Day 3 of 10- BPO Discussions, Institutional Frameworks
Dear Listers, I am encouraged by the flood of ideas that kicked in after Bill and Dr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres your discourse is as insightful as that of MM and Barrack. Lets keep the ideas flowing on previous themes even as we move onto today's theme - just ensure you pick against the corresponding subject line and post. I wish to open today's theme on Institutional Frameworks. The Researchers found that in S.Africa, Mauritius, and India, the Private Sector BPO lobby groups, Data Security Groups and Government Agencies were working harmoniously with clear, non-overlapping mandates to support the BPO sector. In Kenya it was found that several bodies were involved in the BPO Sector. These were largely Government agencies such as the Min of Education (Technology Parks), Kenya ICT Board, KenInvest, Export Promotion Council, CCK amongst others. The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players. And so our next Qtn is: Qtn 5: What needs to be done to improve/strengthen the institutional framework in order for the BPO and outsourcing sector to play its planned role in the Kenyan economy? We have today on this since tmrw we shall move into the Government Subsidiy/Incentive Issues for the BPO Sector. walu.
Morning Walu, Going to Q5. Special Economic Zones are the in thing in Kenya as they seek to replace the defunct Export Processing Zones of yester year see http://www.theeastafrican.co.ke/news/-/2558/593146/-/rgkvwaz/-/index.html and http://www.nation.co.ke/magazines/smartcompany/-/1226/546522/-/srd70jz/-/ind... It is true there was/is lots of duplication of efforts in GoK e.g. Science & Technology Parks (in Ministry of Higher Education, Science & Technology's Strategic Plan {SP}); ICT Parks (in Mo Information & Communication); Industrial Parks (in Mo Industrialization); etc. So talking of coordination now is a tall order when like the 'bulls in a pen' the likely scenario is contests and less of grazing harmoniously. Its painfull watching eloquent SPs end with the perennial requests to Treasury to boost/add their allocations during the Medium Term Expenditure Framework presentations/exercise to the Public which usually occur early in the year (February). What is yet to be done is to convince our policy (decision) makers that as they launch the SPs of their dockets see for example http://www.tradeandindustry.go.ke/speech.asp?ID=87 it is important that consultations with the aim of building synergies happen more as opposed the current state. It is worthy noting, despite the above, that GoK is determined to deepen our reform efforts in order to achieve our Vision 2030 objectives, and we feel confident that we wil be one of the top reformers again even in Doing Business 2010 see pdf download from http://www.treasury.go.ke/index.php?option=com_docman&task=cat_view&gid=86&Itemid=54 To be blunt to local BPOs, it would pay to merge many of them since the majority in Kenya are of less than 200 seat capacity. Even for the hand full with over 200 seat capacity the stark reality is that whatever charge they may offer to potential clients, especially Kenyan based, almost always is above what the potential clients may incur by setting in-house call centre e.g. KPLC and now the mobile operators may bear this out. In Nigeria the government literally forced banks to merge using legislation that favoured large banks, and considering the free spirit of Kenyans it may be interesting if GoK may even dare suggest the merge and they do so without riot police being called in aka hawkers and city askaris replays! Have a great day. David On Thu, Jun 4, 2009 at 8:14 AM, Walubengo J <jwalu@yahoo.com> wrote:
Dear Listers,
I am encouraged by the flood of ideas that kicked in after Bill and Dr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres your discourse is as insightful as that of MM and Barrack. Lets keep the ideas flowing on previous themes even as we move onto today's theme - just ensure you pick against the corresponding subject line and post.
I wish to open today's theme on Institutional Frameworks. The Researchers found that in S.Africa, Mauritius, and India, the Private Sector BPO lobby groups, Data Security Groups and Government Agencies were working harmoniously with clear, non-overlapping mandates to support the BPO sector. In Kenya it was found that several bodies were involved in the BPO Sector. These were largely Government agencies such as the Min of Education (Technology Parks), Kenya ICT Board, KenInvest, Export Promotion Council, CCK amongst others. The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players. And so our next Qtn is:
Qtn 5: What needs to be done to improve/strengthen the institutional framework in order for the BPO and outsourcing sector to play its planned role in the Kenyan economy?
We have today on this since tmrw we shall move into the Government Subsidiy/Incentive Issues for the BPO Sector.
walu.
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Dear All: Good morning! If I missed it, I apologize. I have two questions: 1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be? The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache. Kind regards Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi" Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke Repfor[mailto:kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke] RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at Repforhttp://lists.kictanet.or.ke/mailman/options/kictanet/jairah%40kippr Repfora.or.ke
David i beg to differ with you mergers similar to the Nigerian case may not necessarily offer a solution to the BPO sector, from my little knowledge in business i know the aim of any business is to make maximum return at the least possible cost. This is the spirit behind the BPO sector taking non core business to enable companies concentrate on their core business (Correct me if i am wrong). The problem is without requisite Infrastructure and Institutional frameworks the Cost of doing Business in the BPO sector becomes high and this has to be transfered to the Client which brings to doubt the economic viability of Outsourcing, i guess that is why companies prefer having their own call centres where they can monitor their costs i am just wondering what would happen to the rural areas where projects such as the digital Villages are based, i read about an outsourcing initiative in Maseno area which is causing a lot of change in the area, such initiatives might be brought on their knees on the basis of economic viability. To answer question number nine and agree partly with your sentiments, we should reconsider the way the ICT sector is managed from a governance perspective, despite the fact that ICT is a critical cog in vision 2030 the sector is not recognized by way of a statutory body in the governance arena, secodly i am not sure if the Ministry of Information and Communication is best Suited to manage the sector, there are too many issues lumped together and that is why we had to fight of our brothers from the media who were encroaching (no offence to the fourth estate) when the Bill was enacted, this is where the problem begins, if we can stream line the governance issues then we sahll be able to streamline the sector otherwise the field will be open for every Tom Dick and Harry and Mark you Kenya is well known for its Human Resource Capacity, the problem is it doesn't have institutions to Capitalize on this Gold Mine On Thu, Jun 4, 2009 at 9:22 AM, Eric Aligula <jairah@kippra.or.ke> wrote:
Dear All:
Good morning!
If I missed it, I apologize. I have two questions:
1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be?
The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache.
