The CIO Role: How the Job Is Changing

What a Chief Information Officer Does

A Chief Information Officer (CIO) is the senior executive responsible for an organisation's information technology: its strategy, systems, data, security and the teams that run them. Today, the CIO role goes well beyond running IT. Boards expect CIOs to turn technology, and increasingly AI, into measurable business results.

At Harvey Nash, we have tracked the CIO role for more than 25 years. Our Digital Leadership Report, which began life in 1998 as the CIO Survey, is the world's largest and longest-running study of senior technology leaders. Its 2025 edition surveyed 2,015 technology leaders across 62 countries. You can take part in the 2026 Digital Leadership Report here.

This guide draws on that research, and on our experience recruiting CIOs, to explain what the job involves, what it takes to do it well, and where it is heading.

Key takeaways

• The CIO owns technology strategy, IT operations, cyber risk, data and the technology team.

• 68% of CIOs now sit on the operational board or executive team, up from 61% in 2023 (Harvey Nash Digital Leadership Report).

• Boards now see the CIO as a business leader first and a technologist second.

• AI is the number one skills shortage for technology leaders, and proving AI's business value is now a core part of the CIO's job.

• Most CIOs spend five to ten years at director level before stepping into the C-suite.

What is the CIO role?

The CIO is the most senior person accountable for how an organisation uses information technology. They decide which technology the business invests in, make sure it works reliably and securely, and lead the people who deliver it.

In most organisations the CIO reports to the CEO, or sometimes to the CFO or COO, and sits on the executive team. That seat matters. Our research shows that organisations with digital leaders at the top table see a 20% uplift in adopting new technology and a 24% advantage in attracting and retaining talent.

A note on the name: in financial services, "CIO" can also mean Chief Investment Officer. This guide covers the Chief Information Officer.

What does a CIO do? Key responsibilities

The detail varies by sector and size, but most CIO roles cover seven areas:

1. Technology strategy. Aligning technology investment with the organisation's business goals, and deciding where to spend, and where not to.

2. Digital transformation. Leading the adoption of new technology, automation and ways of working across the business, not just inside IT.

3. IT operations and infrastructure. Keeping core systems, networks, cloud platforms and support services running reliably.

4. Cyber security and risk. Protecting the organisation's systems and data, usually alongside a Chief Information Security Officer (CISO). In our 2025 research, 29% of technology leaders reported a major cyber-attack in the past two years, the highest level since 2019.

5. Data and AI. Making sure data is well managed, and that AI projects move from pilot to real value. In 2025, 90% of technology leaders were piloting or investing in AI.

6. Budget and suppliers. Managing the technology budget, software procurement and key supplier relationships.

7. Leading the technology team. Hiring, developing and keeping the people who deliver all of the above.

What skills does a CIO need?

Technical depth still matters. In our research, 48% of technologists rank a deep understanding of technology among their leader's top three traits, and 46% say a lack of it in leadership is a significant barrier. But it is no longer enough on its own. Technology teams want CIOs to combine their technical depth and expertise with these key traits:

• Business acumen. Understanding the organisation's finances and market well enough to build a clear business case for every technology investment.

• Commercial judgement. Knowing which projects will pay back, and stopping the ones that won't.

• Change leadership. Taking large teams, and the wider organisation, through major change.

• Influence and communication. Explaining complex technology in plain business terms to the board, and persuading rather than commanding. As Ankur Anand, CIO at Harvey Nash, puts it, the role now needs "a new mindset and new skills, collaborating with the business, influencing, guiding, and persuading."

• Risk and governance. Balancing innovation with security, regulation and compliance.

• AI literacy. Turning AI opportunities into practical strategies and measurable results.

How is the CIO role changing?

The CIO role has changed more in the last five years than in the previous twenty. Four shifts stand out in our Digital Leadership Report data.

1. From IT manager to business leader. 68% of CIOs now sit on the operational board or executive team, up from 61% in 2023. Boards increasingly see technology leaders as enterprise leaders first and technology experts second.

2. Accountable for AI results, not just AI pilots. The share of organisations running large-scale AI implementations almost doubled between 2023 and 2025, from 10% to 19%. Yet only one in three report clear, demonstrable ROI. Closing that gap is now squarely the CIO's problem.

3. Doing more with tighter budgets. Technology budget growth in 2025 was the lowest in a decade, though 39% of leaders still expect budgets to rise. Investment has not disappeared; it has become more selective, which puts a premium on CIOs who can prove value.

