AI for the Real Economy: Tanzania’s Grounded Approach to Digital Transformation

Tanzania’s arrival in the Artificial Intelligence (AI) space is not a flashy affair, nor is it about making bold promises. It is rather about asking a very down-to-earth question: how can AI be made to serve the people of Tanzania? This, at a time when other African countries have either accelerated their progress toward innovation or figured out where to start, marks a significant difference in Tanzania’s approach.  

Starting from Where You Are  

At its root, the framework developed in Tanzania operates with a very straightforward concept: AI can’t be made without foundations. The infrastructure, data networks, and talent are not additional pieces of the equation, but rather, they form the base itself. While Kenya has capitalised on its digital foundation by accelerating the use of AI to drive innovation, Tanzania first considers whether its foundation is adequate for such endeavours.  

So, here lies the problem: should the country speed up its implementation or prepare better first? Given Kenya’s experience, the positive aspects of an accelerated pace are well known; they create favourable conditions for developing a range of AI-based services. However, being fast can sometimes backfire, depending on the challenges of governance and inclusion.  

Grounding AI in Everyday Sectors  

Unlike Kenya’s framework, Tanzania’s does not view AI as purely a technological advancement. Instead, it sees AI as something more grounded by tying it to sectors that have tangible impacts on people’s lives, such as health care, agriculture, education, and public administration.  

With that in mind, the next pressing issue becomes whether Tanzania should pursue the latest advancements in AI or pursue immediate results. The framework’s emphasis on concrete uses of AI suggests the latter. Indeed, technology that can help predict weather patterns or manage crop production can make a huge difference from the outset. Likewise, AI-enabled diagnostics in health care can make the provision of health care services more effective without any special facilities.  

The difference is clear as compared to Kenya’s approach, which has shown its success through startup culture, and the regulatory approach pursued by South Africa’s strategy. Tanzania seems to follow a middle approach – ensuring that technology works in sectors before introducing regulations.  

Inclusion at the Core  

The most striking part of the framework for Tanzania is its inclusion component. While not just restricted to words, this is also included in its design elements. The use of Kiswahili as the lingua franca for AI systems serves as a prime example. Language plays a critical role in determining who can use the technology and who cannot.  

This raises a key question: can AI be inclusive without being understandable? Simply put, no. By including a language component in its development, Tanzania ensures that the use of its AI systems is not restricted to urban elites or to communities outside the country.  

Despite some successes in innovation, with AI products developed, the issue is ensuring that there are benefits for the rest of the population in Kenya. Whereas South Africa employs the institutional and legal route, the same cannot be said about Tanzania.  

From Ideation to Implementation  

However, having a good framework alone is not sufficient; implementing it will take much effort. The proposed Tanzanian model tells us what needs to be done, but how it should be implemented is yet to be seen. This implies that some form of coordination and investment will be required for success.  

The second relevant question to raise regarding this topic concerns the facilitators of these changes. In this case, it does not matter so much about the involvement of one particular party but rather a variety of different parties, such as governmental organisations, universities, private enterprises, and foreign donors.   

In addition, there is always the matter of financing. This is where Kenya’s strength lies, thanks to a more developed start-up and innovation ecosystem that can easily help convert innovations into tangible products. The situation in Tanzania needs improvement here as well. Without this link, progress risks remaining fragmented.  

Governance That Evolves  

The way that Tanzania governs itself is prudent. It does not start with an elaborate set of regulations. Rather, it leaves room for governance to develop in line with its capacity. This is a significant distinction from South Africa, whose policy framework entails a sophisticated network of governance institutions for AI regulation from scratch.  

This raises the question of whether a less stringent system of governance could address the risks posed by the use of AI technology. This would happen as long as it was well-planned. The high-risk industries, such as health care and finance, need early regulation. Nevertheless, Tanzania’s governance policy must consider this component, notwithstanding its flexibility.  

What makes Tanzania’s governance strategy effective is its ability to evolve with time. The country is not restricting itself by putting too much emphasis on regulatory frameworks that it may not yet be able to support.  

Learning Without Losing Direction  

Inferences from the two examples, however, are illustrative rather than prescriptive. Kenya is an example of how far a country can go with vibrant, adequately funded innovation ecosystems. South Africa serves as an example of the importance of systematic governance and regulation. Tanzania does not have to emulate any of them wholesale.  

It leads to a concluding query: what lessons can Tanzania learn from its neighbours? The response lies in selective emulation. It can borrow ideas on innovation and financing from Kenya, and features of risk-based governance from South Africa.  

That context is defined by both opportunity and constraint. Recognising both is what gives the framework its coherence.  

A Steady Path Forward  

Tanzanian AI strategy is not about making things happen as fast as possible. It is about creating an effective mechanism which balances ambition and feasibility, concentrating on fundamentals, inclusiveness, and implementation. This approach may not generate immediate revolutionary results; however, it can ensure sustainable development.   

Success depends on continuity. Attention needs to be paid to certain areas. Working together among organisations is required. Governance needs to change as the system changes. In this context, the new technologies will not only be embraced by Tanzania. They will become a part of their ecosystem.  

In this dynamic environment, this strategy might be the key to success. Tanzanian policymakers understand that their goal is to implement innovations sustainably. They do not seek to take the lead. They strive for efficiency.