We sat down with Hamid Khayar Oumar Defallah, Founder and CEO of Chad Innovation, to talk about digital transformation in Chad.
Q: Can you tell us about the digital broadcasting initiative you've been leading in Chad?
Hamid Khayar Oumar Defallah (H): This initiative, transitioning Chad from analogue to digital broadcasting, is extensive and strategically significant for Chad’s communication infrastructure. The project is being implemented in alignment with International Telecommunication Union (ITU) recommendations and involves establishing a national network across 30 sites. Out of these, 10 sites are dedicated to local production, creating a national broadcast system that will give communities across the country consistent access to information and services. This transition not only modernizes our broadcasting capabilities but also opens up the high-value UHF spectrum, which can be leveraged to advance mobile services, improving coverage and digital penetration throughout Chad.
Q: What role have you personally played in this initiative?
H: Since December 2020, I have led this project as the CEO of the Audio-Digital Transition Initiative. This position, appointed by the president, has involved everything from strategic planning to overseeing infrastructure development. Additionally, I am responsible for navigating regulatory requirements and managing complex funding arrangements. It’s a significant undertaking that also involves working with national committees and international partners to keep the project moving forward.
Q: How did design thinking influence your approach?
H: Design thinking has been essential, particularly in its emphasis on inclusivity and collaborative problem-solving. We established a national committee that includes representatives from key ministries—foreign affairs, commerce, and finance—since our broadcasting spectrum sometimes crosses borders, requires commercial strategy, and involves substantial funding. This collaboration also extends to civil society, ensuring we represent and meet the needs of all citizens. We used a bottom-up approach, considering everyone’s input and feedback, which was invaluable in drafting the necessary legal frameworks to support this transition.
Q: Were there any particular skills required for this initiative, both on your team and for you personally?
H: This project required a team with telecommunications engineering expertise, legal specialists, and network designers. The transition from analogue to digital broadcasting also necessitated a thorough understanding of policy, public engagement, and even campaigning to gather public and political support. My own experience was heavily informed by my work in the private sector and a leadership fellowship, which has helped me bridge gaps between technology, law, and governance. Leading such a complex project has been a continuous learning experience.
Q: How has funding been managed for this project?
H: The project has been funded through a public-private partnership, with the government providing backing and private local enterprises covering materials and other costs. These companies are financed by local banks, with the government acting as a guarantor to ensure sustained financial support. This model is intended to avoid reliance on government funds in the long term by eventually generating its own revenue.
Q: What major challenges have you faced along the way?
H: One of our most persistent challenges has been the lack of skilled personnel to staff all 30 sites. Additionally, maintaining financial support has been difficult, as the project remains incomplete and requires continued funding. Political instability is also a recurring issue; since I took on this role, I’ve worked with multiple presidents and prime ministers, each bringing different priorities. These changes have sometimes led us to start over in seeking political buy-in. However, inclusivity and constant communication have helped us stay on track.
Q: How did you overcome these challenges?
H: The key has been persistence and inclusivity. With every new politician or partner, I reiterate the benefits of the project, explaining how it will support their goals and serve their constituents. It’s about showing each stakeholder the value this infrastructure brings to their communities—whether that’s supporting economic growth, ensuring human rights, or enhancing connectivity. This requires patience and constant engagement with all levels of government and the public.
Q: What advice would you give to others leading digital initiatives in African government contexts?
H: Inclusivity is essential. You have to involve everyone — from high-ranking officials to local communities — at every stage. If you leave someone out, you risk creating opposition that can slow down or even halt the project. This inclusivity builds trust and makes implementation smoother. Understand the realities of the governmental context and be prepared to repeat your message, adapting it as necessary for each audience.
Q: What has been your most important lesson learned?
H: I’ve gained a deep respect for the government process. When I worked outside of government, I often criticized the slow pace of government projects. But now, I see how complex these projects are, requiring approval from various levels before action can be taken. This experience has taught me that successful project implementation requires a deep commitment to collaboration and persistence.