WELCOME
Technology is central to how modern organisations operate, govern themselves, and manage risk. As digital systems become more embedded in core business functions, the complexity of technology-related decision-making continues to increase.
This site will provide structured discussion and commentary on key technology leadership topics, including IT governance, strategy, procurement, and risk management. The intent is to explore principles, challenges, and considerations that influence how technology decisions are made and overseen.
By focusing on clarity rather than advocacy, the content aims to support informed thinking, constructive discussion, and a deeper understanding of the role technology plays in organisational effectiveness.
IT GOVERNANCE
IT governance refers to the framework through which organisations direct, control, and evaluate the use of information technology. It establishes how decisions are made, who is accountable for those decisions, and how technology performance and risk are overseen.
At its core, IT governance seeks to ensure that technology supports organisational objectives while operating within agreed levels of risk and compliance. This includes setting clear decision rights, defining roles and responsibilities, and providing mechanisms for assurance and escalation.
Effective IT governance is characterised by clarity and consistency. Leadership understands which decisions belong at board, executive, and operational levels, and how those decisions are informed. Governance structures enable visibility of technology investment, performance, and risk without introducing unnecessary complexity or delay.
Poor or immature governance often leads to fragmented systems, unclear ownership, duplicated investment, and reactive decision-making. In contrast, well-designed governance supports transparency, alignment, and confidence, enabling organisations to make deliberate technology choices rather than responding to issues as they arise.
As technology becomes more integral to organisational outcomes, IT governance increasingly overlaps with corporate governance, risk management, and strategic planning. Boards and executives are therefore expected to engage more actively with technology oversight, even where detailed technical responsibility is delegated.
Ultimately, IT governance is not about controlling technology, but about enabling effective leadership and accountability in an environment where technology is fundamental to success.
IT STRATEGY
IT strategy defines how an organisation intends to use technology to support its objectives over time. It provides direction for decision-making by connecting business priorities with technology capability, investment, and risk considerations.
A clear IT strategy considers the current state of systems and skills, anticipated future needs, and the external environment in which the organisation operates. It helps establish priorities, manage trade-offs, and guide decisions about where to invest, maintain, or retire technology assets.
Effective strategy moves beyond individual projects or solutions. It provides a coherent view of how technology components work together, how change will be managed, and how progress will be measured. This coherence is particularly important in complex environments where multiple initiatives compete for limited resources.
IT strategy must also account for uncertainty. Changes in organisational direction, market conditions, regulation, and technology itself require strategies that are adaptable rather than fixed. A well-constructed strategy offers enough structure to guide action while allowing for adjustment as circumstances evolve.
When IT strategy is poorly defined or disconnected from organisational objectives, technology investment can become reactive and fragmented. In contrast, a thoughtful strategy supports alignment, consistency, and informed decision-making, enabling technology to evolve in step with organisational needs.
IT PROCUREMENT
IT procurement is the process through which organisations acquire technology products and services, and it plays a significant role in shaping long-term capability, cost, and risk. Decisions made during procurement often have consequences that extend well beyond the initial purchase.
Effective procurement begins with a clear understanding of organisational needs and constraints. Poorly defined requirements can lead to solutions that are overly complex, misaligned with actual needs, or difficult to sustain. Clear articulation of purpose and outcomes is therefore critical before engaging with the market.
Procurement also requires careful evaluation of vendor proposals, including an understanding of assumptions, dependencies, and limitations. Marketing claims, technical features, and pricing models must be considered alongside factors such as supportability, integration, scalability, and vendor viability.
Contracts are a key component of IT procurement. They define responsibilities, risk allocation, performance expectations, and exit arrangements. Weak contractual arrangements can expose organisations to cost escalation, service degradation, and limited flexibility over time.
Viewing IT procurement as a lifecycle rather than a single transaction is essential. Ongoing management of suppliers, contracts, and performance is as important as the initial selection, ensuring that technology continues to deliver value and remains aligned with organisational objectives.
IT RISK MANAGEMENT
IT risk management addresses the potential for technology-related issues to affect organisational objectives, operations, and reputation. As reliance on digital systems increases, technology risk becomes inseparable from broader enterprise risk.
Technology risk can arise from many sources, including cyber security threats, system failure, data integrity issues, regulatory non-compliance, and dependency on third-party providers. These risks are often interconnected, with a single failure having cascading impacts across the organisation.
Effective IT risk management focuses on understanding exposure rather than attempting to eliminate risk entirely. This involves identifying critical systems and dependencies, assessing likelihood and impact, and determining appropriate controls based on organisational risk tolerance.
Risk management is most effective when integrated into governance and strategic processes. Decisions about technology investment, architecture, outsourcing, and change all carry risk implications that should be considered explicitly rather than retrospectively.
Mature approaches to IT risk management support informed decision-making and organisational resilience. By making risk visible and understandable, leadership can balance opportunity and risk in a deliberate and transparent manner.
SPEAKING TOPICS
Technology leadership topics continue to feature prominently in boardrooms, executive forums, and industry discussions as organisations grapple with increasing complexity, risk, and dependency on digital systems.
Speaking engagements commonly explore how governance, strategy, procurement, and risk management intersect, and how decisions in one area influence outcomes in others. Emphasis is often placed on practical lessons, systemic issues, and patterns observed across organisations and sectors.
Topics frequently addressed include the role of boards and executives in technology oversight, the challenges of aligning IT strategy with organisational objectives, and the consequences of weak governance or poorly structured procurement. Discussion also extends to managing technology risk in outsourced and cloud-based environments, where control and accountability are shared.
Rather than focusing on technical detail, these conversations typically centre on decision-making, accountability, and leadership, examining how organisations can better navigate complexity and uncertainty in their use of technology.
CONTACT
This site is intended to support discussion and engagement on topics related to technology governance, strategy, procurement, and risk management.
For general correspondence or enquiries relating to speaking engagements: