CASE STUDY
Having led ICT initiatives across Kenya, Uganda, Tanzania and Rwanda, my experience has reinforced that the modern CIO sits at the intersection of business strategy, people, processes, data and technology. The CIO must demonstrate how technology contributes directly to business performance, customer experience, efficiency and growth.
At Car & General, we have approached Digital Transformation as a business transformation journey, integrating people, processes and technology while treating data as a strategic asset. Our multicountry SAP transformation was not simply about replacing legacy systems; it standardised processes, strengthened controls, improved visibility and created a more integrated regional operating model.
The CIO must also increasingly lead conversations around AI and data. The question is no longer,“ What technology should we implement?” but,“ What can we now do differently because this technology exists?” AI creates opportunities to automate manual processes, improve decision-making and enable employees to focus on higher-value, strategic work.
People remain central to this transformation. Technology succeeds only when employees adopt new ways of working, making change management, skills development and organisational culture critical CIO responsibilities.
For me, the next phase is about moving ICT from a cost centre to a value centre, using digital capabilities to create new revenue opportunities, improve customer value and build regional platforms that transcend organisational and national boundaries.
Ultimately, the future CIO will not simply manage technology. The CIO will help the organisation become a better, more agile and more competitive business through technology.
At Car & General, Digital Transformation has been central to improving customer experience and operational efficiency. What have been the most significant milestones in your transformation journey and what lessons have you learned along the way?
Our Digital Transformation journey at Car & General PLC has evolved from a fragmented technology environment with legacy systems and decentralised data into a more integrated, datadriven and digitally enabled organisation. More importantly, it has transformed ICT from a cost centre and support function into a strategic business enabler and platform for value creation.
A major milestone was our multi-country SAP transformation across Uganda, Rwanda, Tanzania and Juba, building on Kenya. This was not simply a technology replacement; it standardised processes, strengthened controls, improved visibility and created a more integrated regional operating model.
We then focused on centralising data and automating decisionmaking through BI platforms. This reduced manual reporting and enabled management to access more timely and reliable insights. We learned that data quality depends as much on people and processes as it does on technology.
Our transformation has also focused on digitising customer and employee experiences. Initiatives such as the Logbook System, Mzawadi customer loyalty platform, SAP Express Way and Gate Pass Management have simplified processes, reduced administrative effort and improved service delivery.
At the infrastructure level, our move from MPLS to SD-WAN and adoption of cloud-based services have created a more flexible, secure and scalable technology foundation.
The next phase is about value creation. Through AI, data and digital platforms such as Cargen Navigate, we are moving beyond automating existing processes towards creating new capabilities, connecting customers and partners and identifying new commercial opportunities.
Our journey can therefore be summarised as systems, integration, intelligence and now innovation and business creation. The goal is not simply to digitise the business, but to use technology to create a better, more agile and more competitive organisation.
Technology investments are increasingly expected to deliver measurable business value. How do you ensure your ICT strategy remains closely aligned with the company ' s commercial objectives and long-term growth ambitions?
I believe the fundamental question for a CIO is no longer,“ What technology do we need?” but rather,“ What business outcome are we trying to achieve, and how can technology help us achieve it better, faster and at scale?”
This thinking has been central to my transformation journey at Car & General. Over time, we have deliberately moved ICT from being primarily an internal support function and cost centre to becoming a strategic business partner and, increasingly, a platform for creating and monetising digital value.
Our ICT strategy is therefore not developed independently from the business strategy. It starts with the Group ' s commercial priorities: growth, customer experience, operational efficiency, profitability, regional expansion and stronger relationships with our ecosystem of customers, dealers, suppliers and partners. We then ask where technology can create the greatest impact.
The biggest change has been in how we define the role of ICT. Traditionally, the ICT department was measured largely by its ability to keep systems running, deliver projects, manage infrastructure and control technology costs. Those responsibilities remain important, but they are no longer the full measure of success.
Today, I want ICT to be measured by business outcomes. That means asking whether a technology investment increases revenue, reduces operating costs, improves productivity, strengthens customer experience, accelerates decision-making, reduces risk or creates a new commercial opportunity.
This has changed the conversation between ICT and the business. Instead of ICT simply receiving requirements from business functions, we increasingly work together to identify opportunities for transformation and value creation. www. intelligentcio. com
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