Small nations negotiating with Big Tech need to think beyond discounts and focus on lasting capability. In this first episode of my special five-part series inspired by the AI for Developing Countries Forum in Geneva, I explore what AI partnerships should really leave behind — and why the stakes couldn’t be higher.
Why Price Is the Wrong Starting Point for AI Negotiations
Most technology negotiations begin with the same questions: What does it do? How much does it cost? Can we get a better deal? And while those aren’t unreasonable questions, they’re no longer enough — especially for governments in smaller nations making decisions that could shape the next 30 years.
I was at the AI for Developing Countries Forum in Geneva — 700 attendees, 150 countries, 48 contributors — and one of the sessions I contributed to asked a deceptively simple question: Can small nations negotiate effectively with Big Tech? The answer is yes, but only if they change what they’re negotiating for.
What Small Nations Actually Bring to the Table
Here’s something that often gets overlooked. Small nations may not have the computing infrastructure or financial muscle of a global tech giant, but they’re not entering the room empty-handed either. They hold something Big Tech doesn’t automatically have:
- Valuable contextual, cultural and linguistic data
- Deep knowledge of their communities and public services
- Decades of institutional experience within their public sector
- An understanding of national priorities that no outside provider can replicate
That’s real leverage. The question is whether governments know how to use it.
The Real Negotiation: What Will the Partnership Leave Behind?
During the AIFOD session, the conversation shifted from cost to something more important — what countries should expect to gain from the relationship itself. I made the point that what small nations are negotiating today could set the trajectory for the next 30 years. These aren’t just software procurement decisions. They determine where future knowledge will sit, whether local workers participate in the value being created, and whether a government will retain the freedom to choose a different provider down the line.
I called this governance by design. Knowledge transfer, data ownership, accountability and internal capability shouldn’t be bolted on after the technology is deployed. They need to be built into the partnership from day one.
Access Is Not the Same as Capability
This matters just as much for organisations as it does for governments. When you buy an AI platform, getting access to a tool is not the same as building capability. Capability means your people understand where the tool is useful, how to assess its outputs and how to apply it responsibly to real work. If every important decision still needs to go back to the vendor, you’ve acquired technology without gaining capability.
Before signing any AI agreement, leaders should be asking:
- What knowledge do we already have, and what will we be sharing?
- Who owns what we create together?
- What will our staff actually learn during implementation?
- When this partnership ends, will we be stronger — or just searching for the next provider?
The Best Partnership Leaves You More Capable
The best technology partnership isn’t the one that makes you permanently reliant on the technology company. It’s the one that leaves your organisation more knowledgeable, more confident and more capable of making its own decisions. That’s the standard governments and organisations should be holding their partners to.
Next episode in this five-part AIFOD series, I’m tackling the question most people forget to ask before they sign: How do you leave? Because before you enter an AI partnership, you should already be negotiating your exit.
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Sources
AI for Developing Countries Forum (AIFOD): Article on how small nations can negotiate with Big Tech beyond discounts. https://af.net/news/beyond-discounts-aifod-dialogue-examines-how-small-nations-can-negotiate-with-big-tech/
Key Statistics
– The AI for Developing Countries Forum in Geneva brought together 700 attendees from 150 countries.
– The forum featured 48 contributors across its sessions.
– Joanne contributed to two sessions at the AIFOD forum.
– This episode is the first in a five-part series inspired by the Geneva forum.
About the Podcast Host
AI and Communications Specialist | Author | Podcaster | International Speaker
Joanne Sweeney is a recognised leader in digital marketing and digital transformation, specialising in the practical application of AI to enhance communication strategies. The founder of Digital Training Institute, Joanne, empowers leaders and communications professionals to leverage AI responsibly and effectively, ensuring transparency, trust, and tangible results.
She completed the Harvard Kennedy School Executive Programme in AI and Public Policy this summer before launching her fourth book AI Playbook, in September. Joanne has also published two editions of Public Sector Marketing Pro, which were preceded by her first title, Social Media Under Investigation Law Enforcement and the Social Web.
Her books have become go-to resources for governments, public sector and policing agencies, as well as marketing and communications professionals, all navigating the challenges of the changing Internet.
Joanne is the host of the AI SIX Podcast, a daily six-minute podcast that provides actionable insights, expert interviews, and practical advice to help professionals navigate the new world of work.
