CIO

The Rise of the Double Agent CIO

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Ravi Malick, CIO of Box, illustrates the evolving role of CIOs in B2B SaaS companies as “double agents” who balance internal technology leadership with external market engagement, including direct interactions with customer CIOs. This expanded role demands managing internal priorities like modernization and operational excellence while also supporting revenue growth through customer relationships and transparency, highlighting the increasing strategic significance of CIOs as technology becomes central to business growth and trust.

https://www.cio.com/article/4162394/the-rise-of-the-double-agent-cio.html

Delivering an Impactful 15-Minute Board Briefing

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Cyber risk oversight is increasingly a priority for audit committees, which often allocate only 10 to 15 minutes per quarter for cybersecurity briefings amidst other responsibilities. Effective CIO and CISO briefings focus on delivering concise, actionable insights that highlight material risks, changes in the external environment, and program health, enabling directors to govern with clear priorities and decisions rather than merely receiving status updates.

https://www.cio.com/article/4163334/delivering-an-impactful-15-minute-board-briefing.html

Why the CIO Is Uniquely Positioned to Lead the Digital Workforce

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In 2026, the CIO role has expanded from maintaining systems to leading the integration of advanced AI as a digital workforce within enterprises, driven by breakthroughs in AI accuracy and workflow capability. As AI increasingly performs structured cognitive work, CIOs are uniquely positioned to oversee its safe deployment, integration with core business systems, and transformation of workflows, thereby translating technological progress into measurable business advantages. This shift requires CIOs to manage AI as a workforce layer with accountability, governance, and cultural change, positioning them at the center of strategy, growth, and operational redesign.

https://www.cio.com/article/4160987/why-the-cio-is-uniquely-positioned-to-lead-the-digital-workforce.html

7 Reasons You Keep Getting Passed Over for CIO

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Many experienced IT leaders struggle to secure CIO roles not due to lack of skills but because they operate as order takers rather than strategic business influencers. Successful CIO candidates shift focus from technology delivery to driving business outcomes, build relationships beyond IT, communicate business value effectively, lead decisively amid uncertainty, develop replaceable teams, understand industry nuances, and tell compelling stories that connect technology to organizational impact. Adopting these behaviors before earning the title is critical, as organizations tend to promote those who already act like CIOs.

https://www.cio.com/article/4159338/7-reasons-you-keep-getting-passed-over-for-cio.html

CIOs Reimagine Business Processes to Reap AI Benefits

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CIOs are increasingly leading the reimagining and optimization of business processes to fully realize the benefits of AI, moving beyond automating outdated workflows rooted in past technology constraints. They must rethink entire cross-system workflows and embed governance, data quality, and human-AI collaboration to transform operations significantly, addressing challenges such as fragmented systems, resistance to change, and the need for advanced skills in process intelligence, AI governance, and strategic business alignment.

https://www.cio.com/article/4157466/cios-reimagine-business-processes-to-reap-ai-benefits.html

Tech’s Acceleration Paves CIOs’ Path to the Corner Office

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As digital technology becomes integral to business operations, 67% of CIOs now aspire to become CEOs, leveraging their comprehensive understanding of enterprise processes and digital transformation leadership. Experienced CIOs who have transitioned to CEOs emphasize the importance of broad business acumen, delegation, entrepreneurial spirit, and strategic risk-taking to successfully lead organizations beyond IT functions, reflecting a growing trend of IT leaders advancing to top executive roles.

https://www.cio.com/article/4154281/techs-acceleration-paves-cios-path-to-the-corner-office.html

The Path to CIO

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Irving Wladawsky-Berger reflects on his career journey to becoming a CIO, emphasizing that while technical expertise is essential, it is business acumen, management capability, trust-building, and effective communication that ultimately lead to success in top technology leadership roles. He highlights that the CIO role has evolved from a focus on IT infrastructure to a strategic position deeply connected to business outcomes, requiring leaders to shift from hands-on technical work to guiding teams and aligning technology with organizational goals.

https://www.cio.com/article/4155823/the-path-to-cio.html

7 Reasons IT Always Gets the Blame — and How IT Leaders Can Change That

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The article discusses seven key reasons why IT departments often become the scapegoat for business failures, including poor communication, mismatched goals, underinvestment, unclear ownership boundaries, and the perception of IT as a cost center rather than a strategic partner. It emphasizes that IT leaders can change this negative perception by improving communication with non-technical stakeholders, aligning IT with business strategy, promoting transparency, and reframing IT’s role as a proactive risk manager integral to business outcomes.

https://www.cio.com/article/4154273/7-reasons-it-always-gets-the-blame-and-how-it-leaders-can-change-that.html

What It Takes to Step Into a C-level Technology Role

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The article by Isaac Sacolick discusses the essential skills and mindset required to transition from leading digital transformation initiatives to assuming a C-level technology leadership role such as CIO or CTO. It emphasizes the need for leaders to develop strategic accountability, influence without being the technical expert, continuous learning—especially in AI and emerging technologies—and the ability to lead through ambiguity while driving enterprise-wide innovation and operational stability. The piece highlights practical steps including lifelong learning, social learning through peer communities, and gaining business acumen to successfully step into C-level positions.

https://www.cio.com/article/4154063/what-it-takes-to-step-into-a-c-level-technology-role-2.html

How CIOs Can Help Set the Course Toward a Bright Future

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In his article, Thornton May argues that CIOs must actively engage in shaping the future by fostering thoughtful discussions and overcoming key deficits such as lack of agency, imagination, attention, passion, and situational awareness within their organizations. He emphasizes that the future is not predetermined and that CIOs have a unique position to guide stakeholders toward a shared, well-reasoned vision for a desirable future by encouraging collaboration, storytelling, and deeper consideration of realistic scenarios.

https://www.cio.com/article/4151995/how-cios-can-help-set-the-course-toward-a-bright-future.html

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