leadership

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

You Can’t Train Your Way Out of the AI Skills Gap

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Jeff Carson argues that while many enterprises recognize an AI skills gap and invest heavily in training, the core challenge lies not in skill deficiencies but in outdated work design. He emphasizes that true AI-driven transformation requires redesigning workflows, roles, and operating models to leverage AI’s capabilities effectively, moving beyond faster individual productivity to achieve improved organizational performance. CIOs play a critical role in leading this redesign to ensure that AI adoption translates into faster decisions, reduced bottlenecks, and better business outcomes.

https://www.cio.com/article/4165040/you-cant-train-your-way-out-of-the-ai-skills-gap.html

Why I, the CEO, Am Personally Building Our AI Strategy

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Kris Beevers, CEO of NetBox Labs, argues that AI strategy is too critical to delegate and requires CEOs to be personally involved in building and experimenting with AI tools to fully understand their potential across the organization. Emphasizing speed over perfection, Beevers highlights the need for hands-on leadership, cultural shifts to normalize AI use, and lowering barriers to experimentation to drive company-wide AI adoption and stay competitive in the rapidly evolving AI landscape.

https://www.cio.com/article/4164492/why-i-the-ceo-am-personally-building-our-ai-strategy.html

Slow Down to Speed Up: Why Steadfast IT Leadership Is Critical in the Age of AI

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In the article “Slow down to speed up: Why steadfast IT leadership is critical in the age of AI,” Glen Brookman emphasizes that successful AI adoption depends on strong foundational elements like governance, data quality, and operational readiness established well before deployment. He argues that while the pressure to rapidly integrate AI is intense, organizations must prioritize disciplined preparation and responsible innovation to mitigate risks and build sustainable transformation.

https://www.cio.com/article/4163277/slow-down-to-speed-up-why-steadfast-it-leadership-is-critical-in-the-age-of-ai.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

CIOs Struggle to Find Clarity in Their Organizations’ AI Strategies

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The 2026 State of the CIO survey reveals that many organizations lack a clear and cohesive AI strategy, causing challenges for CIOs in driving AI initiatives effectively. Key issues include unclear corporate AI strategies, uncertain ownership of AI goals, and difficulty engaging line-of-business leaders, with experts emphasizing the need for executive alignment and defined accountability to ensure AI investments deliver measurable business value.

https://www.cio.com/article/4162949/cios-struggle-to-find-clarity-in-their-organizations-ai-strategies.html

How AI Is Reshaping the Future of Work

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Artificial intelligence is transforming the future of work by changing workflows, decision-making, and organizational structures, with leadership playing a crucial role in responsible AI integration. Stanford GSB Executive Education emphasizes that effective AI adoption requires redesigning workflows, balancing automation with human judgment, and fostering skills like creativity and ethical reasoning, preparing leaders to manage AI-driven organizational change ethically and strategically.

https://www.gsb.stanford.edu/exec-ed/difference/how-ai-reshaping-future-work

Why Leaders Need “Power Skills”

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Many leaders today face a significant skills gap as traditional leadership abilities no longer align with the demands of modern workplaces, leading to eroding trust, low employee engagement, talent loss, and reduced innovation. Developing mastery in soft skills, referred to as “power skills,” is essential for leaders to effectively build trust, foster engagement, and sustain success in evolving organizational environments.

https://hbr.org/2026/04/why-leaders-need-power-skills

Why AI Is a Leadership Challenge – Not a Technology One

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AI challenges organizations to adapt, learn, and transform, requiring leaders to redefine their roles and support their teams through change. Leaders must be outward-facing, shifting from delivering to transforming by questioning work processes and culture. They must also prioritize people, fostering psychological safety and autonomy while combining empathy with organizational design to encourage experimentation and manage risk.

https://www.london.edu/think/ai-leadership-challenge

Why a ‘Risk Position’ Should Be The Next Big Thing In Business Leadership

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Dr Emma Soane argues that an organization's “risk position”—its intentional stance on risk-taking and management—should be regarded as fundamental as its strategy, culture, and leadership. Highlighting examples like Netflix and The Royal Mint, she explains that a clear risk position enables organizations to align risk with strategic goals, foster open risk dialogue, and move beyond viewing risk solely as a compliance issue or threat.

https://www.lse.ac.uk/study-at-lse/executive-education/insights/articles/why-a-risk-position-should-be-the-next-big-thing-in-business-leadership

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