I’ve spent 15 years in IT executive leadership, watching the role of the CIO evolve from a back-office function to a board-level strategic partner. Early in my career, technology was often seen as a utility; a tool that kept the lights on and the ledgers balanced. Today, younger executives treat technology as the very fabric of their social and professional lives, seamlessly weaving it into every customer interaction and operational process. Meanwhile, some organizations still regard IT as optional, a line item to justify rather than an investment to pursue.
As CIOs, it’s our responsibility to bridge that divide, planning for the long term and embedding technology at the heart of the enterprise. We must shift culture from “proving” tech’s value to embracing it as core. This is not about adopting technology for its own sake; every initiative must deliver positive NPV and ROI, but about changing the question from “if” to “when.”
Recognize the critical tipping point
Earlier in my career, I worked with an organisation whose newly appointed CEO regarded IT chiefly as a cost centre and was hesitant to prioritize digital initiatives. In contrast, three of his direct reports, each under 40, live and breathe technology, treating it as instinctively as they do their mobile devices and wearables. They had already encouraged me to champion AI and other digital solutions that halved processing times.
