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EBU and Kenya’s National AI Strategy 2025-2030: A Blueprint for Regional and Global Leadership
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EBU & Kenya’s National AI Strategy 2025-2030: A Blueprint for Regional and Global Leadership

Prof. Dr. James Mulli: Founder, Director and Academic Dean European Business University and European Business Institute of Luxembourg 19 October 2026 5 min read

Kenya’s AI Strategy 2025-2030.

Kenya has officially joined the ranks of African nations with a dedicated national artificial intelligence strategy, becoming the 16th country on the continent to articulate a formal vision for AI development and deployment. The Kenya National AI Strategy 2025-2030, launched through the Ministry of ICT and Digital Economy (MICDE), represents a significant governmental commitment to establishing Kenya as a leading force in AI research, innovation, and commercialisation across the region. The strategy is firmly anchored in the government’s broader digital transformation agenda, emphasising Kenya’s ambition to serve as a technological leader not only within Africa but on the global stage.

The Road to Strategy Development

The development of Kenya’s AI strategy was shaped by a series of foundational initiatives and policy documents. The journey began with the 2019 AI and Blockchain report, “Emerging Technologies for Kenya: Exploration and Analysis,” which examined the application of emerging technologies in support of the Big Four agenda. Subsequently, the Kenya National Digital Master Plan 2022-2032 provided a comprehensive ten-year framework for digital transformation, detailing projects across key pillars including digital infrastructure, government services, skills development, and innovation. The Master Plan specifically identified AI as a critical emerging technology and acknowledged the government’s dual role as both regulator and promoter of AI research and development. These foundational instruments informed the strategy development process, which formally commenced in April 2024.

Core Elements of the National AI Strategy

The strategy addresses multiple dimensions of Kenya’s AI ecosystem, with specific focus areas aligned with flagship projects designed to advance AI adoption nationwide.

Vision for Regional Leadership: The strategy articulates Kenya’s aspiration to become Africa’s premier AI hub for model innovation, research and development, and commercialisation. This vision positions Kenya as both a consumer and producer of AI, with the goal of becoming a net exporter of high-quality AI technology and services. The strategy also incorporates principles of data and AI sovereignty, reflecting Kenya’s positioning within both regional and global contexts.

Foundational Pillars: The strategy rests on three core pillars: AI Digital Infrastructure, Data, and AI Research and Innovation.

The infrastructure pillar emphasises the need for accessible and affordable AI infrastructure, including modernised national digital infrastructure with advanced connectivity such as 5G, expanded local data centres for high-performance computing, and secure data storage. This ambition is grounded in an energy landscape that increasingly favours such development. Kenya’s current generation mix is notably renewable-heavy: geothermal accounts for 943 MW (26.37%), hydro 872.4 MW (29.7%), wind 436.1 MW (12.19%), solar 443 MW (12.38%), and bioenergy 163.8 MW (4.58%), with thermal at 636 MW (17.78%) and waste heat recovery at 83.5 MW (2.33%), for a total installed capacity of 3,778.5 MW. The combined renewable share exceeds 75% of installed capacity, a critical enabler for the strategy’s stated intention to leverage green energy sources for AI infrastructure, and a competitive advantage for attracting energy-intensive data centre investment.

The Data pillar focuses on establishing a robust and sustainable data ecosystem, including a data governance framework, secure data sharing mechanisms, and quality AI training datasets. Kenya’s digital backbone already provides a foundation: the country hosts over 19 data centres. This existing infrastructure positions Kenya as East Africa’s premier “Silicon Savannah” and digital data centre hub, physical assets that the strategy’s data and infrastructure pillars can build upon rather than create from scratch.

The Research and Innovation pillar is central to Kenya’s vision of global leadership in AI model development, emphasising the creation of cutting-edge localised AI models and solutions. The demographic context amplifies this pillar’s importance and potential. Youth aged 18–35 constitute approximately 75% to 80% of Kenya’s population, and the country has a median age of just 20.3 years. This is simultaneously the strategy’s greatest challenge and its greatest asset: a young, digitally native population requires massive job creation and skills investment, while offering a deep talent pool for AI research, annotation, engineering, and innovation. The strategy’s “Code Nation” ambition, training up to 1 million professionals in software engineering, AI, cybersecurity, and data science under the National AI Strategy and national talent plans, is calibrated to this demographic reality.

