Shaun is a thought leader in Digital Journal’s Insight Forum (become a member).
For years, IT was the department that kept the lights on. We were the ones resetting passwords, managing servers, and making sure software updates didn’t take down operations. But that view of technology leadership is outdated, and frankly, it’s holding companies back.
The role of the CIO has changed. Today, technology leaders are business leaders. We drive revenue, enable innovation, and deliver measurable outcomes. And yet, many organizations still see technology as a cost center rather than a core driver of success.
Research from McKinsey reveals a strong connection between tech-savvy leadership teams and the development of robust digital strength within organizations. Companies with a higher proportion of tech-savvy leaders are significantly more likely to excel in areas such as informed cloud adoption, technology modernization, and strategic allocation of tech resources.
This deeper engagement with technology positions them for better competitive outcomes and a stronger overall technology foundation.
If companies want to compete in today’s digital-first world, they need to stop thinking of CIOs as the ones in charge of “IT” and start recognizing us as the strategic leaders we are.
CIOs are business leaders first
The biggest shift I’ve seen in this role over the past decade is how deeply technology is embedded into every business function. Customer experience, supply chain, marketing, and finance all rely on technology to operate efficiently and competitively.
As a result, CIOs can no longer afford to be seen as support functions. Every investment in technology must tie back to business outcomes, whether it’s revenue growth, cost efficiency, or market differentiation.
One of the most telling signs of this shift is reporting structures. An increasing number of technology leaders — including CIOs, CISOs, CDOs, and CTOs — now report directly to the CEO instead of the CFO. That signals a clear change in mindset. Beyond being an operational function, technology is a business driver.
At the same time, our scope of responsibility is expanding. Many CIOs, myself included, are now accountable for profit and loss in addition to traditional technology oversight. That means we need to understand financials, marketing strategy, and customer insights, not just infrastructure and security.
The technology leadership landscape is changing
As the CIO role evolves, so do the paths that lead to it. In the past, most CIOs came up through infrastructure or security. Today, the job requires a much broader skill set.
New roles are emerging, including Chief Digital Officers, Chief Data Officers, and Chief Information Security Officers. Depending on the organization, these leaders may report to the CIO, sit alongside us, or even take on some of our traditional responsibilities. Regardless of structure, companies are recognizing that technology leadership is an executive function, not a back-office role.
These shifts make it even more important for CIOs to step up as business leaders. Technology is more than a support function — it’s an essential part of business strategy.
It’s time to change the conversation
One of the biggest misconceptions about CIOs is that we are still just “IT crowd.”
That outdated view is frustrating. Not just because it’s wrong, but because it limits what technology can do for a business.
I make a point of removing “IT” from my vocabulary whenever possible. Technology is a business function, just like finance, operations, or supply chain. When we allow the conversation to stay stuck in an old-school IT mindset, we reinforce the idea that technology leaders aren’t strategic partners.
It’s time to change that.
CIOs today drive digital transformation, improve customer experiences, and create new revenue streams. The organizations that recognize this shift and empower their technology leaders to operate at the executive level will be the ones that succeed in the years ahead. Those that continue to see technology as a back-office function will be the ones left behind.
Let’s move the conversation forward. Join me at the CIO Peer Forum in Ottawa on May 28-29, 2025, where we’ll be tackling these challenges head-on. It’s an opportunity to connect with other technology leaders, share insights, and shape the future of our profession together.
