Dr Denisha Jairam-Owthar, University of Stellenbosch (SU)

The person who released the proverbial catty that rocketed SU into the digital age is its CIO, Dr Denisha Jairam-Owthar, who remained determined in the face of the deep-rooted traditions and processes that South Africa’s oldest university felt were threatened. SU’s digital transformation required a significant team effort and an enormous change management approach.

“Universities tend to be very traditional,” says Jairam-Owthar. “They are understandably proud of their heritage and each faculty of its alumni. Although the university was the first in South Africa to put the SUNSAT satellite in space, as with many universities, however, from within, they had a lower uptake of technology. When I joined SU, I had no idea I was contending with a 30-plus-year-old, hard-coded system.

“There was a project steering committee team in place, but it took work to get them to see IT as a partner. We needed to guide the business through the project steering committee and deal with such issues as vendors, integrators and project management as we implemented the project. SU’s CFO, Manie Lombard, and implementation partner, Visions, and their teams fully embraced IT, mindsets changed and the partnership became understood and tangible.”

Jairam-Owthar’s leadership style involves always having an ear to the ground. Her primary stakeholders being students and staff, one of her first actions was go to the coalface to evaluate student registrations, meet students and academics. She shook people and SU’s culture to the core, being a young woman, of colour, appointed to a senate/board-level position – a true university first in many ways. She also rocked historical stereotypical boundaries of traditional IT leadership, being at SU’s technology helm.

“I realised just how much improvement was needed to close the gap between the highly tech-savvy ‘Generation Z’ students and traditiontied academics. Keep in mind that academics are incredibly intelligent people who won’t wait for IT, but will go off and do what they want for themselves, so IT has to constantly deliver with pace and build trust.

“I also discovered that the IT team had a fear of failure as our academics are prominent in their fields. However, tech departments cannot be afraid to fail; failure is part of the technology process.”

It took time, patience, resilience and perseverance, but in under two years, Jairam-Owthar has steered the move from tin to be completely in the Oracle cloud. The first digital strategy is being implemented –along with the cybersecurity roadmap, and the technological platforms are aligning.

Asked if she knew what awaited her when she joined the university, Jairam-Owthar says she has never been afraid of a challenge.

“Anything can be done with technology and no amount of money can buy the sense of fulfilment you get when massive technological projects come to fruition and impact the organisation.

“Tackle the big things starting with small steps – even if it means an inch of progress every day that aggregates into milestones of success over a period of time. I have overcome obstacles by being a constant visible force and helping people to see technology and solutions through my eyes.

“Into the future, it becomes how to continuously modernise the platforms to keep up with Generation Z’s expectations and implement evolving online teaching and learning systems.”

A wife and mother, how does Jairam-Owthar keep a work-life balance, especially being a naturally high achiever, evidenced by numerous local and international corporate recognitions and awards, the academic papers she writes and publishes, being on multiple boards and NPOs and championing women’s rights.

“It’s a tough one,” she admits, “but both my husband Sudhir and my son Sanchen understand how my success is their success and vice versa. Special occasions are sacrosanct, and I try to make up for the things I miss. I also try to be deliberate in being self-aware and selfless.

“My two ‘cheerleaders’ have made very real sacrifices to support my career; I actually have a tribe of incredible men behind me, including my COO, SU’s Professor Stan du Plessis, whose tremendous support has made my role a success.

“I also have enormous gratitude for Sudhir’s management at FNB, who made it possible for him to work remotely in Stellenbosch so I could pursue this position. FNB epitomises a culture that truly supports its staff.

“I’ve been fortunate to be privy first-hand on how men can be terrific allies. However, both men and women need to carve pathways for other women to enter and succeed in the technology sector.

“Women are in a unique position to lead gender transformation and create awareness of women-specific challenges. In another first, the university supports my proposal that women returning to work after maternity leave will be formally reorientated back into

the workplace. Four months maternity leave can feel like four years – especially in the technology sector. Women cannot pick up as before, especially after such an absence and this mindset must change.

“To help further the equality agenda, the research funds from my academic publications I have allocated for empowerment programmes for the women in my IT department.

“Ultimately, it’s where I have made positive impact through technology and a tangible difference to women in tech and society at large that I will reflect on with pride,” she concludes.