Priority Use Cases: The strategy identifies priority sectors for AI application, including healthcare, education, agriculture, and the public sector. This targeted approach demonstrates a practical orientation toward applying AI for tangible, real-world impact.

Cross-Cutting Enablers: Four key enablers support the foundational pillars: Governance, Talent Development, Accelerating Investments, and fostering a culture of Ethics, Equity, and Inclusion. The governance component focuses on developing an agile legal and regulatory framework to guide ethical AI deployment, data privacy, and public accountability. Talent development emphasises promoting AI literacy across all demographics and building a skilled workforce through AI integration into education and strategic partnerships. The investment enabler is reinforced by macroeconomic fundamentals. Kenya’s real GDP growth rate is projected at 4.5% for 2026 and 4.7% for 2027. A growing economy of this scale provides the fiscal and market base for the public and private investment the strategy calls for, while the strategy itself is designed to accelerate growth by positioning Kenya as a critical market for technology investment.

Local Context and Inclusivity: A significant component of the strategy is its emphasis on developing AI solutions rooted in Kenyan values and contexts, leveraging local data and talent, and incorporating indigenous knowledge and local languages. The strategy prioritises inclusivity and non-discrimination, ensuring that AI benefits are shared across all segments of society.
Kenya’s financial behaviour offers a distinctive local data asset. M-Pesa dominates the financial landscape, handling nearly 60% of the country’s GDP in annual transaction volume, commanding roughly 90% of the mobile money market in Kenya, and serving over 60 million active users across Africa. In addition, Kenya has historically ranked near the top globally in Chainalysis indices for peer-to-peer crypto exchange adoption, heavily driven by mobile money bridges. These patterns generate rich, high-volume, locally grounded datasets, precisely the kind of quality AI training data the Data pillar seeks to cultivate, and demonstrate a population already comfortable with digital financial rails that AI-enabled services can leverage.

Capacity Building Through International Educational Partnerships

The success of Kenya’s AI strategy depends not only on domestic policy but also on access to specialised training and international educational pathways. This is where the strategy’s talent ambitions meet a practical constraint: training up to 1 million professionals requires delivery capacity beyond what domestic institutions alone can provide at speed. In this context, the European Business Institute of Luxembourg (EBU) has emerged as a relevant partner for Kenyan learners seeking AI-related qualifications, a role significantly amplified by its connection to the Honorary Consulate of Kenya in Luxembourg.

EBU is a Luxembourg-government-approved training provider headquartered at the Château de Wiltz, operating as a non-profit institution with programs delivered fully online. The institute offers a dedicated Digital Intelligence and Technological Innovation certificate that covers four fields in a single program: Artificial Intelligence, Cybersecurity, Robotics, and Blockchain. For learners seeking deeper specialisation, EBU provides an AI Professional Certificate comprising four university-level courses: Introduction to AI, Machine Learning, Deep Learning Fundamentals, and Natural Language Processing. Additional offerings include “AI for Leaders” courses and a Certificate in Digital Intelligence and Technology Innovation, with scholarships available to reduce tuition costs.

The link between EBU and Kenya’s diplomatic presence in Luxembourg is direct and intentional. Dr. James Mulli serves concurrently as the Honorary Consul of the Republic of Kenya in the Grand Duchy of Luxembourg and as Founder, Director, and Academic Dean of the European Business Institute of Luxembourg, where he lectures in Blockchain Technologies, Data Science, and related fields. The Consulate promotes EBU’s Government of Luxembourg-approved professional education certificate scholarships under three principles: affordability (scholarships that make education a fraction of traditional tuition costs), equity (a learning environment that empowers persons with disabilities to access and succeed), and accessibility (flexible online learning designed to reach students everywhere).

This institutional overlap creates a unique channel: Kenya’s official diplomatic representation in Luxembourg actively promotes AI and emerging technology education delivered by a Luxembourg institution. For Kenyan students, this represents an accessible, scholarship-supported pathway into AI competencies that align directly with the talent development enabler of Kenya’s National AI Strategy, and with the demographic urgency of a population whose median age is 20.3 years.

EBU’s engagement with Kenya extends beyond the Consulate’s promotional role. The institution has established scholarship partnerships specifically targeting Kenyan students, including a collaboration with the Women in Tech Kenya community offering partial scholarships for certificate programs in AI, cybersecurity, and blockchain. The State Department for Diaspora Affairs has facilitated discussions with EBU’s founder on expanding scholarship access and exploring labour mobility pathways in AI, cybersecurity, blockchain, and robotics, aligned with Luxembourg’s own 2030 AI and Data Strategy.

