The burden of disposal shifts straight onto your organisation. You carry the risk. They keep the revenue. This is the dirty secret the industry would rather you ignore.

Stop letting vendors walk away from their mess

We believe responsibility does not end when a device is delivered. We support reduce, reuse and recycle, but slogans mean nothing without ownership of the full lifecycle.

Under the National Environmental Management Waste Act and the Extended Producer Responsibility framework, anyone who supplies or refurbishes equipment must take responsibility for the entire lifespan of that equipment. Vendors cannot hand off the burden to the client and pretend the work is done.

In practical terms, this means when a device becomes obsolete, we take it back. We prevent it from being dumped in a landfill or polluting water systems.

We refurbish it where possible and recycle it when required. We track the process and close the loop. Any vendor who refuses to do the same is working within an outdated and irresponsible model.

The myth of responsible procurement is costing CIOs real money

Organisations sign impressive contracts, but too many vendors disappear when hardware reaches end of life. The result is unmanaged liability, regulatory exposure and the risk of equipment falling into the wrong channels. This is not sustainability.

This is a transfer of cost and risk from the vendor to the client, which ultimately affects total cost of ownership. If your vendor is only accountable for delivery, you are enabling a broken system.

This is why we tell our clients to demand evidence of real Extended Producer Responsibility. Insist on lifecycle management that covers acquisition, operation, decommissioning, return, reuse and recycling.

If a vendor cannot show documented processes, metrics, chain of custody and certifications, they are not contributing to your sustainability mandate. They are convenience suppliers, not strategic partners.

The uncomfortable truth is that many vendors profit from waste

It is easy for them to sell new equipment. It is profitable. But when it comes to what happens when that equipment becomes redundant, responsibility evaporates. Clients pay premium prices believing they have chosen a safe option, only to discover the vendor is nowhere to be found when disposal becomes an issue.

The result is mounting waste, expanding landfills and growing environmental risk. This is not innovation. It is negligence.

Our position is clear, we accept obsolete equipment through our complete information technology asset disposition program.

We ensure nothing ends up in landfill or water systems. We refurbish devices to extend life where possible and recycle responsibly when not.

We document the impact in kilograms of e-waste prevented, device lives extended and raw materials preserved. Our clients report measurable progress rather than marketing claims.

CIOs must start asking the questions vendors hope you avoid

• When a vendor promises to handle disposal, ask how.
• Do they guarantee secure and responsible decommissioning?
• Do they provide certificates that prove compliance?
• Do they take equipment back at no extra cost?
• Can they prove that nothing ends up in landfills or water streams?
• If the answer is no, you are outsourcing your risk to the very party who created it.

This is where leadership matters

We are raising the bar not for brand positioning but because moral duty and business sense are aligned. The world cannot absorb another cycle of buy, use, dump.

Regulations are tightening, reputational exposure is rising and stakeholders expect real accountability. The question is no longer whether lifecycle responsibility matters. The question is who will step up and lead.

Buying refurbished equipment is not enough if the vendor ignores the back end. Without take back responsibility, your sustainability efforts end in a landfill.

A vendor who sells you hardware but refuses to manage obsolescence is not neutral. They are part of the problem.

Our challenge to the industry

• We will hold ourselves accountable.
• We will accept all equipment that clients hand back.
• We will not shift environmental or legal risk to anyone else.
• We will document and report real impact.
• We will encourage clients to demand the same of every vendor they work with.

To every CIO and procurement leader: end of life must be part of your vendor assessment. It is not optional. If a vendor cannot demonstrate total lifecycle responsibility, you are buying into a legacy of waste and you will inherit the consequences.

Sustainability is not a label. It is a chain of actions and a long term commitment. If you procure technology and ignore the final stage, you share responsibility for what follows. Ask the difficult questions.

Reject comfortable excuses. Choose vendors who take ownership of the full lifecycle. Your environment, your business and your reputation depend on it.

New research on the Nutanix Cloud Platform reveals the brutal truth: companies that modernise are seeing a 391 percent return on investment with payback in just seven months, while those who delay continue to bleed efficiency, money and opportunity.

Legacy environments are no longer harmless or merely ‘old’. They are actively slowing down business transformation, creating operational drag, and consuming budgets that should be driving innovation. For a market as competitive and cost-pressured as South Africa, this is not a technical concern. It is a strategic liability.

The real cost of staying legacy

Traditional three tier architectures have served their time, but they now create more problems than value. They are expensive to maintain, complex to manage and painfully slow to scale.

Every additional server, storage array or licensing renewal pushes costs higher. Every upgrade window risks downtime. Every manual administrative task steals time from teams who should be focusing on delivering value.

This is precisely why the latest IDC research into Nutanix deployments is so revealing. Organisations that replace legacy infrastructure with a unified platform experience:

• 391 percent ROI over three years
• A 7-month payback period
• 42 percent lower IT operations costs

These are not minor improvements. They represent a total transformation of how IT delivers value to the business.

