The continent is at a pivotal moment in terms of economic growth. Boosting it will depend on whether the next generation is empowered to reach their full potential and equipped with the skills needed to succeed. Presently, 87% of African business leaders say they are concerned about the availability of key skills, emphasizing the importance of preparing African youth for the future of work.

Tackling this issue head-on is Goodwall, a social enterprise changing the game for African youth and leading them to a brighter future. The 鈥渁pp to level up in life鈥� helps young talent build skills and connect to learning and earning opportunities. With a gamified approach that resonates with Gen Z, Goodwall motivates youth to take their skills to the next level. Its platform currently supports more than 2 million young people, of whom 60% are female 鈥� especially relevant considering the high female unemployment rates across the continent (ILO).

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麻豆原创鈥檚 purpose is to help the world run better and improve people鈥檚 lives. Given the ongoing economic and social challenges on the continent, Africa can arguably benefit the most from this purpose-led vision. Between 2005 and 2022, 麻豆原创 invested more than 鈧�26 million in Africa, having a positive impact on the lives of 55 million people.

Cathy Smith, Managing Director at 麻豆原创 Africa, says 麻豆原创 works hard to achieve its vision. 鈥淲e strive to improve people鈥檚 lives by accelerating the growth and impact of social enterprises, supporting efforts to build skills for the future, and collaborating with a broad range of stakeholders to establish sustainable business practices. As our latest data highlights, this substantive approach is paying huge dividends for millions of Africans.鈥�

Some of the purpose-led initiatives that 麻豆原创 has supported or implemented with partners include:

• Africa Code Week, which has provided basic coding training to 14.6 million African youth in 48 countries, with a girl participation rate of 47%.
• 麻豆原创 Skills for Africa, an 麻豆原创 training programme for African graduates that has delivered work-ready skills to 22 African countries through more than 1900 graduates, with a 95% employment rate post-graduation.
• Siyafunda Community Technology Centres, which offers digital programs at 240 centres across South Africa to the benefit of 30 million youth and adults.
• Leadership for Conservation in Africa, a business approach to initiate conservation-led socio-economic development in Africa that has benefited 3.5 million people.
• 麻豆原创 Social Sabbatical Program, which has seen nearly 300 麻豆原创 volunteers drive impact at over a hundred NGOs and social enterprises to the benefit of 1.1 million people.
• The 麻豆原创, (RED) and Global Fund Partnership which sees an annual amount of $5 million contributed to HIV grants in Eswatini.

鈥淪olving the great challenges of our time 鈥� economic growth, innovation, skills development, social upliftment, and sustainability 鈥� requires a collaborative approach,鈥� says Smith. 鈥淭hanks to the outstanding work of our social enterprise partners, NGOs and public and private sector partners, 麻豆原创 can celebrate significant milestones in having a positive impact on the Continent. We look forward to continuing the great work in the years ahead and making a meaningful contribution to Africa and its people.鈥�

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鈥淪ince ACW鈥檚 launch in 2015, , , and share a common goal to empower young people with the digital skills set they need today to ensure they are prepared for the workforce of tomorrow,鈥� comments Claire Gillissen-Duval, Senior Director of Corporate Social Responsibility EMEA and MEE at 麻豆原创.

She says that through 37 121 workshops held across the continent, she is thrilled to report that more than 48% of participants were female, with an additional 9,900 youth with special needs. 鈥淭oday鈥檚 digital world is continually evolving and changing through the rapid adoption of technology, this is widening Africa鈥檚 digital divide with even more marginalized and underserved communities getting left behind.鈥�

Collaboration is key to powering digital learning

Partnerships are at the core of the 麻豆原创 ACW model. In 2022, Morocco has led the continent鈥檚 conversation around equipping young people with digital skills, followed by Nigeria and Cameroon. 鈥淭his year, we saw 1,4 million participants from Morocco, 100听000 in Nigeria, and in Cameroon, we had 897听000,鈥� says Dr. Tawfik Jelassi, UNESCO鈥檚 Assistant Director-General for Communication and Information. 鈥淥ne of the reasons behind the major success of ACW in those countries, and especially in Morocco, has been partnering with the governments and particularly, with the Ministries of Education.