Kind regards
Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org
Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi"
Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke Repfor[mailto:kictanet-bounces+jairah <kictanet-bounces%2Bjairah>= kippra.or.ke@lists.kictanet.or.ke] RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at Repforhttp://lists.kictanet.or.ke/mailman/options/kictanet/jairah%40kippr Repfora.or.ke
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-- Barrack O. Otieno ISSEN CONSULTING Tel: +254721325277 +254733206359 http://projectdiscovery.or.ke To give up the task of reforming society is to give up ones responsibility as a free man. Alan Paton, South Africa
Sorry I am answering question number 5 not number nine On Thu, Jun 4, 2009 at 10:01 AM, Barrack Otieno <otieno.barrack@gmail.com>wrote:
David i beg to differ with you mergers similar to the Nigerian case may not necessarily offer a solution to the BPO sector, from my little knowledge in business i know the aim of any business is to make maximum return at the least possible cost. This is the spirit behind the BPO sector taking non core business to enable companies concentrate on their core business (Correct me if i am wrong). The problem is without requisite Infrastructure and Institutional frameworks the Cost of doing Business in the BPO sector becomes high and this has to be transfered to the Client which brings to doubt the economic viability of Outsourcing, i guess that is why companies prefer having their own call centres where they can monitor their costs i am just wondering what would happen to the rural areas where projects such as the digital Villages are based, i read about an outsourcing initiative in Maseno area which is causing a lot of change in the area, such initiatives might be brought on their knees on the basis of economic viability. To answer question number nine and agree partly with your sentiments, we should reconsider the way the ICT sector is managed from a governance perspective, despite the fact that ICT is a critical cog in vision 2030 the sector is not recognized by way of a statutory body in the governance arena, secodly i am not sure if the Ministry of Information and Communication is best Suited to manage the sector, there are too many issues lumped together and that is why we had to fight of our brothers from the media who were encroaching (no offence to the fourth estate) when the Bill was enacted, this is where the problem begins, if we can stream line the governance issues then we sahll be able to streamline the sector otherwise the field will be open for every Tom Dick and Harry and Mark you Kenya is well known for its Human Resource Capacity, the problem is it doesn't have institutions to Capitalize on this Gold Mine On Thu, Jun 4, 2009 at 9:22 AM, Eric Aligula <jairah@kippra.or.ke> wrote:
Dear All:
Good morning!
If I missed it, I apologize. I have two questions:
1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be?
The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache.
Kind regards
Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org
Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi"
Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke Repfor[mailto:kictanet-bounces+jairah <kictanet-bounces%2Bjairah>= kippra.or.ke@lists.kictanet.or.ke] RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at Repforhttp://lists.kictanet.or.ke/mailman/options/kictanet/jairah%40kippr Repfora.or.ke
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This message was sent to: otieno.barrack@gmail.com Unsubscribe or change your options at http://lists.kictanet.or.ke/mailman/options/kictanet/otieno.barrack%40gmail....
-- Barrack O. Otieno ISSEN CONSULTING Tel: +254721325277 +254733206359 http://projectdiscovery.or.ke To give up the task of reforming society is to give up ones responsibility as a free man. Alan Paton, South Africa
-- Barrack O. Otieno ISSEN CONSULTING Tel: +254721325277 +254733206359 http://projectdiscovery.or.ke To give up the task of reforming society is to give up ones responsibility as a free man. Alan Paton, South Africa
Dear Listers, Although McKinsey recommended in our value proposition that we focus on becoming a niche global player in sales and customer care (voice), there is a natural development in software and animation that in my view we must not ignore. That is why I would prefer broad incentives. There is no need to limit the creativity of our people for the sake of focusing on one particular area. Ndemo.
Dear All:
Good morning!
If I missed it, I apologize. I have two questions:
1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be?
The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache.
Kind regards
Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org
Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi"
Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke Repfor[mailto:kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke] RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at Repforhttp://lists.kictanet.or.ke/mailman/options/kictanet/jairah%40kippr Repfora.or.ke
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Well said. I also completely disagree with positioning the country to offer cliche services like customer care. At the end of the day the actual service providers do not develop any new capacity that can be used as launchpads for alternative services and products. No offence to those offering the service, but in the larger scheme of things does having 100+ people who can converse with American accents really contribute to the skillet and intellectual capacity of the country? Other countries are trying to go to the moon, or investing in ICT to solve problems in finance, health, security, human capital and government fronts. I would argue more be done to foster developments in these arenas in terms of direct investment. On Thu, Jun 4, 2009 at 11:55 AM, <bitange@jambo.co.ke> wrote:
Dear Listers, Although McKinsey recommended in our value proposition that we focus on becoming a niche global player in sales and customer care (voice), there is a natural development in software and animation that in my view we must not ignore.
That is why I would prefer broad incentives. There is no need to limit the creativity of our people for the sake of focusing on one particular area.
Ndemo.
Dear All:
Good morning!
If I missed it, I apologize. I have two questions:
1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be?
The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache.
Kind regards
Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org
Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi"
Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke Repfor[mailto:kictanet-bounces+jairah <kictanet-bounces%2Bjairah>= kippra.or.ke@lists.kictanet.or.ke] RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at Repforhttp:// lists.kictanet.or.ke/mailman/options/kictanet/jairah%40kippr Repfora.or.ke
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Listeners Jambo! I think I Rad's comment is quite interesting building on what Dr. Ndemo had mentioned about not ignoring local talent and creating niche markets. However when we speak of not developing new capacity I beg to look at it differently. This is a great opportunity to put our educated masses in a position that may yeild great and better oportunitity. The other thing i find challenging on the BPO local industry could be atributed -by me- as typical Kenyanism... have you cake and eat it... the likes of BBK and Safaricom have invested heavily in call centers for themselves and in the possible oportunity that it works out and proves profitable then only then will they seek to out source the services to others while offering the same to more profitable deals. If for a moment we would try not to replicate the Indian model of BPO's and look a little bit deeper and seek out more inovation we may just start playing in the right field! for example Microsoft would outsoruce support to India since they have highly experienced personel in code development! so who would be better placed to be outsouced? a Kenyan with a great America Accent or and techie from India who developed the product with a few challenges with the english accent? However if we looked at building more local intelecutal capacity and looking at building a local "silicon valley" maybe we might just attract this big investors we keep talking about... looking inward may sometime be the best place to look for then you will be able to see what lies out there.... On Thu, Jun 4, 2009 at 12:19 PM, Rad! <conradakunga@gmail.com> wrote:
Well said. I also completely disagree with positioning the country to offer cliche services like customer care. At the end of the day the actual service providers do not develop any new capacity that can be used as launchpads for alternative services and products. No offence to those offering the service, but in the larger scheme of things does having 100+ people who can converse with American accents really contribute to the skillet and intellectual capacity of the country?
