Executive business leaders are taking on expanded roles to embrace a new era of technological advancements for modern organisations. Across the C-Suite, leaders are expected to connect the dots required for innovation and product strategy, all while managing the enterprise-wide impact that technology is having on workforce transformation, culture, and economic uncertainty.
In light of this, the days of technology leaders primarily overseeing infrastructure or focusing exclusively on enterprise technology are behind us. Today, they take on a far more strategic role, becoming architects of the organisation’s future and, often, the driving force behind the growth of the business.
Conflicting trends for UK tech leaders
Job titles are beginning to reflect this change. A quick scan of the FTSE 100 shows tech leaders’ roles today often go beyond simply ‘Chief Information Officer’ or ‘Chief Technology Officer.’ Instead, many are now addressed with an expansive tech title, such as ‘Chief Information and Digital Officer,’ ‘Chief AI Officer‘, or ‘Chief Digital and Technology Officer.’
These additions speak to the agendas that are shaping UK tech leaders’ role, which range from upgrading the enabling technology and coordinating transformation projects to defining direction, shaping culture, and directing P&L-aligned product roadmaps.
Alongside this, there is a strong preference for experienced, industry-aligned tech talent among recent hires in the FTSE 100. This reflects companies’ efforts to align broad technological opportunities – including AI, of course, but also new payment technologies and necessary cybersecurity improvements – with unique, sector-specific needs.
But expanding remits don’t blend well with a narrow hiring pool. Industry-aligned tech leaders with years of experience will be well-versed in implementing technological change or upgrading their cybersecurity strategy. Without an expansive approach to hiring and training, however, the broader organisational responsibilities that have now become part of tech leaders’ role (e.g. managing workforce transformation) may challenge tech leaders’ capacity to deliver.
With tech becoming ever more central for bottom-line growth models, firms must prioritise tech leaders who can address a holistic set of challenges.
Learnings for the board
Finding and preparing these individuals requires careful planning and a “think outside the box” mentality in hiring. Firms must also consider effective training pathways to align industry-specific tech knowledge with broader business objectives.
For instance, companies should actively challenge traditional definitions of ‘qualified.’ Tech leaders’ expanding responsibilities offer an opportunity to take risks with ‘step-up’ internal candidates with room for training and development.
Additionally, companies should proactively expand the talent pool, prioritising tech leaders with the potential to be dynamic and innovative growth partners. Hiring strategies must challenge conventional biases and seek out individuals with future-forward skills and mindsets.
In practice, this means sourcing cross-industry talent, like fintech leaders for traditional banking, as well as scanning for non-traditional backgrounds, such as tech start-up founders with operational know-how, that will improve businesses’ broad capabilities.
Once hired, firms should strategically leverage new tech leaders’ skills by ensuring that technology is woven into conversations on innovation, product development, market expansion, and customer experience. This will strengthen alignment between day-to-day operations, company culture, and technological innovation, contributing to a positive environment that improves tech leaders’ chances of success.
Finally, companies must mitigate tech leadership churn by providing comprehensive, long-term support that offers clear progression pathways and training opportunities. Sustained and targeted investments such as these protect businesses from unexpected leadership changes, ensuring tech remains at the centre of company strategy and growth.
Harriet Wood leads Russell Reynolds Associates’ Technology Officers practice in EMEA
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