Development Of National Strategy To Grow Local Content

Development Of National Strategy To Grow Local Content in ICT Muhammad Auwal Umar (Ph. D) Project Development Support Services HN 102 Haatso by West Legon, Greater Accra, Ghana. 60 B Mississippi Street, Maitama, Abuja. +233(0)261553326, +234(0)8033497728, mauwalumar@gmail. com

“It has become appallingly obvious that our technology has exceeded our humanity. ” Albert Einstein “It is totally unacceptable to import every single solution we need, whether hardware or software. ” Chukwuemeka Fred Agbata Jnr. ICT Clinic Punch Newspapers October 22 2017

Journey to Decisive ICT Development Significant work has been undertaken to place ICT on a sound footing in Nigeria. Some of these include: The National ICT policy (June 2012 Ministry of Communications) – this probably needs review and update considering the speedy nature of the ICT sector); The Local Content Guidelines for ICT Sector – NITDA 2013; Multitude of commentaries and discussions by ICT professionals at various fora and media outlets (Chukwuemeka Fred Agbata Jnr. et al – ICT Clinic, Punch Newspapers); Position and concept papers drawn up professional groups; Various presentations by NITDA and its leadership;

Local Content The issue of local content in Nigeria has drawn adequate policies and regulations that most sectors are more than adequately provided for; But we have learnt that enforcement is more critical than drawing up policy or enabling laws; Local content in ICT is totally different from other sectors; The level of internationalizing standards and best practice has made it acutely competitive; Economies of scale have made home grown products severely challenged in many countries; Nigeria has extremely under developed in terms of manufacturing;

Local Content 2 Local content in ICT is very difficult to achieve; Not all hardware is readily produced; The international acceptance of many commonly used software has equally closed developing any rivals; Huge funds are required for research and development in order to make even the smallest of break through; Even rival software of some well known and commonly used brands end up being used in tandem with big time players; The nature of the ICT sector makes it easy for big players to block others whose software even remotely resembles their own; The proprietary nature of ICT products also creates blockages;

Local Content 3 Most chips and processors required for computer manufacture have already been optimized as such every manufacturer sources from just a few providers; Most upstart software face difficulties regarding interface with the major players; Open source software essentially weaker in terms of effectiveness, security protocols and even acceptance; Unlike other sectors, local content in ICT is very difficult to attain thus requiring more careful planning and strategizing; Another huge challenge is that professionals in the ICT sector may not always be working full time which complicates percentage quotas and thus local content.

Why National Strategy? The mandate of MDAs on ICT in Nigeria is complex; Multiple MDAs having one role or the other in ICT often resulting in conflict; The present government if making effort to coordinate these functions; Such coordination requires regularization and documentation; Hence the need for a National Strategy and other operational documents; A national strategy will provide the needed focus for effective and efficient drive for decisive ICT development in Nigeria.

Why National Strategy on local content in ICT NITDA has drawn up its own strategy document released in May 2014 with focus on the following: driving indigenous innovation; developing the local ICT industry; and establishing intellectual property regulation and protection standards This clearly shows that NITDA alone cannot deliver on this strategy. It needs other MDAs to bring it forth; Hence the need for a National Strategy on Local Content in ICT;

Strategy? No policy will deliver results with a sound implementation plan; While policies and guidelines provide legitimacy and justification, they still need to be given the tools required to transit from ideas and intentions to results. A strategy is required to be followed by strategic plan, work plans and resourcing plans which will in turn feed into budgets and expenditure plans. There numerous lower level strategies and operational plans that are also necessary to ensure the realization of intended results in the most effective and efficient manner. Key among them is the results framework, M&E, lesson learning and dissemination alongside institutionalization and sustainability

Developing a Strategy First is to fully understand the internal and external factors that affect the ICT sector and stakeholders; Then identify the clear advantages and use these to make informed choices followed by an effective implementation of the eventual strategy; Its usually a three-stage strategy creation process: Analyzing the context in which you're operating. Identifying strategic options. Evaluating and selecting the best options.

Stage 1: Analyzing the Context and Environment Analyze the sector: examine resources, liabilities, capabilities, strengths, and weaknesses. While a SWOT Analysis is a great tool its better to focus on strengths; Look at Core Competencies Examine current operating environment to predict where things are moving. Run a PEST Analysis , Porter's Diamond and Porter's Five Forces to gain insight on the environment. Work in line with expected changes to achieve synergy especially where some external factors are beyond your control; A TOWS matrix (SWOT analysis in reverse) can help conduct a thorough analysis;

Stage 1: Analyzing the Context and Environment 2 Analyze Stakeholders: Identify stakeholders; know as much of the sector as possible; What are the sectoral needs? What are the national needs?

Stage 2: Identifying Strategic Options Consider the different things that you could do to create a clear advantage, and meet your objectives e. g. Brainstorm Options, Examine Opportunities and Threats, Solve Problems (a problem-solving approach is always helpful); Deploy tools that aid problem solving e. g. Root Cause Analysis , the 5 Whys , and Appreciative Inquiry;

Stage 3: Evaluating and Selecting Strategic Options Evaluate Options utilise tools such as Risk Analysis , Failure Modes and Effects Analysis and Impact Analysis to help spot the possible negative consequences of each option, which can be very easy to miss. Use financial analysis tools to quantify activities e. g. Cost-Benefit Analysis , Break-Even Analysis , use of Net Present Values (NPVs) and Internal Rates of Return (IRRs) , and Decision Trees; Decision. Matrix Analysis helps bring together financial and non-financial decision criteria. It helps weight individual decision criteria, and consider subjective features – e. g. team fit, the likelihood of team buy -in, objective, tangible factors like cost and return on investment etc.

Stage 3: Evaluating and Selecting Strategic Options Choose the Best Way Forward avoid choosing too many activities to avoid resource shortages; Ensure consistency between strategy content and national priorities and values by using the Ladder of Inference to check the assumptions made;

Conclusions On completion of the National Strategy the ground is set for developing a results framework for every one of the ICT subsector, develop operational plans and other tools necessary for the implementation of whatever activities are agreed upon. A strong monitoring and evaluation strategy and mechanisms must also be in place; A robust coordination framework to harness resources from all stakeholders in the sector are also necessary; Successes must be disseminated to enable replication; Regular review of the strategy and operational tools must be consistently undertaken.

So much to be said. So little time. In fact no time at all.

Thank you for listening