Managing IT infrastructure and ensuring operational efficiency is just one dimension of the IT leader’s role. Today, Chief Information Officers (CIOs) are increasingly seen as pivotal figures in driving broader change, stimulating business growth, and fostering innovation. Recent findings from Deloitte reveal that over half of CIOs now view themselves as change agents rather than merely technical experts. Furthermore, 59% describe themselves as enablers of transformation and innovation.
The announcement comes as CIOs are not working in isolation. According to the 2025 State of the CIO report by CIO.com, a significant 75% of CIOs are collaborating closely with business leaders to strategize and drive AI adoption. However, being a change agent is fraught with challenges. Business transformation can falter without a unified vision and cohesive strategy.
Adopting a Measured Approach
For CIOs, adopting a measured approach is crucial to effectively leading change. Kurt Brissett, Chief Digital and Information Officer at Australian-owned digital-first contractor Built, emphasizes the importance of not rushing into action. “Often, people want to make a mark early on, but ego can blind them from taking a more considered and collaborative approach,” he notes. Brissett has prioritized understanding the organization’s existing strategies and market challenges to inform future plans. “Listening early on, rather than jumping into action, earns the right to influence and lead change,” he adds.
During times of transformation, especially when technology challenges traditional methods, CIOs become both enablers and disruptors. Caryn Bell, business unit CIO for FNB Infrastructure and Security Services, advises taking calculated risks and being prepared to pivot quickly. “The longer you pursue a misaligned path, the costlier the correction,” she explains. Regular reviews and re-prioritizing efforts are essential to support short-term goals in a dynamic environment.
Engaging the Entire Organization
Engaging the entire organization is another critical strategy for CIOs. Vaughn Naidoo, General Manager of the B2B technology center of excellence at MTN, emphasizes the importance of involving people in the change process. “When you have a conversation beforehand about why something is happening, you get a more positive response,” he says. Naidoo adds that fostering a sense of ownership and reducing rigid hierarchies can facilitate faster decision-making and adaptability.
Brissett concurs, highlighting the success of cross-functional collaboration. “By breaking down silos and fostering joint accountability, everyone can benefit from the change,” he notes. In his previous role at Transport for New South Wales, Brissett led the digitization of the transport customer experience, learning the value of human-centered design and piloting digital products with diverse customer segments to ensure smooth transitions.
The Power of Communication
Effective communication is indispensable in leading change. Bell uses storytelling to make strategic visions relatable and engaging, fostering understanding across teams. “Very often, these initiatives span more than one team, so cross-collaboration provides visibility and fosters inclusion,” she explains. Regular alignment check-ins help ensure teams remain on track, with feedback available to all, even if they cannot attend meetings.
Brissett emphasizes the need to articulate a clear vision that outlines the purpose of change and its alignment with business goals. “Communicating target outcomes, when meaningful and achievable, can make teams feel accomplished instead of being pulled in multiple directions,” he says.
Framing Change Positively
The rapid advancement of generative AI has sparked widespread apprehension about its impact. However, CIOs have the opportunity to frame change positively, altering perceptions and alleviating fears. Naidoo suggests showcasing AI as a tool that enhances productivity and eases tasks, such as writing or correcting grammar. “When you put a positive spin on change, highlighting efficiencies and time savings, acceptance becomes easier,” he notes.
Brissett adds that change should be pursued for the right reasons, not just because it is trendy. “Sometimes, it’s okay not to change if it doesn’t make sense,” he advises. Encouraging employees to view change as an opportunity for growth, and rewarding curiosity and innovation, can foster a willingness to embrace new challenges.
In conclusion, as CIOs navigate their evolving roles as champions of change, they must balance strategic foresight with practical implementation. By adopting a measured approach, engaging the organization, communicating effectively, and framing change positively, CIOs can lead their companies through successful transformations.