Why Nutanix delivers such dramatic gains

Nutanix replaces fragmented, legacy stacks with a single, software defined platform that brings compute, storage and virtualisation together.

Instead of juggling multiple systems, organisations run everything from one integrated environment. This eliminates layers of complexity and drastically reduces the overhead required to keep the lights on.

The platform is designed to scale simply and predictably. South African organisations can grow at their own pace without disruptive redesigns or capital-heavy hardware cycles.

Unified management tools allow teams to automate routine tasks, improve resilience and manage far more with far less effort. The result is a leaner, faster, more reliable IT operation.

The time to modernise is now

With years of experience helping enterprises modernise complex environments, we understand the South African context better than anyone. We have seen first-hand how quickly organisations can reduce cost, improve resilience and accelerate transformation once they move to a Nutanix powered model.

We guide customers through every step of the journey, ensuring that modernisation is not disruptive but strategic. The goal is simple: deliver an infrastructure platform that finally aligns with business goals instead of holding them back.

The evidence is overwhelming. Modern infrastructure is no longer a luxury. It is a business requirement. Every month spent maintaining legacy systems is a month of wasted budget and lost potential.

Nutanix proves that modernisation pays for itself faster than most organisations imagine. Troye ensures that the transition is smooth, stable and strategically aligned.

If enterprises want to stay competitive, reduce cost and unlock new levels of performance, the first step is clear: retire legacy infrastructure and move to a unified modern platform that delivers measurable results.

The consequences are costly: recent global research shows that up to 70% of CIOs now prioritise digital employee experience (DEX).

At the same time, McKinsey reports that businesses lose 20–25% in productivity due to inefficient communication and collaboration.

In African markets where hybrid workforces, BYOD policies, and cyber threats are fast becoming the norm, the need for unified, intelligent infrastructure has never been greater. The future of enterprise success hinges on intentional, experience-led transformation.

The Communication Crisis in Enterprise IT

Most large-scale African organisations use four to six different tools to communicate internally and externally.

IT tickets raised via email may receive updates through WhatsApp. Customer complaints may start in-app but escalate through voice calls or chatbots.

This lack of integration hinders resolution, compromises oversight, and fosters silos that impact both user satisfaction and operational agility.

“Communication isn’t just about support anymore – it’s about strategy,” says one industry executive. “The more fragmented your tools, the harder it becomes to drive efficiency, compliance, and service quality.”

A McKinsey study reinforces this, showing that inefficiencies in communication result in millions of dollars lost annually, not just in time, but also in decision-making and missed opportunities.

The Solution: Experience-Led Integration

A new approach is emerging: one that consolidates communication, automates routine workflows, and provides complete visibility across the digital experience journey.

Key benefits of such frameworks include:

• Single-source visibility of user interactions across all channels
• AI-powered automation that reduces ticket resolution time
• Encrypted, compliant pathways that enhance data security
• Personalised digital journeys for employees and customers alike

Real Results: A Financial Institution’s Turnaround

A leading pan-African bank recently implemented an integrated communications solution to unify its helpdesk, chatbot, and messaging functions.

The result? A 40% reduction in ticket response times and a 33% boost in customer satisfaction scores.

More importantly, the bank’s CIO reported new levels of insight into user pain points and team performance thanks to centralised analytics dashboards.

Looking Ahead: Why This Matters in 2024

With over 40% of African organisations planning to invest in AI-powered customer engagement and communications platforms over the next 12 months (IDC), enterprises that fail to modernise risk falling behind in both service delivery and operational excellence.

To meet this demand, a strategic collaboration has emerged between Think Tank Software Solutions (TTSS) and Infobip, a global leader in omnichannel communications.

TTSS brings deep regional insight and a proven track record in IT service management. Infobip, trusted by major brands, provides a robust infrastructure designed for scalability, security, and global compliance.

“Across Africa, CIOs are being challenged to rethink communication from the ground up. Our partnership with Infobip is about more than just technology – it’s about helping enterprises move from fragmentation to seamless, secure, and intelligent engagement. Together, we’re giving IT leaders the tools to drive real efficiency and visibility across their digital ecosystems,” says Greg, CEO of Think Tank Software Solutions.

Together, they offer a high-impact, integration-first solution designed specifically for the African context, one that enables CIOs and CTOs to transform communication from a business hurdle into a competitive advantage.

The focus on Environmental, Social, and Governance (ESG) factors has become a critical element in strategic decision-making.

CIOs are increasingly aligning their businesses with sustainability, from reducing carbon footprints to fostering social equity. However, a critical contributor to these goals often goes unnoticed – IT hardware.

Contrary to the perception that used IT equipment is merely e-waste, it holds significant potential to advance ESG objectives.

By leveraging IT Asset Disposition (ITAD) as a strategic tool, businesses can unlock the environmental, social, and governance value hidden within their IT assets while demonstrating leadership in responsible business practices.

