Morocco Appoints Ahmed Rahhou as Minister of Artificial Intelligence: A New Era for Digital Transformation

The recent appointment of Ahmed Rahhou as the Minister of Artificial Intelligence, Digital Transformation, and Administrative Reform on October 16, 2026, underscores Morocco's strategic emphasis on technology within its governmental framework. This marks a pivotal moment as it is the first time artificial intelligence (AI) has been explicitly included in the title of a government department. Previously, although Amal El Fallah Seghrouchni held the position responsible for digital transition and administrative reform, her title did not reflect her extensive expertise in AI. While this new title reflects ambition, it is essential to understand that a title alone does not equate to a comprehensive strategy for implementing AI across governmental functions. There remains a significant gap between institutional announcements and the daily experiences of citizens. The mere inclusion of AI in the governmental structure does not inherently lead to more efficient administration, simpler processes, or enhanced data protection. The real work begins now, as Morocco must define its objectives for AI technology, determine its intended uses, and establish the governing rules surrounding its implementation. ### Rethinking Digital Ambition Beyond Financial Competition The global race for artificial intelligence is often framed within the context of financial competition, with nations like the United Arab Emirates and Saudi Arabia announcing massive investments in data centers, computing power, and partnerships with major players in Silicon Valley. These Gulf monarchies are strategically positioning themselves as regional tech powerhouses, and rightly so, as these investments present tremendous opportunities. However, Morocco should not feel compelled to replicate this model. It lacks the oil wealth of Gulf states, the resources of American giants, and operates under a different economic model. Morocco's productive fabric is largely composed of a dense network of SMEs, a water-stressed agricultural sector, evolving services, and rural areas where digital access is uneven. Imitating the investment strategies of the wealthiest countries in the region would be a futile endeavor, leading to a competition where the rules and resources do not align with Morocco's unique context. Instead, Moroccans must identify where AI can genuinely transform their landscape. This requires starting from the country’s needs rather than simply browsing through catalogs from foreign suppliers. Purchasing a solution designed in California and then trying to apply it to a Moroccan context is counterproductive. Digital sovereignty does not imply that Morocco must produce every component and software independently; rather, it entails maintaining control over strategic choices, sensitive data, and systems while ensuring that diverse solutions can interact seamlessly. It is crucial to avoid becoming overly reliant on any single provider. ### Prioritizing Data Management Over Big Tech Solutions Before seeking more computing power, Morocco should focus on effectively utilizing its existing resources. The state’s documentary heritage is a treasure trove of archives, encompassing years of administrative decisions, circulars, legal procedures, urban planning studies, and technical assessments. Much of this information remains scattered across various ministries, services, and databases, making it challenging to locate or utilize efficiently. Citizens are all too familiar with the consequences of this disorganization as they gather documents, navigate multiple offices, wait for responses, and often discover at the last moment that additional paperwork is required or another department needs to intervene. In this environment, simply installing a chatbot at the entrance of a public service office will not remedy the chaos. If the information it relies upon is incomplete, poorly categorized, or contradictory, it will only replicate the existing disorder with more confidence. The immediate priority should be to clean, classify, secure, and connect public data. This effort would enable officials to access applicable regulations swiftly while providing citizens with coherent responses without requiring them to coordinate between various administrations. A conversational assistant can be valuable, provided it is based on reliable and up-to-date information; however, it will never replace the need for procedural reforms. The modernization of the state should not be measured by the number of AI tools deployed but rather by the time saved for users, the reduction in unnecessary travel, and the genuine simplification of processes. For instance, the M’ONCF virtual assistant from the national railway office exemplifies such an initiative. Morocco aims to train 200,000 talents in the field of artificial intelligence, which is commendable. However, large-scale training does not necessarily equate to meeting market demands. Simply increasing certifications and developer training without assessing where these individuals will find employment could lead to a new generation of graduates waiting for job opportunities. Skills development should not be limited to engineering schools and computer science departments; AI will infiltrate everyday tasks across professions that do not require coding expertise. Business managers, lawyers, educators, public administrators, and local agents do not need to know how to design algorithms but must understand what an AI tool can do, articulate specific problems to it, evaluate the data utilized, identify potential biases, and critically assess its outputs. This foundational digital culture must extend beyond specialists. Training employees to use a tool is insufficient if no one teaches them how to verify its results. Competence is not merely about knowing how to open an application and ask a question; it involves comprehending what is being asked, what the tool can deliver, and understanding what should not be entrusted to it. Without this effort, the deployment of AI risks widening the gaps between companies. Larger organizations with sufficient budgets and teams will reap the productivity benefits, while SMEs and smaller communities may find themselves dependent on solutions they