CIO

Sebastiaan Kalshoven, CTO of ASN Bank, balances IT transformation with personal commitments, notably coaching young swimmers. Tasked with major strategic changes, he focuses on unifying the bank's brand and integrating IT systems while enhancing customer experience. Having a background in cloud technology and agile practices, he emphasizes risk management and adaptability. Kalshoven advocates for an engineering culture and collaboration to ensure smooth transitions in technology, aiming for a more flexible, modern IT infrastructure in response to evolving business needs.

https://www.computerweekly.com/feature/CIO-interview-Sebastiaan-Kalshoven-ASN-Bank

Craig Walker, CIO with 44 years at Shell, highlights his extensive career in IT, migrating Shell's systems to the cloud and reducing costs significantly. Despite attempts to retire, he now leads Veles Consulting, contributing to environmental efforts while addressing ethical concerns about oil and gas impact. Walker reflects on Shell's journey and the challenges of balancing profit with environmental responsibilities.

https://bebeez.eu/2025/09/04/a-global-cio-44-years-in-the-making/

Over a decade, the CIO role transformed as technology surged, enhancing their influence in corporate decision-making. Key shifts included cloud adoption and the rise of SaaS, positioning CIOs closer to business operations and strategy. Critics earlier questioned the relevance of CIOs, but they effectively navigated technological change, especially during the shift to remote work in 2020. Now, with AI integration, CIOs focus on enterprise capability building, ensuring technology supports business goals and customer experience. Their increased boardroom presence reflects a more tech-savvy leadership landscape, emphasizing their critical role in shaping organizational success.

https://www.ciodive.com/news/CIO-role-evolution-ten-years/756367/

CIOs in 2025 face the challenge of balancing innovation with cost discipline. They must adopt technologies like AI and cloud for growth while ensuring strategic spending delivers ROI. This includes redefining IT's role from a cost center to a value builder. Successful CIOs invest in innovations that drive efficiencies and enhance collaboration within their organizations. They leverage AI for quick wins in automation and focus on cloud cost optimization to reinvest in innovation. Effective governance and communication of the value of IT investments are crucial to position CIOs as growth partners rather than mere support functions. The ability to navigate this balance is a competitive advantage in the tech landscape.

https://www.pwc.com/us/en/industries/tmt/library/tech-cio-priorities.html

To become a CIO, focus on both business and technical skills. Understand business operations, expand your perspective, and engage in cross-functional projects. Develop communication, leadership skills, and a grasp of business finance. Network strategically and avoid overemphasizing technical knowledge at the expense of business thinking. Aspire to impact rather than merely a title.

https://www.informationweek.com/it-leadership/want-to-become-a-cio-here-s-what-you-need-to-know

IT leaders can advance to C-level roles by cultivating business acumen, expanding networks, and enhancing visibility within their organizations. To become CIOs, they should think like business leaders, engage with other departments, and lead cross-functional projects. Building relationships for mentorship and sponsorship is crucial, as is going beyond technical skills to develop strategic leadership capabilities. Continuous learning and adapting are essential for success in higher executive roles.

https://www.informationweek.com/it-leadership/how-it-leaders-can-rise-to-a-cio-or-other-c-level-position