Kenya is producing more technology professionals as demand for skills in artificial intelligence (AI), cybersecurity, data analytics and software engineering continues to grow. Many graduates are finding jobs, starting businesses and earning better incomes.
Yet, despite this growing pool of talent, Kenyan companies are still struggling to develop the skills they need to support their digital transformation ambitions.
Two reports released by technology training institution Moringa in September 2026 reveal a growing disconnect between the skills graduates acquire, what employers expect and how companies develop talent within their organisations.
The Kenya Technology Workforce Capability Report 2026, based on interviews with 166 senior executives across eight sectors, found that 72% consider digital transformation a top strategic priority. However, 73% described their organisations as being at the early or developing stages of technology, data and AI capability maturity.
The findings raise questions about why companies continue to experience skills challenges despite growing investments in technology and employee training.
Graduates are getting jobs, but employers want more
Moringa’s Graduate Impact Study 2026, which surveyed 350 alumni, found that 70.9% of those who secured opportunities did so before graduation or within six months.
The study also revealed that two in three graduates with comparable income data moved into a higher income bracket after training. The proportion earning at least Sh100,000 monthly increased from 4.3% before joining Moringa to 24.6% at the time of the survey.
However, while graduates are making progress in the labour market, employers are increasingly looking beyond technical qualifications.
All 14 employers surveyed identified technical execution as a strength among Moringa graduates. Nevertheless, 63.4% cited communication as an area requiring improvement, while 35.7% highlighted commercial awareness and 28.6% pointed to business understanding.
These findings suggest that knowing how to develop software, analyse data or use AI tools is no longer sufficient. Employers also want professionals who can communicate ideas, understand business challenges and translate technology into practical solutions.
Moringa CEO Nikki Germany has emphasised the importance of equipping learners with practical skills that translate into meaningful opportunities.
The findings also highlight the changing expectations of employers, who increasingly require professionals capable of contributing to business performance rather than simply demonstrating technical knowledge.
Companies are investing in training, but results remain limited
The skills challenge extends beyond recent graduates to employees already in the workplace.
According to the corporate report, 77% of surveyed organisations use online learning platforms to develop employee skills, yet only 16% rated their overall upskilling approaches as very effective.
Among the challenges identified, 40% cited scheduling conflicts, while 36% pointed to overly theoretical training and another 36% identified insufficient practical application.
This suggests that while companies are investing in employee development, some training approaches may not adequately address actual workplace needs.
The challenge is particularly evident in AI, with 48% of executives identifying AI engineering as the most difficult capability to build. Among organisations employing more than 2,000 people, the figure rises to 62%.
Cybersecurity and data analytics were also identified as critical skill areas by 63% and 62% of respondents respectively.
Employers have a role in closing the gap
While universities and training institutions are often challenged to produce job-ready graduates, the research suggests employers must also take greater responsibility for developing the talent they need.
The graduate study found that internships accounted for 29.1% of first opportunities secured by alumni, highlighting the importance of practical workplace exposure.
Similarly, 51% of executives identified hands-on learning as a factor contributing to successful employee training, while 49% highlighted alignment with business needs.
These findings point to the need for closer collaboration between training institutions and employers through internships, mentorship, real-life projects and continuous professional development.
Interestingly, 45% of surveyed organisations identified chief executives as the primary decision-makers on employee upskilling, suggesting that workforce development is increasingly a strategic business issue.
For Kenyan companies, this means looking beyond the number of employees trained or certificates awarded and examining whether new skills improve productivity, service delivery and business performance.
Ultimately, the two reports suggest that Kenya’s technology challenge is not simply about producing more graduates.
It is also about ensuring that the skills being developed match business needs and that organisations provide opportunities for employees to apply them.
As companies accelerate digital transformation, the question may no longer be whether Kenya has enough technology talent, but whether businesses are doing enough to develop and effectively use the talent already available.
