Online Reporter
Dr Evans Sagomba
Everything AI
WHEN discussing Zimbabwe’s National Artificial Intelligence Strategy, the section on implementation and governance is essentially the “how” and the “who” behind the entire plan.
It is one thing to dream about AI transforming farming, healthcare, education, and mining, but it is another thing to make sure those dreams do not just stay on paper.
Page 42 of the strategy is where the rubber meets the road. It explains how Zimbabwe intends to put this ambitious plan into action and who will be responsible for keeping it on track.Let us break it down in simple terms. Implementation is about rolling out the plan step by step, making sure that the right people, institutions, and resources are in place.
Governance is about oversight, making sure that AI is used responsibly, ethically, and in ways that benefit ordinary citizens rather than just a few powerful players. Think of it like building a new road.
Implementation is the actual construction: laying the tar, putting up the signs, and opening it for use. Governance is the traffic rules, the police, and the maintenance crews who make sure the road is safe, fair, and usable for everyone.
Zimbabwe’s strategy sets up a few key bodies to handle this.
At the top is the National AI Council, which acts like the conductor of an orchestra. It brings together Government ministries, universities, private companies, and civil society to make sure everyone is playing their part.
Then there is the AI Strategy Implementation Office, which is more like the project manager. This office will coordinate the day-to-day rollout, making sure deadlines are met and resources are used wisely.
Supporting them are Technical Working Groups, which are teams of experts who dive into specific areas like agriculture, mining, or healthcare to figure out the details of how AI can be applied in those sectors.
Now, why is this important? Because without clear governance, AI can easily go wrong. We have seen in other countries how powerful companies can dominate the AI space, hoarding data and shaping technology in ways that benefit them but harm ordinary people. Zimbabwe’s approach is to make sure AI development is guided by Ubuntu, the idea that technology must serve human dignity, community, and fairness.
This is not just about machines; it is about people.
If we compare Zimbabwe’s plan to other African countries, we see some interesting similarities and differences. Kenya’s AI strategy, for example, puts a lot of emphasis on ethics and inclusivity. They want AI to improve public services and reduce inequality. Nigeria’s strategy focuses heavily on building a strong talent pipeline, training young people so that the country becomes a hub for AI in emerging economies. South Africa has been experimenting with AI in sectors like banking and healthcare, but their challenge has been coordinating across different institutions.
Zimbabwe’s plan borrows lessons from all these experiences, but adds its own flavour by rooting governance in cultural values and insisting that AI must reflect Zimbabwean realities, not imported ones.
So how can Zimbabwe effectively implement and govern this strategy?
First, by making sure that institutions like the National AI Council are not just ceremonial. They need real power, real funding, and real accountability. If they are weak, the strategy will collapse under the weight of bureaucracy. Second, by involving ordinary citizens. AI can feel like a distant, technical subject, but it affects everyday life, from how farmers get weather predictions to how patients are diagnosed in clinics.
Public awareness campaigns, community consultations, and local AI councils can make sure people understand what’s happening and have a say in it. Third, by learning from others.
Kenya’s focus on inclusivity, Nigeria’s emphasis on talent, and South Africa’s lessons on coordination are all valuable. Zimbabwe does not need to reinvent the wheel; it can adapt what works elsewhere to its own context.
Another crucial point is trust. People will only accept AI if they believe it is fair, safe, and transparent. That means strong data protection laws, clear rules about liability when things go wrong, and open reporting about how AI systems are being used.
If citizens feel that AI is spying on them or replacing their jobs without support, they will resist it. Governance must therefore build trust by showing that AI is here to empower, not to exploit.
Zimbabwe also has to be practical.
Implementation must be phased, starting with pilot projects in key sectors like agriculture and healthcare. Show farmers how AI can predict rainfall and improve yields. Show doctors how AI can help diagnose diseases faster. Once people see the benefits, adoption will spread naturally. Scaling up too quickly without proof of value risks wasting resources and creating scepticism.
After all is said and done, Zimbabwe must guard against what some call “digital colonialism.”
This is when foreign companies dominate local AI markets, extracting data and profits while leaving little behind.
Governance must ensure that Zimbabwean data stays in Zimbabwe, that local innovators are supported, and that partnerships with global firms are balanced and fair. This is where the idea of computational sovereignty comes in, building local infrastructure, local talent, and local solutions so that Zimbabwe is not just a consumer of AI but a creator.
The implementation and governance section of the strategy is about making sure AI doesn’t become another story of promises without delivery. It is about setting up the right institutions, involving the right people, and keeping the focus on human dignity.
It is about learning from neighbours, while staying true to Zimbabwe’s own values. And most importantly, it is about showing ordinary citizens that AI is not some distant, abstract concept but a tool that can improve their farms, their schools, their hospitals, and their lives.
If Zimbabwe can get this right, it won’t just be catching up with the AI race. It will be setting the pace for Africa, showing that technology can be harnessed in a way that is ethical, inclusive, and truly pro-human. That is the promise of page 42, and it is a promise worth fighting to fulfil.
Dr Evans Sagomba is a Doctor of Philosophy and Chartered Marketer (CMktr, FCIM) with an MPhil and PhD in Philosophy. He specialises in AI, Ethics, and Policy Research, and is an AI Governance and Policy Consultant. Master’s and PhD supervisor. AI Ethics and Governance Lecturer. [email protected]
Social media handles; LinkedIn; @ Dr. Evans Sagomba (MSc Marketing) (FCIM)(MPhil) (PhD) X: @esagomba
