The job description for CIOs? It’s getting a major upgrade.
No longer confined to managing IT infrastructure or overseeing system upgrades, today’s CIOs are stepping into the center of strategic business transformation. In fact, several high-profile CIOs have already stepped into roles like co-CEO or Chief Transformation Officer. For example, at Levi Strauss & Co., former CIO Katia Walsh transitioned into the Chief Strategy and AI Officer role—demonstrating how technology leaders are increasingly taking charge of business transformation at the highest level.
What’s driving this shift? It’s a mix of forces: digital transformation is no longer optional, AI is becoming embedded into core workflows (not just experimental labs), and executives now understand that technology isn’t just a support function, it’s a competitive differentiator. The rise of AI comes with serious implementation challenges, like data governance, workforce readiness, and cross-functional alignment, but it’s already reshaping business strategy in a big way.
This is a huge opportunity for CIOs, but it also comes with a lot more on their plate.
From Back Office to Boardroom: The Rise of the Transformational CIO
For years, CIOs were viewed primarily as custodians of operational IT—tasked with maintaining infrastructure, ensuring system security, and keeping business functions running smoothly. This perception was widely reinforced by traditional org charts and reporting structures that placed CIOs under the CFO or COO. But that view is quickly evolving. According to a Deloitte CIO Insider report, more than half of CIOs now report directly to the CEO and are being evaluated based on business outcomes, not just system uptime or cost control.
Digital transformation is now a top agenda item in every boardroom. According to Gartner, over 90% of corporate strategies explicitly mention digital as a core lever for growth. And as transformation efforts become more ambitious, touching everything from customer experience to supply chain logistics to product innovation, organizations need leaders who can not only understand technology but translate it into business outcomes.
CIOs are increasingly being asked to step beyond traditional IT roles and lead broader enterprise transformation efforts. At Walgreens Boots Alliance, for example, former CIO Francesco Tinto transitioned into a broader strategic role overseeing digital transformation and customer experience. Similarly, at Levi Strauss & Co., Katia Walsh moved from CIO to Chief Strategy and AI Officer, tasked with aligning data, tech, and long-term growth. These shifts are fueling a rise in new titles—such as co-CEO in joint leadership models or Chief Transformation Officer—reflecting the expanding influence of tech leaders in shaping how organizations operate at every level.
Why the CIO Is Uniquely Positioned to Lead Transformation
While roles like Chief Strategy Officer or COO have traditionally helped drive change, CIOs bring a unique combination of capabilities that are becoming increasingly vital:
- They understand the architecture of the organization, both technical and operational.
- They have visibility into every corner of the business, from finance and HR systems to customer data and product lifecycles.
- They’re accustomed to balancing risk, complexity, and innovation – all at scale.
This combination of technical fluency and organizational visibility positions CIOs to become “translation engines” within the C-suite. They can align technology with business priorities, connect vision with execution, and bring coherence to transformation efforts that might otherwise fragment.
According to a recent Korn Ferry report, companies that elevate their CIOs into broader transformation roles are seeing greater agility, faster AI adoption, and stronger cross-functional collaboration.
But leading at this level requires a shift from CIOs.
What It Takes to Lead Beyond IT
Moving from CIO to business transformation leader isn’t just a title change, it requires a fundamental shift in mindset, skill set, and influence.
First and foremost, CIOs must become fluent in the language of the business. That means developing a deep understanding of revenue models, customer behavior, market dynamics, and strategic growth drivers. It’s not enough to talk about uptime and latency. Today’s CIO must be able to explain how a cloud migration will improve EBITDA, or how a new AI solution could impact gross margin.
This kind of fluency builds trust with peers in finance, operations, and marketing, and enables CIOs to participate fully in strategic decision-making.
Equally important is AI literacy—and not just at the surface level. Implementing AI in large, complex organizations is now one of the most urgent and challenging priorities for CIOs. It’s not enough to experiment with tools or pilot isolated use cases. What’s needed is a clear, enterprise-wide strategy. CIOs must be able to evaluate AI investments through a business lens, lead cross-functional governance that addresses compliance and risk, and prepare their organizations for the deep cultural and structural shifts that AI inevitably brings.
At Inclusion Cloud, we help CIOs move from AI experimentation to AI leadership. Whether it’s designing a scalable roadmap, sourcing specialized talent, or integrating AI into core workflows, we support organizations with the expertise needed to turn disruption into real business value.
And none of it works without the right people. Technology initiatives don’t succeed just because of great tools—they succeed because the right talent is in the right roles, solving the right problems. That’s why transformational CIOs must embrace their role as talent strategists. It’s not just about headcount—it’s about building agile, cross-functional teams, developing future-ready skills, and fostering a culture that supports experimentation and continuous learning. This human layer is what makes innovation stick.
But here’s the challenge: finding that kind of specialized talent—especially in areas like AI, cloud architecture, and cybersecurity—is becoming harder by the day. Demand is surging, while supply remains tight, making it difficult for many organizations to scale transformation initiatives without friction.
This is exactly where Inclusion Cloud steps in. From building high-performing nearshore teams to upskilling internal talent around emerging technologies, we help CIOs align their workforce strategy with transformation goals—faster and with less operational drag. This blend of business fluency, AI leadership, and workforce execution is becoming the new currency of enterprise value.
Compensation and Reporting Are Catching Up
The market is starting to reward CIOs who embrace this broader mandate.
According to the Wall Street Journal, CIO compensation has seen a sharp increase in the last 18 months – particularly for those leading AI and digital transformation efforts. Total pay packages, including equity, are rising not just because of market demand, but because boards are increasingly linking executive incentives to measurable transformation outcomes.
And structurally, we’re seeing more CIOs report directly to the CEO, a sign that technology is being seen not just as an enabler, but as a core business function.
In some organizations, CIOs are even being invited to join corporate boards or take on shared P&L responsibilities, an unheard-of prospect just a decade ago.
This isn’t about ego or titles. It’s about alignment. When CIOs are positioned as co-leaders of the business, they’re empowered to drive real, lasting change.
Three Things CIOs Can Do Right Now to Lead Like a Transformation Officer
If you’re a CIO looking to expand your influence and take on a more strategic role, here are three foundational actions to take:
1. Connect Tech to Business Value – Every Time
Start every project with a business case. Show how each initiative drives measurable outcomes—whether it’s improving customer retention, reducing cost to serve, or accelerating time to market. Make value visible, early, and often.
2. Lead Cross-Functional Change, Not Just Projects
Transformation isn’t confined to the IT department. Volunteer to lead an enterprise-wide initiative – something that forces you to work across sales, finance, and operations. Demonstrate that you can drive alignment and execution beyond your traditional domain.
3. Build Your Own Transformation Team
Surround yourself with leaders who can help you scale: data scientists, change agents, product strategists. And work closely with HR to design a talent roadmap that supports your transformation agenda – from training to recruitment to culture.
Don’t wait for permission to lead
The future of business belongs to those who can connect vision to execution – who can turn strategy into reality through technology, data, and people.
And no one’s better positioned for it than today’s CIOs.
You don’t have to wait for a title change to lead transformation. Start by reframing your role, aligning with business outcomes, and showing what’s possible when technology drives the agenda – not just supports it.
At Inclusion Cloud, we partner with forward-thinking CIOs to help accelerate this journey, through dedicated talent solutions, AI expertise, and scalable transformation programs that align tech investments with business growth.
If you’re ready to lead beyond IT—let’s talk.
