26/09/2025
Today, the role of the Chief Information Officer (CIO) goes far beyond managing infrastructure. CIOs have become central figures in decision-making, actively driving business transformation.
To leave a lasting impact, build influence, and lead strategic change, CIOs need an approach that is both highly strategic and profoundly human. In my experience, this comes down to practices that reposition IT from a service provider into an indispensable business partner.
Strategy alignment as a foundation
The first step for anyone seeking to develop a CIO’s strategic leadership, they will need to aligning with the organization’s business strategy. Before taking action, it is critical to understand the company’s long-term vision and assess how technology supports, or hinders, that journey. This requires going beyond systems and tools, and exploring how IT is perceived internally: is it a revenue enabler, an operational necessity, or a barrier?
A CIO focused on efficiency must look beyond operations to fully grasp how technology contributes to business growth and risk mitigation. This includes uncovering hidden costs and legacy systems that may undermine strategic execution, as well as mapping internal power structures to identify key allies and potential sceptics of transformation.
Building influence through communication
Strategic knowledge alone is only half the journey. To convert it into real influence, communication becomes essential. In my view, this is a continuous exercise in relationship-building and in translating technology into the language of business, whether that means supporting cash flow, agility, or resilience.
Through strong alliances with the CEO, CFO, and business unit leaders, CIOs can earn the trust required to have their voice heard. This is achieved by asking probing questions such as:
- Which parts of our business model are most technology-driven today?
- Which legacy systems are holding us back?
- Where are we creating operational complexity that adds little to no value for our customers or employees?
In leadership discussions, credibility grows when CIOs bring forward insights rather than simple status updates. Instead of saying “the CRM upgrade is 60% complete,” it is far more compelling to present “a GenAI use case that positions us ahead of the competition.”
This results-driven approach translates the value of technology into tangible business impact, the very lens through which executives evaluate IT’s contribution to operational performance.
Driving change through practical initiatives
These are the first steps in repositioning IT as a true source of business value. Once trust is established, it must be reinforced with concrete outcomes, this is where practical initiatives play a crucial role.
The most effective starting point is to identify “quick wins” rather than committing immediately to large-scale programs. This could involve resolving recurring executive pain points, such as slow reporting, or revisiting past IT projects that were sidelined due to timing rather than merit.
At the same time, the CIO should launch a flagship initiative that signals long-term direction but also delivers credibility quickly. Ideally, such a project would cut across multiple business units and show visible progress within 60 days, showcasing both leadership style and strategic intent.
For the board, these initiatives demonstrate a clear commitment to innovation. They also mark the beginning of a cultural shift in how IT delivers value, moving from “project delivery” toward a narrative of results, speed, and consistency, supported by new ways of working such as agile sprints.
By adopting this integrated approach, anchored in strategic alignment, strengthened by business-focused communication, and brought to life through high-impact initiatives, the CIO’s strategic leadership is viewed as an operational necessity. Instead, they become a trusted leader, capable of presenting the board with a clear, results-oriented view of both achievements and future plans, ultimately positioning IT as a true driver of enterprise success.
Written by Andrew Childs, Head of Internal IT at Getronics.
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