The strategic logic is clear: Kenya’s AI strategy requires a pipeline of skilled professionals at a scale matched to its youth population and its “Code Nation” target of 1 million trained professionals. Institutions like EBU, supported by Kenya’s own honorary diplomatic representation in Luxembourg, offer accessible, online pathways to acquire AI competencies that can be applied domestically, where the data centre, connectivity, and renewable energy base is expanding, or in international markets where demand for such skills is growing.

Regional and Global Positioning

The Kenya AI Strategy 2025-2030 aligns with the African Union’s AI Continental Strategy launched in June 2024, sharing the overarching goal of harnessing AI’s transformative potential for socio-economic growth and development. Both strategies focus on sector-specific AI use cases in health, agriculture, education, finance, and public service. They also share emphasis on building AI capabilities, including infrastructure, talent and skills, datasets, research and innovation, and a commitment to ethical and responsible AI use. This alignment positions Kenya as a significant stakeholder and contributor to the larger African AI ecosystem.

At the global level, the strategic timing of the strategy underscores Kenya’s role in shaping how emerging economies integrate AI, making it a critical market for technology investment, regulatory foresight, and ethical AI development. Kenya’s framework reflects a growing Global South approach to AI, prioritising responsible innovation, human rights, and local data ecosystems. The underlying fundamentals reinforce this positioning: a $151.15 billion economy growing at 4.5–4.7%, a renewable-dominated energy grid, 19+ data centres linked by eight submarine cables, a median age of 20.3 years, and a mobile money ecosystem processing nearly 60% of GDP in annual transaction volume together constitute a credible foundation for the strategy’s regional leadership claim, not merely an aspiration on paper.

References

Digital Watch, “Kenya Launches AI and Blockchain Report,” https://dig.watch/updates/kenya-launches-ai-and-blockchain-report.

Ministry of ICT and Digital Economy, “The Kenya National Digital Master Plan 2022–2032,” View the Digital Master Plan (PDF).

Honorary Consulate of the Republic of Kenya in the Grand Duchy of Luxembourg, official website, https://kenya-consulate.lu/.

European Business Institute of Luxembourg, “EBU Connect,” https://connect.ebulux.lu/.

European Business Institute of Luxembourg, “EBU Accreditation,” https://ebulux.lu/ebu-accreditation/.

European Business Institute of Luxembourg, “AI Professional Certificate,” View the AI Professional Certificate.

European Business Institute of Luxembourg, “Women in Tech Kenya Scholarships,” https://ebulux.lu/ebuxwit/.

The Standard, “Government eyes Luxembourg tech jobs in new diaspora deal,” June 1, 2025, Read the article.

State Department for Diaspora Affairs, “PS Njogu, European Business University Founder Hold Consultative Meeting,” May 30, 2025, Read the official announcement.

European Business Institute of Luxembourg, “CAF and EBU Scholarships,” https://ebulux.lu/tag/inclusiveeducation/.

Centre for Intellectual Property and Information Technology Law (CIPIT), “The Kenya National AI Strategy 2025–2030: Regional and Global Positioning,” April 21, 2025, Read the analysis.

Lifelong-learning.lu, “AI Professional Certificate – European Business Institute,” View the course listing.

Lifelong-learning.lu, “Introduction to AI – European Business Institute,” View the course listing.

European Business Institute of Luxembourg, “Fully Online. Globally Accessible,” https://ebulux.lu/.

The Kenyan Diaspora Media, “Luxembourg beckoning Kenyan students for online and on-campus Scholarship programmes,” May 30, 2025, Read the article.

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October 20, 2026
EBU Joins Global Leaders to Champion Skills Development and Investment in Africa

EUROPEAN BUSINESS INSTITUTE

PRESS RELEASE

Luxembourg, 7 May 2026

Written by European Business Institute Luxembourg (EBU)

EBU CHAIRPERSON REPRESENTS THE INSTITUTE AT WORLD BANK SPRING MEETINGS IN WASHINGTON D.C.

