Articles about CIO

There is no single path to becoming a successful Chief Information Officer (CIO), but these days, the best ones go beyond technology.

Modern CIOs are not just IT experts, they are strategic leaders shaping their company’s futures. Their role has evolved from managing systems and troubleshooting issues to driving strategy, innovation and leadership. 

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The latest tech trends report from Info-Tech Research Group suggests that that CIOs will need to increasingly adopt forward-thinking strategies to anticipate and simulate future business scenarios.

"At the intersection of digital transformation and exponential AI growth, IT leaders are
entering a new era where forecasting probable futures will be just as critical as reporting on the past," says Brian Jackson, principal research director and lead author of the report. "Our 2025 Tech Trends report provides a roadmap for organizations to harness AI, quantum computing, and cybersecurity solutions to stay ahead of the curve."

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The relationship between an organization's chief information officer (CIO) and chief information security officer (CISO) has traditionally been somewhat at odds, since CIO's job is built around sharing information and the CISO's job is to secure it. Plus, the CIO was normally higher in the organizational hierarchy, which could also cause some tension.

But the relationship has evolved in recent years, to the point where the two positions are often more on par with each other. And with security's growing importance to the business (and the boardroom), the two jobs often share the same goals and responsibilities.

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Although chief information officers have been at the forefront of enterprise digital transformation efforts for years, they are still too often reduced to the company’s "technology expert." Even if the reality is different, perception counts for a lot. It’s now time for CIOs to change that perception and evolve into more wide-ranging business strategists, enabling their IT departments to leverage their expertise for high-value business outcomes.

The good news is that most enterprise CIOs already have nimble, intelligent and scalable technology to facilitate that change. What’s needed is an approach that improves efficiency and increases productivity in ways that are directly tied to company goals. Here are four questions every CIO of a B2B enterprise should be asking as they seek to maintain the momentum of their digital transformation.

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A company’s chief information officer (CIO) is responsible for overseeing the people, processes and technologies that comprise its IT environment to support business objectives. In today’s information-focused business landscape, the performance of an organization’s CIO is often critical to its overall success.

The CIO’s role and the specific responsibilities of the position have undergone significant evolution and now demands a more enlightened and holistic approach to the issues that affect the way IT impacts the current and future goals of the business.

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According to a new report, 77 percent of CIOs say their role has been elevated due to the state of the economy and they expect this visibility within the organization to continue.

The 22nd annual State of the CIO report from Foundry looks at how the CIO's role has changed over time, as well as an in-depth analysis of technology and business initiatives that CIOs plan to focus on in 2023.

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A CIO's job is to transform the business with technology. That becomes more challenging as the C-Suite tightens the budget with talks of a possible recession in 2023. Add a lack of IT talent and the inability to get the people that you need, and all of the sudden 2023 looks like quite the bootstrapped year. For CIOs, this means it's crucial that we are super-efficient and find innovative ways to save.

So, how do you get efficiency in a market where there's a talent shortage and budgetary restraints, but you still need to get your stuff done? The answers are most likely in adopting cloud managed services, leaning into partner options, AI ops, and automation.

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When the business history of the 21st century’s first great pandemic is written, CIOs will emerge as resourceful heroes who executed digital transformation at speed, achieving remarkable success in enabling their organizations to function with suddenly dispersed workforces, and do it fast.

But that was then.

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In the modern enterprise, CIOs play a similar role to a football manager: bringing together multiple puzzle pieces to create a squad that can achieve great things. If Ted Lasso taught us anything, it’s that to win the Premier League, managers can’t just focus on the individual flair of one or two key players -- they must build a team that supports one another and performs well as a single unit. 

Just look at Pep Guardiola and Jürgen Klopp, who have been among the most successful coaches in recent years. Despite having the funds available, they resist the temptation to purchase a raft of new players every year, instead focusing on getting their existing squad performing together -- and CIOs should take the same approach with workplace technology.  

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Over half of CIOs say their job role has expanded or changed over the last two years, according to a new survey from Navisite of over 200 CIOs across a range of industries.

These changes include adding new titles such as president, COO, CTO, etc. (37 percent), reporting directly to the CEO (21 percent), and gaining a seat on a company board or participating on board calls (18 percent).

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A new global study of 1,000 CIOs finds that 82 percent say their organizations are vulnerable to cyberattacks targeting software supply chains.

The research from machine identity specialist Venafi suggests the shift to cloud native development, along with the increased speed brought about by the adoption of DevOps processes, has made the challenges connected with securing software supply chains infinitely more complex.

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New data from PwC in its latest Pulse Survey finds that 43 percent of CIOs cite refining their IT strategy and operating models to be more agile as being a top priority in 2022.

In order to achieve this about a third will prioritize leveraging infrastructure investments to move from traditional data centers to cloud-based, or leveraging enterprise-wide data and analytics to drive strategic decision-making

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A new study from IDG Communications finds that more than half (57 percent) of CIOs surveyed indicate the need for security improvements as a top reason for increasing tech budgets this year.

This is followed by upgrading outdated IT infrastructure (48 percent) and investing in new skills and talent (48 percent). In addition, over three-quarters (76 percent) think their involvement with cybersecurity will increase over the next year, along with their involvement in data privacy and compliance (71 percent).

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Over the next decade, the CIO's job will dissolve into the business and take on many of the tasks typically performed by CEOs, CFOs, and even sales departments. This will not be so much of a  technology sprawl, as more of a responsibility sprawl that can be attributed to the pervasive spread of digital transformations into every aspect of a company.

No longer will the CIO be only concerned with data backups or IP phone systems -- more and more these will become expected utilities in the same manner as the lights are expected to click on or water is expected to flow in the restroom. This new omnipresent nature of the CIO is absolutely necessary to ensure all business elements run efficiently. In essence, the CIO will become an evangelist for transformations that empower the entire process from supply chains to Salesforce and ERP integrations.

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