Think and act for entrepreneurship in Africa


The articles in this category allow the audience to have a better understanding of different topics related to African entrepreneurship: the economic or political context, social issues, etc.

Entrepreneurship in Senegal: More cheetahs than gazelles

Promoting employment is one of the priorities of the African continent for the coming years. According to the African Development Bank, only 3 million formal jobs are created each year…

Promoting employment is one of the priorities of the African continent for the coming years. According to the African Development Bank, only 3 million formal jobs are created each year in Africa, while 10 to 12 million young people enter the job market.

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Algeria awaiting structural changes

In 2019, Algeria has been at the forefront of African political life, with the resignation of President Abdelaziz Bouteflika in April. The economy is currently suffering, not so much from…

In 2019, Algeria has been at the forefront of African political life, with the resignation of President Abdelaziz Bouteflika in April. The economy is currently suffering, not so much from its growth rate, price, and cost competitiveness, as from its inability to diversify and create the hundreds of thousands of jobs needed each year for the annual cohort of young people who enter the labor market.

A lack of public support for entrepreneurship

When we compare its political and economic governance to other countries, Algeria is lagging behind the North African average, and in some aspects, behind the African continental average.

The Algerian context of individual freedoms has not allowed citizens to engage in politics fully. In this background, the accountability of public decision-makers has been structurally low, although raw material resource rents have helped to buy some “social peace” through subsidies for household consumption (Le Billon, 2003).


The last four presidential terms (1999-2014) have permitted a return to civil peace. The regime has gradually opened up to more cooperation with the private sector, but has never really abolished cronyism. Consultation frameworks have fostered actors close to, and respectful of, the authorities. This networking spirit has produced significant shortcomings in the transparency of public actions and the establishment of effective competition mechanisms. With an inexorable rise in social discontent, the government’s responses focus more on the short term than on the implementation of a strategic vision with long-term measures compatible with the requirements of globalization and job creation.

The continuation of half-measures has helped to alter the desire for reforms to protect the economy from the vulnerabilities associated with the downturn in the commodity “super cycle”. Short-term rent management and cronyism have hindered the initiative of local entrepreneurship and have not taken into account long-term perspectives in a context of high corruption.

So far, both the stimulation of business creation and the opening of tenders to agents without connections to the “political clan” have remained timid. Current events will determine to what extent the organization of political, economic, and social life will lead to public order and civil peace. The success of the change of President will determine Algeria’s ability to project itself into the more integrated sub-regional space which is expected to develop with the prospect of ECOWAS enlargement and the establishment of the African continental free trade area.

Prices and costs in line with competitiveness

The FERDI Sustainable Competitiveness Observatory (SCO) has Algeria in first place to for price competitiveness, both for North Africa and for the whole continent. This position, which could not be more flattering, cannot fail to amaze. It suggests that diversification has not suffered from the “Dutch disease” caused by oil and gas rents, which generally drives up costs to the point of crowding out the production of non-primary tradable goods (Djoufelkit 2008).

The purchasing power conversion factor against the dollar estimates that the cost of the basket of goods in 2016 was only 25% of the price in the United States, 40% of the African average and 30% of the average for North African countries (Graph 1). In Algeria, the level of wages is also relatively low. The wages of a cashier in a supermarket are much lower, at the current exchange rate than in other North African countries, and are not very far from the African average; but Algeria is an upper-middle-income country. However, a more detailed analysis of prices leads to nuanced conclusions.

Graph 1: Evolution of the Algerian Dinar conversion factor

* The conversion factor for purchasing power parity used here is the number of units of national currency required to purchase the same amount of goods and services in the domestic market that a US dollar would buy in the United States.