Other countries are trying to go to the moon, or investing in ICT to solve problems in finance, health, security, human capital and government fronts. I would argue more be done to foster developments in these arenas in terms of direct investment.
On Thu, Jun 4, 2009 at 11:55 AM, <bitange@jambo.co.ke> wrote:
Dear Listers, Although McKinsey recommended in our value proposition that we focus on becoming a niche global player in sales and customer care (voice), there is a natural development in software and animation that in my view we must not ignore.
That is why I would prefer broad incentives. There is no need to limit the creativity of our people for the sake of focusing on one particular area.
Ndemo.
Dear All:
Good morning!
If I missed it, I apologize. I have two questions:
1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be?
The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache.
Kind regards
Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org
Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi"
Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke Repfor[mailto:kictanet-bounces+jairah <kictanet-bounces%2Bjairah>= kippra.or.ke@lists.kictanet.or.ke] RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at Repforhttp:// lists.kictanet.or.ke/mailman/options/kictanet/jairah%40kippr Repfora.or.ke
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Fellow Listers, It is good to have broad incentives I agree. However, we are in dire need of building the capacity, as has been mentioned in a different email. Having seen a room full of 200 keen animators, my concern is that this number constitutes one small animation operation. We need to be talking big numbers. Bwana PS has a good notion of being broad based but we must support this with building the capacity for each area. On a different note, to touch on Richard Mwangi's comment on whether regulatory framework should be dwelt upon at this time, I would say we absolutely need it. It is better to start off in a proper manner than have chaos when the industry has picked up. However in my view, and having talked to so many outsourcers out there those who have visited us in Kenya, the key issues to them are: 1. Political stability (to quote them) 2. Political stability 3. Political stability 4. Infrastructure 5. Capacity As long as we are not well branded out there and all the world sees are negative pictures of our beloved country, we cannot expect the big brands to set shop here. I am being brutally frank. Brand Kenya needs to have an extremely good strategy to build the Kenya Brand. Muthoni Masinde stated this very well in an earlier email. This needs proper budgets. The Vision 2030 office MUST realise that unless Government puts the money where their mouth is, there is no way BPO can be the major employing industry in Kenya as envisioned in Vision 2030. We in the industry want to see proper budgets allocated to this industry or we are in danger of the industry becoming a pipe dream. Gilda Odera Quoting bitange@jambo.co.ke:
Dear Listers, Although McKinsey recommended in our value proposition that we focus on becoming a niche global player in sales and customer care (voice), there is a natural development in software and animation that in my view we must not ignore.
That is why I would prefer broad incentives. There is no need to limit the creativity of our people for the sake of focusing on one particular area.
Ndemo.
Dear All:
Good morning!
If I missed it, I apologize. I have two questions:
1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be?
The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache.
Kind regards
Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org
Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi"
Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke Repfor[mailto:kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke] RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at Repforhttp://lists.kictanet.or.ke/mailman/options/kictanet/jairah%40kippr Repfora.or.ke
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I like the solutions proposed by Gilda i.e significant budgetary allocations (for infrastructure, capacity building and branding). However, I'm yet to hear of a solution for the top 3 issues i.e. political instability. SOLUTIONS 1. We may have the messengers of political instability (our dear MPs, PM and President) drafted into the branding campaign by having President & PM as leaders in Branding inspite of their failures to date (re; Geneva stand-off). .....OR/and... 2. We may choose to make louder noises than the politicians. This will require ''the media'' (old and new media) to partner with industry in downplaying politics and highlighting development. Wainaina On 6/4/09, godera@skyweb.co.ke <godera@skyweb.co.ke> wrote:
Fellow Listers,
It is good to have broad incentives I agree. However, we are in dire need of building the capacity, as has been mentioned in a different email. Having seen a room full of 200 keen animators, my concern is that this number constitutes one small animation operation. We need to be talking big numbers. Bwana PS has a good notion of being broad based but we must support this with building the capacity for each area.
On a different note, to touch on Richard Mwangi's comment on whether regulatory framework should be dwelt upon at this time, I would say we absolutely need it. It is better to start off in a proper manner than have chaos when the industry has picked up. However in my view, and having talked to so many outsourcers out there those who have visited us in Kenya, the key issues to them are:
1. Political stability (to quote them) 2. Political stability 3. Political stability 4. Infrastructure 5. Capacity
As long as we are not well branded out there and all the world sees are negative pictures of our beloved country, we cannot expect the big brands to set shop here. I am being brutally frank. Brand Kenya needs to have an extremely good strategy to build the Kenya Brand. Muthoni Masinde stated this very well in an earlier email. This needs proper budgets. The Vision 2030 office MUST realise that unless Government puts the money where their mouth is, there is no way BPO can be the major employing industry in Kenya as envisioned in Vision 2030.
We in the industry want to see proper budgets allocated to this industry or we are in danger of the industry becoming a pipe dream.
Gilda Odera
Quoting bitange@jambo.co.ke:
Dear Listers, Although McKinsey recommended in our value proposition that we focus on becoming a niche global player in sales and customer care (voice), there is a natural development in software and animation that in my view we must not ignore.
That is why I would prefer broad incentives. There is no need to limit the creativity of our people for the sake of focusing on one particular area.
Ndemo.
Dear All:
Good morning!
If I missed it, I apologize. I have two questions:
1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be?
The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache.
Kind regards
Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org
Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi"
Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke Repfor[mailto:kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke] RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at Repforhttp://lists.kictanet.or.ke/mailman/options/kictanet/jairah%40kippr Repfora.or.ke
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Wanaina, Thanks, I was hoping someone picks on this. Let me share with the listers what goes on. Some of you may be surprised that other "competing" destinations have been very threatened by the emerging interest in Kenya and some have gone to lengths to see that negative stories about Kenya are fanned internationally. That is exactly why if we do not have sufficient branding budgets, Brand Kenya team may as well go home. During my visit to India couple of months ago, it was interesting to hear how NASCOMM is working so closely with government backing that whenever there is any negative story on India, like the bombing, they personally go out there to reassure the key clients and undertake serious positive stories of the industry in the client countries. Not to say, we cannot live on complete whitewashing- we must just find a way of lessening the attention on the politicians as we build the country. Media- I know politics sells but there comes a time when something needs to be done. Or else even your newspaper sales will drop lower as more Kenyans remain without jobs! Gilda Quoting Wainaina Mungai <wainaina@madeinkenya.org>:
I like the solutions proposed by Gilda i.e significant budgetary allocations (for infrastructure, capacity building and branding).
