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Publication(World Bank, Washington, DC, 2020-11-26) World Bank GroupRapid digital transformation has been re-shaping the global economy, changing fundamental patterns of socioeconomic activities and accelerating further in the wake of the global Coronavirus (COVID-19) pandemic. In this context, relying on the Digital Economy for Africa (DE4A) methodology, the report conducts a timely diagnostic of the state of digital economy in Togo. Togo is bordered by Ghana, Benin, and Burkina Faso, and has a coastline that runs along the Gulf of Guinea. The government of Togo (GoT) is cognizant of the importance of the transformation towards a digital economy. As the government of Togo launches into the development of a new strategy for digital transformation “Togo Digital 2025” the current diagnostic would provide useful information to use as a basis for such strategic document. This report aims to highlight opportunities to further develop Togo’s digital economy with a special focus on policies that can bridge the digital divide and help Togo achieve the DE4A targets. This report aims to provide practical and actionable recommendations that inform decision makers on priority areas for development.
Publication(World Bank, Washington, DC, 2019-12-01) World Bank GroupAs the biggest economy in Africa with one of the largest youth populations in the world, Nigeria is well-positioned to develop a strong digital economy. This would have a transformational impact on the country. In order to reap the benefits, Nigeria needs to focus on accelerating improvements in five fundamental pillars of a digital economy: digital infrastructure, digital platforms, digital financial services, digital entrepreneurship and digital skills. The Nigeria Digital Economy Diagnostic report identifies key challenges and opportunities of leveraging the digital economy for diversified and sustained growth. It provides an assessment of the state of Nigeria’s digital economy around the five foundational pillars. The report also offers specific, actionable recommendations to the government and private sector stakeholders to further Nigeria’s development of each pillar. The report was produced in the context of the Digital Economy (DE4A) initiative, an African Union initiative supported by the World Bank Group, which aims to digitally connect every person, business, and government in Africa by 2030.
Publication(World Bank, Washington, DC, 2019) World Bank GroupUniversal adoption and effective application of digital technologies are expected to characterize economies of the future, shaping their ability to succeed in the global marketplace and offer a better quality of life for their citizens. Disruptive technologies are already altering traditional business models and pathways to development, yielding significant gains, increased convenience, as well as supporting better access to services for consumers. In 2016, the digital economy was worth an estimated 11.5 trillion dollars worldwide, equivalent to 15.5 percent of global GDP. It is forecast to reach 25 percent in less than a decade, far outpacing the growth of the ‘traditional’ economy (Huawei and Oxford Economics 2016). Mobile money is driving financial inclusion, particularly in Sub-Saharan Africa, with the number of accounts doubling to 21 percent between 2014-17. African e-commerce is also rapidly growing, at an estimated annual rate of 40 percent. Over the past five years, there has been a tenfold increase across the region in the supply of new intermediaries such as incubators, accelerators, and technology hubs, amongst others, numbering more than 400 across Africa today. The digital economy in Africa is expected to grow to over 300 billion dollars by 2025 (McKinsey 2013). Ghana has made substantial progress on financial inclusion, due in large part to growth in DFS. According to the World Bank’s Global Findex, the share of Ghanaian adults (over 15 years of age) with a formal financial account increased by 42 percent between 2014 and 2015. As a result, nearly 6 in 10 adults had formal access in 2017. With mobile account ownership increasing by nearly 200 percent between 2014 and 2017, mobile money has become the preferred payment alternative to cash when measured in terms of transaction volumes. In May 2018, the Bank of Ghana mandated that all mobile money providers connect to GHLink, with full interoperability between mobile money providers and banks introduced in December 2018.
Publication(World Bank, Washington, DC, 2015-04-29) Porter, Douglas John ; Rasool Cyan, Musharraf ; Lee, Panthea ; Brisson, Zack ; Itegboje, Osione ; Talsma, AdamGovernor Adams Oshiomhole assumed office in November 2008 following a successful court appeal to retrieve the mandate given to him by the people of Edo. Widespread support from a variety of interest groups buttressed the legal challenge and helped create the political space for the Governor’s pursuit of an agenda focused on both reform and speedy delivery. Popular demand for reform was evident, but responding to this presented major challenges. Historically,Edo had been one of the best performing states in the country. Expectations were high that he would restore this status and address the perceived poor performance and allegations of corruption leveled against previous administrations. This case study is an attempt to better understand the process through which the Administration was able to maximize its delivery. This report is one product of several ongoing efforts by the World Bank to better understand how to better tailor its interventions to local realities with the overarching objective of improving its impact. To do this in the case of capital spending in Edo, it was necessary to craft a study method that suspended judgments about actual practices. Thus, rather than holding these practices up to international standards, and highlighting deficits and shortcomings in relation to those standards, the study purpose was to depict how the State administration had responded to the political priorities of the new Governor by adapting to the constraints it faced and creating new ways to deliver through infrastructure spending. This case study underlines the very rich and often messy reality that leaders frequently find when assuming office and the trade-offs that they are forced to make. In doing so, it reminds us of the political realities within which we work and, like other case studies recently undertaken to inform Bank engagements in Nigeria, finds that traditional blue print approaches in such circumstances are unlikely to work and that sequencing, tailoring to local contexts and adaptation along a non-linear road to reform is more feasible path.