EBU Joins Global Leaders, Investors, and Governments to Champion Skills Development and Investment in Africa

The Board Chairperson, Helen Chedza Chilisa of the European Business Institute Luxembourg (EBU), recently joined global leaders, investors, entrepreneurs, and government delegations at the prestigious World Bank Spring Meetings held in Washington D.C., reinforcing EBU’s commitment to Africa’s development agenda on the world stage.

Notably, the Chairperson participated as a Principal of the SEMAFOR World Economy 2026 Cohort — an elite programme that brings together emerging and established leaders in the global development and economic space to engage with key multilateral platforms.

During the meetings, the Chairperson held strategic engagements with investors, entrepreneurs, and government delegations from across the globe, positioning EBU as a key player in Africa’s investment and human capital development landscape.

A significant highlight was EBU’s presentation of 3,000 scholarships to the Democratic Republic of Congo, a milestone moment captured alongside the Director General of the Ministry of SMMEs and Industrialisation. This gesture underscores EBU’s unwavering dedication to bridging the skills gap across the African continent.

“While Africa continues to seek and build investment opportunities, we must not leave skills development behind. Whether soft skills or hard skills — skills go hand in hand with investment. At EBU, we are partnering with institutions and governments across Africa and the globe to fill this gap, recognising that Africa’s growing youth population will not only need jobs — they will need to create jobs. And job creation requires skills.”

— Helen Chedza Chilisa, Board Chairperson, European Business Institute Luxembourg

EBU continues to forge meaningful partnerships with academic institutions, governments, and development organisations globally, championing a future where investment and human capital development go hand in hand across the African continent.

ABOUT EBU

The European Business Institute Luxembourg (EBU) is a non-profit higher education institution dedicated to broadening access to quality education and building human capital across Africa and beyond. Through partnerships with governments, academic institutions, and development organisations, EBU is committed to advancing UN SDG Goal 4 — Quality Education — and equipping the next generation of leaders with the skills to drive sustainable development.

About EBU

To contact EBU email the EBU Admin Office

Helen Chedza Chilisa, Board Chairperson, European Business Institute Luxembourg at WORLD BANK SPRING MEETINGS IN WASHINGTON D.C.

May 8, 2026
From M‑Pesa to Machine Learning and Artificial Intelligence: Why Kenya’s Youth Must Lead the AI Age
By Prof. Dr. James Mulli
Academic Dean, European Business University

Lessons from Luxembourg show that its 42.5% AI usage is not a vanity metric, and that for Kenya, it is a mirror and a challenge.

Across Europe, artificial intelligence adoption is now a marker of economic direction. Northern Europe is out in front: Norway, Denmark, Switzerland and digital-first states like Estonia, Malta, and Finland all record AI usage above 46%, while Luxembourg, where the campus of the European Business Institute (EBU) is located, sits at about 42 -43%, comfortably ahead of the EU average and larger neighbours. These are not just numbers; they are early signals of which economies are quietly rewiring how people learn, work, and do business. This is already translating into higher productivity and faster learning in the workplace, especially in services and knowledge work. Studies from call centres and service companies show that when employees work with AI agents, they resolve about 14% more customer issues per hour, with no drop in customer satisfaction, and less experienced workers catch up to their seniors much faster. If a small country like Luxembourg is moving early on AI, it is because those gains compound into higher output and competitiveness over time, exactly the opportunity Kenya risks missing if its usage stays informal and shallow.

The lesson here is that Kenya should be reading these signals very carefully.

Kenya’s youth and mobile advantage

Thankfully Kenya is not starting from zero. It is starting from a position of strength.

Mobile penetration has already crossed saturation levels, with more active SIM cards than people and over 70 million devices connected to networks, translating to a penetration rate above 130%. Among young people aged 15-24, the data shows that a clear majority now own mobile phones, and a large share have smartphones and use social media daily. Kenya’s story is one of a mobile-native generation, deeply comfortable with digital platforms, payments, and communication.

This is precisely the kind of foundation that AI needs. Europe had to build digital habits and infrastructure over decades; Kenya already has them in its pocket and quite literally. The question is not whether Kenya’s youth are online. The question is whether they will use AI to transform their lives and their country, or simply consume what others create.

What Europe’s AI numbers are really saying

When we look closely at the European data a pattern emerges.

Across Europe, AI is no longer just a new gadget; it is an economic lever that is already moving real numbers. In one widely cited study of more than 5,000 customer‑support agents in a Fortune 500 firm, those with access to a generative‑AI assistant handled 13.8% more issues per hour and increased their successful resolution rate by about 1.3%, with the biggest gains over 30% seen among the least experienced staff. Other research on AI coding tools finds that developers using AI assistants complete routine coding tasks 20-40% faster, especially when generating boilerplate, tests, and documentation.

