In today’s technology-driven landscape, the leadership of a technology team encompasses far more than simply overseeing programmers and infrastructure. Whether holding the position of chief information officer, chief innovation officer, or another IT manager title, success hinges on the ability to integrate the rest of the business. Are IT teams too preoccupied with security issues and infrastructure management to guide their companies in new directions?
A recent survey conducted by Deloitte of 211 CIOs underscores the growing responsibility of technology leaders in guiding and advancing their businesses. Transformation and innovation take centre stage on their to-do lists, with nearly 50% of respondents prioritising the formation, alignment, and implementation of a cohesive tech strategy and vision.
The visibility of tech leaders within the business is also critical, as almost two-thirds of them report directly to the CEO. As the roles of CIOs and tech leaders evolve, it is imperative to acknowledge the additional responsibilities that come with it. Currently, these roles include a CIO or chief digital information officer in 83% of organisations, a chief technology officer in 52%, a chief information security officer in 31%, a chief data analytics officer in 30%, and a chief technology innovation officer in 22%.
Anjali Shaikh, managing director at Deloitte Consulting, asserts that success in these technology leadership roles hinges on complete immersion in the business and market trends, along with a comprehensive understanding of the technological landscape. This capability enables tech leaders to effectively communicate the value of technology and solve business challenges.
This year, the primary focuses of CIOs and tech leaders include staying ahead of emerging technologies, harnessing the potential of data, analytics, AI, and machine learning, mitigating cyber risks, and managing technology strategy within the organisation. While AI undeniably impacts businesses, Lou DiLorenzo Jr., principal and national CIO program leader for Deloitte, stresses that it is just one facet of a technology leader’s responsibilities.
DiLorenzo highlights that, in addition to focusing on AI and other emerging technologies, tech leaders must also address the challenge of understanding, identifying opportunities for, and communicating the value of new technologies within the organisation. A technology leader’s responsibilities surpass AI, with only one-third of them rating their organisations as “leading edge” in talent management, IT strategy, and sustainable IT.
The distinguishing attributes of a leading CIO blend traditional IT-centric qualities with contemporary strategic and customer-focused ones. As the role of CIOs and tech leaders expands further into the business, establishing and managing a tech vision is no longer enough. The CIO must now oversee various technology uses across the organisation and collaborate with tech and business peers to co-create a vision and tech strategy that aligns with the overall enterprise strategy.
According to Shaikh, immersing oneself in the business and cultivating business acumen are essential steps to reaching a leadership position and excelling in a technology leadership role. Effective communication and relationship-building skills are also vital for driving cross-functional projects and nurturing partnerships across departments.
In conclusion, the role of CIOs and tech leaders has broadened to encompass not only technology management, but also the strategic co-creation of a unified tech vision and strategy that aligns with the broader business goals. It is no longer sufficient for technology leaders to focus solely on infrastructure and security; instead, they must lead the charge in steering their businesses towards new paths and innovations.