The first reason for the nuanced price competitiveness is the consequence of an interventionist tradition which contributes to define prices that do not necessarily reflect the reality of market prices, and to a framework of commercial margins that is still prevalent. In December 2017, a problem arose in concrete terms for bread. Hundreds of bakeries had taken the initiative to defy public regulations by raising the price of a baguette to 15 dinars. At that time the official price was 8.5 dinars, unchanged since 1996, with a typical price of 10 dinars in Algiers. According to the federation of bakers, which is not recognized by the Government, the price regulation, which no longer covered production costs, could force many bakeries to close. The difficulty is to make economic logic and social logic compatible. As in most developing countries, the price of bread is a sensitive issue, because it is an essential part of household food consumption. For a population of more than 41 million inhabitants in 2017, 70 million baguettes would be sold every day!

Interventionism in price may correspond to instant consumer protection, but may cause problems in the longer term. It impoverishes the competitive market and leads to the emergence of cheating on product quality. Beyond bread, public preference for regulation can, therefore, lead to distortions in the allocation of resources within the economy. It leads to uncertainties about the profitability of companies with implications that are poorly measured for the long-term well-being of the community

The second reason for the nuanced price competitiveness, stems from public subsidies. With prices maintained below the economic cost, a subsidy can compensate the producer for the loss of income. For this economic logic to hold permanently, it is necessary to assume that these subsidies are sustainable. To validate this assumption information about the cost of oil and gas production is strategic. However, little is known about it. For Algeria, the break-even point per barrel of oil would be a price of between $20 and $40. Given the importance of oil and gas in the country’s economy, we can see the influence of these rents on GDP and their contribution to the financing of the State budget (upto 60% of revenue).

Graph 2: The percentage of rents in Algeria’s GDP (1990-2016)


Consumer subsidies and transfers to the economy have become the Achilles’ heel of Algerian public finances. Their share of GDP has tended to increase since the late 1990s, from 4% to around 12% in 2012, while in 2012 oil prices had not yet started to decline. The consumer products concerned are numerous. In the fiscal year 2015, IMF staff estimated that subsidies cost about 14% of GDP and were equivalent to twice the combined annual budgets of the Ministries of Health and Education. According to the most recent figures from the Ministry of Finance, about 10% of direct subsidies are covered by the State budget. 18% are implicit subsidies, such as tax advantages granted to companies for their investments, which are more difficult to assess,. The role of these subsidies is essential. Probably, the new Algerian government team will quickly be faced with the daunting dilemma of choosing between companies and consumers, between the short term and the long term in an approach that has to be both coherent and compatible with political feasibility.


Le Billon, P. (2003). Buying peace or fuelling war: the role of corruption in armed conflicts. Journal of International Development, 15(4), 413-426.

Djoufelkit. H, (2008), « Rente, développement du secteur productif et croissance en Algérie », AFD, Document de travail, n°64, Paris.

Observatoire de la compétitivité durable :

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How to address informality in African enterprises?

Nearly 90% jobs are informal in Sub-Saharan Africa, according to the International Labor Organization. It is by far the highest proportion in the world. Many small African companies operate in…

Nearly 90% jobs are informal in Sub-Saharan Africa, according to the International Labor Organization. It is by far the highest proportion in the world. Many small African companies operate in a more or less informal way… How can we change the situation? How can we support these companies in their formalization?

For more than 10 years now, I have been working on a voluntary basis with the group Investisseurs & Partenaires, which is dedicated to financing and supporting small and medium-sized businesses in Sub-Saharan Africa. My background as an entrepreneur has led me to focus on an appropriate method for investing in the informal sector and supporting companies in their formalization.

For us, this is a key impact factor: the impact generated by an investment is directly proportional to the efficiency and performance achieved by the company. It provides greater added value, which increases self-financing capacity, makes it possible to support expenses such as health insurance, treatment of effluents or solid waste, investment in less polluting vehicles, etc.

The successes, difficulties and failures experienced over the years have enabled us to identify two main features:

  • The manager’s skills should match with his/her project: a manager with a commercial profile, for example, will have difficulty deciding and monitoring technical investments; a high-level, visionary researcher may have difficulty convincing his collaborators to improve management processes…
  • The formalization process, which is essential to improve the company’s performance, should not be underestimated. The changes are in everyday reflexes, in the implementation of precise measures at many levels… The work that this requires is always longer than expected.


What do we mean by “informality”?

