The days when CIOs were solely technology-focused are long gone. Modern CIOs are expected to be business enablers, influential leaders and exceptional communicators. Marcus Pang explores further.
Digital transformation is a top priority in every forward-thinking boardroom. Today, a company’s business strategy is deeply intertwined with its IT strategy, making the role of the Chief Information Officer (CIO) more critical than ever. The days when CIOs were solely technology-focused are long gone. Modern CIOs are expected to be business enablers, influential leaders, and exceptional communicators, capable of driving their organisations toward success in the digital era.
However, a recurring question I hear in my classes is: “Why is my ‘C’ smaller, even though I am a C-level executive?” This sentiment reflects the reality that, despite holding a C-suite title, many CIOs find their influence in strategic decision-making to be limited. Our roles are often restricted to advising on technology feasibility, project timelines, and troubleshooting—rather than shaping business strategy. Worse still, we frequently hear complaints such as, “Why is this taking so long? Why is there downtime? Why is this so expensive?” This raises an important question: Has the role of the CIO truly evolved beyond that of an IT director? If not, why?
The CIO’s Challenge: Bridging Two Worlds
There are two key issues that contribute to this dilemma:
- We don’t speak in business terms.
- They don’t speak in technology jargon.
At first glance, these may seem like two sides of the same coin, but they are not.
1) Shifting from Execution to Business Strategy
Throughout our careers in technology, we have been trained to understand business operations, generate reports, and deliver solutions. We excel at execution, and even upon reaching the CIO level, many of us continue to operate primarily as problem solvers. But we seldom ask the CEO’s perspective: Why invest in this technology?
A crucial shift is needed. Instead of framing discussions around productivity, cost, and scalability, CIOs must articulate the impact of technology on business performance. What happens if we don’t implement this solution? How does it affect revenue, market position, or competitive advantage? Digital initiatives are not just about efficiency—they are about transforming how business is done. To lead effectively, CIOs must deepen their understanding of their organization’s business model and critical success factors.
2) Translating Technology for Business Leaders
Technology jargon makes us feel part of an exclusive community, but when engaging with other C-suite executives, we must communicate in terms they understand. Business leaders are experts in their own domains, and their conversations naturally align—Business units, HR, finance, and procurement leaders have overlapping concerns. In contrast, IT is often seen as an outsider, engaged primarily when something breaks or when a new system is needed. This divide creates a perception of CIO vs. Others.
For instance, we may view cloud migration as a major technological milestone, but for business leaders, the only concern is whether the system works. To bridge this gap, CIOs must translate technology initiatives into business impact. Instead of emphasising cloud migration’s technical aspects, frame the discussion around how it enables scalability of a composable business (if that’s what your company is getting into).
The CIO’s Transformation: Key Shifts
To truly secure a seat at the decision-making table, CIOs must transform their roles beyond technology implementers. Research on CIO First 100 Days identified key shifts essential for success:
- From Technology Implementer to Business Partner
- From Expert to Collaborator
- From Full Ownership to Democratised Technology
- From Supportive Role to Co-Pilot in Business Strategy
These changes require CIOs to move beyond being specialists and instead become, for lack of a better term, diplomats. Gartner’s concept of Digital Dexterity (for future employee)—which emphasises business acumen, systems thinking, adaptability, political savvy, and cross-functional collaboration—applies strongly to CIOs as well.
To elevate our influence, CIOs must refine not only our technical expertise but also our communication skills, our business understanding, and our ability to integrate into executive leadership teams. Ultimately, success lies in our ability to align technology with business strategy and communicate in a language that resonates with all stakeholders.
The Future CIO: Building Influence and Impact
The CIO of the future will not just be a technology leader but a business leader with a technology lens. CIOs must actively participate in shaping business models, driving revenue growth, and influencing customer experience strategies. This requires a shift in mindset from technology-first to business-first.
Additionally, CIOs should proactively build relationships with other C-suite executives, ensuring IT is not seen as a separate function but as an integral part of the business ecosystem. Collaboration with CFOs, CMOs, and CHROs can lead to a more holistic approach to digital transformation, where technology is embedded into every business decision rather than being an afterthought. You do so by first learning the why (behind the do) and then start to speak the same language!
The path forward for CIOs is clear: those who evolve beyond their traditional roles and align themselves with business objectives will not only secure a seat at the leadership table but will also shape the future of their organizations. It is time for CIOs to step up—not just as IT leaders but as business leaders who drive digital transformation.
Accelerate your impact as a technology leader with our five-day programme, “Chief Information Officer: The First 100 Days”. For more details, visit: https://ace.nus.edu.sg/course/chief-information-officer-the-first-100-days/