To illustrate this, Ilham Laaziz, Director of the at the Moroccan Ministry of National Education, Early Education, and Athletics, highlights that the Moroccan government has deployed several initiatives to integrate digital skills in schools. 鈥淛oining forces with the private sector has proven to result in a powerful synergy. Beyond launching a generation of future coders, we seek to develop the algorithmic mindset that will enable them to acquire logical reasoning skills and problem solving skills they need to lead successful careers and contribute to the development of our country 鈥� and our continent.鈥�

Coding Africa鈥檚 school curricula

Over the past seven years, close to 14 million students and teachers from 48 countries have been empowered with digital skills through ACW. 2023 will now see the coding program shift into second phase by accelerating this process even further to ensure greater impact and reach.

鈥淭here are approximately 300 million[i] young people in Africa, and our goal is to empower each and every one of them with digital skills,鈥� says Emmanuel Raptopoulos, President of 麻豆原创鈥檚 EMEA South region, which includes Southern Europe, the Middle East, and Africa. 鈥淎 vision like ours requires all stakeholders to work together and collaborate for the betterment of the continent and its future leaders. This is why the ACW curriculum will be handed to governments to support them in introducing coding into school curricula.鈥�

Commencing the two-year action plan, ACW hosted a three-day event in Morocco in Rabat which was attended by various government officials and education representatives from ten African countries. The gathering marked the start of a two-year transition period, where governments will play an even greater role in fostering the adoption of coding by running the ACW program as part of their curricula.

鈥淭his was the start of a bigger vision which calls for governments to play a bigger role in encouraging the use of coding in schools by implementing the ACW program into their curricula,鈥� says Julius Fomboh, Inspector General of Pedagogy in charge of Computer Science Education in the Ministry of secondary Education in Cameroon, and member of the ACW transition taskforce. 鈥淚n order for the continent to successfully equip young people with the skills required for the future, all stakeholders need to come together and unite.鈥�

Gillissen-Duval concludes, 鈥淭o date, nine African countries have officially adopted coding as a mandatory subject in public education^[ii]. This number must grow to level the playing field and ensure every African child, youth and teacher has the opportunity to reach their potential and contribute to their community. By investing in digital education, African nations choose to create a better future for their citizens and equip them with the skills they need to thrive in a rapidly changing 21^st century world.鈥�

[i]

[ii]

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The oil and gas industry operates through a global supply chain that includes domestic and international transport, trading, shipping, ordering, and inventory visibility and control.

Last week, the government created a disruption in the entire oil and gas supply chain when it instantly moved from the Open Tender System (OTS) to a purchase plan based on Government-to-Government tendering.

Kenya selected Saudi Arabia Oil Company (Saudi Aramco), Abu Dhabi National Oil Company (Adnoc) and the Emirates National Oil Company (Enoc) to supply the country with petroleum products on credit for nine months, with an extended credit period of six months.

Experts in the oil and gas supply chain have warned that the sudden shift from OTS to Government to Government is bound to be disruptive for local companies, and for them to survive the new tendering system, they have to invest in technology, more so Systems Applications and Products in data processing (麻豆原创).

According to Martin Waireri, the Managing Director at Goldvein Solutions, a Kenyan company dealing in 麻豆原创, local oil marketers have to now up their game since government to government agreements will mean a change in how听, shipped meaning that the overall cost will also now oscillate to a delicate balance.

They must quickly align with this sudden shift through their 麻豆原创 systems. Kenyan oil and gas companies are unique in how they work. Without the application of the latest technology, especially 麻豆原创, it would be impossible to have flawless import of oil from the desert wells of a county like Saudi Arabia to the Kenyan consumer.

Oil must be tracked from the day it is pumped into well ships, onwards to the day it is sucked into the Kipevu Oil Terminal, to being transported by Kenya Pipeline Company’s (KPC) labyrinth of pipelines to inland depots.

Mr Waireri said that oil and gas companies must be careful in their application of 麻豆原创 for this import process to be flawless.

鈥淎t Goldvein solutions, we have come up with the 鈥樎槎乖� business 1鈥�, a locally customized 麻豆原创 system for oil companies. Even as oil companies adopt 麻豆原创, they have to adopt it at a favourable cost. Our solution is the time used to implement 麻豆原创 by an oil company is reduced, which as a direct impact on the cost,鈥� said Waireri.

