Three tech leaders reflect on what global decision-makers need most: human empathy, decisive action and fair technology access.
When tech leaders gain the ear of global decision-makers, their insights shift from daily operations to lasting legacy.
We asked three prominent technology chiefs what guidance they would give world leaders if given undivided attention.
Their answers reveal a shared commitment to human-centred innovation, ethical technology adoption and character-driven leadership.
First, South African Revenue Service (Sars) deputy chief technology officer Sarah Blignaut warns against seeing technology as a standalone solution. She highlights the need for human-centred innovation.
“Being in the tech space, I would want to let them know that tech alone doesn't change lives; that actually people do. For me, technology is an amazing enabler, but it's only really valuable when it's used to create opportunities, improve services and empower others. Really, leadership's not measured by the size of an organisation or the budget, but it's the positive impact that we are leaving behind. What is our legacy? What do we leave behind through the people that we develop?,” she says.
“I think as well, and speaking about the AI space being such a hot topic, as we embrace AI and all the other transformational technologies as they come, we've got a responsibility to ensure that innovation remains human-centred. The goal doesn't come from replacing people. It's how can we reduce barriers? How can we augment that human potential? How can we stop them from doing those basic routine tasks and let them do more value-adding tasks? We need to make sure that those essential services are more accessible, more effective and inclusive,” Sarah adds.
For Sarah, long-term stewardship and trust form the foundation of sustainable progress.
“I suppose the big thing as well is that we've got to be very well aware that the decisions that we make now impact the future generations, and to me that's very important. Trust is our most valuable currency. Once we lose that trust, it's difficult to regain. Whether it's government, business or society, that's probably the foundation upon which progress will be built for the future.”
Shifting from public sector technology to healthcare manufacturing, decision-making agility becomes paramount.
Priyen Naidu, head of IT at Aspen Pharma South Africa, emphasises rapid iteration and equitable technology access.
“I would want them to know two things. First, that decision-making does not have to be perfect the first time. Even in a corporate setting, we make decisions with the information we have as quickly as possible and then iterate. Sometimes indecision is worse than making a call and adjusting course,” says Priyen.
“Second, in this era of AI – literally the biggest technology invention ever – they must think about sustainability for the masses. It has the potential to help the world, or to help a very small population of people get richer. Leaders need to ensure Africa and developing countries are taken along on the journey, so that everyone benefits,” he adds.
Echoing the importance of ethical stewardship, global enterprise perspective reinforces that leadership starts with personal character.
Aaron Harris, global chief technology officer at Sage, offers concise guidance for global decision-makers.
“I’d tell them to listen as much as they speak. I’d tell them character matters. I’d remind them their behaviour sets an example for the next generation,” shares Aaron.
