Jordan has a strategic opportunity to establish a national platform dedicated to artificial intelligence and advanced technologies. A national institute for AI and advanced technologies should not be set up like a conventional university, nor should it become an extension or duplication of currently established universities. Rather, such an institute should be vision-driven, and link together industries, universities, research, entrepreneurs, investors and solutions to national challenges.

 

Artificial Intelligence used to be considered only of importance to computer scientists but now it has become an essential element for many different types of government operations in addition to being a significant product category in use globally (such as technology). Also, new technological advancements (like semiconductors, embedded system technologies, drones and robotics, Internet of Things devices, cloud computing systems, data analytics, etc.) are going to affect the manner with which organizations conduct business and countries will compete economically. For Jordan, this is not a question of whether these technologies matter -- it is a matter of how quickly and effectively can they grow the human resources, physical infrastructures and research environments (collectively the “human capital”) necessary to take advantage of new technology.

 

There are many examples across the globe where specialized institutions are becoming an increasingly important component of fulfilling these commitments. In the UAE, the Mohamed bin Zayed University of Artificial Intelligenceprovides a unique focus on graduate education, research and innovation in the area of AI. New AI Graduate schools are being created in South Korea through linked to major universities and national prioritiesFrance’s aivancityis an exciting example of an institution that is combining AI, data, business, ethics, and vocational training. Another significant example is the 42 Network that offers an alternative project-based teaching style and peer-to-peer learning for developing digital skill sets within a campus-based environment (e.g., 42 Amman and 42 Irbid). These institutions share a common theme that countries that wish to compete in the digital world are creating specialized, flexible, and industry-responsive institutions.

 

Jordan can draw lessons from these experiences when creating its own system. The institute must not be built purely around formal qualifications (i.e., degrees), but rather have its power lie in providing a range of flexible learning pathways that are responsive to a changing marketplace (i.e., microcredentials, graduate certificate programs, diplomas in professional studies, executive education and specialist training). These pathways will allow for the ability to stack credentials so an individual can attain new skills progressively. These programs will also serve potential or newly graduated students, professional engineers, teachers, doctors, public sector employees, entrepreneurs, management and those needing rapid reskilling or upskilling.

 

Connecting directly with companies will be central to the work of the institute. Banks, telecommunications organizations, hospitals, ICT companies, manufacturers, energy companies, logistics providers, drone operators and all levels of government will play a critical role in helping to create problems, designing programs, sponsoring labs, providing internships and supporting applied projects. Additionally, industry experts will also be used to teach and train. In fact, trainers may not necessarily be university faculty; rather they will typically consist of individuals who are practitioners, engineers, entrepreneurs, product developers, data scientists, cyber security professionals, and technology professionals with real-world experience and who understand how users deploy these types of tools in their own industries.

 

The institute is to focus on priorities that are essential to Jordan as well as the larger region such as the use of AI in public services and health, education, water, agriculture, energy, Arabic Language technologies, fintech, cybersecurity, semiconductors, drones, robotics, the Internet of Things (IoT), smart infrastructure, and digital government. Therefore, when developing program content, students and trainees should not just learn algorithms or tools, but also be working on real-world problems such as improving hospital efficiencies, monitoring water systems, assisting farmers, creating Arabic AI applications, improving public services, securing digital infrastructure, and developing intelligent systems for manufacturing or service businesses.

 

The institute’s governance model must differ from traditional academic bureaucracy in order for it to succeed. It must provide flexibility in designing programs, forming partnerships with other institutions, recruiting staff, funding operations, evaluating the performance of staff, and receiving advice from international advisory boards; and it must provide opportunity for industry representation, performance-based funding, and recruitment of researchers, trainers, and practitioners through processes that match technological change.

 

The platform should also allow for entrepreneurship, technology transfers and innovations to take place at the institute as a part of what an institute represents; entrepreneurs can utilize the business incubators and accelerators, the proof-of-concept funding, the intellectual property support, the regulatory sandboxes and the challenge-based innovation programs here. Challenge-based innovation will be developed using real challenges presented by ministries, municipalities, universities, hospitals, companies and national institutions where teams of learners, researchers and entrepreneurs will create solutions that can be turned into products, services, start-ups and tools for the public sector.

 

The institute can be viewed as much as a place for learning as an opportunity to invest. A funding strategy that includes government assistance along with funding from domestic industry, local investors and international technology-based corporations, funds from development entities, and funds through venture capital or other strategic partners outside of Jordan should be developed to promote this model. This will provide the institute the means to recruit talent, develop state-of-the-art laboratories, assist startup businesses, and to link Jordan with other regional and international networks of innovation.

 

Jordan is in an excellent position to successfully implement this model. It has high social commitment to higher education -- it has long history in the development and management of universities, and it has a well-respected cadre of highly qualified academy, engineering, information and communication technology (ICT), entrepreneurial and youth talent. Moreover, Jordan’s fast growing digital economy, relatively attractive investment environment, and strong capability in areas that will benefit effectively from AI and advanced technologies (banking, telecommunication, healthcare, education, ICT services, logistics and digital transformation of the public sector) provide Jordan with further advantages. Jordan’s geographical location, regional relationships, bi-lingual talent pool and established reputation as a leader in human capital development all further enhances Jordan’s advantages. With sound governance, partnership and investment models, Jordan should be able to leverage these strengths into the establishment of a specialist national institute catering not only for the domestic market but wider region.

 

The proposed national institute of AI and advanced technology is much more than a center for training. Rather, it will serve as a national economic driver for building capacity, conducting applied research, transferring technology, supporting entrepreneurship, and promoting investment. If it has the necessary design flexibility, autonomy, good governance, and genuine industry engagement then it offers an opportunity for Jordan to transform from consuming advanced technologies to producing talent, solutions, companies, and innovation throughout the region. Therefore, Jordan's choice is not whether to be part of the AI revolution, but whether to help define it as well.

 

Mwaffaq Otoom, Former Vice President at Yarmouk University (Jordan)