Last week, I had the privilege of moderating a panel discussion during the launch of the "Bridging the Recognition Gap" project, led by 3N ENGTECH Innovations Consultancy Limited and funded by the UK Department of Science, Innovation and Technology's International Science Partnerships Fund (ISPF), delivered through the Royal Academy of Engineering. The project seeks to create a practical Recognition of Prior Learning (RPL) pathway for Uganda's informal electrical practitioners, many of whom possess valuable technical skills acquired through years of work experience but remain outside formal certification systems.
The timing of this initiative could not be more important. Our informal sector contributes approximately 54.5% of national GDP, yet much of our economic thinking still treats informality as a problem to eliminate rather than a productive force to strengthen, upgrade, and organize. At this rate, one wonders whether Uganda is not actually an informal country with a small formal sector attached for paperwork, speeches, and tax reminders.
Yet much of the discussion around economic transformation still treats informality as a problem to be eliminated rather than a productive force to be strengthened and upgraded.
As I listened to the discussion, one thought kept returning to my mind. The greatest skills development programme ever invented is not the classroom alone, but the world of work; and strategic labour export is perhaps its most powerful expression.
China did not become a technological giant by keeping all its engineers at home. For decades, Chinese engineers, scientists, technicians, and entrepreneurs worked in some of the world's most advanced industries before many returned home or maintained strong links with their homeland. They carried back more than technical knowledge. They brought production systems, management methods, quality standards, industrial discipline, professional networks, and technological confidence.
That experience helped shorten China's learning curve and accelerated its journey toward technology leadership. Exposure became competence, competence became production, and production eventually became technological power.
Uganda, unfortunately, has largely chosen a different labour export model. We export thousands of domestic workers every year. While many return with income that supports their families, relatively few return with the industrial capabilities, technical skills, production methods, and technological exposure needed to transform the economy itself.
This is not a criticism of domestic workers. It is a question about national strategy and national priorities. A country that exports housemaids may receive remittances, but a country that exports electricians, welders, mechanics, machine operators, construction workers, technicians, programmers, and engineers receives something more enduring. It receives skills, discipline, industrial culture, professional networks, and technological experience.
Imagine thousands of Ugandans spending five years working on advanced rail systems in China, renewable energy projects in Germany, semiconductor factories in Asia, industrial plants in Europe, or modern construction projects in the Gulf. Those workers would return home with far more than savings. They would return with methods, standards, confidence, practical experience, and a deeper understanding of technologies that would otherwise take us decades to master.
Technology is not transferred through conferences alone. It is transferred through people who have touched it, installed it, operated it, repaired it, improved it, and learned from it through daily practice. Human beings remain the most effective carriers of technology ever invented.
In my forthcoming book, The Five Levels of Economic Power
open.substack.com/pub/apollo…, I describe one of the highest levels as Technology Command. Nations achieve technology command when they can understand, adapt, improve, and deploy technologies for their own development rather than simply consuming what others have created. They stop being customers of technology and become masters of it.
One of the fastest routes to technology command is the strategic export of technical labour and the deliberate import of experience. Recognition of skills is therefore not merely a regulatory exercise. It is the beginning of a national strategy for building productive citizens who can compete globally and accelerate technological adoption at home.
Uganda's informal sector already contains millions of ambitious and capable people. Helping them gain recognition is an important first step. Creating pathways for them to learn globally, work globally, and return with the skills needed to build Uganda's productive capacity may be one of the smartest economic investments the country can make.