My career began with a passion for code and Information Systems, eventually leading me to pursue an MCom in Marketing Strategy to bridge the divide between technical execution and corporate vision. Yet, despite these efforts to speak the language of business, I have encountered a persistent glass ceiling for tech professionals in Zimbabwe. After years of watching ICT relegated to a support role, I am stepping forward to voice my disappointment and offer a critical analysis of our current board structures. It is time we stopped asking Tech Experts to ‘fit in’ and started inviting them to lead.
Zimbabwean boardrooms, the epicenters of strategic decision-making, are facing a critical blind spot. While filled with astute financial minds and legal custodians, there is a glaring absence: the voice of technology. In an increasingly digital world, the continued relegation of Information and Communication Technology (ICT) to a mere support function is not just an oversight; it is a strategic liability, actively hindering innovation, growth, and robust governance.
For far too long, the composition of many Zimbabwean corporate and public sector boards has mirrored a bygone era. Seats are seemingly reserved for seasoned accountants, meticulous lawyers, and experienced administrators – professions vital for compliance and traditional risk management. Yet, where is the architect of digital transformation? Where is the guardian of data, the strategist of innovation, the voice that understands how AI, cloud computing, or blockchain can fundamentally reshape business models and unlock new value? This absence creates a dangerous disconnect between a company’s aspirations and its capacity to thrive in the 21st century.
This oversight stems from a pervasive misconception that ICT is merely “plumbing”—a cost centre designed to keep the lights on and the computers running. Boards often expect their ICT departments to be efficient service providers, fixing glitches and maintaining infrastructure, rather than seeing them as drivers of competitive advantage, enablers of new markets, and critical components of strategic resilience. This mindset inevitably pushes tech expertise to lower echelons, ensuring that high-level decisions are made without a deep understanding of technological implications, opportunities, or indeed, the emergent risks.
Compare this to first-world economies, where the Chief Information Officer (CIO) or Chief Technology Officer (CTO) is increasingly a mandatory presence in the boardroom. Companies in Asia, the United States and Europe actively seek out board members with deep technological acumen, not just as advisors, but as full, voting directors. They understand that digital strategy, cybersecurity governance, and data ethics are no longer departmental concerns but enterprise-wide imperatives. These boards are structured to leverage technology for market disruption, customer engagement, and operational efficiency, integrating it into every facet of their strategic planning. The tech expert is not just there to “fix things”; but to innovate, mitigate advanced digital risks, and steer the ship through a rapidly evolving technological landscape.
For Zimbabwean Businesses and Government entities, the time for this paradigm shift is actually years back. ITS NOW! Without robust ICT representation at the board level, organizations risk falling further behind, unable to capitalize on digital opportunities, vulnerable to sophisticated cyber threats, and incapable of fostering a culture of innovation essential for sustainable growth. The empty chair at the boardroom table, once symbolic of compliance and tradition, must now be filled by the vision and expertise that only a tech-savvy director can provide. Only then can Zimbabwe truly unlock its digital potential and build resilient, future-ready enterprises.
