A generation of CIOs built careers on running technology systems with a steady progression to the cloud and digital transformation. With the advent of meaningful AI toolkits and with the data and cloud foundations for change (hopefully) in place, the next generation of technology leaders will be defined by whether they can lead the business reinvention that technology now makes possible.

In interviews with 21 technology leaders and the providers that serve them, we found some responsibilities for CIOs that elevate their careers beyond technology strategy and execution, AI governance, and risk mitigation into business leadership, including:

  • Business advisor. The regional CEO of a global insurer quips: “Technology is becoming the engine of the company. You’re not IT; you’re a business consultant to me.” AI only accelerates this requirement: for CIOs to bring the technology reality to guide an intelligent business choice where AI can make a difference. (It’s not everywhere, as the ROI, adoption, and proof-of-concept failures attest.) That requires a CIO with technology chops and a business mindset and experience.
  • Data custodian — both structured and unstructured. Firms such as Bank of America that have spent billions to bring their data under control have a leg up on AI transformation. CIOs have long been the stewards of structured data. But CIOs must also lead the charge on putting knowledge to work, and that means also curating unstructured data. Pallavi Katiyar of Tech Mahindra confirms: AI is “where unstructured data and structured ‘business’ data enters the conversation.”
  • Solution orchestrator. If CIOs don’t bring all the pieces together, who will? “The faster the movement, the more important orchestration is,” says Marc Schuuring of Boston Consulting Group. This includes putting the systems together to deliver agentic workflows and coordinate the people in operations, technology, security, finance, and business to plot the roadmap and transform the process. One AI-powered claims processing solution draws on a dozen or more systems, making the CIO’s role more politician than execution wonk.
  • Brand protector. If AI is the new face of customer engagement, then it must represent the brand and values of the company. “CIOs are being asked to ensure the quality [of AI outputs]. Nobody else is stepping up to do that. If this doesn’t work right, it could damage the brand,” warned Naveen Sharma of Cognizant. IBM’s Francesco Brenna echoed this concern, stating that CIOs are shifting toward being “accountable for business outcomes, including brand reputation.”
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