Dr. Stanley Mpofu, Chief Information Officer at the University of the Witwatersrand, is a visionary leader in digital transformation and digital equity. He has spearheaded impactful initiatives, including the Smart Classroom Project, which supported uninterrupted during the COVID-19 pandemic, and the expansion of Eduroam to all South African public airports, bridging the digital divide for students and staff. Under his leadership, transformative projects like the Automation of Thesis Submission, Integrated Workplace Management System, and Hospital Connectivity project have aligned Wits University with UN SDGs. Dr. Mpofu’s numerous awards and strategic innovations underscore his dedication to advancing education through technology.
Recently, in an exclusive interview with CIO Magazine, Dr. Mpofu shared his professional trajectory, insights on the evolution of CIO role over the last few years, the secret mantra behind his success, personal sources of inspiration, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Dr. Mgobansimbi. How did you first become interested in technology, and what propelled you into it?
I first became interested in technology in 1994 when I decided to study computers. At that time, I was drawn to a field that was both unique and unconventional, where black people were significantly underrepresented. With the advent of democracy, I saw an opportunity to break through barriers in a space that seemed dominated by white individuals. Believing in my intellectual capabilities, I applied to Transnet, passed their rigorous entry tests, and started a programming course in March 1995.
Despite starting in my early 30s, I was determined to succeed. I was possibly the oldest in my class and one of only two black students, surrounded predominantly by white peers. This environment and the challenge of excelling in a field seen as niche motivated me even further and propelled me into a career that shaped my professional journey.
What do you love the most about your current role?
My role is creating a bigger network of experts and experienced colleagues in the industry that broadens my own knowledge and experience of the ICT Eco system. This provides better understanding of how different industries ICT divisions work which gives good insight to my own agenda.
I have found myself being viewed as a role model with a significant ICT professional people seeking my opinions as well as mentorship and coaching which I am passionate about. This alone I have found humbling indeed that colleagues see value in associating with me.
In my current role, what I love most is the opportunity to stay ahead of the curve, continuously tracking technological trends and changes to support the ICT portfolio I lead and the broader university community. This proactive approach ensures that we align with the university’s 2033 strategic objectives, shaping a forward-looking vision for the institution.
I also deeply value the privilege of being a role model for my team, fostering their growth and professional development. Success in this role is not a solo achievement—it reflects my ability to lead experts and teams effectively, empowering them to deliver excellence for the university while embracing continuous improvement as a standard way of working.
Another aspect I cherish is the decision-making environment, which, when supported by top leadership, becomes conducive to thriving and achieving even more. Finally, my passion lies in leveraging technology as an equalizer for our students, particularly those from disadvantaged backgrounds. I aspire to see initiatives like Eduroam extended to every library, community hall, and mall across the country. This would provide students with access to resources without barriers, enabling them to thrive regardless of their circumstances. This role enables me to contribute toward this vision, making a meaningful impact on both the university and the broader community.
How have you seen the role of the CIO change in the last 5-10 years, and what changes do you see on the horizon in the years ahead?
Over the last 5–10 years, the role of the CIO has shifted from managing IT infrastructure to becoming a strategic leader who drives innovation and organizational transformation. Today’s CIOs are expected to align technology with business goals, manage change effectively, and lead initiatives that enhance both operational efficiency and user experience. The growing importance of addressing challenges such as mental health and team well-being has also expanded the CIO’s responsibilities beyond technology to include human-centred leadership.
Looking ahead, the CIO’s role will continue to evolve, requiring adaptability, technological fluency, and empathy. As organizations adopt emerging technologies like AI, machine learning, and advanced analytics, CIOs will need to balance innovation with ethical considerations and data privacy. The focus will shift further toward managing complexity and fostering resilience, ensuring that digital strategies support both organizational growth and employee well-being. This adaptability and forward-thinking approach will define the successful CIOs of the future.
What do you think are the new technologies and cultures/methodologies which will define the future workplace, and what do you think is the role of the CIO in helping design and deliver these?
The future workplace will be shaped by technologies like artificial intelligence (AI), cloud computing, and collaboration tools. AI will help automate repetitive tasks and provide smart insights, while cloud computing will allow flexible and secure access to data from anywhere. Tools like virtual reality (VR) and augmented reality (AR) will transform training and remote collaboration, and digital platforms will make it easier for teams to work together, especially in hybrid or remote setups.
Culturally, workplaces will focus on flexibility, inclusivity, and employee well-being. Agile methods and collaborative practices will encourage innovation and fast decision-making. Leaders will need to prioritize empathy, adaptability, and supporting mental health to keep teams motivated in a fast-changing environment.
The CIO’s role will be to guide this transformation by selecting and implementing the right technologies, ensuring they align with the organization’s goals. CIOs must also focus on creating a secure and scalable digital infrastructure while fostering a culture that embraces change and innovation. Their leadership will be critical in blending technology with human-centred strategies to create a workplace that is not only efficient but also supportive and inspiring.
You were recently named CIO of the Year 2024 and received the IT Project of the Year award at the 2024 CIO Awards. You were also honoured with the Decade of CIO Service Public Sector Award at the IT Web CIO Banquet 2024. Our readers would love to know the secret mantra behind your success.