ITAD: The key to ESG success

The lifecycle of IT hardware, from procurement to disposal, carries considerable environmental and social implications.

Used IT equipment, when managed responsibly, can help organisations mitigate their carbon footprint, promote circular economy principles, support social responsibility initiatives and mitigate the opportunities for data loss.

CIOs play a pivotal role in this endeavour. While they understand the operational importance of IT hardware, many overlook its potential to drive ESG outcomes.

By adopting sustainable practices throughout the asset lifecycle, CIOs can align IT operations with broader corporate ESG goals.

Chief Sustainability Officers (CSOs) face the daunting task of quantifying their organisation’s ESG impact, particularly regarding IT assets.

Accredited IT Asset Management (ITAM) service providers offer crucial support by gathering Scope 3 carbon sequestration data, tracking social impacts, and ensuring compliance with ESG reporting standards.

ITAD is no longer just about compliance = it’s about creating tangible value. With the ITAD market expected to exceed USD 51 billion by 2030, its role in shaping governance, risk management, and sustainability is undeniable.

Collaborating for sustainable impact

To effectively integrate ITAD into ESG strategies, organisations must adopt a multifaceted approach. Collaboration across departments, from legal and finance to marketing and operations, is essential.

Chief Marketing Officers (CMOs) are particularly well-positioned to showcase sustainability achievements.

By leveraging verified impact data related to IT hardware, CMOs can craft compelling narratives that highlight the company’s commitment to transparency and accountability.

These stories resonate with environmentally conscious consumers and differentiate the brand in a competitive market.

Going beyond compliance and demonstrating a proactive stance on ESG builds trust with stakeholders. It’s about fostering a culture where sustainability isn’t just a goal but a fundamental part of the business ethos.

Maximising IT hardware’s ESG contribution

Used IT hardware provides a unique opportunity to advance ESG objectives. Partnering with service providers that specialise in ITAM enables organisations to track the lifecycle impacts of their IT assets, including carbon savings and social contributions.

For example, donating refurbished computer equipment to educational or community initiatives not only extends the life of IT assets but also reinforces social equity.

Additionally, by ensuring responsible disposal processes, companies can prevent e-waste pollution, recovery base materials and demonstrate environmental stewardship.

The growing emphasis on ESG is also reflected in investor behaviour. In 2020, 85% of investors considered ESG factors in their decisions, according to a PwC survey.

Furthermore, 76% of clients indicated they would sever ties with companies demonstrating poor treatment of the environment, employees, or communities.

ITAD as a catalyst for transformation

Organisations must recognise ITAD as a strategic enabler, not merely a compliance requirement. By embedding ITAD into their ESG frameworks, companies can achieve:

• Reduced carbon footprints through equipment re-use before recycling
• Enhanced corporate reputation by showcasing measurable sustainability efforts
• Increased stakeholder trust through transparency and accountability

Amid today’s escalating business challenges, ITAD stands out as a symbol of responsible corporate conduct, steering enterprises toward a future defined by sustainability, adaptability, and collective prosperity.

Beyond compliance

To avoid the pitfalls of greenwashing and ensure genuine impact, organisations must prioritise data accuracy and transparency in their ESG reporting.

Partnering with accredited service providers not only streamlines this process but also strengthens the credibility of their sustainability claims.

The time is now for CIOs, CSOs, and CMOs to harness the untapped potential of IT hardware.

By integrating ITAD into a comprehensive ESG strategy, businesses can lead by example, fostering environmental stewardship and building a foundation of trust and loyalty among clients, employees, and investors alike.

ITAD is not just a process – it’s a movement. A movement that transforms used IT hardware from an operational necessity into a powerful force for positive environmental and social change.

However, only 11% say they’ve fully implemented the technology, citing an array of technical and organisational challenges, led by security and data infrastructure, that must be overcome first.

The data, which comes from a new Salesforce survey of 150 verified CIOs of companies with 1,000 or more employees, offers a snapshot of the state of enterprise AI, along with the hurdles ahead that must be addressed as companies pursue their AI strategies and ramp up their adoption of agents.

Key findings include:

• CIOs feel pressure to be AI experts. Sixty-one percent of CIOs feel they’re expected to know more about AI than they do, and their peers at other companies are their top sources of information.
• CIOs agree that AI is a game changer but are cautious. Eighty-four percent of CIOs believe AI will be as significant to businesses as the internet, but 67% are taking a more cautious approach compared to other technologies.
• IT is focusing on data initiatives before leaning into AI. CIOs report spending a median of 20% of their budgets on data infrastructure and management, versus 5% on AI. Security or privacy threats and a lack of trusted data rank as CIOs’ biggest AI fears.
• Business partners must examine their AI timelines. Sixty-six percent of CIOs believe they’ll see return on investment (ROI) from AI investments, but 68% believe their line-of-business stakeholders have unreasonable expectations for when that ROI will occur.
• CIOs see a mismatch between departments when it comes to AI. While functions like customer service are seen as having the most AI use cases, they may be perceived as being the least prepared for the technology.