However, I'm yet to hear of a solution for the top 3 issues i.e. political instability.
SOLUTIONS 1. We may have the messengers of political instability (our dear MPs, PM and President) drafted into the branding campaign by having President & PM as leaders in Branding inspite of their failures to date (re; Geneva stand-off).
.....OR/and...
2. We may choose to make louder noises than the politicians. This will require ''the media'' (old and new media) to partner with industry in downplaying politics and highlighting development.
Wainaina
On 6/4/09, godera@skyweb.co.ke <godera@skyweb.co.ke> wrote:
Fellow Listers,
It is good to have broad incentives I agree. However, we are in dire need
building the capacity, as has been mentioned in a different email. Having seen a room full of 200 keen animators, my concern is that this number constitutes one small animation operation. We need to be talking big numbers. Bwana PS has a good notion of being broad based but we must support this with building the capacity for each area.
On a different note, to touch on Richard Mwangi's comment on whether regulatory framework should be dwelt upon at this time, I would say we absolutely need it. It is better to start off in a proper manner than have chaos when the industry has picked up. However in my view, and having talked to so many outsourcers out there
who have visited us in Kenya, the key issues to them are:
1. Political stability (to quote them) 2. Political stability 3. Political stability 4. Infrastructure 5. Capacity
As long as we are not well branded out there and all the world sees are negative pictures of our beloved country, we cannot expect the big brands to set shop here. I am being brutally frank. Brand Kenya needs to have an extremely good strategy to build the Kenya Brand. Muthoni Masinde stated this very well in an earlier email. This needs proper budgets. The Vision 2030 office MUST realise that unless Government puts the money where their mouth is, there is no way BPO can be the major employing industry in Kenya as envisioned in Vision 2030.
We in the industry want to see proper budgets allocated to this industry or we are in danger of the industry becoming a pipe dream.
Gilda Odera
Quoting bitange@jambo.co.ke:
Dear Listers, Although McKinsey recommended in our value proposition that we focus on becoming a niche global player in sales and customer care (voice), there is a natural development in software and animation that in my view we must not ignore.
That is why I would prefer broad incentives. There is no need to limit the creativity of our people for the sake of focusing on one particular area.
Ndemo.
Dear All:
Good morning!
If I missed it, I apologize. I have two questions:
1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be?
The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache.
Kind regards
Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org
Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even
of those though
checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi"
Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke
Repfor[mailto:kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke]
RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at
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So true Gilda, so true.....add South Africa to the mix. It is amazing that many potential investors perceive South Africa to be politically and economically stable. A lot of work has been done by the South African Government to make people perceive the country as a worthwhile destination in Africa, yet we know they do have similar challenges to Kenya. There has been great emphasis in getting the relevant institutions to work closely together and market the country from one page. In addition, I gather from the research team that potential BPO clients in the UK emphasized that the various institutions must be seen to be working together, in addition the way the countries use their embassies is also a reflection of their seriousness in this sector. South Africa and Egypt have been very aggressive in this working in tandem with the relevant institutions in their countries. Nyaki ________________________________ From: "godera@skyweb.co.ke" <godera@skyweb.co.ke> To: elizaslider@yahoo.com Cc: KICTAnet ICT Policy Discussions <kictanet@lists.kictanet.or.ke> Sent: Thursday, June 4, 2009 3:19:04 PM Subject: Re: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks Wanaina, Thanks, I was hoping someone picks on this. Let me share with the listers what goes on. Some of you may be surprised that other "competing" destinations have been very threatened by the emerging interest in Kenya and some have gone to lengths to see that negative stories about Kenya are fanned internationally. That is exactly why if we do not have sufficient branding budgets, Brand Kenya team may as well go home. During my visit to India couple of months ago, it was interesting to hear how NASCOMM is working so closely with government backing that whenever there is any negative story on India, like the bombing, they personally go out there to reassure the key clients and undertake serious positive stories of the industry in the client countries. Not to say, we cannot live on complete whitewashing- we must just find a way of lessening the attention on the politicians as we build the country. Media- I know politics sells but there comes a time when something needs to be done. Or else even your newspaper sales will drop lower as more Kenyans remain without jobs! Gilda Quoting Wainaina Mungai <wainaina@madeinkenya.org>:
I like the solutions proposed by Gilda i.e significant budgetary allocations (for infrastructure, capacity building and branding).
However, I'm yet to hear of a solution for the top 3 issues i.e. political instability.
SOLUTIONS 1. We may have the messengers of political instability (our dear MPs, PM and President) drafted into the branding campaign by having President & PM as leaders in Branding inspite of their failures to date (re; Geneva stand-off).
.....OR/and...
2. We may choose to make louder noises than the politicians. This will require ''the media'' (old and new media) to partner with industry in downplaying politics and highlighting development.
Wainaina
On 6/4/09, godera@skyweb.co.ke <godera@skyweb.co.ke> wrote:
Fellow Listers,
It is good to have broad incentives I agree. However, we are in dire need
building the capacity, as has been mentioned in a different email. Having seen a room full of 200 keen animators, my concern is that this number constitutes one small animation operation. We need to be talking big numbers. Bwana PS has a good notion of being broad based but we must support this with building the capacity for each area.
On a different note, to touch on Richard Mwangi's comment on whether regulatory framework should be dwelt upon at this time, I would say we absolutely need it. It is better to start off in a proper manner than have chaos when the industry has picked up. However in my view, and having talked to so many outsourcers out there
who have visited us in Kenya, the key issues to them are:
1. Political stability (to quote them) 2. Political stability 3. Political stability 4. Infrastructure 5. Capacity
As long as we are not well branded out there and all the world sees are negative pictures of our beloved country, we cannot expect the big brands to set shop here. I am being brutally frank. Brand Kenya needs to have an extremely good strategy to build the Kenya Brand. Muthoni Masinde stated this very well in an earlier email. This needs proper budgets. The Vision 2030 office MUST realise that unless Government puts the money where their mouth is, there is no way BPO can be the major employing industry in Kenya as envisioned in Vision 2030.