鈥淭hrough collaborations with the Cloud, we eradicate the need for a company to invest in expensive IT infrastructure such as servers 鈥� the physical hardware, the operating system and the human resource to operate the server. All this is a cost eliminated by Cloud. We have been able to partner with Microsoft on this. 听It is a solution that oil and companies need as they cut costs while embracing the government-to-government agreement.鈥�

Chris Mathenge, the Goldvein Sales Executive, also emphasized the urgency for oil companies to adopt 麻豆原创.

鈥淭o be cost-effective, companies have to adopt 麻豆原创. Locally we push 麻豆原创 not only to oil and gas companies but also to companies in manufacturing, construction and even distribution and wholesale. Small and Medium Enterprises (SMEs) too have to adopt 麻豆原创,鈥� he said.

Antony Wamae, an 麻豆原创 Consultant and tech lead said 麻豆原创 will give businesses especially those in the oil and gas industry great visibility.

This article first appeared on .

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Cathy Smith, Managing Director at 麻豆原创 Africa, says there is an urgent need to invest in skills development and training to ensure Africa can capitalise on its youth dividend. “More than half of the world’s population growth between now and 2050 will take place in Africa, where 1.3-billion people are expected to be born by mid-century. With the correct investment in skills development, Africa’s economy could transition away from its reliance on natural resources to build the world’s future tech workforce, bringing untold economic and social benefit to the continent and its citizens. However, as our research reveals, African organisations still face some difficulties with attracting, retaining and upskilling suitably skilled tech workers.”

The research was conducted among organisations in Kenya, Nigeria and South Africa in the fourth quarter of 2022.

Negative impact due to lack of tech skills

The ‘Africa’s Tech Skills Scarcity Revealed‘ report found that a lack of skills is having a negative effect on the continent’s digital transformation efforts.

Four in five organisations surveyed reported some negative effect from a lack of tech skills, with 41% reporting that employees are leaving due to the pressures they experience as a result of understaffing. Other consequences include not being able to meet client needs (reported by 46%), reduced capacity for innovation (53%), and losing customers to competitors (60%).

Nearly all organisations expected to experience a tech skills -related challenge in 2023. More than two-thirds (69%) also said they expect to experience a skills gap in the year ahead. According to the data, the top skills challenge for African organisations is attracting skilled new recruits, although in South Africa the retention of skilled employees narrowly edged out attracting skills as the top challenge.

Co-creating a new world of work

In response to the ongoing tech skills challenges, organisations are taking bold steps to ensure they have access to the correct tech skills. Forty-one percent said that upskilling of existing employees would be a top priority in 2023, while 40% said the same about reskilling employees.

“Companies are also adopting technology tools and flexible work practices to ensure they can attract, retain and mobilise the correct mix of tech skills,” says Smith. “Seven in ten organisations currently use a human capital management or employee experience tool, while nearly half (45%) of companies were open to remote work, although most want employees to be in the office at least some of the time. This new workplace dynamic will require leaders to co-create new models for work, with constant collaboration with employees to ensure alignment with company objectives and culture.”

The ‘Africa’s Tech Skills Scarcity Revealed‘ report further found that the most in-demand skills include cybersecurity and data analytics (63%), developer and industry skills (49%), and digital transformation skills (48%). More than two-thirds (69%) cited technical skills as an important attribute when recruiting, while 66% said industry-specific skills were important to them.

Change management gap persists

The change management skills so essential to successful digital transformation were not highly prized among the companies surveyed, revealing an opportunity for smarter investment in specific skills to improve the outcomes of initiatives. Only 18% of companies cited change management as an in-demand skill.

“Studies have shown that fewer than a third of digital transformation projects succeed, partly due to the fact that only 34% of change management projects are clear successes,” says Smith. “For a continent that is rapidly transforming through the accelerated adoption of digital technologies, ensuring effective change management could greatly improve outcomes and equip organisations with new capabilities to drive growth and innovation.”

Other key findings from the report include:

• Kenyan organisations are more upbeat about their skills prospects than Nigerian or South African organisations:

Only 53% of Kenyan organisations expect to experience a skills gap in the next year, compared to 80% of Nigerian companies and 73% of South African organisations.

