Likewise, the apprentice is dedicated to their master’s success, knowing their entrepreneurial future is at stake.

IAS is built on learning by doing. Apprentices engage directly with customers, tackle real business challenges, and learn from both successes and failures. This mirrors what modern businesses need: empowering employees to solve problems rather than just follow instructions.

This structured mentorship ensures that leadership is a deliberate, well-planned journey. The success is evident in the dominance of Igbo entrepreneurs in various industries. From Alaba International Market in Lagos to major trading hubs across Africa, many business moguls started as apprentices. For example: Cosmas Maduka, founder of Coscharis Group, built his multi-billion-naira business empire after years of apprenticeship. Chief Cletus Ibeto, chairman of the Ibeto Group, transitioned from an apprentice to one of Nigeria’s most successful industrialists.

Unlike IAS, some corporate leaders hoard knowledge, fearing employee growth may surpass their own. This insecurity stifles leadership development and succession planning. Instead of hiring externally, businesses can cultivate in-house talent, reducing hiring costs, strengthening company culture, and ensuring business continuity. Companies that invest in employee empowerment experience higher retention rates and greater innovation.

IAS thrives because it sees apprentices as future business owners, not just cheap labor. Imagine if companies treated employees as future business partners rather than disposable workers. Many employers subscribe to the belief that “soldiers go and come, but the barracks remain,” implying that no individual is indispensable. This mindset must change to elevate workplace culture, increase loyalty, and boost productivity. According to Kelly Services, promoting job mobility within an organization improves retention by allowing employees to advance without leaving the company.

Therefore, to adapt IAS principles to modern businesses, organizations should:

· Invest in employees’ long-term growth rather than short-term output.

· Encourage an ownership mentality through trust and accountability.

· Create structured mentorship programs where necessary.

· Provide support for career progression.

By implementing these strategies, companies can build engaged workforces, just as IAS has done for generations. The question is, are you ready to embrace this approach?

 Okorie MFR is a leadership development expert spanning 30 years in the research, teaching and coaching of leadership in Africa and across the world. He is the CEO of the GOTNI Leadership Centre.