4. A tougher talent market. AI jumped from the sixth to the first most scarce technology skill in 18 months, with 51% of technology leaders reporting a shortage, up from 28%. It is the steepest rise in any skills shortage we have recorded in more than 15 years. Building and keeping a capable team is one of the hardest parts of the job.

Cloud has also changed where power sits. Technology is no longer controlled only from the centre, so today's CIO leads through partnership with other executives rather than command and control.

CIO vs CTO: what is the difference?

The two roles overlap and are sometimes held by one person, but the focus is different. In short, the CIO looks inward at how technology runs the business; the CTO looks outward at the technology the business sells or builds.

In many organisations the CIO and CTO work as close partners, and that relationship is becoming more important as AI blurs the line between internal systems and products. We recruit for all of these roles; see our CTO recruitment page for more on the CTO.

How do you become a CIO?

There is no single route, but most CIOs follow a similar path: a technical or IT operations background, then IT management, then a director-level role such as Head of IT or IT Director. In our experience, candidates typically spend five to ten years at director level before moving into the C-suite.

What separates those who make the step:

• A strong track record of leading change and transformation, not just running systems.

• Relationships across the business, beyond the IT function.

• Business education or exposure, such as an MBA, P&L responsibility or time in a commercial role.

• Investment in communication and influencing skills.

• Measuring success by the business problems solved, not the job title.

For more, read our guide on how to level up from IT management to IT leadership.

What do CIO interviews focus on?

CIO interviews are rarely about technology alone. Boards and hiring panels usually test five things:

1. Business impact. Examples of technology investments that delivered measurable results, with numbers.

2. AI and data strategy. How you would move AI from pilots to value in their organisation, and how you would measure it.

3. Transformation experience. A major change programme you led: what went wrong, and what you did about it.

4. Risk and resilience. How you would handle a serious cyber incident, and how you report risk to the board.

5. Leadership and influence. How you build a team in a tight talent market, and how you win over sceptical executives.

Come prepared with a short, clear view of what the organisation's technology should look like in three years, and what it would take to get there.

Hiring a CIO? What to look for

The best CIO appointments start with a clear brief. Before you search, agree internally on:

• What the CIO will be accountable for. Operations, transformation, AI, or all three.

• Where the role sits. Reporting to the CEO and sitting on the executive team gives the CIO the authority to deliver.

• The balance of skills you need now. A turnaround needs a different CIO from steady-state growth.

Example: Harvey Nash was asked to find a global CIO for an international logistics group in the Fortune 500. The brief called for a leader who could run complex global operations while driving transformation across the business.

Harvey Nash has recruited technology leaders for more than 35 years, and over a third of our client relationships have lasted more than ten years. Find out more about our CIO recruitment service.

CIO role: frequently asked questions

What does CIO stand for?

CIO stands for Chief Information Officer, the senior executive responsible for an organisation's information technology strategy, systems and teams.

Who does a CIO report to?

Usually the CEO. In some organisations the CIO reports to the CFO or COO. 68% of CIOs now sit on the operational board or executive team.

Is the CIO part of the C-suite?

Yes. The CIO is a C-level executive, and in most large organisations sits on the executive leadership team.

What is the difference between a CIO and an IT Director?

An IT Director usually runs IT operations and delivery. A CIO owns technology strategy at executive level and is accountable for how technology drives business results. Many CIOs are former IT Directors.

What is the difference between a CIO and a CTO?

A CIO focuses on the internal technology that runs the organisation. A CTO focuses on the technology in the products or services the organisation sells.

What is the biggest challenge for CIOs today?

Proving the business value of technology, especially AI, on tighter budgets. Only one in three organisations report clear ROI from AI, and AI is now the number one technology skills shortage.

How long do CIOs stay in the role?

Tenure varies, but CIO roles are demanding and typically last a few years. Organisations that plan for succession early find the next appointment much easier.

About the research

The statistics in this article come from the Harvey Nash Digital Leadership Report. Formerly the CIO Survey, it has run since 1998 and is the world's largest and longest-running survey of senior technology leaders. The 2025 edition surveyed 2,015 technology and digital leaders across 62 countries between December 2024 and March 2025. Read the Digital Leadership Report 2025, or see what boards now expect from technology leaders.

Looking for a CIO?

Hiring a CIO is one of the most important appointments your organisation will make. Get it right and the impact will drive the business forward. Get it wrong and it can set you back years.

Harvey Nash has recruited CIOs for more than 35 years, for private, public and third sector organisations in the UK and internationally. Our dedicated CIO search team will help you shape the brief, map the market and find a leader who can turn technology, and AI, into real business results.

Speak to our CIO recruitment team or submit your CIO requirements today.