• Kenyan organisations are more likely to expect employees to work in the office all the time:

37% of Kenyan organisations want employees in-office full-time, compared to 23% of organisations in Nigeria and only 13% of South African ones.

• The top tech skills challenge for African organisations is attracting sufficiently-skilled new recruits, except in South Africa:

Organisations in Kenya and Nigeria cite attracting skilled new recruits as their top tech skills challenge in 2023, but in South Africa the top challenge is retaining skilled tech workers.

听South African organisations place a greater premium on digital transformation skills:

Digital transformation skills were cited by 70% of South African companies as an in-demand skill, compared to only 33% of organisations in Kenya and Nigeria.

• Nigerian companies are experiencing the impact of a lack of tech skills to a greater extent:

All Nigerian companies surveyed said they’d suffered a negative impact due to a lack of tech skills, compared to 60% in Kenya and 78% in South Africa.

麻豆原创’s ‘Africa’s Tech Skills Scarcity Revealed鈥� report is now available to assist African organisations with understanding the current state of tech skills challenges. For more information and to access the full report, please visit .

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The programme works in such a way that some top German companies will take in these African professionals for an 8-month internship during which they will听benefit from the young professionals鈥� expertise, knowledge, local network, and unique African perspective.

Simultaneously, the African fellows will immerse themselves in German corporate specifics, business spirit, and culture.鈥�听

A major benefit of this experience is that the African fellows stand the chance to gain international experience, technical skills and German language proficiency. The programme will also allow them to become African change agents for the benefit of both German business relations with Africa and economic and social growth in the fellows鈥� home countries and communities.听

Some of the participating companies include Siemens Healthineers, Braun, Volkswagen, Bayer, Merck, 麻豆原创 and many others.听

Programme details:听In 2008, nineteen companies, led by Tilman Todenh枚fer, former Managing Director of Robert Bosch Industrial Trust KG and supported by the former Federal President Horst K枚hler, transformed their vision into action and founded Afrika Kommt!听

The programme encompasses German language lessons, international management training and study tours in an 8-month practical training at the host company.听

After completion of eight program intakes, the over 200 alumni of the programme will transfer their knowledge and experience to their home countries where they will lead projects, businesses, and change initiatives through German-African cooperation.鈥�听

More than half of the young experts听end up working听for their partner companies in Africa or Germany.听

As a participant of Afrika Kommt! you will:听

• Refine your leadership and management competency听
• Access networks and opportunities for career acceleration听
• Improve your intercultural competence听
• Broaden your perspective and stir up innovation听
• Achieve personal growth听

Eligibility requirements:听Candidates must meet the following formal application criteria-

• Be a citizen of an African state听
• Have a university degree in a relevant subject听
• Have a postgraduate qualification (e.g. MBA) which is an advantage听
• Have two to five years of relevant work experience听
• Possess an excellent knowledge of English听
• Basic knowledge of German is an advantage听
• Not older than 35 years听

How to apply:听Interested parties should here听on or before the 26th of March 2023.听

Upon submission of the application, you will receive feedback within approximately 8-12 weeks after the official end of the application period. The partner companies may contact you to do a short telephone interview with you. If your application has successfully passed the pre-selection stage, you will receive an invitation to a 2-days assessment centre.听

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Nigeria goes to the polls in February to elect a new President, House of Representatives, and Senate, as well as new State Assemblies and Governors. More than 84 million of the country’s 211 million citizens are eligible to vote, but mobilising voters and getting them to the polls has proven challenging in recent years.

Voter turnout at Nigeria’s elections has declined over the past few election cycles, In some regions the voter turnout is as low as 8.3%, according to Nigeria’s Independent National Electoral Commission, driven in part by a general lack of young voters making their way to the poll.

Among the factors contributing to the low voter turnout are inadequate voter education, ineffective voter mobilisation, and low trust in state institutions. And despite the importance of elections to the broader democratic and nation-building effort, many countries in West Africa and across the continent are experiencing declining numbers of voter participation.

Boosting youth participation in voting process

About 60% of the Nigerian population consists of youth aged 24 or under.