“Generative AI is one of the most transformative technologies of this century,” said Juan Perez, CIO, Salesforce. “This research gives a glimpse at the foundations that CIOs across industries and geographies are laying in preparation for the rollout of truly transformational AI.”

AI implementation lags behind stakeholder expectations, introducing risk

AI use is rapidly increasing in the workplace as business stakeholders see opportunities for increased efficiency.

In fact, 77% of CIOs say they have good or excellent executive buy-in on AI’s value. Yet CIOs are concerned about their business partners’ urgency, with 68% believing there are unreasonable expectations of when they’ll see ROI from the technology, for example.

Large shares of business leaders across sales, marketing, service, and ecommerce view themselves as having “fully implemented” the technology into their workflows. There’s evidence that much of this adoption is unsanctioned, introducing significant security risks as workers send sensitive data through unsecured LLMs.

On the other hand, just 11% of CIOs — with their greater technical expertise and broader view of the organisation — say they’ve fully implemented AI — 18 to 38 percentage points less than their line of business counterparts.

“The adoption of mass market generative AI tools by workers is ushering in a new era of “shadow AI” that highlights the urgency of implementing trusted tools,” said Perez.

The slow pace of sanctioned, enterprise-wide AI strategies and tools can be attributed to a focus on preparatory work that CIOs must tackle first.

Given the transformative nature of AI, 67% of CIOs say they’re taking a more calculated approach to its implementation compared to other technologies. CIOs have no shortage of hurdles to consider when implementing AI, but those related to security and data are by far the most common.

Recognising that they must get their data in order before they can fully embrace AI, CIOs are currently allocating, on average, four times more budget toward data initiatives.

CIOs struggle to identify where to prioritise AI

Beyond the challenges of shoring up their data foundations, many CIOs are finding it difficult to define where and how AI should show up in their broader organisations.

This is especially true given the novelty of AI and a lack of understanding, or even fear, of the technology across departments.

And while AI use cases may be more apparent in certain areas of the business, those departments may not be the most receptive or capable of harnessing the technology. For example, CIOs view customer service as having the most use cases but also as the least enthusiastic. On the other hand, marketing is viewed as eager to use AI but least prepared across factors like skill sets.

Some CIOs are finding that this mismatch between AI business value, enthusiasm, and readiness requires a more surgical approach to the technology’s implementation across the enterprise.

“Leaders have a unique opportunity to showcase AI across their enterprises and to demonstrate to sceptical employees that AI can help — not hinder — their work. Effective enablement is critical to empower those employees with the necessary skills, tools, and guidelines to drive tangible value so their organisations can begin to trust AI and believe in the power it delivers,” noted Jeff Amann, EVP & GM of Salesforce Industries.

As such, some CIOs are finding it more effective to launch pilot projects that showcase AI’s power in order to make the case for broader implementation. In fact, 75% of respondents describe their organisations as being in the experimental stage of AI adoption.

CIOs are under what is arguably the most pressure of their careers to help define and execute strategies. AI is not only an unfamiliar technology, but one that is evolving at a remarkable pace. As a result, CIOs must come up to speed, and fast.

Geopolitical tensions, rising interest rates, and economic instability are reshaping global trade and business strategies.

As Natalya Makarochkina, senior vice president of Secure Power Division, International Operations at Schneider Electric, writes in her recent thought leadership piece, “CIOs must prioritize security, resilience, and sustainability as they digitally transform their organizations for the future.”

Sustainability at the Core of Digital Transformation

Sustainability, according to Makarochkina, is now a primary focus for CIOs. Quoting the Intergovernmental Panel on Climate Change (IPCC), she emphasizes,

“There is a rapidly closing window of opportunity to secure a livable and sustainable future for all.”

Currently, data centers and transmission networks account for only 1.5% of global energy demand, but this is expected to grow by 20% to 70% annually.

Therefore, CIOs must ensure that their entire digital infrastructure—from the frontline sensors to the cloud—is energy efficient and sustainable.

Makarochkina highlights Schneider Electric’s role in this space, noting,

“Through our global sustainability consulting services, we not only share our own sustainability journey but also offer our expertise to help other organizations meet their sustainability goals.”

She adds that tools such as data center infrastructure management (DCIM) and environmental sustainability management (ESM) are crucial for giving CIOs the granular data they need to optimize energy usage and meet emissions targets.

Furthermore, CIOs must actively collaborate with business leaders across the organization to help them understand the tools and services available for achieving their sustainability objectives.

“The CIO is increasingly becoming the gatekeeper for green value, helping organizations combat greenwashing and implement real, measurable sustainability practices,” Makarochkina states.