We in the industry want to see proper budgets allocated to this industry or we are in danger of the industry becoming a pipe dream.
Gilda Odera
Quoting bitange@jambo.co.ke:
Dear Listers, Although McKinsey recommended in our value proposition that we focus on becoming a niche global player in sales and customer care (voice), there is a natural development in software and animation that in my view we must not ignore.
That is why I would prefer broad incentives. There is no need to limit the creativity of our people for the sake of focusing on one particular area.
Ndemo.
Dear All:
Good morning!
If I missed it, I apologize. I have two questions:
1. Are we agreed on which portion of the BPO value Chain we want to enter? 2. If we are in agreement, what should the appropriate Incentive Regime be?
The question regarding the speed with which speed with which we identify and articulate our policy and other incentive frameworks is something that must be addressed as a matter of priority. In the fluid environment that the global arena is, our slow processes will remain a major headache.
Kind regards
Eric Aligula Magolo, PhD Senior Analyst Infrastructure and Economic Services Division Kenya Institute for Public Policy Research and Analysis (KIPPRA) P.O. Box 56445, 00200 Nairobi, Kenya Telephone: +254-20-2719933/4 Fax: +254-20-2719951 E-mail: jairah@kippra.or.ke URL: www.kippra.org
Proudly Kenyan "In the long history of the world, only a few generations have been granted the role of defending freedom in its hour of maximum danger. I do not shrink from this responsibility..........I welcome it." John F. Kennedy "All that is necessary for evil to triumph is for good men to do nothing." Edmund Burke "Far better to dare mighty things, to win glorious triumphs, even
of those though
checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory, nor defeat." Theodore Roosevelt "Ex Africa semper aliquid novi"
Repfor-----Original Message----- RepforFrom: kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke
Repfor[mailto:kictanet-bounces+jairah=kippra.or.ke@lists.kictanet.or.ke]
RepforOn Behalf Of Walubengo J RepforSent: Thursday, June 04, 2009 8:14 AM RepforTo: Eric Aligula RepforCc: KICTAnet ICT Policy Discussions RepforSubject: [kictanet] Day 3 of 10- BPO Discussions, Institutional RepforFrameworks Repfor Repfor Repfor RepforDear Listers, Repfor RepforI am encouraged by the flood of ideas that kicked in after Bill and RepforDr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres Repforyour discourse is as insightful as that of MM and Barrack. Lets Repforkeep the ideas flowing on previous themes even as we move onto Repfortoday's theme - just ensure you pick against the corresponding Repforsubject line and post. Repfor RepforI wish to open today's theme on Institutional Frameworks. The RepforResearchers found that in S.Africa, Mauritius, and India, the RepforPrivate Sector BPO lobby groups, Data Security Groups and RepforGovernment Agencies were working harmoniously with clear, non- Repforoverlapping mandates to support the BPO sector. In Kenya it was Repforfound that several bodies were involved in the BPO Sector. These Repforwere largely Government agencies such as the Min of Education Repfor(Technology Parks), Kenya ICT Board, KenInvest, Export Promotion RepforCouncil, CCK amongst others. The biggest challenge in Kenya was Repforthat there seemed to be no overall, cordinating body overseeing Repforthese functions - leading to alot of duplicated and un-cordinated Repforeffort from the various Players. And so our next Qtn is: Repfor RepforQtn 5: What needs to be done to improve/strengthen the Repforinstitutional framework in order for the BPO and outsourcing sector Repforto play its planned role in the Kenyan economy? Repfor RepforWe have today on this since tmrw we shall move into the Government RepforSubsidiy/Incentive Issues for the BPO Sector. Repfor Repforwalu. Repfor Repfor Repfor Repfor Repfor Repfor_______________________________________________ Repforkictanet mailing list Repforkictanet@lists.kictanet.or.ke Repforhttp://lists.kictanet.or.ke/mailman/listinfo/kictanet Repfor RepforThis message was sent to: jairah@kippra.or.ke RepforUnsubscribe or change your options at
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Hi walu I think the more the organs - govt/ private sector participating in the bpo sector the merrier. Each of the organisations comes in with resources and goodwill to the help the sector based on its specialised mandate and mission. The tragedy is if the organisations are pulling apart or uncoordinated and thus lack of synergy. The resources and goodwill is lost. Two approaches borrowing heavily from the strategies to mainstreams icts in 1990s have been tried for such industry initiatives. In the first approach, a coordinating organ based on policy and regulatory mandate is established and positioned to operate at a level higher that the participating ministries/departments. In our situation such a body would be interministerial operating under the auspices of the President, Prime Minister or Vice President (I am not expert on protocol and this is not intended) . At this level such an institution is able to easily draw and coordinate the resources that are necessary to take the BPO sector to the next the level. If you recall in 1990s those countries who wanted to mainstream ICT for fast development largely used this model. This model avoids BPO being seen as ministry of Infocom project and therefore any contribution to its success is an infocom success and their input 'wasted' Another approach is a legal mandate and through it establishes a purpose built independent body. Appointments at the board and any of its other organs will be selected to ensure all stakeholders are integrated in its decision making. Such a body would need to be positioned in the ministry that provides most resources or backward/forward linkages. In the Kenyan scenario, we need to address the big question - is bpo a telecom issue or a trade issue. In South Africa it is trade issue, globally, it is an activity of International Trade Centre of UNCTAD/WTO. ITU provides technical skills if necessary. Act we must act now to tap the goodwill and resources Cheers MM -----Original Message----- From: kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.ke [mailto:kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.k e] On Behalf Of Walubengo J Sent: 04 June 2009 08:14 To: mureithi@summitstrategies.co.ke Cc: KICTAnet ICT Policy Discussions Subject: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks Dear Listers, I am encouraged by the flood of ideas that kicked in after Bill and Dr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres your discourse is as insightful as that of MM and Barrack. Lets keep the ideas flowing on previous themes even as we move onto today's theme - just ensure you pick against the corresponding subject line and post. I wish to open today's theme on Institutional Frameworks. The Researchers found that in S.Africa, Mauritius, and India, the Private Sector BPO lobby groups, Data Security Groups and Government Agencies were working harmoniously with clear, non-overlapping mandates to support the BPO sector. In Kenya it was found that several bodies were involved in the BPO Sector. These were largely Government agencies such as the Min of Education (Technology Parks), Kenya ICT Board, KenInvest, Export Promotion Council, CCK amongst others. The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players. And so our next Qtn is: Qtn 5: What needs to be done to improve/strengthen the institutional framework in order for the BPO and outsourcing sector to play its planned role in the Kenyan economy? We have today on this since tmrw we shall move into the Government Subsidiy/Incentive Issues for the BPO Sector. walu. _______________________________________________ kictanet mailing list kictanet@lists.kictanet.or.ke http://lists.kictanet.or.ke/mailman/listinfo/kictanet This message was sent to: mureithi@summitstrategies.co.ke Unsubscribe or change your options at http://lists.kictanet.or.ke/mailman/options/kictanet/mureithi%40summitstrate gies.co.ke
Muriuki, I thought the institutional body you are referring to already exists in the name of Kenya ICT Board? Gilda Quoting muriuki mureithi <mureithi@summitstrategies.co.ke>:
Hi walu
I think the more the organs - govt/ private sector participating in the bpo sector the merrier. Each of the organisations comes in with resources and goodwill to the help the sector based on its specialised mandate and mission. The tragedy is if the organisations are pulling apart or uncoordinated and thus lack of synergy. The resources and goodwill is lost.
