The African Export-Import Bank (Afreximbank) has sounded the alarm over the continent’s deepening reliance on foreign healthcare, estimating that Africa loses about $7 billion every year to medical tourism, a trend that not only bleeds foreign exchange but also cripples efforts to develop sustainable healthcare systems across the region.

At the 32nd Afreximbank Annual Meetings (AAM2025) held in Abuja, Nigeria, Mrs. Oluranti Doherty, the Bank’s Export Development Managing Director, described the situation as a serious economic and developmental crisis, noting that Nigeria alone accounts for a staggering $1.1 billion of the continent’s annual medical tourism losses.

“That’s money going to other economies, building their institutions, while weakening ours,” Doherty told delegates, which included heads of state, ministers, private sector players, and trade policymakers.

A Systemic Economic Drain

The outflow of funds is compounded by the loss of skilled professionals—a trend often referred to as brain drain—as Africa’s best medical minds continue to relocate to the United States, Europe, the Middle East, and parts of Asia, lured by better remuneration, research facilities, and working conditions.

“The best of talents in the health sector were going out of the continent,” Doherty said, “and that often was an issue.”

This mass exodus of healthcare workers, coupled with a population that increasingly seeks treatment abroad, leaves many African nations with under-resourced and overstretched public health systems, unable to cope with the rising burden of chronic illnesses such as cancer, diabetes, and cardiovascular disease.

Medical Tourism and the FX Crisis

The warning from Afreximbank also comes amid Africa’s worsening foreign exchange challenges, especially in major economies like Nigeria, where a prolonged dollar scarcity has paralyzed import-dependent sectors. The $1.1 billion Nigeria loses to foreign hospitals each year not only aggravates the forex crisis but also undermines local capacity building in a sector essential for national development.

The irony, observers note, is that many African patients head abroad for procedures that could be handled locally—if there were trust, investment, and infrastructure in place.

Afreximbank’s Bold Intervention

To tackle this problem at its roots, Afreximbank has made healthcare one of its strategic pillars. Doherty recalled that as far back as 2012, the bank launched a Health and Medical Tourism Programme, aimed at redirecting Africa’s capital and talent into the local healthcare economy.

At the center of this effort is the Africa Medical Center of Excellence (AMCE), a high-tech 170-bed facility under construction in Abuja, which has so far attracted over $450 million in investment from Afreximbank.

The hospital is equipped with advanced medical technology, including:

• An 18 MeV cyclotron for producing radioisotopes used in cancer treatment,
• A three-Tesla MRI machine for high-resolution imaging,
• A 20-bed Intensive Care Unit (ICU) for critical care services.

“We recognized this issue long ago and decided to do something about it,” Doherty said. “The AMCE will deliver care at global standards, not just African standards.”

The Trust Deficit in African Healthcare

Despite these bold investments, Doherty acknowledged that rebuilding public trust in local healthcare facilities remains a major hurdle.

“I’m talking about global standards. I’m talking about Africans coming up with solutions to challenges,” she said.

Experts note that without addressing this trust gap, even the most technologically advanced hospitals on the continent may struggle to reverse the tide of outbound medical tourism.

Broader Economic and Industrial Goals

Beyond health, the initiative aligns with Afreximbank’s goal of transforming Africa into a net exporter of services and manufactured goods. The bank not only aims to retain African wealth but also turn the continent into a destination for medical travel, eventually attracting patients from other regions.

Furthermore, the AMCE model is expected to spur industrial growth, including local pharmaceutical manufacturing, medical equipment supply chains, training institutions, and R&D collaborations—sectors that can generate jobs, boost innovation, and curb reliance on imports.

As artificial intelligence continues to reshape the workplace, Senator Bernie Sanders (I-VT) is raising a provocative question to America’s tech and political establishments: if AI is boosting productivity, then why aren’t workers seeing the benefit?

In a recent appearance on The Joe Rogan Experience, Sanders argued that technological advancement—especially in AI—should be used not to cut jobs, but to improve lives by shortening the workweek without reducing pay.

“Technology is gonna work to improve us, not just the people who own the technology and the CEOs of large corporations,” Sanders told Rogan. “You are a worker, your productivity is increasing because we give you AI, right? Instead of throwing you out on the street, I’m gonna reduce your workweek to 32 hours.”

Sanders’ comments come at a time when companies are touting major productivity gains from generative AI tools like ChatGPT, Microsoft Copilot, and Google Gemini, which can handle tasks ranging from writing and research to software development and customer service. Yet those same companies have also laid off tens of thousands of workers since 2023, citing AI-led restructuring and automation.

