Lubabalo Lokwe believes great leaders are defined by their ability to transform institutions into places that are stronger and better than when they were first found. As the CIO of Nelson Mandela University (NMU), he is determined to live up to his exceptional standards of leadership.
In Exclusive Books you’d most likely find Lubabalo browsing books on leadership, systems thinking and organisational change – particularly those that explore purpose-driven leadership and the ethical use of power and technology. These interests speak volumes about the tech lead at NMU as an individual and the way he approaches leadership.
Another distinctive leadership quality is how much value he places on reflection, intentional decision-making and humour. “In a field driven by urgency, knowing when not to act is often as important as acting decisively,” he says.
It was curiosity rather than technology itself that first sparked Lubabalo’s interest in IT. He was drawn to understanding how systems work, how problems can be decomposed and how well-designed technology can remove friction to enable people to perform at their best.
“The defining realisation for me was recognising that technology decisions are rarely just technical – they are strategic, human and ethical choices that shape institutions and their futures. That insight is what ultimately anchored my path into IT leadership,” he says.
With more than 20 years of experience in IT leadership, digital transformation and organisational optimisation, Lubabalo is also actively involved in mentoring emerging leaders, particularly in higher education and technology. “I see mentorship as a responsibility – creating access to knowledge, sharing experience and helping others navigate complexity with confidence and integrity,' he says.
An academic mission
In October 2025 Lubabalo was appointed as the CIO of NMU and he describes the most energising aspect of his role as leading the university’s digital transformation journey with Vision 2030 at the centre.
“What excites me most is operating at the intersection of strategy, governance and impact. As CIO, my role is less about the success of technology and more about how digital capability enables the university’s academic mission, operational resilience and long-term sustainability,” he says.
His initial focus centred on three areas: stabilisation, alignment and enablement. Stabilisation involved strengthening core IT operations, assurance mechanisms and risk management. Alignment ensured that IT initiatives were explicitly linked to Vision 2030, while enablement focused on establishing the governance, people capability and decision-making frameworks required to sustain transformation.
Much of this work involves navigating legacy platforms, constrained resources and competing institutional priorities, while building clarity, trust and a credible foundation for delivery. A key part of this has been strengthening governance, architecture discipline and decision-making clarity – creating an environment where innovation is enabled without fragmenting the institution or undermining long-term sustainability.
For Lubabalo, digital leadership in a public university context is fundamentally about balancing innovation with accountability, sustainability and institutional trust.
Building a digitally fit team
Future-ready IT professionals need strong systems thinking, stakeholder engagement skills and an understanding of governance and ethics alongside technical competence. He emphasises role clarity, durable capability and institutional knowledge as critical enablers of long-term performance, particularly in constrained and skills-scarce environments.
“My focus is on building adaptive capability rather than chasing specific technologies,” he says. “Equally important is choosing where not to focus – deliberately resisting vendor-led skill churn in favour of durable capability and institutional knowledge.”
In a constrained labour market, he believes purpose matters for employees – meaningful work, professional growth and the opportunity to contribute to societal impact in the education space. Flexible work models, clear role-based standards and a culture of trust remain central to retention.
AI and automation will reshape how education is delivered, supported and administered. Automation will free up scarce human capacity, while analytics-driven insight will support more personalised, data-informed learning journeys. “The defining challenge will be adopting these technologies ethically and responsibly, ensuring they enhance learning and equity rather than simply optimise efficiency,” he says.
When it comes to cybersecurity, Lubabalo believes the greatest risk is complacency – the assumption that tools alone provide protection. “Sustainable cybersecurity requires shared institutional ownership, continual awareness and disciplined data and identity management,” he says.
Lubabalo values activities that encourage mental relaxation, including reading, walking and intentional time with family. “These moments help maintain perspective and balance,” he says.
For him, a good life is grounded in meaning, contribution and balance. Work is an important part of that – but not the whole
