Krishen Rangappa, CIO at WesBank

There will always be opportunities and needs,” says Rangappa, “however, the winners stay close to the pulse of the real needs of people and adapt quickly. They don’t allow for the opportunity to trip up on sunk costs.”

Asked what role ICT plays in the way of WesBank’s service delivery to its client base, especially in light of the growth in such technologies as AI, he says delivery encompasses the meaningful and safe application of technologies and not technology for technology’s sake.

“Don’t apply a solution looking for a problem, but use technology with a customer-first approach, letting customer expectations guide and monitor what direction the adoption of technology should take,” continues Rangappa. “GenAI is definitely useful, but do consider that AI has been around for a while and should not be hyped up. It has already been making a contribution in such areas as cybersecurity and improved analysis and reporting.

“Socio-demographic challenges and economic and political pressure have affected the role of ICT to maintain WesBank’s strategic intent. Add to this the oddity of the Third and First-World fusion in South Africa. We oscillate between Third World realities and First World aspirations. There is an accepted deterioration of basic quality of life, but the expectation that modern and digital presence is immune to such deterioration. The reality of what this means for the economy is not to be underestimated.

“Customer needs change. Strategies must be nimble, ‘why’ focused and less ‘how’ and ‘what’ focused. Go on the journey with the customer and jump ahead where possible, identifying real lending and mobility needs. Also consider the impact of the modern age to ICT staff expecting post-Covid concessions, combined with the ICT skills war and globalisation. It’s unchartered territory.”

Rangappa says his IT role is evolving to encompass the need for legacy transformation and stability, saying technology as a domain is steadily becoming more mainstream and democratised. He adds that mindsets need to become championing, guiding and protecting without owning technology.

“Our value is not in technology territory ownership, but in enabling and liberating it. My particular challenge to achieving this starts with the South African skills base, giving a hand to South African youth, so many of whom are hungry for success. We also need to mature technology management and transformation. My priorities now are to free up investment spend through simplifying and rationalising, protecting the customer, and meaningful automation.”

Rangappa’s advice for ICT professionals’ career building and development includes striking a balance between constantly challenging yourself and delivering value. “You aren’t learning if you aren’t failing. If not on a journey of continuous improvement, you could find a job in ICT, but not a leadership career. Actively master yourself, build resilience over time and be mindful of your own growth.

“As a leader, I’ve found it essential to bring meaningful articulation to intangible problems. For me, authentic leadership is liberating even when sometimes difficult; however, being honest with someone doesn’t have to destroy your relationship.

“Accept the unchangeable or the slow to change and plan accordingly – don’t avoid it or hope for miracles. Stay committed to technology and supporting your team. What keeps me awake is not much. Action is the cure for insomnia,” he concludes.

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