The concept of informality can be simply defined: it is a mode of organization in which the transmission of information is not written. Let us quickly detail these two elements.

By ‘’information’’ we mean:

  • All information involving an external factor (purchase contracts, sales contracts, rental leases…)
  • The information necessary to ensure collaboration between employees in their respective functions: definition of functions, measurement of work results, measurement of their quality, etc.
  • The information required by the entrepreneur to monitor the evolution of the company (the dashboard which provides monthly key operational or accounting data)
  • The information necessary to establish reliable accounting: list of documents, data collected, and procedure for recording them (regardless of the medium)

By “written” information we mean: a precise form, verified, on an appropriate medium (whatever it may be), and with a method, and a frequency, known by the employees concerned. Conversely, the information that is not “written” is not precise, is not verifiable, can be misinterpreted, cannot be transmitted, and ultimately prevents any organization from making progress.


Historical perspective: the informal is only one step in the microeconomic evolution!

Until the 1960s, very few SMEs in France had really formalized their organizational structure. Job descriptions, quality controls, safety procedures and many other operating procedures were not written.

It was only in the 1970s that the need to specify the nature of the information, its transmission procedure, or its form, was essential to introduce computer processing of processes and data.


What are the consequences for investors?

The informal operation of a company means that the level of risk for the potential investor is much higher.

Indeed, because of this informal operation, the assessment of past performance remains unclear:

  • At the operational level: how has the quality level evolved? What is the machine shutdown rate? What is the average overrun of the estimates? Service share?… etc.
  • At the accounting level: the figures are not the result of stabilized procedures, and the best audits will not be able to reflect the reality of the past (average stock? average customer outstanding? historical costs per activity? etc.)

If the past figures are approximate, the business plan will present an additional risk (to the “normal” risk), which the investor must try to reduce.

How should the investor proceed?

Only a down-to-earth approach makes it possible to observe an informal organization. The investor will have gathered several indications that will drive its approach, defining the main priorities and next steps to anticipate:

Before the investment is made

There are two aspects that the investor must absolutely analyze when starting the investment process:

Corporate culture on the one hand: Formalizing the nature and flow of information in a company means changing habits… but a company’s culture cannot be decreed! The culture of a small or medium-sized company is, in fact, generated by the personal attitude and functioning of the entrepreneur. Thus, the ability of the entrepreneur is an essential aspect of a company’s culture, which the investor must be able to appreciate. We are talking here about the manager’s ability to translate into figures the projects, to monitor the results with precision, to define precisely the objectives assigned to the employees, his/her ability to be precise and rigorous…

The solidity of the economic model on the other hand: the impact investor must first and foremost target economic models whose earnings capacity has already been demonstrated. The construction of value added, and its transformation into EBITDA, can only be observed with the available data. Therefore, the development of a dashboard, for example, is greatly facilitated when the economic model is already known.

Investment & Implementation of an Action Plan

Observing how the company operates leads to the construction of an action plan, which will be discussed and validated with the manager and his/her team.

Some actions can be taken well before the investment date (examples: storage of stocks; registration of trade receivables; various quality measures, etc.). Others will require external technical assistance, which will be facilitated, or even partially financed, by the investor: this will be the “value creation” plan.

This plan generally includes various operational components, including one concerning the progressive implementation of reliable accounting procedures.

In all cases, a simple dashboard, including some key data, (operational and/or accounting) should be produced by the end of the first month after investment.

Follow-up of the company after the investment

The first few months are key to determine the success or failure of the changes introduced in the company (introduction of greater rigor, precision, and a culture of results.)

An informal management mode does not allow reliable monitoring for the investor.

I&P’s experience has shown that, whatever the number of teleconferences, meetings, verbal exchanges and Excel tables, the reality of a company’s evolution has often only been assessed in terms of the cash flow situation!

At the time of the investment, the investor and the manager must have two monitoring “tools”:

  • The monthly dashboard, including 4 to 6 key, simple, and 100% reliable data.
  • A value creation plan, the progressive implementation of which is assessed with predefined steps.

In addition, it is often vital to have planned in advance the intervention of external experts (especially in training teams in rigor and precision).