Efforts driven by civil society have helped mobilise greater numbers of young voters. One recent partnership aimed at youth in Lagos and Abuja resulted in .

Such efforts are vital as younger, digital-native voters may prove an influential force through their greater use and adoption of digital tools. Sixty percent of Africa’s population is under the age of 25, and . Enhancing electoral systems to encourage greater involvement in voting and other democratic processes can only bode well for the continent’s democratic states.

Manual voting processes ripe for tech innovation

Encouragingly, the Independent National Electoral Commission (INEC) has started making concerted efforts at introducing technology to protect and enhance the voting experience.

This includes the deployment of the Bimodal Voter Accreditation System (BVAS) which provides a dual fingerprint and facial recognition accreditation process to ensure only genuine voters are able to cast their ballots. The introduction of the INEC Result Viewing portal will bring greater visibility and transparency to the polling results in real time come the 2023 elections.

However, there is still enormous scope for the role of technology to enhance the electoral process.

Greater use of e-voting could encourage voters in outlying areas to cast their ballot. At the moment, voters have to travel to physical voting stations, often great distances away from where they live. While not widely used in Nigeria’s electoral system, e-voting was trialed .

The use of e-voting could also spark greater numbers of young voters to participate in elections, especially since adoption of digital technologies remain highest among youth.

Greater digitisation of voting processes can also give rise to innovative new start-ups, as is the case with Lagos-based data company Stears. The company developed an elections tracker that displays results in near real-time in the hope of generating excitement for elections and beat voter apathy. At its first attempt in 2019, , with 99% of visitors accessing the site from their mobile phones.

Quick wins for tech鈥檚 role in elections

Several parts of present electoral processes are ready to benefit from the introduction of digital technologies.

Firstly, citizens residing in other countries or who may be traveling abroad during election cycles have a mountain to climb in order to cast their votes. By introducing e-voting functionality to out-of-country voters, the country may benefit from greater voter participation.

Secondly, current voting processes remain overwhelmingly manual and paper-based. Introducing greater efficiency during the voting process can improve the overall voting experience and may contribute to attracting larger numbers of voters. This is especially true in urban areas where technology adoption and mobile penetration remains highest.

Third, technology can play a central role in building trust in the voting process by eliminating error-prone processes with more transparent, digitised processes. This can build trust in elections by ensuring the integrity of electoral results.

Finally, considering Nigeria鈥檚 vast size and the disparate nature of many of its communities 鈥� especially in rural areas 鈥� the use of technology could enable marginalised communities to more easily participate in elections. This can encourage greater involvement in elections across the country and provide a welcome boost to the perceived fairness and integrity of election results.

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Africa faces the dual challenge of poor healthcare systems and a high burden of disease, especially among poorer communities. According to a McKinsey report, . Ninety-four percent of all malaria deaths occur in Africa, and tuberculosis and HIV/AIDS is widespread.

Additional pressures from disease outbreaks, such as the Ebola outbreak in Sierra Leone in 2014, often lead to further disruptions to healthcare provision, leaving the most vulnerable without the medical assistance they need. In fact, , and when health services are available, they are often of poor quality.

And following the devastating impact of the COVID-19 pandemic on health systems across the continent, time has arguably arrived to radically rethink the delivery of health services to African citizens.

Digitalisation unlocking opportunities for improved care

One of the most transformative developments in healthcare in recent times is the growing adoption of data and analytics tools to drive improvements across the healthcare value chain.

Demand for targeted analysis of patient data is expected to expand over the coming years as patients increasingly seek transparent access to their healthcare data. In addition, healthcare providers will gather data on patient experiences to continuously improve the delivery of care and other patient-related processes.

For providers, the aim should be to deliver quality accessible healthcare services to anyone regardless of their location or social conditions. Such care should extend beyond patient discharge, with providers using mobile devices and applications to enhance the patient experience and ensure the highest levels of care throughout the healthcare journey.

The rapid digitalisation of the healthcare industry could see value-based care – which improves patient outcomes while driving down costs – dominate the sector by as early as 2025.