cannot evaluate or adapt to their needs. A national training policy must empower these entities to understand and make informed choices rather than leaving them vulnerable to commercial arguments from suppliers. ### Moving Beyond Showcase Projects The establishment of a dedicated ministry will only yield meaningful results if accompanied by a concrete methodology. The state must break free from the habit of announcing experiments, presenting them at technology fairs, and then moving on to the next project without anyone truly understanding what has changed. The first step should involve taking stock of existing initiatives already launched within administrations. Next, prioritizing a few key services rather than scattering resources is vital. Areas like water management, health, and urban planning offer practical grounds where AI could be beneficial. However, it is crucial to set verifiable objectives, such as reducing processing times, lowering treatment costs, improving access to services, or enhancing user satisfaction. A project should not be deemed successful merely because a tool has been installed. Ultimately, this policy must be accompanied by clear rules regarding data confidentiality, the traceability of automated decisions, and the accountability of administrations. When a decision affects an individual's rights, human oversight must be ensured, allowing citizens to understand the basis of decisions and have recourse if necessary. Morocco does not need to project the image of competing in the race; it requires a strategy that reorganizes its administrations, prepares its workforce, and employs technology to genuinely enhance citizens' lives. ### Launch of the Friends Group on AI for Sustainable Development On June 22, 2024, Morocco and the United States officially launched the Friends Group on Artificial Intelligence for Sustainable Development in New York. Chaired by ambassadors Omar Hilale and Linda Thomas-Greenfield, this initiative follows the adoption of the first UN resolution on AI co-sponsored by both nations. This group serves as a global platform aimed at galvanizing international digital cooperation, with the mission of promoting the ethical, safe, and responsible use of AI technologies. The primary goal is to accelerate the achievement of Sustainable Development Goals (SDGs), particularly addressing the needs of developing countries and the African continent. The initiative will support efforts to eradicate poverty, foster economic growth, and combat the climate crisis, backed by institutional support from UNESCO and the ITU. ### The Titan Clash: Employment, Income Redistribution, and Generational Risk Once political announcements have been made, the reality of artificial intelligence confronts corporate finance. For a financial department, a tool capable of processing a task that previously required several employees represents not only a time-saving measure but also potential cost savings. However, the question of what happens to the affected positions often arises much later. In Morocco, the impact will not be uniform across all sectors. Tertiary activities, dematerialized services, and administrative functions are particularly vulnerable. From offshoring to banking headquarters in Casablanca, the ability to automate part of the work paves the way for rapid cost reductions. There is also a domino effect: fewer hires for young graduates, diminishing opportunities for on-the-job training, and ultimately, repercussions for public finances. In Morocco, Business Process Outsourcing (BPO) and banking-insurance activities have historically provided many young graduates with their first job opportunities. These sectors are also significantly affected by automation since a significant portion of the work relies on processing information, executing procedures, and managing relatively standardized requests. In customer relationship centers, generative AI and conversational agents can already handle a portion of simple requests, categorize inquiries, and draft reports. In banks and insurance companies, automated tools can assist in document control, credit file preparation, and repetitive verification operations. The change involves reshaping the distribution of work. The simplest tasks are progressively assigned to tools, while employees are expected to concentrate on exceptions, disputes, and complex cases. However, this evolution must be intelligently organized. Some companies take an opposite approach, adding technological layers to already cumbersome procedures without reevaluating their operations. At the recent CGEM Forum titled "Entrepreneurs in Motion: Transforming Priorities into Actions," held on Saturday, October 17, 2026, at Mohammed VI University of Science and Health (UM6SS) in Casablanca, Jacques Pommeraud, CEO of Inetum, warned against this trend of injecting algorithms into outdated processes. This results in complicated validation circuits that are merely executed more rapidly, offering limited gains without necessarily creating value. Automation should not serve as a pretext for eliminating positions without considering workplace organization. It should first be used to identify unnecessary tasks, simplify procedures, and allow employees to dedicate more time to situations that genuinely require their experience and judgment. ### Junior Recruitment: The First Casualty of a Short-Term Economy In an effort to reduce expenses, some companies may be tempted to freeze junior recruitment under the pretext that tasks previously assigned to these roles can now be accomplished by AI tools. The danger is that a young graduate does not remain junior for life, a fact that this accounting logic seems to overlook. Amine Khayatei Houssaini, CEO of KOP, emphasized to LeBrief that professional experience cannot be acquired immediately upon leaving university. A seasoned professional builds their expertise over the years by managing basic cases, learning the realities of the field, making mistakes, and progressively taking on more complex responsibilities. As Morocco navigates this critical juncture in AI and digital transformation, it must prioritize strategies that are not only innovative but also practical, ensuring that technology serves to enhance rather than hinder the opportunities available to its citizens.

As reported by lebrief.ma.