Key takeaways for the investor

Management of habit change

The rigor and precision in measuring the results of everyone’s work is often highly appreciated by employees. However, the effort to apply, every day, precise procedures must be the done through many exchanges and listening!

The benefits of this change must be felt positively and accepted by employees: the improvement of the quality rate of their work must be recognized; the achievement of specific objects must enable them to receive financial recognition, etc.

The entrepreneur has an exemplary role. It is important that his or her personal functioning is in line with the progress of precision, rigor, and timeliness. If this is not the case, it could lead to the failure of the value creation plan.

Monitoring of results

Margins is the key parameter to be monitored. The investment team must follow its files with a clearly established method and the tools mentioned above, which will allow it to be more efficient and save precious time:

  • Monthly reading of the dashboard (the right dashboard is released within 3/5 days after the end of the month)
  • Request for explanations on the data that attract his attention.
  • In-depth discussions, in detail, on the corrective actions implemented.

Good monitoring should focus on important and urgent measures.

The most successful investments made by I&P over the years generally have two characteristics:

  • A manager who listens, naturally valuing the need for precision in operation and accounting management, following an investor’s entry into his capital.
  • A rather “’structuring” sector of activity, requiring a certain degree of precision because the company works with demanding professional clients or makes “general public” sales (pharmaceutical distribution, microfinance, technical installations, energy, IT services etc.)


Whatever the company, the sector of activity, or the investor’s attention to the above points, all scenarios possible!  We can see, in the same sector of activity, one leader succeeding against all odds, and another, with all the required diplomas, failing… Humility and intuition remain the main values of any investor on this subject.


Read more

Bruno Caire contributed to the report published by the group Investisseurs & Partenaires, entitled “Formalizing SMEs in Sub-Saharan Africa“. The report is a practical document gathering context analysis, investor and entrepreneur testimonies and key insights of I&P’s impact study.

Click here to discover the study ►

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Measuring the impacts of decentralized electrification, an essential condition for scaling up

On the basis of data from the IEA WEO 2018, considerable progress has been made in recent years in the field of access to energy and more specifically in the…

On the basis of data from the IEA WEO 2018, considerable progress has been made in recent years in the field of access to energy and more specifically in the field of access to electricity. In 2017, for the first time, the population without access to electricity fell below the billion mark.

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How businesses bounce back after conflicts: lessons from Côte d’Ivoire

Ibrahima Dosso and Florian Léon for The Conversation. For developing countries to have lasting development, they must have economic systems that are resilient to shocks such as climate change, natural…

Ibrahima Dosso and Florian Léon for The Conversation.

For developing countries to have lasting development, they must have economic systems that are resilient to shocks such as climate change, natural disasters and conflict.

Recent research has focused on evaluating the long-term effects of these potential economic shocks, and how to mitigate them. For example, several studies highlighted the fact that natural disasters and violent conflict have long-term effects on households.

In a recent study we looked at the resilience of businesses in Côte d’Ivoire after the 2010-2011 electoral crisis. Businesses play a vital role in Côte d’Ivoire’s economy. Small to medium-sized businesses alone employ nearly half the working population and account for around 20% of the country’s GDP. Yet few studies have looked at the mid to long-term effects of adverse shocks on businesses.

Côte d’Ivoire endured a protracted crisis when the incumbent president, Laurent Gbagbo, refused to leave office following his defeat to Alassane Ouattara in the presidential run-off election of 2010. This resulted in widespread violence. The death toll has been put at over 3 000 and the number of displaced people at 700 000. The political standoff ended in April 2011 when military forces loyal to President Ouattara arrested Gbagbo.

We found that businesses did indeed recover, but that there were disparities in how quickly they did based on their size. For example, businesses more able to rebound tended to be those that were smaller (10 employees or less) or those that had access to credit.

After a shock

Although economic activity may contract following a shock, it does not disappear.

Extreme events tend to stimulate the development of informal economic activity. In addition, surviving businesses may benefit from a massive influx of external aid (financial, human and material), or the disappearance of competition. The effects can be differentiated according to the specific characteristics of the businesses and according to their sector.

