Central University of Technology CIO Galeboe Mogotsi expected to lead with risk and architecture. Six months in, he reflects on why he paused instead – and what that taught him about institutional transformation.
Central University of Technology CIO Galeboe Mogotsi walked into the role with more than 18 years in digital technology and cybersecurity behind him. His initial instinct, he says, was to lead with risk and architecture – the language he knows best. Six months into the job, he reflects on why he chose to pause instead.
“One of the biggest lessons I learned very quickly is that technology transformation starts with listening, not technology,” Galeboe says.
Coming from a cybersecurity background, Galeboe's instinct was to assess risk, architecture, technical debt and security posture. Those priorities still matter, he explains, but he realised he first needed to understand the university's aspirations, pain points and culture.
“I spent my first months meeting with executive management, deans, academic leaders, professional support divisions and ICT staff. Rather than asking, 'What technology do you need?', I asked, 'What is preventing you from achieving your strategic objectives?' That changed everything,” he says.
The shift moved ICT away from a technology provider and towards a strategic partner, one that enables teaching, research and student success. It also built the trust Galeboe says any large-scale transformation depends on.
In those early conversations, Galeboe expected technical complaints. Instead, he heard something else entirely.
“Most were process, governance, data and organisational issues that happened to surface through technology. People wanted simpler processes, better access to information, quicker decision-making, integrated systems and a more consistent experience for students and staff. Technology was only one part of the solution,” he says.
That distinction reshaped his thinking: digital transformation, he argues, is institutional transformation. Technology enables the change, but people, governance and business processes decide whether it sticks.
A phased strategy, not isolated projects
Six months on, the strategy has taken shape in three phases. The first assesses where the university stands today – an enterprise-wide ERP review, current-state assessments, business process reviews and stronger cybersecurity, data and governance foundations.
The second phase redesigns how the university operates, developing the Digital Transformation Strategy, an enterprise architecture roadmap and an AI governance framework through the university's AI Policy.
The third moves into implementation: ERP modernisation, business process optimisation, expanded digital services and the responsible adoption of artificial intelligence. Every initiative, Galeboe stresses, ties back to the university's strategic objectives rather than technology for its own sake.
Success, for Galeboe, will show up in simple student services, less administrative burden for academics and trusted data for decision-making.
“If, a year from now, conversations across the university are about improved institutional capability rather than new technology, then we will know we have achieved meaningful transformation,” he says.
His advice to fellow CISOs eyeing the CIO seat
Cybersecurity, Galeboe says, builds strong instincts for governance and enterprise risk – but the CIO role demands more. “You need to become equally comfortable discussing finance, people, organisational change, academic priorities, research, student success and governance as you are discussing cybersecurity,” he says.
“The most valuable lesson for me has been recognising that leadership is less about having the right technical answers and more about asking the right strategic questions,” he concludes.
