By Ajong Mbapndah L
At a moment when higher education in Cameroon is being tested by institutional tensions, reform pressures, and the rising expectations of a globally connected generation, few voices carry as much weight or scrutiny as Victor Mbarika. A distinguished diaspora professional leveraging years of teaching at prestigious U.S. institutions, Professor Mbarika has channeled global expertise into building The ICT University—a bold experiment in delivering world-class, technology-driven education to Cameroonians and Africans at home. His leadership has recently been thrust into the spotlight following a widely discussed dispute with University of Buea, a mentor institution whose relationship with ICT University is central to its academic framework.
What began as an administrative misunderstanding quickly evolved into a public row that raised broader questions about governance, mentorship structures, and the fragility and necessity of collaboration within Cameroon’s higher education ecosystem. The eventual intervention of the Minister of Higher Education, Prof Jacques Fame Ndongo, proved decisive in calming tensions and restoring dialogue, steering both institutions toward resolution. Yet beyond the headlines, the episode stands as a defining moment, offering deeper lessons in conflict management, institutional maturity, and the evolving dynamics between public and private universities in Africa.
In this candid and wide-ranging interview, Professor Mbarika moves beyond the controversy to reassert a broader, more ambitious vision: positioning ICT University as a flagship for Africa’s digital future. From a steadily growing student population and expanding academic programs to its long-term ambition of scaling across Cameroon and ultimately the continent, he presents an institution shaped as much by adversity as by opportunity. He also delivers a compelling message to the African diaspora, arguing, from lived experience, that despite persistent narratives of bureaucratic friction, governments like Cameroon’s are increasingly receptive, and in many cases actively supportive, of diaspora-led investment.
Blending reflection with conviction, Professor Mbarika speaks to the realities of building an institution from the ground up, the challenge of aligning talent with vision, and the deliberate focus on producing not just graduates, but job creators. As ICT University pushes into new frontiers such as agricultural robotics and deepens its footprint across both public and private sectors, this conversation captures a pivotal moment: a university emerging stronger from controversy, reaffirming its mission, and betting boldly on Africa’s digital destiny.
The ICT University has recently been in the spotlight over its feud with the University of Buea—what exactly triggered the dispute, and what lessons have you drawn from the episode?
The dispute was triggered by some misunderstandings—there were administrative issues between the two institutions, which can happen. As you know, the University of Buea is the mentor university and the ICT University is the mentee. In such situations, misunderstandings can arise in the academic environment.
We don’t want to dwell on the past, especially since the problem has already been resolved. We all know that sometimes we “disagree in order to eventually agree,” and even during the administrative misunderstandings related to the mentorship by the University of Buea, we learned a lot. These disagreements provided an opportunity to better understand each other and ultimately reach an agreement.
How effective was the intervention and role of the Higher Education Minister in resolving the crisis?
I believe that Professor Jacques Fame Ndongo’s role and intervention were very helpful in facilitating the dialogue that led to the resolution of the crisis between the University of Buea and ICT University. I am very grateful, as he has consistently supported the ICT University project and has always wanted it to succeed. I’m sure that when he learned what had happened, he felt compelled to intervene.
Sometimes, during interviews, tensions can arise because of the questions asked by the media, and perceptions can vary. Professor Jacques Fame Ndongo, being both a journalist and an experienced professor, understands this well. That is why he stepped in, in the spirit of dialogue, to help calm tensions. I am very happy that his intervention, along with the support of others, helped resolve the issues, and today it is all history.
In practical terms, where does The ICT University stand today in terms of student enrollment, faculty strength, and academic programs?
Yes, we have more than 1,800 students. Our staff strength is around 150, which includes permanent and support staff as well as part-time lecturers. I think they are doing a wonderful job. We are doing everything we can to meet the students’ needs and to ensure that we maintain high standards. Absolutely no University in Cameroon is as equipped as ours. You don’t need to take our word for it. You should come visit our campus.
As a diaspora-driven initiative often viewed as a success story, what key lessons would you share with Cameroonians and Africans abroad looking to invest or build institutions back home?
I don’t care what anybody says — the Cameroon government is extremely supportive of diaspora investment in the country. I have traveled across the developing world, and it is only when you experience other parts of the world as I have that you truly appreciate our government.
Are there challenges? Absolutely. Many of you know about some recent difficulties I faced in the country. However, I can assure you that the Cameroon government went above and beyond to resolve the situation. This is not hearsay, and it is not speculation — this is my personal experience, with direct intervention at the highest levels of government.
What were some of the biggest challenges you faced establishing and growing The ICT University in Cameroon, and how did you overcome them?
In my case, in terms of challenges, starting something new is never easy. One of the main difficulties was finding people who truly understood my vision. As you know, this is the ICT field, and ICT in the developed world has its own realities, while ICT in Cameroon and other developing countries is different. Finding like-minded individuals who could share and reason with my vision was not easy.
It also took time to work with people who had not yet mastered the work ethic I value, and stabilizing that required effort. Over time, I was able to build a team that aligned with my approach.
I never really faced major administrative bottlenecks. The government was generally very supportive and made it easy for me to set up the project because I came with a clear plan. There were only a few instances where individuals tried to assert power rather than solve problems, but we were able to overcome those challenges.
To Cameroonian authorities, what concrete policy recommendations would you offer on better leveraging the diaspora for national development?
It’s very simple: we need more people in government who are truly supportive of the diaspora. There are already some great, diaspora-friendly officials, but there are also others who sometimes see the diaspora as competition.
When you have people in government who view the diaspora as partners who can contribute to the country, progress happens. Many in the diaspora want to invest in Cameroon, but negative stories and experiences can discourage them.
