Botswana Bets on Data as Economic Infrastructure for Jobs and Growth

By Daniel Okafor

Botswana's Acting President and Minister of Finance Ndaba Gaolathe has called data "the new infrastructure of the global economy," positioning statistics as a driver of markets, businesses and jobs beyond the country's traditional industries. He made the remarks at the launch of the Statistics Botswana Corporate Strategic Plan 2026–2030 in Tlokweng.

Gaolathe's core argument is simple. Data should not be viewed as information that merely describes the economy. It is an economic resource that can create new industries, new business models and new income.

What did Gaolathe actually propose?

He outlined a country-level agenda built on three moves: strengthen Botswana's ability to collect, manage, analyse and use reliable information; improve cooperation across Government institutions; and equip young people with digital and entrepreneurial skills. Countries that turn information into practical solutions, he argued, will attract more investment and support sustainable development.

To illustrate the commercial potential, Gaolathe cited Airbnb and Uber. Airbnb uses digital technology to connect property owners with travellers seeking accommodation. Uber connects passengers with drivers through its platform. Both companies used information to build markets that previously did not exist in the same form — a lesson, in his view, for how Botswana could stimulate entrepreneurship and diversify its economy.

The opportunities are not limited to large platforms. Gaolathe and the strategy point to concrete use cases across the economy:

• Farmers can use data to decide on production, market demand and distribution of agricultural products.
• Retailers can analyse customer preferences to improve stock management.
• Tourism operators can use market information to sharpen services.
• Businesses can use accurate statistics to assess risks, find customers and make investment decisions.

Why does Government data-sharing matter?

Government institutions generate large amounts of data daily. The economic value of that information, Gaolathe indicated, depends on how effectively it is shared and used. Better coordination between public institutions could reduce duplication, improve planning and help decision-makers spot national trends. Stronger data-sharing systems would also help Government respond faster to problems facing businesses and communities.

Digital infrastructure is the other half of the equation. Reliable internet, modern information systems and accessible digital services are essential. Without them, entrepreneurs and smaller businesses cannot access the tools needed to build digital products or compete in wider markets.

Gaolathe also tied statistics directly to public service delivery. Reliable data lets Government understand community needs, monitor development programmes and check whether public resources produce results. Evidence, not assumptions, should drive priorities and the allocation of public funds.

How will the plan measure the transformation programme?

The government-led Botswana Economic Transformation Programme (BETP) will be a test case. Gaolathe described it as a major opportunity to prove whether Botswana can measure the real results of its development initiatives. It is not enough, he stressed, to announce investment commitments without establishing what they deliver.

The distinction matters. An investment announcement signals interest. It does not confirm implementation or benefits. Accurate statistics can separate proposed investments from money actually invested and projects actually operating. Employment figures should show jobs created, not projected opportunities.

What does the 2026–2030 strategy contain?

The Statistics Botswana Corporate Strategic Plan 2026–2030 rests on four pillars:

• Statistical excellence and leadership — strong professional standards and public confidence in the figures.
• Data use and impact — statistics must influence policies, investment decisions and development outcomes.
• Institutional resilience — capable institutions, skilled staff and reliable operations able to adapt to technological change.
• Innovation — evolving traditional statistical methods as new technologies and data sources emerge.

Gaolathe said the plan should be judged by how effectively its information informs decisions, supports investment and improves lives. That places responsibility on both Statistics Botswana and the institutions that consume its data.

What is at stake for the private sector?

For investors, better access to reliable data on population trends, household spending, employment, production and market demand reduces uncertainty before committing capital. Data-driven businesses could operate across agriculture, tourism, financial services, transport, education and healthcare — from supplier-to-customer platforms to logistics and specialised information services.

Gaolathe framed youth skills as decisive. Capabilities in technology, data analysis, entrepreneurship and innovation could move young people beyond traditional employment into software development, digital services and online commerce, retaining local talent while diversifying the economy.

The wager is explicit: Botswana's success will not be determined by how much data it collects, but by how effectively it uses that information to create markets, support businesses and improve lives.