When you plug these kinds of improvements into macroeconomic models, the impact is non‑trivial. Economists estimate that generative AI alone may already be adding roughly 1 percentage point to productivity growth in advanced economies, on top of existing trends. That sounds small, but over a decade it means more output, higher wages for skilled workers, and greater fiscal space for governments that move early. This is why usage rates like Luxembourg’s 42.5% are starting to act as a proxy for future output: they tell you how many workers are learning to use “digital leverage” to do more with the same hour of time.

The real distinction, as you rightly note, is between shallow and deep AI usage. Someone asking a chatbot to summarise a news article counts as AI usage, but its impact is modest. A small business automating its invoicing, customer support responses, and basic marketing copy using AI is changing its cost structure and productivity. A software team that systematically uses AI for code generation, documentation, and test creation is not just “using AI”; it is compressing weeks of routine work into days and freeing engineers to focus on design and innovation

Perhaps most important for Kenya, the next divide is generational. Even where national usage is moderate, younger people are adopting AI tools far faster than older populations. That means the real gap will increasingly be within countries, not only between them. In a country like Kenya, with a predominantly young population, that generational tilt can be turned into a strategic asset, if it is guided.

Kenya at a crossroads: user or leader?

Kenya has already proven it can lead.

The world watched as M‑Pesa transformed everyday transactions and put Kenya on the map as a fintech innovator. Bill Gates placed a video highlighting this achievement:

But mobile money was just the first chapter. AI is the next frontier, and it is far broader: it touches finance, agriculture, health, education, logistics, justice, and as the youth have shown, creative industries.

If Kenyan youth merely become heavy users of foreign AI platforms, the country risks repeating a familiar pattern: local talent feeding global systems, while most of the value is captured elsewhere. If, instead, Kenya chooses to build, adapt, and localise AI, it can create solutions that understand Kiswahili, Sheng, local business realities, rural connectivity constraints, and informal sector dynamics in a way no foreign model ever will.

Luxembourg’s 42.5% AI usage shows what early momentum looks like. The real test for Luxembourg and for Kenya is whether everyday use of AI can be converted into durable advantage in skills, finance, and innovation.
From consumption to capability: what Kenya must do
To turn its demographic and mobile strengths into AI leadership, Kenya needs to move beyond rhetoric and into deliberate strategy built around its young population.

Here are some key steps that are within reach:

Embed AI skills early
From secondary school to TVETs and universities, AI literacy should not be a niche elective. It should be part of core digital education: data literacy, prompt design, basic coding, critical thinking about algorithms, and ethical use. EBUs TVET EUNI training Institute will be leaning in this direction. (https://eti.ebulux.lu/)

Shift from “using apps” to “building systems”
Youth should be encouraged and trained to move from consumers of AI tools to creators of AI services, chatbots for county governments, decision-support tools for farmers, AI‑assisted diagnostics for clinics, and local-language tutoring systems.

Back youth with ecosystems, not slogans
Innovation hubs, incubators, and county-level digital labs should provide access to computing resources, mentorship, and real-world data (while respecting privacy) so young people can build tangible solutions, not just pitch decks.

Use public policy to signal seriousness
Just as Kenya created an enabling environment for mobile money, it can do the same for AI: regulatory sandboxes, clear data-protection rules, incentives for AI investment, and public procurement that favours locally built AI solutions for public services.

Connect talent to global standards
Kenyan youth must be trained not just to meet local needs, but to compete and collaborate globally, through remote work, global research projects, open‑source contributions, and industry-grade certifications.

In customer service
Kenyan telcos, banks, SACCOs, and e‑commerce firms could deploy AI assistants that help agents answer more queries per hour, with better consistency. Global studies suggest a realistic productivity gain of around 10-15%, with the largest jumps for junior staff. For a call centre employing 1,000 agents, that is the equivalent of hiring 100-150 extra people without adding a single desk.

In small business operations
Jua kali entrepreneurs, boda‑boda associations, and micro‑retailers can use AI to generate invoices, manage simple bookkeeping, draft contracts, and reply to customers on WhatsApp automatically. Each small task saved is minutes back in the day; scaled across millions of micro‑enterprises, it becomes a boost to national productivity.