If we continue to put more diaspora-friendly people in positions of responsibility and ensure that those who create unnecessary administrative obstacles are held accountable, I’m confident that even more members of the diaspora will be willing to invest in Cameroon.
How are ICT University graduates performing on the job market, and can you point to standout success stories among your alumni?
Most ICT University graduates are entrepreneurs and leaders across Cameroon. Many government officials have completed postgraduate programs at ICT University, some earning master’s degrees, others doctorates—and they now serve in a wide range of public sector roles. A significant number benefited from scholarships and have gone on to make meaningful contributions to national development.
Across major universities in Uganda, Congo Brazzaville, Congo Kinshasa, Benin, and other parts of the developing world, ICT University graduates are also stepping into leadership positions. In the private sector, ICT University alumni hold key ICT-related roles in banks and companies throughout Cameroon. Many have become their own employers, building businesses and creating jobs.
I challenge anyone to examine a sample of 100 ICT University graduates—more than 95% either own businesses or are gainfully employed. In fact, that is a conservative estimate; the true figure is likely even higher. It is rare to find an ICT University graduate who is unemployed.
This is by design: we do not train students merely to seek jobs; we equip them to create jobs. That is why ICT University graduates are consistently proactive and impactful, both in Cameroon and around the world.
In an increasingly competitive higher education landscape, what truly sets The ICT University apart from other institutions in Cameroon and across Africa?
As I said earlier, you will almost never find an ICT University graduate who does not own a business or is not gainfully employed somewhere. While I cannot claim it is one hundred percent, it is exceedingly rare to encounter such a case.
Secondly, we have some of the best lecturers one could hope for. Attracting and retaining this caliber of talent requires competitive compensation. We ensure our faculty are well rewarded, which enables us to bring the very best on board. It is also important to note—and I believe the country recognizes this, that our administrators are top-tier professionals and household names. We began with distinguished figures such as Prof. Beban Sammy Chumbow, Prof. Jean Emmanuel Pondi, Prof. Emmanuel Tonye, and Prof. Awono, former Director of the National Polytechnic Institute. These are highly respected individuals, trained at some of the world’s leading universities in the United States, the United Kingdom, France, and beyond.
Thirdly, our education and training model is highly hands-on. Only about thirty percent is lecture-based; the majority of time is spent in laboratories that are exceptionally well equipped, comparable to those in institutions in the United States. All our classrooms are fitted with smart boards, which remains rare in many Cameroonian institutions. I understand that the Ministry of Education is beginning to adopt this in some secondary schools, which is a positive development for the country. However, within universities in Central Africa, we remain among the few with fully integrated smart board technology. Students can attend classes in person while also accessing content online and catching up with programs with remarkable ease. Importantly, students who are unable to attend classes or take courses in person can complete them online with remarkable ease, thanks to the premium technology infrastructure at ICT University.
I should also add that we are among the few universities in Africa where lecturers are evaluated by their students based on performance. This is not done as a punitive measure, but as a continuous improvement mechanism to help our faculty grow and deliver even higher standards of teaching.
You once shared a vision of expanding The ICT University across all regions of Africa—how far along are you in achieving that ambition today?
We already have operations in several African countries, including Nigeria and Uganda. While we are actively planning further expansion into additional markets, we prefer not to disclose specific details at this stage due to the sensitivities and competitive challenges that can sometimes arise. Our focus is on ensuring that these initiatives are executed effectively before making them public.
That said, we have significant plans underway. Within the next year, the impact of these efforts will become increasingly visible, particularly through our digital agriculture project. Launched in October last year, this initiative is designed to scale across the continent and is expected to reach at least 15 African countries over time.
Finally, what message would you like to send to prospective students and to the broader public about the future direction and impact of The ICT University?
First, to our former students, we extend our sincere gratitude for their continued support of the university. Those who joined us in the early years—approximately 10 to 12 years ago—faced the inevitable challenges of building a new institution. Today, I am confident they take pride in the progress we have made, and we are equally proud of what we have achieved together.
We also wish to reassure our students, particularly those who have experienced delays in receiving their transcripts, that a constructive resolution has been reached. Thanks to the support of the government and the University of Buea, an agreement is now in place, and the outstanding transcripts will be released in the coming weeks. It is important to clarify a misconception circulating in some media reports suggesting that ICT University did not issue transcripts. This is not accurate. The University of Buea has successfully issued transcripts for many of our graduates. The delays affected only a specific group of students, primarily from the 2023 and 2024 cohorts, and these cases are currently being processed as the matter is resolved.
Looking ahead, the future of the institution remains firmly anchored in innovation and leadership. Without any intention of sounding overstated, it is evident that ICT University has often set the pace within the higher education landscape in Cameroon. Over time, many institutions have adopted practices and models that we pioneered. Additionally, some of our staff who move on to other opportunities are actively sought after by other universities, which value the culture and standards associated with ICT University. While only a small number transition elsewhere, their contributions help strengthen other institutions, representing an indirect but meaningful impact we continue to make. Importantly, these individuals remain connected to us, fostering ongoing collaboration.
As we advance into an era defined by robotics and artificial intelligence, we are building on the momentum of initiatives such as the Digital Agriculture Program, launched in October last year. We are also working toward the introduction of a digital medicine program—what we refer to as e-medicine—which will enable doctors to provide care remotely, reaching patients across the country, including those in underserved and rural areas.
Our overarching goal remains clear: to ensure that our students are equipped to create companies, generate employment, and drive economic growth. While some graduates pursue traditional employment paths, the majority are empowered to become job creators, and that will continue to define our mission moving forward.
