CAMARTEC engineers learned from mistakes of their first biogas designs and modified the Chinese fixed dome units to produce the more efficient and appropriate units known as CAMARTEC FIXED DOME. Success was inevitable after making such innovative units.

For example, between 1983 and 2005 CAMARTEC constructed and distributed 707 biogas units in the country. In addition, the Institution constructed 60 biogas plants in Eastern and Southern African countries.

Associated success is reflected in training. The Institution trained a total of 142 people from 15 countries on the workings of its technology. Course participants came from the region, southern Africa, Europe and Asia. It can be said that, CAMARTEC became an authority in biogas technology worldwide between 1986 and 1998.

The impact of CAMARTEC training was substantial if judged by the number of trained private entrepreneurs promoting biogas technology in Tanzania. The Institution trained biogas technology promoters that include Arusha bio-contractors, Solar and Biogas Company, Mr. Omala, FAIDA and ELCT which promote biogas technology in Arusha. Others operate in Dar es Salaam, Tanga and Kagera. The record is impressive.

But it appears as if CAMARTEC staff did not learn enough from their mistakes save for the unquestionable successes over the years. For example, the current turn of events has tremendously shaken the otherwise one of the Tanzania’s leading technical institution for sustainable development. Indications are that the Institution is on the verge of being buried in oblivion.

Presently, a high authority has made a decision to establish at the CAMARTEC premises the prestigious Mandela Institute of Technology (MIT). It has happened because CAMARTEC is seen to be ailing. Incidentally, there is talk that Sokoine University of Agriculture might absorb CAMARTEC. Logic informs that both CAMARTEC and MIT have useful roles to play in Tanzania.

Meanwhile, NGOs such as MIGESADO in Dodoma and Institutions such as ESAMI and Sokoine University of promote biogas technologies independently. All these developments suggest that other organizations share the role which was originally the sole responsibility of CAMARTEC. It implies that the original image of CAMARTEC as a leader in the technology has diminished. The diminished status threatens, in part, the Institution’s survival. It happens to all organizations over time.    

One probable explanation for the sorry state of CAMARTEC is that the Institution failed to specialize over time in order to catch up with the dynamics of society and the business environment. One evidence is that its biogas units became less affordable over time. It is an anomaly in the field of development of domestic technologies.

Based on the CAMARTEC’s background, naturalists and increasingly people in business would say that the Institution failed to create a niche for its current operational environment. A niche is a term used to express an imaginary position of an animal or institution as defined by the animals' or institution’s specialized activities. Confinement to niches allows similar animals or institutions to exist side by side with no or reduced competition. In fact, such animal or enterprise associations are often crafted to become complementary rather than destructive. An example in town is the existence of six financial institutions operating comfortably at the junction of Sokoine and Goliondoi Roads.  

Like institutions and business enterprises, plants and animals in the wild specialize as well in order to survive in their constantly changing natural environments. Otherwise, like CAMARTEC they find themselves threatened or condemned to extinction.

For example, scientists inform that most thorny plants are specialized to survive in arid areas because they are capable of using the limited water in the area efficiently. Animals specialize as well in order to survive.

Lessons learned from the current state of CAMARTEC call for regular reviews of personal and career growth in order to close or reduce gaps between the planned and the actual. The Institution did not manage to close its gaps for growth completely but it has been immensely successful over the years. It suggests that life is more satisfying if we learn to appreciate incremental successes towards growth rather than necessarily the growth itself. After all, the planned levels of growth are often illusive.