The disconnect between rising efficiency and eroding job security has triggered renewed interest in labor reforms—and now, growing calls to institutionalize the four-day workweek.

A Legislative Path Forward?

Sanders’ postulation has sparked fresh conversations among workers, some of whom now say it’s time for Congress to step in and legislate a reduced workweek as a way to fairly distribute the gains of AI and automation.

The issue of 4-day-a-week work has been in discussion for a while. In 2021, Representative Mark Takano (D-CA), introduced a bill to mandate a 32-hour workweek. The proposed bill called the Thirty-Two-Hour Workweek Act, received backing from many, especially, labor rights organizations.

Takano’s bill would amend the Fair Labor Standards Act to reduce the standard workweek from 40 hours to 32 while keeping overtime protections in place—essentially incentivizing companies to either reduce hours or pay extra for work beyond four days a week.

Though the bill has yet to be brought to a vote, Takano and others see Sanders’ growing visibility on the issue as a chance to rally public pressure on Congress. A number of progressive lawmakers have expressed informal support for experimenting with shorter workweeks, especially in tech, education, and healthcare sectors.

Last year, Sanders introduced legislation that would establish a 32-hour workweek in the U.S. with no loss of pay, a change the Vermont senator said is necessary to ensure the working class benefits from massive productivity gains and technological advances.

“Today, American workers are over 400% more productive than they were in the 1940s. And yet, millions of Americans are working longer hours for lower wages than they were decades ago. That has got to change,” said Sanders. “The financial gains from the major advancements in artificial intelligence, automation, and new technology must benefit the working class, not just corporate CEOs and wealthy stockholders on Wall Street.”

Real-World Successes Strengthen the Case

Evidence backing the four-day workweek is mounting.

In the United Kingdom, a six-month trial involving 61 companies and nearly 3,000 workers found that 92% of firms chose to keep the reduced schedule after the trial concluded. Productivity was largely maintained or improved, while workers reported lower stress, fewer sick days, and better work-life balance.

In the U.S., companies like Kickstarter have adopted a permanent four-day week, while Microsoft Japan’s 2019 pilot showed a 40% jump in productivity, with employees saying they were more focused and engaged during the reduced hours.

Sanders pointed to these examples as proof that the model can work without sacrificing output.

“Not a radical idea,” he told Rogan. “There are companies around the world that are doing it with some success. Let’s use technology to benefit workers. That means give you more time with your family, with your friends, for education—whatever the hell you wanna do.”

Rising Public Support

Polling shows that a majority of Americans favor the idea. A 2023 YouGov survey found that over 60% of respondents support a four-day workweek with no loss of pay, especially among younger workers and parents.

Unions, too, are beginning to adopt the idea as a bargaining chip. The United Auto Workers (UAW), during negotiations in 2023, included a four-day workweek in its list of demands. In California, a proposal to pilot a reduced workweek in state agencies was floated but didn’t advance. Still, activists say the tide is turning.

What Sanders has done, say analysts, is link AI’s economic impact to labor policy, pushing the conversation from boardrooms to legislative chambers.

While resistance from business lobbies is expected—particularly in sectors reliant on hourly labor—Sanders’ comments may mark a turning point.

YouTube is rolling out two new artificial intelligence tools designed to enhance content discovery and user engagement on its platform, marking yet another step in Google’s broader mission to embed AI deeply into its product ecosystem.

The latest features include an AI-powered search results carousel and an expanded conversational AI assistant. These tools aim to help users explore topics more effectively, interact with content dynamically, and ultimately spend more time on the platform — a reflection of YouTube’s strategic AI overhaul.

New Features to Reinvent Search and Learning on YouTube

The search results carousel, now available to YouTube Premium members in the U.S., uses generative AI to suggest video snippets and creator content along with AI-generated topic descriptions. For instance, a search query like “best beaches in Hawaii” might display a carousel of curated clips showcasing top snorkel spots or volcanic coastlines, along with contextual summaries to help users plan activities more efficiently.

Meanwhile, YouTube is expanding access to its conversational AI assistant, which allows users to ask real-time questions, get content recommendations, or quiz themselves on topics presented in educational videos. While initially available only to Premium users, this feature will now reach some non-premium users in the U.S. for testing.

YouTube says the new tools are designed to “make it easier to dive deeper, learn faster, and find what you’re looking for,” underscoring its plan to become more than a video-sharing site — it wants to become an AI-enhanced learning and discovery engine.

