A client recently asked me: “What should we be looking for in the next generation of CIO talent?”
It’s a timely question. In fact, I’ve been working on a broader thought piece around this, and wanted to share a few highlights here.
A Title in Transition
Over the last few years, I’ve noticed the CIO title has lost clarity and even some respect. In many companies, it’s become shorthand for “backend tech person,” not someone with a seat at the table.
To compensate, some organizations began using the CTO title to attract what was essentially legacy IT talent, which ironically diluted the CTO brand. And then, of course, came the Chief Digital Officer, adding another layer of ambiguity.
But titles aside, what matters is what the role is becoming, and how we assess future-fit leadership.
The Modern CIO: What’s Changed
- From Empire Builder to Ecosystem Designer: Modern CIOs know that flexibility wins. They resist building the IT empires of the past and instead ask, What’s the fastest, most scalable way to deliver value? That may mean build, buy, partner… or all three.
- From Tech Generalist to Portfolio Orchestrator: Modern CIOs curate a dynamic stack (ex: cloud-native, AI/ML, low-code) and apply a product mindset to everything they touch. Prioritization, experimentation, and business ROI are the new metrics.
- From Downstream Execution to Upstream Strategy: The strongest CIOs aren’t taking orders from business teams. They’re partnering with the CEO and ELT to shape org design, talent strategy, and cultural change.
- From Platform AI to Organizational AI: We’re past the point of asking “Should we use AI?” Modern CIOs ask, “Where do we embed intelligence to change how we work?” The strongest CIOs are infusing AI into core platforms, team structures, and workflows. It’s not just about building AI features. It’s about rethinking how work gets done.
- From Cost Center to Value Creator: Legacy CIOs focused on system uptime, ERP, and vendor management. Today’s CIOs are expected to drive revenue, margin, and innovation through data platforms, digital experiences, and embedded technology.
Why This Matters Right Now
We’re seeing a wave of companies exploring whether to hire a Chief AI Officer, often in response to board pressure or competitive FOMO.
In many cases, that move absolutely makes sense.
But many of the goals companies hope to achieve through a high-profile AI leader could be addressed by a more modern CIO, one who understands how to embed AI thinking into platforms, teams, and workflows.
Without that foundation, a Chief AI Officer may be set up to fail, parachuting into an organization that lacks the infrastructure, buy-in, or operating model to absorb innovation.
Before you create a new box on the org chart, it may be worth asking: Do we have the right CIO to lead us through this shift?
What This Means for Assessments
When we work with companies on CIO searches or succession planning, we increasingly look for:
- Business-first technologists
- Comfort with ambiguity and change
- Product and platform thinking
- Gravitas to engage at the Board level
- Credibility with modern engineering talent
- Fluency in ecosystems, not just architectures
The Bottom Line
None of this is rocket science, but it does reflect a very real shift in the expectations placed on CIOs.
We at SPMB spend a lot of time separating legacy profiles from future-fit ones. And more often than not, that distinction comes down to mindset, not just resume.
As always, I’d love to hear from others: Where are you seeing this shift? And how are you evaluating CIO talent for what comes next?