The AI-Driven Supercycle and Its Challenges

AI adoption is accelerating, with Gartner predicting that by 2026, 80% of enterprises will have deployed generative AI applications.

Makarochkina points out that while AI offers significant benefits—including improved productivity, enhanced customer experiences, and new product creation—it also presents new challenges.

“Enterprises must prepare for the architectural, sustainability, and security demands that come with AI, particularly in areas such as power supply, cooling, rack space, and connectivity,” she explains.

Schneider Electric has addressed these challenges in its white paper The AI Disruption: Challenges and Guidance for Data Center Design, which provides CIOs with the insights needed to leverage AI while ensuring their infrastructure can handle the increased demands.

Strengthening Cybersecurity Amid Growing Threats

Cybersecurity remains a top concern for CIOs as cybercriminals become more sophisticated, targeting specific industries such as healthcare and media. “In times of uncertainty, criminals will exploit vulnerabilities,” Makarochkina writes, referencing the rise in ransomware attacks. To counter this, she advises, “CIOs must adopt the Zero Trust Model (ZTM) of least privileged access, ensuring that users and devices are protected no matter where they are.”

As digital infrastructure grows, even traditionally non-digital equipment like plant machinery and smart UPS systems are becoming part of the attack surface. “These devices must be treated as part of the digital estate and protected just as rigorously as servers and network switches,” she warns.

Building Resilience for Future Challenges

Makarochkina also emphasizes the need for resilience. “Recent years have shown us that organizations must be resilient and agile in the face of continuous shocks,” she notes. By leveraging the right technologies, CIOs can build resilience across their organizations, empowering employees and enhancing overall efficiency.

Resilience is not just about withstanding shocks but also about remaining adaptable. CIOs who prioritize resilience will be better equipped to manage hybrid architectures and sophisticated systems, ensuring that their organizations remain competitive in a rapidly changing landscape.

A Unified Technology Vision for Digital Transformation

In her thought leadership piece, Makarochkina underscores the importance of consolidating technology stacks to drive digital transformation.

“Many organizations are moving towards a single technology vision,” she writes.

Historically, enterprises managed multiple lines of business with distinct technology stacks, but through 2024, CIOs will increasingly focus on unifying these systems to improve overall business performance.

This consolidation is crucial for maintaining momentum, especially as new technologies such as Web3 and the enterprise metaverse emerge.

Makarochkina warns, “When businesses focus on too many technology initiatives at once, they risk losing efficiency and diluting the impact of each initiative.”

Attracting and Retaining Top Talent

As the demand for tech talent grows, particularly in AI, machine learning, and automation, CIOs must ensure their organizations are attractive to skilled professionals. Makarochkina writes,

“IT professionals seek environments where technology makes their jobs easier and where they can work on fulfilling projects that make a difference.”

In addition, CIOs must also focus on developing their workforce. “CIOs must create learning pathways for employees to grow and ensure that they are equipped with the skills needed to navigate the future of work,” she advises.

The CIO Outlook: Challenges and Opportunities

Looking ahead, Makarochkina anticipates that CIOs will continue to grapple with challenges related to sustainability, security, resilience, and talent acquisition. However, she remains optimistic about their role in shaping the future.

“The CIO has emerged as one of the most valued roles in the C-suite,” she writes. “Those who can navigate the complexities of today’s digital landscape will position their organizations for success in the coming years.”

Retailers have no choice but to keep pace with rapidly evolving tender types that bring with them massive cost and complexity considerations and most importantly, added security and compliance risk.

While this is certainly true for tier one or enterprise retailers, mid-market retailers often don’t have entire departments dedicated to security and compliance adding to the pressure, because while they may not be as big with as many resources as the enterprise retailers, they are often competing for the same consumers meaning they can’t be left in the dust.

Some consumers still prefer to pay with cash while many others enjoy inserting or tapping their debit or credit cards.

Some savvy consumers opt to tap their smartphones with the likes of Apple Pay or Google Pay, while others still prefer scanning a QR code or using the fairly new interbank instant payment app PayShap.

Retailers need to cater for these ever-evolving tender types, including vouchers, mobile wallets and cryptocurrency.

Ever-increasing payment options, which brings increased attack surfaces, shines the spotlight on security. A security breach comes with an obvious financial risk, but there are also reputational, compliance and legal risks to consider.

Smaller companies often cannot take on the financial burden of having to invest in an array of different security and compliance obligations.

This opens them up to vulnerabilities which they simply cannot control. A partner, who brings enterprise experience and solutions to the mid-market segment, effectively levels the playing field because a one-stop solution that’s encrypted end to end enables smaller retailers to serve customers as effectively and safely as their tier one counterparts.

With a significant proportion of payments still being conducted by cards, the first thing retailers need to understand is that there are Payment Card Industry Data Security Standards (PCI DSS) requirements based on their footprint and volume.

Effective partners come in and initiate risk descoping exercises, which effectively removes or minimises risks by implementing solutions such as point-to-point encryption for cards.

