For the Pivot East example it wasn’t the public, so had nothing to do with the points you’re raising. We had no problems getting applications from all over East Africa, this was the 25 finalists who were set to go on stage in a week from that time. The point you’re putting forward has no bearing on this example at all.
Similarly, the points you’re raising around the IBM example don’t apply. I’m not even sure how to address this with you as it’s so far off base. IBM is one of the best known brands in the world, they were working directly through a university. They gave clear communication on the program. 100+ applied. 20 were shortlisted. 11 showed up.
]]>With regard to IBM, I belive a valid question has been raised on the criteria of the selection.
Ignorance and fear are huge barriers. The onus is on organisations to properly brand and communicate to as many people as possible in its target audience to get the results they expect.
Technology internship programs should be integrated with universities.
The opportunities with IBM research, should be a permanent program integrated with the universities, so that prospective students are dreaming of the opportunity long beforehand.
Other well known organisations that have been in the region, local and multinational,have consistent internship programs, and their headache is that of turning people away.
]]>I think it’s more a case of expectations, they want money fast not just skills
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