In software and digital services
Kenyan developers already building for fintech, agritech, and logistics can use AI coding assistants to cut time spent on boilerplate code by up to 30–40% on routine tasks. That means a single developer can ship what previously required a small team, or a team can ship more features per release cycle.

In research and knowledge work
Policy analysts, journalists, lawyers, and academics can offload first‑draft research, document review, and summarisation to AI, turning days of desk work into hours and focusing human effort on judgment and local nuance. This matters in a country where public‑sector capacity is stretched and private‑sector professionals are time‑poor.

Once you see AI as a multiplier on every knowledge worker, the stakes for a young, service‑oriented economy like Kenya’s become clear. If Kenya gets this right, AI will not be an imported revolution; it will be a Kenyan-led reimagining of how African societies function in a digital age.
Luxembourg, Kenya, and a shared AI classroom

There is another layer to the Luxembourg story that matters for Kenya.

While Luxembourg is climbing the AI adoption charts, it is also investing heavily in AI-related education and skills. At the same time, the European Business University and European Business Institute in Luxembourg (EBU) have made a strategic bet on Kenya’s youth by offering large-scale online scholarships and programmes aimed particularly at African and Kenyan learners.

These institutions have already enrolled more than 30,000 students globally, with a significant share from Kenya, many of whom benefit from tuition‑free or heavily subsidised scholarships. Kenyan students have gained access to structured programmes in business, technology, and AI, often without the prohibitive costs that block access to international education.

Today, that commitment is deepening around AI and digital innovation. The European Business University and Institute in Luxembourg are focused on programmes such as the Certificate in Digital Intelligence and Technology Innovation, AI Professional Certificates, and a suite of “AI for Leaders” courses in finance, healthcare, business sustainability, and general management, alongside advanced modules like Deep Learning with TensorFlow, Natural Language Processing, and Introduction to Python with AI integration, as well as a Master’s in Data Science and AI. Through scholarships specifically extended to Kenyan learners, many students in Kenya have already benefited by gaining internationally recognised qualifications, industry-relevant AI skills, and direct exposure to how AI is being integrated into business and public policy in Europe.

In other words, the bridge between Luxembourg’s AI momentum and Kenya’s youth potential is not theoretical. It is already being built, student by student, course by course.

Short courses and media campaigns should focus on specific use‑cases “how to use AI to answer customer messages”, “how to write a tender”, “how to prepare tax records” rather than abstract AI theory. This is where the EBU Certificate in Digital Intelligence and Technology Innovation, AI for Leaders, and AI‑integrated Python courses become directly relevant to everyday work in Kenyan firms and institutions

The choice now sits squarely with Kenya’s young generation and its policymakers: will they treat AI as just another app on an already crowded phone, or as the defining capability that will determine Kenya’s place in the global economy over the next decade?

Luxembourg’s 42.5% AI usage is asking one question. Kenya’s answer will depend on whether its young people, armed with connectivity, creativity, and new educational pathways, decide not just to join the AI age but to lead it

References

ABBL, ACA, & PwC Luxembourg. (2025). (Gen)AI and data use in Luxembourg survey 2025: From experimentation to execution. ABBL/ACA/PwC.

Bizna Kenya. (2024, February 13). European Business University of Luxembourg scholarship. Bizna Kenya.

Communications Authority of Kenya. (2025, June 9). Mobile, Internet, and tech services surge in Kenya as digital shift accelerates. Communications Authority of Kenya.

Kenyan Wall Street. (2025, March 18). Smartphone use rises as mobile phone penetration hits 139.8%. Kenyan Wall Street.

Ministry of Education, State Department for Higher Education & Research. (2022). European Business University of Luxembourg (EBU) – Scholarships announcement. Government of Kenya.

Mtoto News. (2024, December 16). Kenyan children’s growing access to mobile technology. Mtoto News.

Nielsen Norman Group. (2023, July 15). AI tools raise the productivity of customer-support agents. Nielsen Norman Group.

Nielsen Norman Group. (2023, July 15). AI improves employee productivity by 66%. Nielsen Norman Group.

RTLTODAY. (2025, December 20). Only 42.5% of Luxembourg residents used generative AI in 2025, higher than EU average. RTL Today.

Stanford Digital Economy Lab & MIT researchers. (2023). Generative AI at work (NBER Working Paper No. 31161). National Bureau of Economic Research.