Naturally, cash is still highly prevalent in South Africa, meaning that retailers need clearly defined systems and processes for how they manage cash.

Technology plays an important role here, where reconciliation software ensures that retailers have financial certainty and a single source of truth for all the tender types they accept, and not just card payments.

The card space is already highly regulated, but with increasing options for alternative payments, such as SnapScan, PayShap, and even Cryptocurrency, regulators will mandate security mechanisms and best practice.

Retailers should appreciate that these are new and different technologies, and as such they come with new and different challenges.

Cyber criminals evolve at breakneck speed, and in any organisation there are vulnerabilities in code that can be exploited.

It is non-negotiable to build robust in-house capability to stay ahead of trends or partner with specialists who can. For example, while not directly related to payments, South Africa is now one of the most targeted countries in the world for ransomware.

Yet, despite needing to address vulnerabilities across all attack surfaces, the biggest risk for any organisation is its people, followed by processes that fail.

Retailers should proactively invest heavily in staff training and education, as well as reactive security in the form of audits and controls, which – if effective – can help it identify problems quickly.

Retailers also need to stay on top of preventative controls and measures to prevent any unauthorised individuals accessing their systems.

It is too late if a breach is detected only after the nefarious actor has entered the environment.

An example of this would be workflows to terminate unauthorised access during onboarding and offboarding of staff.

Another effective security strategy, which is made easy with modern, best-of-beed in-person payment solutions, is segregating duties to ensure that one individual never has complete control over a process.

It is evident that every time someone taps their smartphone or enters a voucher code, there are a host of highly complex systems and processes that are triggered, including encryption, payment rails, switching, settlement and reconciliation, among more. Security needs to be woven into every step.

While this really has been the source of many sleepless nights for those in charge of IT and security at mid-market retailers, the evolution of technology means this no longer has to be the case.

As long as a smaller retailer sources a partner with a long, proven track record in the enterprise space that can bring the same level of tier one security and functionality to smaller businesses in simple one-stop solutions, it has all but future-proofed itself and can confidently punch above its weight.

Airports also boosted IT spend as a percentage of revenue in 2022 and 2023 even as business benefitted from an uptick in travel demand, signalling just how crucial a role technology will play in the next-generation travel experience.

Aviation CIOs’ key investment priorities include a biometrically enabled passenger journey, leveraging data to unlock operational efficiencies, and green solutions to optimize energy consumption and emissions.

From a seamless passenger experience to optimized operations

Airlines and airports have made strides in optimizing the passenger experience, with over half having implemented IT to improve efficiency across check-in, bag tag, and boarding in 2023.

Biometrics are becoming commonplace to help curb congestion, with 70% of airlines expecting to have biometric ID management in place by 2026, and 90% of airports investing in major programs or R&D in this area.

CIOs are now looking to supplement passenger processing advancements with innovative solutions on the operations side.

To boost efficiency, protect operations against disruption, and streamline processes for both passengers and staff, CIOs are embracing IT solutions for business intelligence (BI), artificial intelligence, and data sharing.

BI is the biggest area of technology investment for airlines in the coming three years, with 73% investing in major programs.

Nearly two-thirds of airports and airlines collect and integrate data, and with the rise of generative artificial intelligence (AI), they are now looking to AI and machine learning to leverage this data and generate insights.

With most citing the “use of data to improve operational efficiency” as at least somewhat of a business challenge, it makes sense that 97% of airlines and 82% of airports are investing in AI by 2026.

David Lavorel, CEO of SITA, said:

“As we approach a full recovery of passenger demand for air travel, with domestic travel even surpassing pre-pandemic levels in some regions, airlines and airports have learned from the congestion and disruptions seen in the past two years. Advanced data sharing and analytics tools will allow them to unite stakeholders and identify opportunities for greater efficiency and leaner operations. Solutions like total airport management and BI for passenger processing provide airports and airlines real-time insight into the management of assets and passenger flow, allowing for agile, collaborative responses to any disruptions.”

Smart IT to improve sustainability

Sustainability is also high on the agenda, with industry milestones for carbon reduction as well as regulations on emissions coming into view. CIOs are setting their sights on technology solutions that can deliver concrete emissions reductions.

By 2026, over 90% of airlines plan to have IT in place to boost the efficiency of flight operations and aircraft turnaround. More than half have implemented IT to optimize both aircraft taxiing and the takeoff/landing and cruise phases of flights, with nearly all expecting to have this in place by 2026.

On the airport side, building and energy management systems are a key priority for offering a unified view of emissions and opportunities to reduce them. Investment in energy management systems* is expected to grow the most of any airport sustainability initiative, with over half of airports planning this by 2026.

“With industry ambitions to achieve net-zero CO2 emissions by 2050 in mind, airlines and airports are taking necessary steps towards reducing their carbon footprint, adopting digital tools for accurate monitoring and optimization of energy consumption and emissions,” Lavorel added.

