When Bola Ahmed Tinubu, GCFR, served as Governor of Lagos State between 1999 and 2007, he brought a unique and corporate-style approach to governance. Unlike the traditional model where public officeholders could coast along without accountability, Tinubu introduced a performance scoring system for his commissioners and special advisers.

Tinubu is often described as a visionary who saw Lagos not just as a state but as a project that required strategic management. He treated his cabinet as executives of a large corporation, where every commissioner had specific goals tied to their ministry. To ensure results, he periodically reviewed their performances and gave them scores—almost like a teacher grading.

This system was more than symbolic. It pushed commissioners to work harder, knowing that their efforts—or lack thereof—would be measured and compared. Ministries that delivered on targets, such as improving infrastructure, boosting revenue generation, or reforming public services, received commendations. Those that underperformed faced the risk of reshuffling or outright dismissal.

Tinubu’s performance appraisal approach created a culture of accountability that set Lagos apart from many other states. The reforms launched during his administration, particularly in tax collection, urban renewal, and public service delivery, were sustained and built upon by successive governments. Today, Lagos is widely regarded as Nigeria’s most progressive state, and much of that foundation traces back to Tinubu’s managerial style.

Performance-based governance is standard in the private sector, but rare in the public space. Tinubu’s decision to introduce it in Lagos proved that when leaders demand accountability and track results, governance becomes more effective. His scoring system for commissioners remains a noteworthy case study in Nigerian political leadership.