Five priority areas & tech’s role

However, to achieve value-based care providers will need to build intelligent enterprise capabilities that enable end-to-end, data-driven healthcare processes focused on enhancing patient outcomes. And doing so will depend on how well providers can leverage technology across five priority areas, namely:

Priority 1 – Operating smartly and efficiently

Healthcare providers are under constant pressure over costs and resource constraints. By removing unnecessary costs, reducing waste and freeing up resources for innovation, providers can deliver better care to patients.

In the coming years, providers will leverage IoT and machine learning for greater automation, with embedded analytics allowing for more agile prediction and simulation capabilities. The use of standardisation using global best practices may also reduce variations in clinical care.

The improved use of analytics and automation can increase accuracy between front-end and back-end processes, reduce revenue leakage by limiting insurance claim denials, and streamline insurance claims to enable faster reimbursement.

Priority 2 – Subscribing to patient outcomes

One of the biggest challenges facing healthcare providers is how to provide services that deliver optimised outcomes for each individual patient. In the near future, patients will be able to see what value each treatment option has based on key performance indicators and assessments of other patients facing similar circumstances.

Self-management options may allow patients to take more informed decisions over their treatment, based on accurate data about other individual patients and their specific context.

This will improve the patient experience and support compliance by ensuring patients know what procedures to follow and documentation to bring to a visit. Reimbursement delays can also be reduced through more accurate data submitted by the patient.

Priority 3 – Enabling data-driven decisions

The shift from mainly experience-based healthcare to delivering care based on real-world evidence will be a top priority for healthcare providers over the coming years. Big data generated by electronic medical records ,apps, wearables, mobile devices, sensors and clinical innovation will create vast amounts of information.

Over the coming years, providers will increasingly gain the ability to monitor patients, collect health information from structured and unstructured sources, and use data analysis to understand and even predict health conditions in real time. Applying AI, analytics and machine learning can further unlock valuable data points that can enable insight-driven healthcare delivery.

This will improve the quality of patient care through real-time access to a broad range of medical, lifestyle and personal experience data, while also reducing overall IT spend by enabling data visualisation across the entire healthcare organisations using a single platform.

Priority 4 – Empowering healthcare workers

The immense pressure under which healthcare professionals work makes it critical that providers find ways to restructure and empower their workforce to allow them to work at their best. The key is to avoid complexity, which drives up costs and slows down progress.

Digital tools can enable healthcare workers to reduce paperwork and free time up to focus on patient care. Mobile devices can improve the speed of communication to enable just-in-time delivery of critical information and results, driving greater flexibility in their work environment.

By adopting a single platform for talent management, learning management and data insights, healthcare organisations can drive improvements across their human capital management functions, from planning, onboarding and recruitment to payroll, expense management and ongoing training and development.

Priority 5 – Improving the patient experience

Healthcare delivery is shifting as patients move away from being passive recipients of health services to active, empowered consumers. Delivering a positive and seamless patient experience across digital and physical interactions will provide a key point of differentiation for modern healthcare providers.

Technology will play a central role, specifically technologies that have been designed with an understanding of patients as the main users of the solutions. This will improve patient-provider interactions and drive greater convenience for patients across their healthcare experience.

This will increase patient satisfaction by ensuring patients are involved in the decision-making process and more aware of the treatment and resulting outcomes. By giving patients ownership over different parts of the treatment journey, providers will also improve care efficiency and improve patient outcomes.

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If the answer is yes, then you have faced at least one or all of these difficulties: complexity, mistrust, slowness, high risk etc.

Ibrahim Niangado, founder of Mali-based 麻豆原创 Partner instead of complaining and suffering from such a challenging market, decided to do things differently.

He leveraged his consulting expertise acquired in France to give back to his home country. In 2017 he started an 麻豆原创 Business One practice in Bamako from scratch and identified a few small companies in urgent need of digitisation. He then recruited high skilled talents to deliver best-in-class experience to his 麻豆原创 customers.

Safir Consulting cumulated awards and customer success stories one after the other and quickly realised they could also address companies of larger size with higher business volume. It was the perfect timing to align their strategy with 麻豆原创鈥檚 public cloud mindset.

After identifying a couple of companies seeking cloud business management software, Safir Consulting ups-killed their resources in 麻豆原创 S/4HANA Public Cloud solution by taking advantage from the online resources and webinars offered by the Partner Solution Adoption team at 麻豆原创.

