For many entrepreneurs, SME owners, and general managers, technology was never supposed to be part of the job description.

A generation ago, technology was often viewed as a support function. Computers, networks, and software systems existed primarily to help employees perform administrative tasks. Technology decisions could be delegated to an IT specialist or an external service provider, while business leaders focused on strategy, customers, finance, and operations.

That world no longer exists.

Today, almost every strategic decision has a technology dimension. Whether a company wants to expand into new markets, improve customer experience, increase productivity, adopt artificial intelligence, comply with regulations, or protect itself against cybercrime, technology has become a central consideration. As a result, many managers now find themselves responsible for decisions that carry significant technological implications, despite having little or no formal IT background.

In practice, thousands of business leaders have become accidental IT managers.

The Growing Scope of Technology Leadership

Consider the typical owner of a growing SME.

They may rely on cloud-based business software, online marketing campaigns, e-commerce platforms, digital payment systems, customer relationship management software, artificial intelligence tools, and external IT service providers. At the same time, they remain responsible for the organization’s legal compliance, financial performance, operational continuity, and strategic direction.

The challenge is not simply that technology has become more important. The challenge is that technology decisions increasingly involve areas that extend far beyond technology itself.

Cybersecurity, for example, is no longer a technical issue. A ransomware attack can stop business operations, damage customer trust, and create legal liabilities. Similarly, data protection regulations such as the GDPR have transformed information management into a board-level concern. Artificial intelligence introduces opportunities for innovation but also raises questions about governance, transparency, privacy, and accountability.

Managers are therefore expected to make decisions about issues they may not fully understand while remaining accountable for the consequences.

The Complexity of the Modern Vendor Landscape

One of the most significant changes in recent years has been the rise of outsourced and cloud-based services.

Many organizations no longer operate large internal IT departments. Instead, they depend on a network of software vendors, managed service providers, cybersecurity consultants, web developers, marketing agencies, cloud providers, and AI solution vendors.

While outsourcing can provide expertise and flexibility, it also creates new management challenges.

How should managers evaluate competing proposals?

How can they determine whether a supplier is delivering value?

What questions should they ask about cybersecurity controls?

How can they avoid becoming dependent on a single vendor?

What happens if a critical provider experiences a failure or suddenly increases prices?

These are not technical questions. They are management questions.

The ability to oversee suppliers, understand contractual risks, interpret service-level agreements, and assess technology investments is increasingly becoming a core leadership competency.

Governance in a Digital World

Technology governance is another area where many organizations struggle.

In many SMEs, responsibilities are poorly defined. Technology decisions emerge organically rather than strategically. Software is acquired without clear business cases. Security policies are informal or non-existent. Data is stored in multiple systems with little oversight.

The result is often an environment characterized by hidden risks, duplicated systems, unnecessary costs, and operational vulnerabilities.

Effective governance does not require managers to become programmers, network engineers, or cybersecurity specialists. It does require them to establish accountability, define decision-making processes, understand risks, and ensure that technology investments support business objectives.

In this sense, technology governance has become similar to financial governance. Managers are not expected to be accountants, but they are expected to understand financial reports, ask informed questions, and make responsible decisions.

The same principle increasingly applies to technology.

The Rise of AI and New Leadership Responsibilities

Artificial intelligence has added another layer of complexity.

Many organizations are experimenting with generative AI tools, automated decision systems, intelligent customer service platforms, and advanced analytics. Yet governance frameworks often lag behind implementation.

Employees may use AI tools without understanding privacy implications. Managers may approve AI projects without clear evaluation criteria. Organizations may underestimate the legal and ethical consequences of algorithmic decision-making.

The question is no longer whether AI will influence organizations. The question is whether leaders possess the knowledge required to oversee its adoption responsibly.

As with cybersecurity and data protection, AI governance is rapidly becoming a management responsibility.

Developing Technology-Aware Leaders

The reality is that modern business leaders do not need to become technology specialists. However, they do need sufficient understanding to make informed decisions, oversee experts, evaluate risks, and align technology with organizational goals.

This requires a different approach to management education.

Rather than teaching technical implementation, organizations increasingly need programmes that focus on governance, strategy, risk management, compliance, vendor oversight, digital transformation, and the business implications of emerging technologies.

At HGBS, we have observed this challenge across a wide range of organizations. Managers are expected to oversee increasingly complex technology environments while balancing strategic, operational, legal, and financial responsibilities.

This observation has led to the development of the new Business IT Management for Managers and Entrepreneurs programme. The programme is specifically designed for non-technical managers, SME owners, and entrepreneurs who must make technology-related decisions without becoming IT specialists themselves.

More importantly, the programme reflects a broader conviction: technology is no longer solely the responsibility of IT departments. It has become a core management discipline.

Organizations that recognize this reality and develop technology-aware leaders will be better positioned to manage risk, seize digital opportunities, and compete successfully in an increasingly complex business environment.

Author: Prof Dr. C.J. (Hans) Kok