“Today we’re introducing two AI updates to help you dive deeper, learn faster, and find what you’re looking for more easily on YouTube,” it said in a blog post.

Part of a Broader Tech Industry AI Shift

YouTube’s announcement is part of a sweeping trend across the tech sector, with major players accelerating their integration of artificial intelligence into core services in a bid to boost performance, reduce costs, and defend market share.

• Microsoft has embedded OpenAI’s GPT models into nearly all of its flagship products, from Word and Excel to Windows 11 via its Copilot suite. The company has also launched Copilot for GitHub to assist developers in coding with natural language, now used by over 1.8 million users.
• Meta has integrated AI-generated recommendations across Facebook, Instagram, Threads, and WhatsApp, including a new feature called AI Personas — chatbots styled as celebrities, experts, and fictional characters. Meta also uses AI to drive advertising performance, a key revenue stream for the company.
• Amazon has rolled out AI-enhanced product summaries and launched Rufus, an AI shopping assistant embedded in its mobile app. It also announced plans to invest billions in training large language models via its cloud unit, AWS.
• Apple, though slower to publicize AI efforts, recently previewed Apple Intelligence, its new personal AI system baked into iOS 18. It combines generative capabilities with personal context from user data, and integrates ChatGPT access into Siri — an unusual but strategic partnership with OpenAI.
• Netflix is also turning to AI for personalization and content curation, while Spotify has launched an AI DJ that creates automated music playlists and commentary.

According to Goldman Sachs, AI integration could boost global corporate profits by as much as 30% over the next decade, particularly for companies that successfully adopt automation, personalization, and data-driven optimization at scale.

With YouTube now adding AI-generated recommendations and a real-time assistant, the platform is positioning itself more competitively against rivals like TikTok, which already uses AI extensively to personalize its “For You” feed. YouTube’s parent company, Google, has also baked AI into core products like Search, Gmail, and Android via its Gemini AI model — reflecting a company-wide pivot from traditional services to AI-first experiences.

The company is expected to gather feedback ahead of broader rollouts as more users test YouTube’s new AI tools in the coming weeks. While concerns around privacy, misinformation, and content moderation persist, the direction is that generative AI is fast becoming a pillar of user experience across the tech industry — and YouTube wants to be at the forefront.

Tesla’s ambitious robotaxi rollout in Austin has hit a wave of skepticism, as troubling incidents during its first public test have cast a shadow over what was meant to be a watershed moment for the company’s self-driving ambitions.

While the pilot drew initial buzz and was hailed by analysts as a major revenue opportunity, footage from test riders now suggests the technology may not be ready for the roads—raising questions not only about Tesla’s timeline but also its core technical strategy.

The test, conducted with select Tesla fans in Austin using Model Y vehicles outfitted with the latest Full Self-Driving (FSD) software, was supposed to be the company’s breakthrough moment in autonomous mobility. But within days, clips emerged showing erratic maneuvers: a robotaxi swerving into oncoming traffic, another stopping abruptly in the middle of a street, and one dropping a passenger off dangerously in the middle of a multi-lane road. In one video, a human monitor had to forcibly halt the vehicle to avoid a collision with a reversing truck.

Analysts now say the shortfalls could undercut Musk’s promises to turn Tesla into a full-fledged ride-hailing business with “millions” of autonomous Teslas generating recurring revenue by late 2026.

A Question of Cameras vs. Lidar

The incidents have also intensified the long-running debate about Tesla’s camera-only approach to autonomy. Unlike competitors such as Waymo, Tesla has deliberately excluded lidar and radar from its self-driving stack, betting on computer vision and neural networks to perceive and navigate the environment. That approach now appears under question.

Waymo, the autonomous driving arm of Alphabet, has faced its own setbacks, including a February 2024 recall involving 444 vehicles, but its technology stack is considered far more robust. Waymo vehicles are outfitted with five lidar systems, six radars, and 29 cameras—compared to Tesla’s eight cameras and zero lidar or radar. Moreover, Waymo integrates multiple redundant safety systems, including:

• A secondary onboard computer
• Redundant steering motors
• A backup braking system
• Multiple positioning and GPS tools

Tesla, by contrast, lacks all of these redundancies. Safety experts argue this makes Tesla’s vehicles inherently more vulnerable to single-point failures—especially in real-world environments filled with unpredictable variables.