The recognition as CIO of the Year 2024, the IT Project of the Year award, and the Decade of CIO Service Public Sector Award at the ITWeb CIO Banquet 2024 are honours that I deeply cherish. The secret behind my success lies in a combination of unwavering support and personal values.
The incredible backing of our Vice-Chancellor, Prof Zeblon Vilakazi and Deputy Vice-Chancellor, Prof Ian Jandrell, has been instrumental in driving impactful initiatives and aligning our IT strategies with the university’s vision. My team has been the cornerstone of these achievements—their dedication, expertise, and collaborative spirit make even the most ambitious projects possible. Collaborative work is at the heart of everything we do, and it is this shared effort that drives results.
On a personal level, I am a neophilia by nature, my curiosity and passion for learning new things have kept me ahead in a fast-changing field. Resilience has also been key—overcoming challenges and adapting to changes have taught me valuable lessons that shape how I lead.
My family has been a pillar of strength, providing encouragement and balance that allows me to give my best every day. Additionally, my peers in the CIO community have been a source of inspiration and invaluable insights, fostering a network of shared learning and support.
These awards reflect not just my efforts but the collective contributions of a strong support system, a dedicated team, and a relentless drive to learn and grow. It is this synergy that fuels our success and inspires me to continue striving for excellence.
Is there a particular person you are grateful for who helped get you to where you are?
I am deeply grateful to both of my late parents for shaping the person I am today. My father, despite never having formal schooling, demonstrated incredible resilience by teaching himself basic literacy and becoming a truck driver. He showed me that determination can overcome any limitation. My mother’s strength and adaptability were equally inspiring. While my father worked far from home, she managed the household, instilled discipline, and ensured we fulfilled our responsibilities, such as farming and herding livestock. Their perseverance and hard work taught me resilience and inspired me to strive for success in all aspects of life.
In a professional context, two individuals have played pivotal roles in my development. Kim Jarvis, my coach during the early stages of my leadership journey, helped me craft my approach to leadership and thrive in a technical environment. His guidance was instrumental in shaping my capacity as a leader and establishing the foundation for my professional growth.
On the mentorship side, Dr. Steve Lennon played a significant role during my time as an executive at Eskom. He provided valuable insights, created opportunities, and helped me navigate the complexities of leadership at that level. The contributions of both Kim and Dr. Lennon underscore the importance of coaching and mentorship in one’s development, particularly in a professional setting, and I am profoundly grateful for their impact on my journey.
What does the term “authentic leadership” mean to you?
To me, authentic leadership means leading with honesty, integrity, and self-awareness. It is about staying true to your values, principles, and purpose while fostering trust and transparency with those you lead. An authentic leader is genuine and consistent, showing vulnerability when necessary and making decisions guided by a strong moral compass.
Authentic leadership also involves deep empathy and a commitment to understanding and supporting others. It means creating an environment where people feel valued, respected, and empowered to contribute their best. By being authentic, a leader inspires loyalty and builds meaningful relationships that drive both personal and organizational growth.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I am deeply passionate about farming and tending to my livestock. It is an activity I grew up doing, and it has shaped many of the strategies I apply in my professional life today. Farming taught me the value of patience, resilience, and strategic planning—qualities that are essential in both personal and professional spheres. Caring for animals and managing the land provides a grounding and fulfilling balance to my busy work life. It allows me to connect with nature, reflect, and recharge while staying true to my roots and the lessons they continue to provide.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continuously grow and excel in every path I take, aiming to reach the highest level of accomplishment in my endeavours. Looking ahead five years, I envision myself leveraging my extensive experience in the IT industry and my knowledge of both private and higher education sectors to make a meaningful impact in consulting. I believe my skills and insights would provide significant value in these areas.
Additionally, I see an opportunity to contribute to governance structures, particularly in the ICT sector. With my familiarity with chairing and being a member of governance structures, alongside a strong understanding of King IV governance principles, I aspire to take up board memberships where my ICT expertise can be an asset.
Beyond the professional realm, I also plan to develop my farming skills further, improving and expanding what I currently do. These three areas—consulting, governance roles, and farming—are the key goals I aim to pursue and grow into over the next five years.
I seek opportunities in board membership where I believe I will add value due to my significant experience in belonging to many governance committees. Besides I am on my training journey with IoDSA so that I become a fully-fledged and qualified Board member in the future.
What advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
Aspiring technology leaders should prioritize continuous learning to stay ahead in a rapidly evolving field while leading with empathy to build strong relationships and foster collaboration. Adaptability and resilience are key to navigating challenges and inspiring confidence in others. Focus on creating meaningful impact by aligning technology initiatives with organizational goals and addressing real-world needs. Champion ethics and integrity by ensuring fairness, transparency, and inclusivity in decision-making. Empower your team by providing opportunities for growth, encouraging collaboration, and trusting them to innovate and take ownership. By combining technical expertise with strong leadership qualities, technology leaders can drive progress and make a positive impact in their organizations and the industry.