The SITA 2023 Air Transport IT Insights research was conducted from August to November 2023. It represents the views of over 250 senior airline and airport executives, covering a quarter of global passenger traffic.

This is quite surprising, considering that it’s been a while since the widespread adoption of hybrid models.

HP’s engagements with Chief Innovation Officers (CIOs) and Information Technology (IT) teams have revealed the complexities associated with the installation and administration of IT infrastructure.

This complication has necessitated the call for ‘Workforce Solutions’ offerings including Device as a Service (DaaS), Software as a Service (SaaS), and Customer Support into an integrated, flexible plan the end-user can subscribe to.

Many of the challenges of hybrid work can be eased with such flexible offerings by allowing economies of scale, and restructuring operations to deepen employee experiences.

This signifies a remarkable prospect for the tech industry – and one of the decade’s most significant business challenges, when combined.

Workforce Experience takes the Lead

In Nigeria today, businesses are now entrenching sustainable ‘Employee Experience’ (EX) strategies by deepening diversity, culture re-evaluation, and inclusive reward mechanisms that drive ‘Customer Experience’ (CX). That’s the differentiator in a contemporary market.

Today, an international partnership with HP covers over 90% of global wireless and 5G services provider Ericsson’s devices, traversing some 130,000 end-users in 140 countries.

Staff can now choose from several laptops available that offer various solutions that empower them to complete their workload. The devices are prepared and shipped either to their homes or offices.

All the end-user has to do is provide their email, complete the multifactor authentication, and in 10 minutes, they are good to go, thus reducing device installation time by a whopping 400%.

With the international nature of Ericsson’s business, it is vital that employees can work securely regardless of location.

Products like the latest HP EliteBook models, armed with 5G capabilities and military-type encryption, guarantee Client Services staff has full control of the device stack, from the application and OS level to the BIOS and hardware.

Great device functionality linked with cloud-based applications have lowered longer boot times to between 30 to 40 seconds, from 120 seconds, while ever-ready 5G connectivity eases cloud management and ensures rapid updates and service provisioning.

And where necessary, Break/Fix agreement implies employee uptime is secured with devices basically swapped for new replacements.

Altogether, this promotes a flexible, ultra-modern workplace setting for staff, and we all know that a cheerful, industrious workforce is a CIO’s delight.

Shedding IT and Procurement Teams’ Workload

Now, to be candid, while Workforce Solutions is a blend of vital services for simplicity and suitability, this model isn’t a one size fits all remedy.

Workforce Solutions must be flexible, considering that organizations are at different phases of development and digi-tech evolution.

A significant advantage is scalability (either up or down), sanctioning businesses to change devices and software whilst reacting to modifications in growth and approach.

Without doubt, IT units of firms stand to gain from an integrated partnership framework which processes all telemetry and data across their device networking systems.

Consequently, the CIO’s schedule is positively impacted with this unified structure that aids IT teams’ concentration on higher impact initiatives, such as enabling centralization of routine monitoring and maintenance. For instance, HP TechPulse, is a cloud-based arrangement that aggregates functional data from devices and applications, using predictive analytics and automation for practical resolution of device issues.

As such, the Workforce Solutions model provides clients clarity and serenity by pruning down organization running costs.

Advancing Sustainability through Lifecycle Management

Workforce Solutions presents an auspicious opportunity for institutions looking to reduce their environmental impact by preserving device lifespan, improving resource optimization, and offering all-inclusive collection and recycling programs.

Presently, HP Partners Nigeria, an arm of HP’s business, offers a wide range of products and services – from hardware and software solutions to consulting and support services to help businesses and individuals stay productive and efficient.

Additionally, many HP partners in Nigeria have service centers where you can bring your equipment for repairs or maintenance, rather than throwing them away.

Similarly, HP consummated an agreement with BBVA, a Spanish multinational financial service provider, to supply over 5,000 devices at its headquarters.

The partnership comprises support, configuration, delivery, maintenance, and replacement services. Thus, enabling the beneficiary to cut fleet energy consumption by 32%, adopt more circular practices, and optimize productivity.

To make the needed paradigm shift from an office-centric model to a hybrid-by-design approach, it is fundamental to note that investing in a sustainable and inspiring office environment is a given. Thereafter, Workforce Solutions models can ease this transition by synchronizing all devices and systems that staff need to operate efficiently.

In today’s landscape, it’s hard to come across an organization that doesn’t experience positive outcomes from embracing Workforce Solutions.

With this model, CIOs and IT units can prioritize their core objectives and structure their schedule, while partners can acquire the needed tools and data for building better and more lasting customer relationships. The same way, employees get better equipment that works seamlessly, enhancing productivity with sustainable engagement.

From digital transformation to the carbon footprints of data centres, CIOs are responsible for an ever-growing set of workstreams.

