Powered by People, Enabled by AI: The Future of Africa’s Outsourcing Sector

Artificial intelligence is no longer a distant prospect.

It’s already reshaping how we work. For Africa’s Business Process Outsourcing (BPO) sector, it’s already changing how workers log on, show up, train up, and more. 

In collaboration with the Mastercard Foundation and Genesis Analytics, Caribou recently published a major new report on the future of AI in Africa’s BPO sector. To unpack the findings, we brought together leaders, policymakers, and practitioners for a roundtable discussion. What emerged was both a clear sense of urgency and a practical roadmap for African leadership in the AI era.

Africa has all the ingredients to become a globally competitive hub for BPO: a young, digitally fluent population, cost-effective operations, and advantageous time zones. While the continent’s BPO sector currently employs around one million people, there is significant room to grow. At an individual level, AI can augment repetitive tasks, freeing workers to focus on roles that require judgment, creativity, and emotional intelligence. At a broader level, Africa has the potential to carve out a competitive advantage by building inclusive, tech-enabled services that reflect the future of global work.

But the window of opportunity won’t stay open forever. Our research finds that:

To stay ahead, education systems across the continent must adapt. Tasks most likely to be automated, such as customer service and administrative roles, are often the first step into the workforce for young people. Our research shows nearly half of all BPO roles fall into these categories. Without a major skills shift, many young Africans risk being locked out of entry-level jobs before they even begin.

Digital fluency remains vital, but it’s not enough. Critical thinking, confidence, and adaptability are the capabilities young people need to shape the future of work, not just survive it. Yet the gap between what’s needed and what’s available is stark. According to recent data, just 9 percent of workers in sub-Saharan Africa have foundational digital skills. Meanwhile, fewer than half of young people aged 15 to 24 are engaged in education, employment, or training. Rethinking how education builds real-world capability is no longer optional.

Educational institutions and training initiatives should work to create an environment that prepares young people for changing roles and supports both individual upskilling and broader system reform.

Employers, too, have a vital role to play in preparing the workforce for an AI-enabled future. First, they can invest in internal learning and development. Sameer Raina, CEO of Digital Divide Data, shared that at his organization, AI is regularly discussed in the boardroom as “a catalyst for internal growth and skills renewal,” not simply a disruption to manage.

Second, businesses can redefine what readiness looks like. This means supporting workers to move beyond routine tasks and take on roles that require human judgment and initiative—areas where AI is less likely to displace them. Third, they can take practical steps to broaden access to these kinds of opportunities. 

One standout example is Na’amal, an organization that works with refugees and displaced people, many of whom are hired into the most vulnerable digital roles.

Na’amal’s model focuses on helping workers build long-term, transferable capabilities, creating pathways to more resilient, future-ready work.

These examples show that employers are not just passive actors in this transition. They have real power to shape what the future of work looks like and who gets to be part of it.

There is also a call to action for governments. Without deliberate coordination, the advancement of AI risks widening inequality, particularly for workers in entry-level roles most vulnerable to automation. Better data, stronger public policies, and inclusive national strategies are urgently needed. 

Encouragingly, signs of political will are beginning to emerge. The Kigali AI Declaration, signed by several African countries, recognizes that AI development must be people-centered, and that governments have a responsibility to protect workers while enabling innovation. This kind of leadership will be essential to ensuring AI works for everyone. 

Other countries, including those historically reliant on extractive industries, are beginning to make similar shifts.

The questions are complex. But the opportunity is vast. The future of Africa’s BPO sector will not be determined by technology alone. It will depend on the decisions made by employers, educators, and policymakers today.

At Caribou, we’ve seen through our work that systems change is possible when deep insight is paired with practical action. With the right support in place, Africa’s young workforce can adapt to the future of work and define it.

The virtual discussion was attended by: