The Case for Responsible AI: A Strategic Voice in Africa’s Digital Shift

Rebecca Ejifoma

As businesses across Africa begin to make sense of the buzz surrounding artificial intelligence (AI), a new KPMG Africa report—Leading Through Digital: AI Powered Transformation—is quietly but decisively shifting the conversation from speculation to structure. Released in late 2019, the publication lays out one of the most comprehensive frameworks for understanding how African enterprises can meaningfully harness AI.

What distinguishes this report is not just its timing but its tone. While some organizations were content to position AI as a future possibility, the KPMG report advocates that AI is a present necessity. Rather than focusing on general aspirations, the report breaks AI down into strategic and operational terms: what organizations need to do, in what order, and why. For decision-makers overwhelmed by buzzwords and vague promises, the KPMG framework offers much-needed clarity.

At the core of the report is a powerful argument: becoming AI-enabled is a journey, not a plug-and-play solution. In this publication, it is apparent that the power of AI and its inherent potential to transform businesses is non-negotiable. In an exclusive chat with one of the leading contributors, Mr. Femi Olofinlua, he explains that the journey of becoming an AI-led organization can start with a single or multiple use case(s). This helps companies focus on solving real problems in the workplace—especially relevant for African markets, where resources are limited and every digital investment must yield tangible value. “The biggest challenge is not whether AI can work, it’s whether organizations know what problems they’re trying to solve,” he stated in a recent briefing.

The framework emphasizes identifying these problems first, then sourcing the right data, designing tailored algorithms, and integrating outputs into decision-making workflows. His voice resonates strongly in the sections that caution against treating data cleansing or cloud adoption as ends in themselves. Instead, he calls for intentional alignment: every AI initiative should support business goals such as improving operational efficiency, enhancing customer experience, or increasing revenue resilience. With the power to significantly increase productivity, redistribute labour, and create new sources of value, Gartner’s report predicts AI-derived business value to reach $3.9 trillion by 2022, with direct financial gains hitting $1.2 trillion in 2018—an increase of 70 percent from 2017.

KPMG also advocates that ethical responsibility is key to organizations on the AI journey. At a time when global headlines warn of biased algorithms and opaque decision-making, the report underscores the need for transparency and accountability. It recognizes that in Africa, where trust in institutions can be fragile, AI systems must be explainable, fair, and socially inclusive. This is particularly salient in the financial sector. In one notable section, the report explores how AI can transform credit scoring by analyzing unconventional data such as mobile phone usage and transaction histories. This is a game-changer for financial inclusion—especially in Nigeria, where many potential borrowers lack formal credit histories. Yet, as Mr. Olofinlua noted, such innovation must be paired with strict data governance to avoid reinforcing existing inequalities or exposing users to digital exploitation.

KPMG’s insights also extend to AI talent development. Rather than waiting for global tech giants to offer scalable solutions, there is a clarion call for the cultivation of local expertise. In a continent where unemployment is high, the AI revolution can either deepen the digital divide or become a source of economic empowerment. In the exclusive chat, Mr. Olofinlua argues persuasively for the latter—linking responsible AI deployment with national strategies on youth employment, STEM education, and innovation funding. His work reflects a systems-level understanding that bridges business strategy, organizational change, data ethics, and public policy. He is among a small but growing number of African professionals who recognize that successful AI transformation requires cross-sector collaboration: between private companies, governments, academic institutions, and civil society.

The report also does not shy away from risks. It discusses the dangers of poor-quality data, unregulated automation, and premature AI deployment. In doing so, it provides a sober counterbalance to the often-breathless enthusiasm surrounding AI. The message is clear: Africa cannot afford to repeat the mistakes of larger economies that rushed into automation without safeguards. In Nigeria and beyond, these ideas are starting to take root. Enterprise leaders are citing the KPMG framework as a catalyst for more deliberate digital strategies. Some are refocusing AI budgets on operational use cases with measurable KPIs. Others are adopting the report’s agile methodology—starting small, testing often, scaling what works. In all cases, Mr. Olofinlua clarifies that organizational executives must sponsor and own the AI journey, as this influences perceptions of digital maturity and defines what success means.

Traditionally, digital transformation was equated with deploying new software or migrating to the cloud. But through this report, KPMG has helped redefine it as a deeper capability: the ability to extract, interpret, and act on data in real time. In a volatile business environment, that ability is no longer optional. The report features numerous sector-specific applications of AI—from manufacturing and healthcare to supply chain and agriculture. Each example reflects the core belief that AI should solve meaningful problems. Whether it’s optimizing power grid performance in rural Kenya or predicting harvest outcomes in Northern Nigeria, AI must be locally adapted, strategically applied, and continuously evaluated.

Leading Through Digital may have been published before COVID-19, but its influence is already visible in boardrooms and strategy sessions across the continent. In years to come, it may well be remembered as one of the reports that helped Africa transition from digital consumer to digital creator. The report is more significant in the ecosystem not for its ambition, but for its coherence.

Mr. Olofinlua explains that AI will not solve all problems. Instead, he offers a disciplined framework for action—one that treats technology as a means, not an end. In the crowded space of digital consulting, that kind of honesty is rare. And it may be just what Africa needs most. More than just a technologist, Mr. Olofinlua is emerging as a strategic architect of Africa’s digital future. His insistence on clarity, ethics, and context sets a high standard for what responsible AI leadership can look like.