Concerns over declining product quality, workplace stress and cultural barriers are increasingly undermining the ability of organisations to deliver effective products in Nigeria, industry leaders have said.

They warned that the rush for speed and rapid adoption of Artificial Intelligence (AI) could create unsafe and unsustainable systems if not properly managed.
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This was disclosed during the Scrum Day Nigeria held in Lagos themed, ‘Building Better Products—Sooner, Safer and Happier.’
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Convener of the event and Managing Partner at ValueHut Consulting, Sam Adesoga, explained that Scrum, a framework originally rooted in software development, enables teams with diverse skill sets to collaborate effectively and deliver on shared goals.
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He noted that while organisations often prioritise speed, this can come at the cost of quality and employee wellbeing, leading to burnout and reduced efficiency.

According to him, the goal is to strike a balance where teams can move quickly without sacrificing product integrity or the happiness of workers.

Adesoga highlighted that adoption in Africa remains relatively slow compared to regions such as the United Kingdom, the United States and Europe, where the framework has matured. He attributed this gap partly to cultural dynamics, particularly hierarchical workplace structures common in Nigeria, where junior employees may feel unable to question authority. He stressed that while these cultural nuances present challenges, they can be navigated with skilled Scrum practitioners who understand how to adapt the framework to local realities.

On trends that will shape product development in the future, he pointed to AI as a major force, cautioning that while it can accelerate processes, it must be integrated responsibly to avoid creating unsafe products or overburdening teams. He likened AI’s growing appeal to a powerful tool that, if unchecked, could encourage excessive workloads under the guise of efficiency.
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Principal Product Owner, Gopaddi, Jeremiah Odey, emphasised that planning alone is insufficient for business success, arguing that organisations must build repeatable systems that enable consistent execution.
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He said companies that rely solely on planning risk mistaking short-term success for sustainable growth, adding that structured systems allow businesses to replicate results over time.
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Odey also identified AI as a dominant trend in the coming years, particularly with the rise of agentic systems capable of performing tasks across different stages of product development.

While acknowledging concerns about job displacement, he said his organisation has chosen to retain its workforce while leveraging AI to boost productivity, enabling teams to achieve more rather than replacing them.
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General Manager of Architecture and Engineering at MTN Nigeria, Bukola Ajayi, stressed the importance of leadership buy-in in driving successful transformation initiatives.
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She noted that adopting Scrum within the company improved collaboration between business and technology teams and significantly reduced time to market, although early attempts included failures that provided valuable learning opportunities. She added that investing in training and fostering a culture that allows teams to fail fast and learn quickly are critical to long-term success.
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Principal Consultant, DKO Consulting, Dolapo Otegbayi, challenged common perceptions about innovation, stating that it is less about creativity and speed and more about navigating real-world constraints such as cost, risk, consumer behaviour and scalability.

She warned that many organisations rely on assumptions rather than validated consumer insights, leading to products that fail in the market despite internal optimism.
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She maintained that true innovation requires disciplined decision-making, alignment across departments and a willingness to confront failure early, noting that market realities, not internal strategy or leadership assumptions, ultimately determine success.
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Agile Solutions Practice Centre Head at Sterling Bank Plc, Abimbola Babalola, underscored the need to embed quality thinking throughout the software development lifecycle, stressing that quality should not be treated as a final checkpoint but as a shared responsibility across teams.
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He noted that cultural and contextual understanding plays a critical role in product success, citing instances where products failed because they did not align with local realities.

Babalola argued that every team member must act as a quality advocate by continuously questioning the relevance and usefulness of features being developed. He added that constructive disagreements and moments of discomfort within teams can drive innovation and lead to better outcomes when properly managed.