From our discussions with boards and CIOs/CTOs, it’s fair to say that the erosion of the CIO role over the last few years has had a detrimental effect on a company’s ability to drive a cohesive and meaningful technology transformation.
The separation of data, analytics, digital and cyber into functional areas that sit outside of the CIO’s remit has led to a disaggregated approach to technology leadership for many businesses, with an apex voice missing in the boardroom that can drive a coordinated and successful agenda. We have leaders with deep vertical expertise but lacking in breadth. Everyone wants the title of CTO, not CIO, which is now perceived by many as a back-office function and lacking kudos within the organization.
So, do we need a return to the original concept of the chief information officer?
Whether acknowledged or not, all businesses are technology businesses with different products and services at the front end: technology drives the strategic advantage for an enterprise, regardless of sector.
With magpie syndrome affecting firms and various hype-cycles (Gen AI anyone?) distracting senior leadership, coupled with a scarcity of talent, firms have inflated titles and created new c-suite roles to attract and satisfy both internal and external drivers, leading to the breakdown of the CIO role. We question how successfully this has enabled organizations to transform?