Despite the brevity of Côte d’Ivoire’s conflict, it had profound consequences. Economic activity was severely disrupted, with an embargo on many exports, the closure of banks, and limited access to certain goods – such as medicines and fuels.

After Gbagbo’s arrest, fighting rapidly died down and the economy was able to recover in the post-crisis years.

Our study involved monitoring the activity of all formal businesses in Côte d’Ivoire (both local and foreign) from two years before the crisis to three years afterward. This enabled us to gain an understanding of how businesses bounced back from the crisis.

Our results show that three years after the crisis, businesses had made up only half of their productivity losses. However, this average masks large individual disparities.

There are several reasons why smaller companies with less than 10 employees were able to bounce back more quickly.

First of all, smaller organisations are more flexible in the face of an uncertain future. Secondly, they are more oriented towards local markets, making them less sensitive to disturbances in infrastructure. Their management system is also far simpler, enabling them to adapt more quickly to changes in the market, and to logistical challenges.

Conversely, businesses with foreign investment, which are more externally oriented and therefore require access to foreign markets (ports and roads), suffered more than local businesses, both during and after the crisis.

These businesses were weakened by restricted access to external markets, in terms of both inputs and sales. Furthermore, they were probably hit particularly hard by the exodus of foreign workers.

Our study provides two other interesting results relating to previous research.

First, businesses using more highly qualified workers or employing more executives were particularly affected. This is because many qualified workers come from neighbouring countries, or more distant ones, such as France, and were the first to flee when the violence began. Many probably never went back.

Access to financing is a major advantage

Our research also highlighted the importance of access to capital to help with business recovery.

The businesses that were the least restricted financially prior to the crisis bounced back with the most ease. Banks suffering from the effects of the crisis probably favoured their older clients over other businesses. Banks in Côte d’Ivoire suffered an increase in delinquent loans in 2011, according to data from the banking commission of the West African Monetary Union (WAMU).

This result confirms a study on Sri Lankan businesses after the December 2004 tsunami, which showed that financial aid enabled a quicker economic recovery.

Helpful insights

Our research sheds interesting light on the construction of resilient economic systems. While calling on qualified workers and executives is crucial for business development, it can be a source of vulnerability when a shock occurs. Businesses that are too dependent on a small number of individual employees can be severely affected by their death or flight.

It is therefore important to find tools to mitigate these vulnerabilities by developing training for executives, engineers and technicians to grow the available pool of human resources, and by encouraging the return and re-training of these workers following a sudden shock (conflict or natural disaster).

Quick access to capital is also crucial for economic recovery. Emergency tools, such as IMF emergency loans, can be developed to facilitate the targeting and granting of loans post-crisis.

Furthermore, banking regulations can also be adjusted for extreme situations. For instance, a moratorium on capital ratios could be considered to enable banks to continue to finance current activity.

Lastly, it appears vital to extend this reflection beyond the banking sector (to insurance and capital investment companies, for example) and to use technological advances (such as mobile banking and fintechs) to mobilise and allocate funds in an efficient and cost-effective way.

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Support Education in Africa: Towards a New Partnership Approach

Faced with the many challenges of education in Africa, a boiling entrepreneurial dynamic is emerging and provides innovative solutions. Impact investors, characterized by their intention to generate a positive social…

Faced with the many challenges of education in Africa, a boiling entrepreneurial dynamic is emerging and provides innovative solutions. Impact investors, characterized by their intention to generate a positive social and/or environmental impact, can give decisive support to this dynamic. But it seems necessary to develop specific tools and a real partnership approach with the other stakeholders in the sector in order to bring out a new generation of private schools and education businesses that are responsible and fully oriented towards the continent’s development challenges.