This is backed up by Lenovo’s 2023 Global Study of CIOs, which found that 84% of IT leaders believe they contribute to company success more than other C-suite leaders, and that nine out of ten believe that they are shouldering more responsibility than ever before.

Today’s CIOs are now expected to make decisions on everything from business reporting and data analytics (56%) to diversity, equity and inclusion (DE&I) (42%).

Lenovo’s global study found that many are also worried that investment in innovation will ‘dry up’, leaving them unable to achieve their many goals, with 83% concerned that they will be left with insufficient budget.

There are three challenges CIOs are currently contending with. Investing in the right technology can help ease the burden and deal with some of the key issues they face, including the evolving workplace, artificial intelligence (AI) and sustainability.

Challenge #1: The digital workplace

Technology is woven into every part of the modern workplace, functioning like a nervous system which joins together corporate strategy, operations, finance and innovation.

This in turn loads more challenges onto CIOs, who are grappling with recruitment and retention (59%), managing a remote workforce (59%), and diversity, equity, and inclusion (55%).

The technology environment is also changing, with employees now using two devices on average, combined with a sharp increase in ‘bring your own device’ usage.

For IT leaders, technology can help to bring simplicity to this shifting landscape. Optimising endpoints using one centralised platform helps to bring order to the chaos.

This means that IT teams can focus on business-critical tasks, with end users enjoying a better experience, optimised by AI.

Meanwhile, ‘as-a-service’ models offer the flexibility and simplicity to empower teams with the technology they need, in a simple, scalable pay-as-you-go model.

As-a-service models allow businesses to stay up to date with the latest and greatest technology, meaning that employees are never held back by older devices, and that less secure devices are not as likely to be used in the workplace.

Lenovo’s research found that as-a-service options were highly popular with CIOs, with 92% saying they would consider adding new offerings over the next two years.

This provides them with the flexibility to deploy hardware and software with ease, eliminating bottlenecks and freeing up teams to innovate rapidly and supercharge business strategy.

Challenge #2: Building intelligence

The current boom in generative AI has sparked a level of excitement around technology not seen since the dawn of the smartphone era. For CIOs, this poses further challenges: there is high expectation for organisations to engage proactively with AI, and for the technology to deliver business results, fast.

The demand to engage with this emerging technology is very real, with 43% of CIOs saying they felt ‘urgent pressure’ to deal with AI.

But it’s not simply a case of buying solutions and sitting back and waiting for results: AI has to be used effectively.

Edge computing technology helps to bring AI to the data source and will be hugely important for any organisations hoping to reap the benefits through cutting-edge applications such as virtual assistants, generative AI and computer vision.

With edge computing, organisations can gain AI-powered insights right where data is created, which can be immediately used to improve outcomes across store aisles, manufacturing floors, hospital rooms and service desks all over the world.

Edge AI computing can also process thousands of data points in real-time to gain the insights required to make decisions.

In customer service, for instance, it can analyse data to make live recommendations for personalised products and services, or identify issues before they become pain points, enhancing the overall experience.

Technology that delivers data centre-like computing to the edge will be crucial to delivering improved experiences in industries from tourism to retail, as well as improved emergency response and public safety.

Challenge #3: Maintaining sustainability

In previous decades, sustainability has not fallen within the traditional purview of IT leadership. But with increasing attention on the issues such as e-waste, and the emissions associated with data centres, thinking about environmental, social and governance (ESG) issues is yet another responsibility on the shoulders of today’s CIOs.

With data centres responsible for up to 1.5% of global electricity use, according to the International Energy Agency, it’s critical that CIOs engage with technologies such as water cooling to increase efficiency and reduce electricity demand.

Modern workloads mean that older air-cooling technologies now struggle to keep up while becoming very expensive.

Liquid cooling technologies will be an important factor in responsible computing going forward and will also enable the sustainable supercomputers which will be crucial to tackling the challenges of climate change.

Decision-makers in IT must also be bold and move beyond the ‘make, use, destroy’ of the linear economy to the ‘design, use, return’ approach of the circular economy.

The world produces 50 million tonnes of e-waste every year, and just a fifth of this is recycled.

Asset recovery services (ARS) will be key to this, helping to find the most efficient and clean ways to deal with hardware at the end of its service life, whether that’s using the parts in manufacturing, refurbishing, reusing or environmentally friendly scrappage.

For CIOs grappling with the challenges of sustainability, the flexibility of ‘device as a service’ models, where devices are recycled or repurposed at the end of their service life, can also help switch to more efficient, environmentally friendly hardware without up-front capital outlay.

Meeting the challenge

CIOs currently face challenges that would have been almost unimaginable 20 years ago, with responsibilities spanning everything from DE&I to ESG.

Shouldering this increasing burden and being more central to an organisation’s success than ever before, it’s no wonder that it can feel like a lonely battle.

Thankfully, choosing the right technologies can make the role easier and empower CIOs to innovate, making a real difference for the business.