“ As you move forward, and you start to see AI agents actually doing the work on a much bigger scale than currently, delivering the operational performance of the business becomes much more about controlling the technology and using the technology agents than it is just about how you get the best out of people,” he predicts.
John foresees a future where technology leaders could advance to the highest executive positions, even in non-technology companies.“ I think you’ ll eventually see, perhaps in another five years’ time, the upcoming CIOs now actually starting to become the CEOs of the future, not the CEOs of technology companies, but the CEOs of the consumer companies.”
This evolution demands an increasingly diverse skill set. The modern CIO must function as a visionary, architect, planner, change agent, orchestrator, security guardian, communicator, coach, ethical leader, financial manager and global citizen – all simultaneously.
“ I always describe the role of the CIO as the rounded individual who really understands the technology, really understands the commercials of the business and the market levers, but also has really strong people leadership skills,” John reflects.“ You need to bring all of that to the table. If you’ re strong in one aspect and not the others, then you won’ t make a very effective CIO.”
technologymagazine. com 111