From Education to Employment: the numerous challenges of the African continent

Despite tremendous progress since the early 2000s, African education systems are in a critical situation and are struggling to ensure successful learning and employment opportunities for young Africans. Primary school enrolment in Africa is gradually reaching generalization thanks to the massive effort made by African governments and their partners under the framework of Millennium then Sustainable Development Goals. Yet 34 million children are still not in primary school[1], particularly in fragile countries or in conflict situations[2]. In addition, many national and international evaluations have shown that the majority of African students do not acquire basic knowledge and skills after completing primary school education[3]. Schools face many human, material and pedagogical resource deficits and the large size of cohorts of pupils in many public schools produce more frustration than effective learning[4].

While a minority of the population accesses higher education and vocational training, these training courses are often considered too theoretical and disconnected from the needs of local or international employers[5]. While youth unemployment rates in Africa are not higher than in other regions of the world, rates of informal employment and working poverty remain critical and constitute an increasing risk of social and political destabilization[6].


The Private Sector is Growing in the African education systems

The private education sector, in all its diversity, is gradually emerging as an important player in addressing these challenges. It is now estimated that about one in five students in Africa is enrolled in a private school[7]. But this figure covers a very diverse sector, made up of religious schools, for-profit institutions, informal structures or schools directly managed by philanthropic organizations. We observe however a common dynamic across African countries: private operators are gaining ground and are increasing the range of training available in most educational cycles.

 This gradual expansion of the private education sector represents both an opportunity and a considerable challenge for all actors in the education chain. States and their partners must strengthen their capacity to regulate these private operators and ensure that no educational institution, whether public or private, can break the needed trust between the school, the learner and society.

A new wave of African entrepreneurs is emerging, bringing promising solutions to educational challenges across the continent. From e-learning solutions to SMS-based course platforms and teacher coaching sessions, entrepreneurs have plenty of ideas to experiment with new pedagogical models and to overcome the material constraints that have long hampered the entire education system. With the boom of promising solutions to build the African school of tomorrow, the role of research and impact evaluation becomes key to select the most relevant and effective models for enhancing learning and inclusion for all. The role of education technology education is also becoming an important element of debate for all stakeholders in the education system (governments, entrepreneurs, teachers, parents and learners).

A new wave of African entrepreneurs is emerging, bringing promising solutions to educational challenges across the continent.

But ed-tech leaders are not alone in demonstrating innovation and dynamism, quite the contrary. Hundreds of creative entrepreneurs overcome complex logistical and institutional challenges to provide schools with textbooks, furniture and equipment that are key inputs for the ecosystem as can be digital tablets. In Niger, for example, Editions Afrique Lecture[8] is the first company to provide high school students with preparatory textbooks for their baccalaureate. For these entrepreneurs, the strategic relationship with governments and other stakeholders in the education system is at least as important as the use of technology to provide services that are truly useful to local schools and students.


What role for Impact Investors?

Impact investors must support this entrepreneurial dynamism with appropriate return expectations depending on the maturity and size of the projects. Current research shows that most investors only support schools and universities that are already very well structured, and in many cases designed to provide educational services only to the wealthiest segments of the population. To a lesser extent, these investors have also supported innovative and more affordable educational projects, but these projects had to grow at a disproportionate speed to meet the investors’ profitability objectives. The well-known example of Bridge Academies[9] in East Africa highlighted how difficult it was for a network of low-cost schools to scale up without deteriorating the quality of teaching… and the company’s relations with public authorities. The needs for impact investing initiatives in the education sector is pressing, especially in French-speaking and Portuguese-speaking Africa. Impact funds must find ways to support less advanced projects, for example in the technical and vocational education cycles where public actors are less involved. These investors must therefore develop financial and non-financial instruments (coaching, technical assistance) suited to this specific social sector, with a particular focus on the inclusion of young women and vulnerable populations.

The needs for impact investing initiatives in the education sector is pressing, especially in French-speaking and Portuguese-speaking Africa.