Telecom Review Africa. (2025, March 4). Kenya reports increased mobile and broadband subscriptions. Telecom Review Africa.

Tuko.co.ke. (2023, February 11). Little known university in Europe giving Kenyan students free education. Tuko.co.ke.

United States International Trade Foundation (ITIF). (2023, July 9). Fact of the week: Customer support agents using an AI GPT tool saw a nearly 14 percent increase in productivity. Information Technology & Innovation Foundation.

Microsoft Research. (2024). Generative AI in real-world workplaces. Microsoft Research.

MIT Sloan Management Review. (2023, October 18). How generative AI can boost highly skilled workers’ productivity. MIT Sloan.

St. Louis Federal Reserve. (2025). Generative AI, productivity and the future of work. Federal Reserve Bank of St. Louis.

Coursera. (2026, February 4). AI in software development: Revolutionizing the coding landscape. Coursera.

Future Processing. (2026, April 8). AI in software development: How to boost developer productivity. Future Processing.

Bain & Company. (2024, September 24). Beyond code generation: More efficient software development. Bain & Company.Frox. (2025, February 13). AI study in customer service: Generative AI increases productivity. Frox.
April 28, 2026
Higher Education is Evolving

Higher Education is Evolving

With the advent of AI, Higher education is experiencing a period of rapid transformation, and at EBU (European Business Institute of Luxembourg), we are leading the way in reimagining student engagement and assessment. Traditional exams and essays, while still valuable, increasingly fall short in capturing the breadth of student achievement and readiness for today’s evolving AI driven workforce. Globally, surveys highlight this urgency: according to the European Commission, 39% of employers pinpoint graduate skill gaps as a hiring challenge, and recent data from The World Economic Forum indicates that 44% of workers’ core skills are expected to change by 2027.

To address these realities, our institute is committed to a progressive, evidence-based approach

Interactive and Active Learning

We integrate debates, real-world business simulations, and team-based projects into every program. Education research suggests that students retain up to 75% more knowledge through active learning compared to passive methods. In our classrooms, interactive breakout rooms, polls, quizzes, and ongoing online discussion forums are seamlessly embedded in the course delivery, driving higher participation and meaningful engagement.

Authentic and Alternative Assessments

At the EBU, we go beyond standard exams by implementing portfolios and oral presentations. We ensure an environment of learning that evolves with the times. This approach not only provides richer feedback but is also supported by data studies that show that new authentic assessment methods can increase student motivation and performance by up to 30%. Our instructors are also continuously rubric assessed for instructional skills in providing a holistic evaluation of their competency and classroom readiness.

Workforce Alignment through Flexible Course Design

Let’s be clear, our course design emphasizes collaboration, flexibility, and real-world problem solving. Structured group peer assignments and scenario-based learning mirror workplace demands. We prioritize assignments that challenge students to apply theoretical knowledge to current industry challenges, ensuring that our graduates are equipped with both the hard and soft skills in demand. As universities worldwide note rising concerns over graduate employability, our data-driven innovations ensure EBU alumni stand out.

In summary, education at the European Business Institute of Luxembourg is not just keeping pace with change; we intend to define new standards of excellence for tomorrow’s leaders and professionals.

Prof. Dr. James Mulli
Academic Dean
European Business Institute of Luxembourg

September 29, 2025
Learn how to Measure and Build Peace – Limited-Time 94% Scholarship Offer
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August 11, 2025
Blockchain Technology: A new development paradigm for Kenya? Implications for finance, corruption and voter fraud.

Alongside Artificial Intelligence (AI), Blockchain offers a transformative approach in addressing social, political, and economic challenges, particularly corruption.

The intersection of Blockchain and AI has generated significant attention, especially as countries like Kenya seek solutions to entrenched corruption. Beyond the speculative rise of cryptocurrencies such as Bitcoin, the true potential lies in how Blockchain technology and AI can be used to create transparent, immutable, and accountable systems.

These technologies hold the promise of transforming how financial transactions, public records, and social systems are managed, minimizing the opportunities for fraud and corruption.

READ MORE

European Business Institute www.ebulux.lu Gain an in-depth understanding of Blockchain by enrolling in EBU’s Certificate course: CP306 APPLIED BLOCKCHAIN TECHNOLOGY & ARTIFICIAL INTELLIGENCE INTEGRATION.
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October 15, 2024