Selling Our Telecom Company: A Decision with Consequences
June 23, 2024
Recently, I wrote about our decision to sell our entire telecom company, including its infrastructure, to a foreign private entity. At the time, the move seemed financially prudent, but now we're beginning to grasp the far-reaching consequences of that decision.
Today, I seriously considered ordering a new PC for my company. Over five years old, my current computer had been performing sluggishly, and I assumed it was time for an upgrade. However, after discussing the issue with friends, I discovered that the problem wasn't my trusty old machine—it was our internet service provider.
This revelation is troubling. A reliable and robust internet connection is fundamental to maintaining a competitive edge in the Information and Communication Technology (ICT) sector. As we increasingly depend on digital infrastructure, the performance of our internet service becomes a critical factor in our ability to innovate and grow.
The decline in service quality isn't just an inconvenience; it poses a significant threat to our economic future. We risk losing any competitive advantage we might have in ICT, stifling our ability to develop new economic sectors and diversify our economy. In a world where digital transformation is key to progress, this could set us back significantly.
I hope I'm wrong, but the early signs are worrying. The decision to sell our telecom company is starting to look like a shortsighted move, driven more by immediate financial gains than by long-term strategic thinking. We must now grapple with the potential fallout: diminished service quality, increased dependence on foreign entities, and a possible slowdown in our economic diversification efforts.
As we navigate this new reality, it's crucial to monitor the performance of our telecom services and advocate for accountability and improvement. We cannot afford to let our digital infrastructure lag. The stakes are too high, and the future of our economic growth and competitiveness depends on it.
MIguel Goede
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