7 CIO skills every business demands today

The role of the Chief Information Officer (CIO) has shifted beyond overseeing IT systems to shaping enterprise-wide strategy. CIOs are now tasked with driving transformation, aligning technology with business goals, and creating measurable value across organisations.

This requires not only technical know-how but also sharp business insight and leadership capabilities. “CIOs really need to be conversant across just about everything the company does,” says Mike Loukides, vice president of emerging technology at O’Reilly. “That kind of breadth doesn’t come easily and it’s not a specialised, single-skill job.” According to industry leaders, the most in-demand CIOs combine vision, innovation, and cross-functional collaboration to deliver results.

Here are seven critical skills that every organisation looks for in a CIO, highlighted by Industry leaders.

1. Visionary leadership and innovative results

Visionary leadership is key for CIOs, according to Peter Silas, CEO of Enable Healthcare. He explains that effective CIOs employ technology to deliver results such as improved patient care, reduced delays, and prevention of illness through data-driven insights.

“At Enable, we facilitate an open teamwork environment in which all individuals across departments are invited to share their ideas with IT,” Silas says. He adds that leadership involves creating an innovation culture where collaboration drives organisational progress.

2. The business insights of a COO

Technology skills alone are not enough, warns Ha Hoang, CIO at Commvault. CIOs must also act as “strategic storytellers” who can link technological investments with measurable business outcomes.

Hoang says CIOs need to engage with other functions such as operations and sales to understand the organisation’s full scope. “This includes staying up to date on the latest business trends and engaging regularly with fellow CIOs, CISOs, and others in your field,” he explains.

He compares the role to that of a COO, requiring a full understanding of the value chain in order to lead teams and support business evolution.

3. Strategic thinking and transformative instincts

Justice Erolin, CTO at BairesDev, argues that strategic thinking is what separates a good CIO from a great one. The ability to anticipate business needs, align technology with goals, and focus on long-term outcomes is essential, he says.

“You shouldn’t try to be the smartest person in the room,” Erolin advises. “Instead, try to build the smartest room.” He notes that curiosity, openness, and collaboration are crucial for guiding digital transformation and delivering value.

4. Internal fortitude

CIOs face pressures comparable to those of other top executives, says Troy Gibson, fractional CIO at Centric Consulting. They carry responsibility for strategy, operations, and finances, while also being accountable for system failures and project delays.

“Without fortitude, you’ll crack under that pressure,” Gibson warns. He stresses that resilience is developed through experience, mentorship, and willingness to take on difficult projects.

According to Gibson, fortitude grows through consistent decision-making, transparency, and accountability. “Over time, those around you will come to see your constancy as a stabilising force for the entire organisation,” he says.

5. The business acumen of a CFO

Business acumen connects IT to the bottom line, explains Nic Adams, CEO of Orcus. It allows CIOs to communicate in business terms rather than technical jargon, and to prioritise IT investments that deliver return on investment.

“Acumen transforms the CIO office from a cost centre into a strategic value creator,” Adams states. He adds that CIOs can strengthen this skill by engaging with business leaders, translating risks into business terms, and showing how IT contributes to revenue and efficiency.

6. Outcome orchestration talent

Dalibor Siroky, general manager of Plutora at Planview, defines outcome orchestration as the ability to convert strategy into measurable value. “Boards buy results, not roadmaps,” he says.

Siroky advises starting with two or three business outcomes, appointing accountable leaders, and running a process that removes obstacles quickly. “Outcome orchestration combines strategy, funding, delivery, and adoption into a single system,” he explains.

7. Solid communication skills

CIOs must also be effective communicators, says Rohit Garewal, CEO of Object Edge. The role involves explaining complex technical concepts in plain language, outlining the business value of emerging technologies, and addressing concerns about disruption.

“An effective CIO must be someone who can bridge these gaps and serve as a liaison between parties,” Garewal says. He adds that communication should build consensus without being political, with a clear view of how technology can support enterprise goals.

Chisom Michael

Chisom Michael is a data analyst (audience engagement) and writer at BusinessDay, with diverse experience in the media industry. He holds a BSc in Industrial Physics from Imo State University and an MEng in Computer Science and Technology from Liaoning Univerisity of Technology China. He specialises in listicle writing, profiles and leveraging his skills in audience engagement analysis and data-driven insights to create compelling content that resonates with readers.