Two approaches borrowing heavily from the strategies to mainstreams icts in 1990s have been tried for such industry initiatives. In the first approach, a coordinating organ based on policy and regulatory mandate is established and positioned to operate at a level higher that the participating ministries/departments. In our situation such a body would be interministerial operating under the auspices of the President, Prime Minister or Vice President (I am not expert on protocol and this is not intended) . At this level such an institution is able to easily draw and coordinate the resources that are necessary to take the BPO sector to the next the level. If you recall in 1990s those countries who wanted to mainstream ICT for fast development largely used this model. This model avoids BPO being seen as ministry of Infocom project and therefore any contribution to its success is an infocom success and their input 'wasted'
Another approach is a legal mandate and through it establishes a purpose built independent body. Appointments at the board and any of its other organs will be selected to ensure all stakeholders are integrated in its decision making. Such a body would need to be positioned in the ministry that provides most resources or backward/forward linkages. In the Kenyan scenario, we need to address the big question - is bpo a telecom issue or a trade issue. In South Africa it is trade issue, globally, it is an activity of International Trade Centre of UNCTAD/WTO. ITU provides technical skills if necessary.
Act we must act now to tap the goodwill and resources
Cheers MM
-----Original Message----- From: kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.ke [mailto:kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.k e] On Behalf Of Walubengo J Sent: 04 June 2009 08:14 To: mureithi@summitstrategies.co.ke Cc: KICTAnet ICT Policy Discussions Subject: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks
Dear Listers,
I am encouraged by the flood of ideas that kicked in after Bill and Dr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres your discourse is as insightful as that of MM and Barrack. Lets keep the ideas flowing on previous themes even as we move onto today's theme - just ensure you pick against the corresponding subject line and post.
I wish to open today's theme on Institutional Frameworks. The Researchers found that in S.Africa, Mauritius, and India, the Private Sector BPO lobby groups, Data Security Groups and Government Agencies were working harmoniously with clear, non-overlapping mandates to support the BPO sector. In Kenya it was found that several bodies were involved in the BPO Sector. These were largely Government agencies such as the Min of Education (Technology Parks), Kenya ICT Board, KenInvest, Export Promotion Council, CCK amongst others. The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players. And so our next Qtn is:
Qtn 5: What needs to be done to improve/strengthen the institutional framework in order for the BPO and outsourcing sector to play its planned role in the Kenyan economy?
We have today on this since tmrw we shall move into the Government Subsidiy/Incentive Issues for the BPO Sector.
walu.
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Muriuki, I thought the institutional body you are referring to already exists in the name of Kenya ICT Board? Gilda Quoting muriuki mureithi <mureithi@summitstrategies.co.ke>:
Hi walu
I think the more the organs - govt/ private sector participating in the bpo sector the merrier. Each of the organisations comes in with resources and goodwill to the help the sector based on its specialised mandate and mission. The tragedy is if the organisations are pulling apart or uncoordinated and thus lack of synergy. The resources and goodwill is lost.
Two approaches borrowing heavily from the strategies to mainstreams icts in 1990s have been tried for such industry initiatives. In the first approach, a coordinating organ based on policy and regulatory mandate is established and positioned to operate at a level higher that the participating ministries/departments. In our situation such a body would be interministerial operating under the auspices of the President, Prime Minister or Vice President (I am not expert on protocol and this is not intended) . At this level such an institution is able to easily draw and coordinate the resources that are necessary to take the BPO sector to the next the level. If you recall in 1990s those countries who wanted to mainstream ICT for fast development largely used this model. This model avoids BPO being seen as ministry of Infocom project and therefore any contribution to its success is an infocom success and their input 'wasted'
Another approach is a legal mandate and through it establishes a purpose built independent body. Appointments at the board and any of its other organs will be selected to ensure all stakeholders are integrated in its decision making. Such a body would need to be positioned in the ministry that provides most resources or backward/forward linkages. In the Kenyan scenario, we need to address the big question - is bpo a telecom issue or a trade issue. In South Africa it is trade issue, globally, it is an activity of International Trade Centre of UNCTAD/WTO. ITU provides technical skills if necessary.
Act we must act now to tap the goodwill and resources
Cheers MM
-----Original Message----- From: kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.ke [mailto:kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.k e] On Behalf Of Walubengo J Sent: 04 June 2009 08:14 To: mureithi@summitstrategies.co.ke Cc: KICTAnet ICT Policy Discussions Subject: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks
Dear Listers,
I am encouraged by the flood of ideas that kicked in after Bill and Dr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres your discourse is as insightful as that of MM and Barrack. Lets keep the ideas flowing on previous themes even as we move onto today's theme - just ensure you pick against the corresponding subject line and post.