Even Grok, the Musk-owned AI platform used within X (formerly Twitter), has acknowledged that Tesla’s exclusion of lidar limits the vehicle’s ability to mitigate phantom braking and weakens performance in challenging visual conditions such as direct sun glare or at night.

“Musk’s approach saves costs, not lives,” an X user noted.

From Hype to Hesitation

The robotaxi rollout had been presented by Musk as a game-changing pivot in Tesla’s business. With EV margins tightening due to global competition and falling prices, the company has increasingly tried to position itself as a tech and software company. Robotaxis, Musk said, could unleash “trillions” in value by monetizing idle vehicles and creating an on-demand autonomous fleet.

Analysts believe Tesla robotaxi’s future is bullish. “We believe the Austin robotaxi launch kicks off a $1 trillion autonomous valuation alone and speaks to our $2 trillion valuation for Tesla by the end of 2026,” said Dan Ives, a Wedbush Securities analyst, and a Tesla bull.

Yet these early results from Austin suggest the reality may be more complicated. Not only are the vehicles far from error-proof, but their behavior has already drawn the attention of federal regulators. The National Highway Traffic Safety Administration (NHTSA) has previously scrutinized Tesla’s Autopilot and FSD programs and may now revisit concerns in light of the new footage.

The launch also arrives at a delicate moment for Tesla, whose sales have declined in key markets such as Europe and China, while competition from better-priced EVs—including those from BYD and other Chinese firms—has intensified.

The Bigger Picture

Tesla’s robotaxi vision remains alluring. A world where cars drive themselves, earn revenue while owners sleep, and reduce accidents is a compelling narrative. But without adequate safety systems, redundancy, or regulatory clearance, that vision risks becoming a liability.

Waymo, Cruise, Zoox, and others have all acknowledged that autonomy is a slow grind that demands not just innovation, but oversight, infrastructure, and caution. Tesla, critics say, continues to push a timeline-first strategy, hoping software improvements will eventually solve what others approach through hardware-backed redundancy.

As the push for a robotaxi economy continues, Tesla’s challenge is no longer just to impress fans—it must now convince regulators, engineers, and a skeptical public that its robotaxis are not only futuristic but also fundamentally safe.

Imagine a desert, vast and unforgiving. The world of business has a desert of competition. And in this desert and disruption, your business needs an oasis – a core, highly defensible, and profitable area where you are the undisputed leader, or at least a very, very strong player. This is your “One Oasis” as I postulated in Harvard.

Think of it like this: for Amazon, initially, it was the dominant online bookstore. For Google, it was search. For a local restaurant, it might be their signature dish and the loyal customer base it attracts. This oasis is your wellspring, the source of your strength, your brand recognition, and your consistent revenue. It’s where you’ve built deep moats – be it through network effects, superior technology, exceptional customer service, or a unique value proposition that competitors struggle to replicate. You nurture this oasis, you defend it fiercely, and you ensure it remains vibrant and healthy.

As in a natural desert, the oasis is the source of life. Your business one oasis is the strength of your firm in that desert of competition.

But in today’s dynamic markets, relying solely on one oasis is risky. The desert winds of change can shift, and even the most robust oasis can face unforeseen challenges. This is where the “Double Play Strategy” comes in. It’s about strategically leveraging the strength of your core oasis to explore and cultivate adjacent opportunities. These aren’t wild, unrelated ventures; they are logical extensions of your core competencies and customer base.

Think of Amazon expanding from books to e-commerce, then to cloud computing (AWS). Alibaba and AliPay. Each move built upon their existing infrastructure, customer data, and technological capabilities. Google moved from search to online advertising, then to Android mobile OS – again, leveraging their core strengths in data and user engagement.

The “Double Play” isn’t about chasing every shiny object. It’s about making calculated bets in areas where your oasis provides a significant advantage. It could be serving a new customer segment, offering a complementary product or service, or utilizing your existing technology in a new application. The key is synergy. The double play should not only generate new revenue streams but also strengthen your core oasis in the long run, creating a virtuous cycle of growth and resilience.

So, the “One Oasis and Double Play Strategy” is about focus and expansion. Building an unshakeable foundation in one key area and then intelligently deploying those strengths to conquer new, related territories. It’s about not just surviving the desert, but thriving by having a reliable source of sustenance and strategically exploring for new fertile grounds.

On July 1 2025, Blucera Market market.blucera.com will go live with dozens of The Great Lectures. This course explains the application of One Oasis and Double Play in business, using business cases from familiar firms like Alibaba, Amazon, Dangote Cement, etc.