Though these transformation pilots are at the top of their game, when combined with co-pilots we see 83% of CIOs taking on a more strategic role in digital transformation. So, how can more CIOs get into the pilot's seat? It begins with influence, especially over the CEO. Our study shows that many CIOs either report into the CEO or meet with them often to drive strategic change.
This relationship underpins a CIO's ability to create a data-driven organization. In fact, 98% of CIOs agree that their companies make data-driven decisions to realize business value, while 82% agree that their CIO organization is building a company culture of data-driven decision-making.
The need to become data-driven sees 43% of CIOs upskilling employees to increase data literacy – with pilots more likely to do this compared to co-pilots and engineers.
Clearly, many CIOs are no longer solely focused on operations. Though it's vital to be able to set up a data lake, rig cloud infrastructure, develop advanced analytics, or harness AI to drive value, technology is only one part of the job description.
CIOs must orchestrate change across four areas – people, processes, data, and technology – to create new business models.