By Hatwib Mugasa, PhD
April 2025. At the Boardroom Masterclass this month, I sat on a panel discussing the role of Boards in preparing for the new world of work. The room was filled with board members and executives across sectors, each grappling with how to respond to the fast-moving wave of technological change. During the session, one question stood out: How can we, as a country, truly adapt to emerging technologies in a way that is inclusive, sustainable, and strategic?
My response was clear: we need to stop relying entirely on external technologies and start developing our own. When we build our own systems; tools designed with our specific needs, challenges, and strengths in mind, adaptation becomes easier and far more effective. This isn’t about reinvention for its own sake. It’s about relevance, control, and resilience. If we own the technology, we understand it. If we understand it, we can govern and scale it with confidence.
Take the example of mobile money. Its widespread uptake in East Africa wasn’t just because it was innovative, it was because it solved a local problem. The success was tied directly to how deeply it connected with our context. The same principle applies to emerging areas like AI, software development, cloud computing, and cybersecurity. If we invest in local talent and infrastructure in these fields, we position ourselves to compete globally while solving real national problems.
But developing technology in isolation isn’t enough. Regulation must move in tandem. At NITA-U, we’ve made strong progress in private sector regulation, cybersecurity awareness, and capacity building. But across the broader regulatory landscape, there's still a gap when it comes to AI, automation, and digital services. Other countries are already experimenting with flexible, forward-looking regulatory tools like sandboxes to encourage innovation without sacrificing oversight. We need to do the same, because when regulation lags behind innovation, adoption stalls and trust erodes.
Another critical piece is inclusion. There’s a prevailing belief that the digital revolution will be led naturally by Gen Z or Gen Alpha. But that’s not guaranteed. According to recent data from the Uganda Bureau of Statistics, only about 24% of youth in Uganda have regular access to the internet. Access alone doesn’t equate to competence. We cannot leave digital literacy to chance or to a single generation. It must be a deliberate, inclusive national effort that spans all demographics and professions.
That’s why projects like the Uganda Digital Acceleration (UDAP-GovNet) matter. This government-led initiative, implemented by the National Information Technology Authority (NITA-U) in partnership with the Ministry of ICT and National Guidance, aims to enhance digital infrastructure, expand internet access to underserved communities, and promote e-government services across Uganda. By extending connectivity to underserved and refugee-hosting areas, we’re building the foundation for more equitable digital access. But infrastructure must be met with engagement. It’s not enough for connectivity to reach communities, we need leaders, institutions, and boards to model how this technology is used. Change starts at the top. When board members and executives actively embrace digital tools and thinking, that mindset filters through organizations and creates the culture needed for real transformation.
At the Masterclass, I shared a moment that brought this into focus. One board member asked how to begin integrating digital strategy into their work when none of their peers had a background in technology. My suggestion was simple: co-opt IT and innovation experts into board committees. Let them guide, inform, and challenge assumptions. Technology leadership can’t sit solely with external consultants. It must be embedded into governance itself. If the board isn’t digitally literate, the organization won’t be either.
We’re at a crossroads. We can continue adapting to technology built for someone else, or we can lead by building technology for ourselves. It’s not just a technical decision, it’s a strategic one. And if we want to model a future that works for Uganda, we must design it. That starts with ownership.
