Let us be honest: many business leaders still treat IT as someone else’s problem.
By Cobus Olwage, CEO of IPT
They will tell you technology is important, but when it comes to accountability, investment, or strategy, it gets kicked down the line. In our work across industries at IPT, we see the consequences of this mindset every day, and we also see what happens when the opposite is true.
Over time, a clear pattern has emerged. Businesses fall into two camps: those who value IT, and those who merely tolerate it.
The former treats IT as a core part of how they operate, safeguard their business, and drive growth. The latter sees it as a cost centre, a grudge purchase, or a thing to deal with once there is a problem. And in 2025, that outdated mindset is no longer just inconvenient but has become dangerous.
We have reached a point where every business decision has a technology layer beneath it, whether you are exploring automation, pursuing AI-driven productivity or requiring a secure IT foundation.
You cannot leapfrog this reality and bolt AI onto a fragile infrastructure. You cannot automate when your systems do not talk to each other. You cannot deliver a secure, digital customer experience when your internal teams are working off legacy tools and hoping the “IT guy” has everything under control.
IT maturity starts at the top
What distinguishes high-performing businesses is not necessarily how much they spend on technology. It is how seriously leadership takes IT ownership.
When executives see IT as their responsibility, not the CIO’s, IT manager’s or the service provider’s, they make better decisions. They ask more thoughtful questions and expect more from their environments, getting more out of them.
When they do not, the opposite plays out: reactive decisions, finger-pointing when systems go down, and long-term erosion of competitive advantage.
Let us compare:
- Leaders who value technology take ownership of IT outcomes. Those who do not tend to blame others when things fail.
- Mature businesses plan their IT proactively, road mapping it alongside their business goals. Immature businesses delay investment until something breaks.
- Forward-thinking organisations attract better talent by giving teams the modern tools they require. The companies that are lagging battle to keep staff in outdated, frustrating environments.
- The best-performing businesses see IT as a possible strategic differentiator. The rest see it as overhead.
The roles of risk and resilience
Cybersecurity, business continuity, and compliance are not technical issues. They are existential risks. Yet too many businesses still leave them to chance.
Leaders who truly value IT integrate these risk areas into executive-level conversations. They assess posture, plan for disruption, and treat resilience as a business asset.
By contrast, those who do not often do not know what is in place, what is at risk, or how exposed they really are. They assume someone else is handling it, right up until the point of a breach, outage, or fine.
Where to from here?
We are not suggesting every leader needs to become an IT expert. But they do need to become an IT owner. That means asking the hard questions: How can I protect my business from cyberattacks and ransomware? Is my business ready for AI, automation, and digital transformation? And are we getting real value from our IT provider or internal IT team?
At IPT, our role is not just to fix problems. It is to build environments that are secure and align with our clients’ business goals. We work with them to create IT strategies that are secure and deliver real value, not just keep the lights on.
And while we can implement the best tools and provide 24/7 support, the mindset must start at the top. In today’s environment, failing to value IT is not a neutral decision but a business risk.