I wish to open today's theme on Institutional Frameworks. The Researchers found that in S.Africa, Mauritius, and India, the Private Sector BPO lobby groups, Data Security Groups and Government Agencies were working harmoniously with clear, non-overlapping mandates to support the BPO sector. In Kenya it was found that several bodies were involved in the BPO Sector. These were largely Government agencies such as the Min of Education (Technology Parks), Kenya ICT Board, KenInvest, Export Promotion Council, CCK amongst others. The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players. And so our next Qtn is:
Qtn 5: What needs to be done to improve/strengthen the institutional framework in order for the BPO and outsourcing sector to play its planned role in the Kenyan economy?
We have today on this since tmrw we shall move into the Government Subsidiy/Incentive Issues for the BPO Sector.
walu.
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Hi walu
I think the more the organs - govt/ private sector participating in the bpo sector the merrier. Each of the organisations comes in with resources and goodwill to the help the sector based on its specialised mandate and mission. The tragedy is if the organisations are pulling apart or uncoordinated and thus lack of synergy. The resources and goodwill is lost.
Two approaches borrowing heavily from the strategies to mainstreams icts in 1990s have been tried for such industry initiatives. In the first approach, a coordinating organ based on policy and regulatory mandate is established and positioned to operate at a level higher that the participating ministries/departments. In our situation such a body would be interministerial operating under the auspices of the President, Prime Minister or Vice President (I am not expert on protocol and this is not intended) . At this level such an institution is able to easily draw and coordinate the resources that are necessary to take the BPO sector to
Hi Gilda The study we are discussing points out that there are problems even with the existence of KICTB --- quoting Walu' 'The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players.' This is what I was what I was addressing Cheers muriuki mureithi -----Original Message----- From: godera@skyweb.co.ke [mailto:godera@skyweb.co.ke] Sent: 04 June 2009 14:48 To: mureithi@summitstrategies.co.ke Cc: 'KICTAnet ICT Policy Discussions' Subject: Re: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks Muriuki, I thought the institutional body you are referring to already exists in the name of Kenya ICT Board? Gilda Quoting muriuki mureithi <mureithi@summitstrategies.co.ke>: the
next the level. If you recall in 1990s those countries who wanted to mainstream ICT for fast development largely used this model. This model avoids BPO being seen as ministry of Infocom project and therefore any contribution to its success is an infocom success and their input 'wasted'
Another approach is a legal mandate and through it establishes a purpose built independent body. Appointments at the board and any of its other organs will be selected to ensure all stakeholders are integrated in its decision making. Such a body would need to be positioned in the ministry that provides most resources or backward/forward linkages. In the Kenyan scenario, we need to address the big question - is bpo a telecom issue or a trade issue. In South Africa it is trade issue, globally, it is an activity of International Trade Centre of UNCTAD/WTO. ITU provides technical skills if necessary.
Act we must act now to tap the goodwill and resources
Cheers MM
-----Original Message----- From: kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.ke
[mailto:kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.k
e] On Behalf Of Walubengo J Sent: 04 June 2009 08:14 To: mureithi@summitstrategies.co.ke Cc: KICTAnet ICT Policy Discussions Subject: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks
Dear Listers,
I am encouraged by the flood of ideas that kicked in after Bill and Dr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres your discourse is as insightful as that of MM and Barrack. Lets keep the ideas flowing on previous themes even as we move onto today's theme - just ensure you pick against the corresponding subject line and post.
I wish to open today's theme on Institutional Frameworks. The Researchers found that in S.Africa, Mauritius, and India, the Private Sector BPO lobby groups, Data Security Groups and Government Agencies were working harmoniously with clear, non-overlapping mandates to support the BPO sector. In Kenya it was found that several bodies were involved in the BPO Sector. These were largely Government agencies such as the Min of Education (Technology Parks), Kenya ICT Board, KenInvest, Export Promotion Council, CCK amongst others. The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players. And so our next Qtn is:
Qtn 5: What needs to be done to improve/strengthen the institutional framework in order for the BPO and outsourcing sector to play its planned role in the Kenyan economy?
We have today on this since tmrw we shall move into the Government Subsidiy/Incentive Issues for the BPO Sector.
walu.
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I hear you Muriuki. I was stating in a questioning format that according to Government, they have a body handling BPO. This institutional framework needs to be re-looked at so we have one coordinating body as you say Muriuki. A body- not a steering committee. Gilda Quoting muriuki mureithi <mureithi@summitstrategies.co.ke>:
Hi Gilda The study we are discussing points out that there are problems even with the existence of KICTB ---
quoting Walu' 'The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players.'
This is what I was what I was addressing
Cheers muriuki mureithi
-----Original Message----- From: godera@skyweb.co.ke [mailto:godera@skyweb.co.ke] Sent: 04 June 2009 14:48 To: mureithi@summitstrategies.co.ke Cc: 'KICTAnet ICT Policy Discussions' Subject: Re: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks
Muriuki,
I thought the institutional body you are referring to already exists in the name of Kenya ICT Board?
Gilda Quoting muriuki mureithi <mureithi@summitstrategies.co.ke>:
Hi walu
I think the more the organs - govt/ private sector participating in the bpo sector the merrier. Each of the organisations comes in with resources and goodwill to the help the sector based on its specialised mandate and mission. The tragedy is if the organisations are pulling apart or uncoordinated and thus lack of synergy. The resources and goodwill is lost.
Two approaches borrowing heavily from the strategies to mainstreams icts in 1990s have been tried for such industry initiatives. In the first approach, a coordinating organ based on policy and regulatory mandate is established and positioned to operate at a level higher that the participating ministries/departments. In our situation such a body would be interministerial operating under the auspices of the President, Prime Minister or Vice President (I am not expert on protocol and this is not intended) . At this level such an institution is able to easily draw and coordinate the resources that are necessary to take the BPO sector to the next the level. If you recall in 1990s those countries who wanted to mainstream ICT for fast development largely used this model. This model avoids BPO being seen as ministry of Infocom project and therefore any contribution to its success is an infocom success and their input 'wasted'
Another approach is a legal mandate and through it establishes a purpose built independent body. Appointments at the board and any of its other organs will be selected to ensure all stakeholders are integrated in its decision making. Such a body would need to be positioned in the ministry that provides most resources or backward/forward linkages. In the Kenyan scenario, we need to address the big question - is bpo a telecom issue or a trade issue. In South Africa it is trade issue, globally, it is an activity of International Trade Centre of UNCTAD/WTO. ITU provides technical skills if necessary.
