Stop hiring IT consultants — Start hiring transformation strategists

A few weeks ago, a colleague ran into me and said he was working on an international project—and that I was the first person who came to mind when thinking of an IT consultant. While I was flattered, I wanted to hear more about the services he envisioned before I could feel comfortable with the reputation I was seemingly building. Why? Because most business leaders or project owners—whether due to experience or academic background—have a limited understanding of the technological direction a project should take before committing to IT resources in the first place.

I’ve observed that many projects—especially in the public sector—bring in IT consultants who are essentially network engineers, systems specialists, or software developers. The choice often depends on the technical direction already envisioned. But often, what these projects need at the start isn’t someone to build systems, but someone who can shape the digital vision—a digital business strategist or digital transformation consultant.

To most people, it’s all seen as the same skill set: if a project requires IT, hire someone with certified IT credentials. And while that works at the implementation stage, it’s a very different need at the conception stage, when the strategic business direction is still being defined. That’s when you need someone with an entrepreneurial mindset—someone who understands technology, but more importantly, understands how it fits into the bigger business picture.

What people may not realise is that this kind of thinking doesn’t usually come from working in IT alone. It often develops from a mix of business, strategy, and technology exposure, and in many cases, from academic training that encourages interdisciplinary learning.

While I’ve worked in technology for years, I’ve also been running my own businesses for over 25 years, constantly having to innovate while balancing limited resources, high expectations, and daily realities. It’s that experience—being the ‘boss,’ dealing with HR issues, managing cash flow, and often acting as the lead salesperson—that shapes my understanding. I don’t just think about the technology; I think about how it fits into the survival, growth, and transformation of the business itself.

A traditional IT consultant focuses on implementation—setting up networks, configuring systems, or developing applications based on predefined specs. Their work is technical and task-oriented. But a digital transformation consultant operates at the strategic level. They help rethink business models, redesign workflows, and improve customer experiences using digital tools. They ask the bigger questions: What are we trying to solve? How does this support our goals? Where can technology create real value?

In countries like the US and Canada, this kind of thinking is often cultivated through university programmes that go beyond teaching how to build systems. They teach students how to use technology to drive business change, create new value, and transform services. Graduates aren’t just asking how to implement something—they’re trained to ask why, for whom, and to what end.

One reason North America leads in digital transformation is how its leaders are developed. Universities blend business strategy, technology, and innovation thinking. Students learn to align digital tools with business goals and lead organisational change. Degree paths include MBAs with a digital strategy focus, master’s programmes in Information Systems (MIS), and Computer Science degrees with business electives. Newer degrees in Digital Transformation and Innovation are emerging too.

What makes the difference is the hands-on learning culture. Institutions often partner with industry, embedding students into real-world projects through co-ops or capstones. It’s not unusual for students to gain transformation experience in a Fortune 500 company before they graduate.

Unfortunately, we don’t always take the same interdisciplinary approach closer to home. I’ve long wondered why, even to this day, Barbados Community College (BCC) doesn’t create more cross-functional learning experiences. For example, Computer Science students rarely collaborate with peers from Natural Sciences or Agriculture. Imagine the impact if they teamed up to develop apps tackling local issues in sustainability or Agri-tech. Projects like these could build professionals who apply technology in practical, sector-specific ways.

In the Caribbean, we’re not quite there yet. Institutions like the University of the West Indies (UWI) offer solid programmes in IT, Computer Science, and Innovation, but they’re not integrated. UWI’s MSc in IT covers technical fundamentals; the MIS programme adds strategy; and the Innovation and Entrepreneurship programme explores business models. But they remain separate tracks.

The result? We lack a local pipeline of professionals trained to think both digitally and strategically. This leads to a pattern: hiring implementers when what’s really needed is a digital transformation architect—someone who aligns technology with the business and its long-term goals.

One overlooked sign of transformation is the shift in job titles. Words matter. Years ago, we had Personnel Managers—then Human Resource Managers—and now Chief People Officers. The change in title reflects a change in role, responsibility, and mindset.

The same should be true for IT. An “IT Technician” isn’t the same as a “Digital Strategist” or “Chief Innovation Digital Officer.” These new titles signal a shift from keeping the lights on to leading the way forward. They suggest someone who doesn’t just deploy tools, but guides change, aligns technology with business value, and rethinks how things work.

The future demands a different kind of thinking

Digital transformation isn’t about buying the latest tech—it’s about knowing what to change, why it matters, and how to lead people through it. Until we start preparing professionals who can think that way—strategically, cross-functionally, and entrepreneurially—we’ll keep solving surface-level problems with surface-level solutions.

If we want Caribbean businesses, governments, and institutions to thrive in a digital world, we must stop thinking of IT as a utility service and start treating it as a strategic capability. That shift begins with how we train our people, define our roles, and structure our projects.

Transformation starts with a mindset. And mindset starts with education, exposure, and experience—none of which should be left to chance.

steven@dataprivacy.bb