Matatu Entrepreneurship as a Learning Experience
Tuan (2011) has pointed out that professional planners, who have an urgent need to act, move too quickly to models and inventories, easily overlooking the rich experiential data that might have been collected. The pressure from society and sometimes from sponsors to produce results quickly can contribute to solutions being implemented before they have been fully tested or without room for further reflection and refinement as time passes (Greene 2012). Having presented the rich case study of matatu entrepreneurship in the preceding chapters, we use this chapter to reflect on two questions: (1) What lessons can we learn from the matatu entrepreneurship experience in Kenya? (2) What can Kenya do with the matatu entrepreneurship model that has developed and appears to be firmly established? We explore ways that policy and decision makers may utilize this innovative response to the gap in transport demand by providing an enabling environment for the informal sector, which is seen as critical to African economic development (Mahajan 2009, Moyo 2009). Profiles of selected African entrepreneurs have recently been compiled by Makura (2011), showing the importance of businesses in Africa’s development. This book provides details about the experiences of such entrepreneurs as Mo Ibrahim of Sudan and Kwabena Adjei of Ghana, who have weathered several odds to become successful entrepreneurs.