Act we must act now to tap the goodwill and resources
Cheers MM
-----Original Message----- From: kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.ke
[mailto:kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.k
e] On Behalf Of Walubengo J Sent: 04 June 2009 08:14 To: mureithi@summitstrategies.co.ke Cc: KICTAnet ICT Policy Discussions Subject: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks
Dear Listers,
I am encouraged by the flood of ideas that kicked in after Bill and Dr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres your discourse is as insightful as that of MM and Barrack. Lets keep the ideas flowing on previous themes even as we move onto today's theme - just ensure you pick against the corresponding subject line and post.
I wish to open today's theme on Institutional Frameworks. The Researchers found that in S.Africa, Mauritius, and India, the Private Sector BPO lobby groups, Data Security Groups and Government Agencies were working harmoniously with clear, non-overlapping mandates to support the BPO sector. In Kenya it was found that several bodies were involved in the BPO Sector. These were largely Government agencies such as the Min of Education (Technology Parks), Kenya ICT Board, KenInvest, Export Promotion Council, CCK amongst others. The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players. And so our next Qtn is:
Qtn 5: What needs to be done to improve/strengthen the institutional framework in order for the BPO and outsourcing sector to play its planned role in the Kenyan economy?
We have today on this since tmrw we shall move into the Government Subsidiy/Incentive Issues for the BPO Sector.
walu.
_______________________________________________ kictanet mailing list kictanet@lists.kictanet.or.ke http://lists.kictanet.or.ke/mailman/listinfo/kictanet
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Hi Gilda The study we are discussing points out that there are problems even with
existence of KICTB ---
quoting Walu' 'The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players.'
This is what I was what I was addressing
Cheers muriuki mureithi
-----Original Message----- From: godera@skyweb.co.ke [mailto:godera@skyweb.co.ke] Sent: 04 June 2009 14:48 To: mureithi@summitstrategies.co.ke Cc: 'KICTAnet ICT Policy Discussions' Subject: Re: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks
Muriuki,
I thought the institutional body you are referring to already exists in
Gilda thanks I agree with you this is the way to go Cheers MM -----Original Message----- From: godera@skyweb.co.ke [mailto:godera@skyweb.co.ke] Sent: 04 June 2009 16:13 To: mureithi@summitstrategies.co.ke Cc: 'KICTAnet ICT Policy Discussions' Subject: RE: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks I hear you Muriuki. I was stating in a questioning format that according to Government, they have a body handling BPO. This institutional framework needs to be re-looked at so we have one coordinating body as you say Muriuki. A body- not a steering committee. Gilda Quoting muriuki mureithi <mureithi@summitstrategies.co.ke>: the the
name of Kenya ICT Board?
Gilda Quoting muriuki mureithi <mureithi@summitstrategies.co.ke>:
Hi walu
I think the more the organs - govt/ private sector participating in the bpo sector the merrier. Each of the organisations comes in with resources and goodwill to the help the sector based on its specialised mandate and mission. The tragedy is if the organisations are pulling apart or uncoordinated and thus lack of synergy. The resources and goodwill is lost.
Two approaches borrowing heavily from the strategies to mainstreams icts in 1990s have been tried for such industry initiatives. In the first approach, a coordinating organ based on policy and regulatory mandate is established and positioned to operate at a level higher that the participating ministries/departments. In our situation such a body would be interministerial operating under the auspices of the President, Prime Minister or Vice President (I am not expert on protocol and this is not intended) . At this level such an institution is able to easily draw and coordinate the resources that are necessary to take the BPO sector to the next the level. If you recall in 1990s those countries who wanted to mainstream ICT for fast development largely used this model. This model avoids BPO being seen as ministry of Infocom project and therefore any contribution to its success is an infocom success and their input 'wasted'
Another approach is a legal mandate and through it establishes a purpose built independent body. Appointments at the board and any of its other organs will be selected to ensure all stakeholders are integrated in its decision making. Such a body would need to be positioned in the ministry that provides most resources or backward/forward linkages. In the Kenyan scenario, we need to address the big question - is bpo a telecom issue or a trade issue. In South Africa it is trade issue, globally, it is an activity of International Trade Centre of UNCTAD/WTO. ITU provides technical skills if necessary.
Act we must act now to tap the goodwill and resources
Cheers MM
-----Original Message----- From: kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.ke
e] On Behalf Of Walubengo J Sent: 04 June 2009 08:14 To: mureithi@summitstrategies.co.ke Cc: KICTAnet ICT Policy Discussions Subject: [kictanet] Day 3 of 10- BPO Discussions, Institutional Frameworks
Dear Listers,
I am encouraged by the flood of ideas that kicked in after Bill and Dr. Ndemo's interventions. Ofcourse Kenduiywo, Bakuli and Peres your discourse is as insightful as that of MM and Barrack. Lets keep the ideas flowing on previous themes even as we move onto today's theme - just ensure you
against the corresponding subject line and post.
I wish to open today's theme on Institutional Frameworks. The Researchers found that in S.Africa, Mauritius, and India, the Private Sector BPO lobby groups, Data Security Groups and Government Agencies were working harmoniously with clear, non-overlapping mandates to support the BPO sector. In Kenya it was found that several bodies were involved in the BPO Sector. These were largely Government agencies such as the Min of Education (Technology Parks), Kenya ICT Board, KenInvest, Export Promotion Council, CCK amongst others. The biggest challenge in Kenya was that there seemed to be no overall, cordinating body overseeing these functions - leading to alot of duplicated and un-cordinated effort from the various Players. And so our next Qtn is:
Qtn 5: What needs to be done to improve/strengthen the institutional framework in order for the BPO and outsourcing sector to play its
[mailto:kictanet-bounces+mureithi=summitstrategies.co.ke@lists.kictanet.or.k pick planned
role in the Kenyan economy?
We have today on this since tmrw we shall move into the Government Subsidiy/Incentive Issues for the BPO Sector.
walu.
_______________________________________________ kictanet mailing list kictanet@lists.kictanet.or.ke http://lists.kictanet.or.ke/mailman/listinfo/kictanet
This message was sent to: mureithi@summitstrategies.co.ke Unsubscribe or change your options at
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participants (11)
-
Barrack Otieno -
bitange＠jambo.co.ke -
Catherine Adeya -
David Otwoma -
Eric Aligula -
godera＠skyweb.co.ke -
muriuki mureithi -
Rad! -
Sam Gatere -
Wainaina Mungai -
Walubengo J