Few weeks later, Safir Consulting signed their first 麻豆原创 S/4HANA Public Cloud project and came to Casablanca to attend a bootcamp organized by the Partner Solution Adoption for 麻豆原创 partners based in Francophone Africa.

The bootcamp was successful and Safir鈥檚 founder and CEO Ibrahim Niangado leveraged his presence in Morocco to attend a 1:1 speed dating with our team to deep dive in some selected topics necessary for the success of his public cloud strategy.

They also participated in the localisation workshop held in 麻豆原创 Dubai office last summer to identify the must knows before implementing a public cloud solution in the Sub-Saharan market.

What an incredible story!

6 years ago Ibrahim started his business as a solopreneur implementing 麻豆原创 Business One for small structures. During my last visit to Mali I was impressed by seeing him sitting at the tables of the most powerful local CEOs in the Oil and Gas industry. He is now running a subsidiary in Ivory Coast and ready to conquer the Francophone Africa region thanks to his adoption of the Cloud mindset.

Are you an 麻豆原创 Business One partner and would like to live the same journey as Ibrahim?听听to hear from him directly what were the steps, challenges and key success factors of his strategy shift.

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This partnership is a huge step toward fulfilling the commission鈥檚 mandate to reposition the country鈥檚 education system in alignment with the future of work requirements.

For the first time in the history of the Nigerian education system, selected teachers from all 36 states and the Federal Capital Territory participated in the 麻豆原创 Africa Code Week Train the Trainer program, with over 300 teachers trained over one week.

The program equips teachers with computational Thinking and an introduction to the MIT Scratch visual coding environment, designed to make coding a 鈥渃hild鈥檚 play鈥� for young learners.

Prof. Benjamin Abakpa, Executive Secretary of the Commission, said that repositioning the education system starts with providing teachers with the proper education and tools to prepare students adequately.

鈥淭herefore, Teacher education is one key area that the NSSEC will focus on, among other necessary initiatives, to help fulfill its mandate.

鈥淎s we work to raise a tech-savvy generation of students, we must also raise a generation of tech-savvy teachers. Coding should be part of the education curriculum, like other literacy and numeracy subjects. Coding is as much about creativity as it is about math, science, and problem-solving.

He gushed about the high level of interest the TTT program has engendered and the fantastic cooperation between the commission and the State education Ministries that led to the initiative鈥檚 success.

Femi Niyi, Coderina BOT Chairman, explained, 鈥淚n response to the future of work, education must evolve to support teachers in developing individual student potential and preparing students to become lifelong learners so they can innovate tomorrow鈥檚 world and solve real-life problems in their communities鈥�.

The 麻豆原创 Africa Code week, the most extensive digital literacy on the continent of Africa, is designed to demystify coding and make it a learned skill for students. However, achieving this would require teacher training and transformation from traditional teaching styles to pedagogy that supports the acquisition of 21st century skills and competencies necessary in the Fourth Industrial Revolution (4IR).

A second wave of training for teachers is planned to equip more teachers and translate to training more students.

Students in classrooms across Nigeria will experience their first introduction to Africa Code Week coding curriculum which started November 1st to end November 30th .

They will also have an opportunity to participate in the 麻豆原创 AfriCAN Code Challenge, a pan-African competition to help students showcase their coding skills and pit their wits against teams from countries across Africa.

Notably, an all-girls team from Federal Government Girls College Oyo came first overall in Nigeria and placed 2nd in the Africa-wide edition of the program. They were rewarded with tech equipment such as laptops for their efforts.

The benefiting teachers also took their turns to testify about the training:

鈥淰ery interesting session鈥︹�ell done by our instructors. Please the recordings should be made available for us as guide and backup. Though, there are many video tutorials online. Thank you,鈥� says Adelabu Adekunle Qazeem of Remo Secondary School, Sagamu, Ogun state.

Nafiu Yakubu of GSS Gaya Gandu, Kano, Kano State, has this to say, 鈥淲e appreciate this program as it prepares the students towards programming and use of scratch software. We are very grateful鈥�.

Also commenting, Sotannde Abiodun Kabir, Abeokuta Grammar School, Abeokuta, Ogun State, said, 鈥淭hanks for adding me to this group. I recognise my being here as a great opportunity鈥�.

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