To support the emergence of accessible and quality educational opportunities, impact investors will need to be innovative in building new partnerships with other stakeholders in the sector. Partnerships with foundations and other philanthropic donors will allow impact investors to reach young people from disadvantaged backgrounds. Scholarship or student loan schemes funded by these foundations could broaden access to quality private institutions whose social impact commitments will be guaranteed by the presence of an ethical investors as minority shareholder. In addition, partnerships between impact investment teams and philanthropic actors could be designed to support start-ups and other early-stage projects. The pioneering example of the Education Impact Fund in Côte d’Ivoire[10], resulting from a partnership between the Jacobs Foundation and the impact fund Comoé Capital, is a good illustration. This programme has benefited 6 promising start-ups and young companies in the Ivorian education sector, including a hospitality training centre located in the popular district of Yopougon[11] and the start-up Etudesk[12], recently selected as one of the 10 most prominent Ed-Tech companies on the continent[13]. The success of this investment programme relies on the targeted use of risk capital provided by a philanthropic donor and on a particularly committed investment team working alongside entrepreneurs. But there are many other strategies to explore. It would be relevant to partner with research institutions to measure and evaluate the long-term impacts of the education models supported by the investors. Thus, the development of blended finance instruments[14], mixing investments and grant funding support will be key to providing solutions adapted to the emergence of responsible and committed private education businesses.


To conclude

To meet the challenges of quality, access and relevance of education in Africa, impact investors will have to design and mobilize innovative strategies and methods, tailored to the needs of a crisis-stricken social sector and a fast-paced entrepreneurial ecosystem. The active support of bilateral and multilateral development organizations will ensure the credibility and sustainability of these new models of mixed funding and innovative partnerships. Through their governance and practices, impact investors should pursue the dialogue with public authorities to ensure that they are well integrated into local educational ecosystems. Associated with expert philanthropic players, these new initiatives will have to support the best models of schools and ancillary activities combining economic sustainability and impact performance. It is only with this attitude of innovation, cooperation and partnership that impact investors will be able to make a relevant contribution to the challenges of education in Africa.



[1] See the data collected by UNESCO (2018):

[2] See Page 10 (Fig. 6) of the above-mentioned: most of the countries severely affected by the non-enrolment of children in primary school are located in the Sahel or Central Africa.

[3] The World Bank’s World Development Report 2018 provides an in-depth analysis of this learning crisis:

In French-speaking Africa, the performance of students during primary school is evaluated by PASEC about every 3-5 years.

[4] Many reports have highlighted these deficits in school materials and equipment, as well as the size of classes that can reach an average of 50 children in Burkina Faso or Mali and up to 90 in Malawi and the Central African Republic.

[5] On the issue of the relevance of education and the lack of adequacy between education and employment, see World Bank’s report (2014) : This phenomenon is also sometimes reflected in a higher unemployment rate for graduate students than for non-graduates in several African countries. Because their training is poorly adapted to the labour market, graduates have difficulty finding employment in skilled positions.

[6] The average youth unemployment rate in Sub-Saharan Africa is 6%, the world average 5%. But this figure hides far more precarious realities, with self-employment rates reaching 70% in the Democratic Republic of Congo or Ghana. The rate of working poverty could reach 80%, according to the ILO.

[7] This figure is estimated by the team of the Report “Business of Education in Africa” (2017)


[9] See notably RFI’s article (2018):

[10] See the website of the partnership: but also the announcement of the first investments in 2018: . The complete portfolio of the six investments will be published soon.



[13] See the startups selected at the famous Dubai Global Education Conference (22-24 March 2019)

[14] Also called blended finance. The term refers to the use of catalytic capital from public or philanthropic sources to increase private sector investment in developing countries and sustainable development

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In Madagascar, what future for vanilla? The black gold at risk!

Vanilla is now the second most expensive spice in the world after saffron, and is an important issue in Madagascar, where more than 80% of the vanilla produced worldwide comes…

Vanilla is now the second most expensive spice in the world after saffron, and is an important issue in Madagascar, where more than 80% of the vanilla produced worldwide comes from. Grown mainly in the SAVA region, in the northeast of the country, the vanilla orchid has become real black gold and  provides a living for between 80,000 and 100,000 farmers. A short-lived Eldorado? For several years, the vanilla sector has been surrounded by difficulties: corruption, soaring prices, deteriorating quality, insecurity, natural risks, and competition from synthetic vanilla.

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