CIOs have grown from traditional IT managers to strategic business leaders.
Tech used to sit in the basement. Not anymore. Today, cybersecurity, AI, cloud systems, and data are the chassis of your business engine. This shift is structural. Modern CIOs help set the direction for the entire company.
If you’re in the C-suite, your CIO is shaping how your business makes money, how fast it moves, how well it competes. At IndiaMART, for example, CIO Nikhil Prabhakar led a full transition from desktop-based systems to a mobile-first workplace during the COVID-19 lockdown. No lag, no chaos. Just execution.
Every division of your company, finance, operations, marketing, relies on digital infrastructure. Jai Prakash Sharma at Info Edge didn’t get more responsibility just because he asked for it. He earned it when technology started driving platform scalability, user engagement, and AI-based personalization, all of which directly impacted revenue. At Technicolor, Shajy Thomas is actively involved in strategic planning. He’s helping decide what the company does next year, in three years, and in five.
This means CIOs are becoming core architects of growth. At Bajaj Finance, Rajendra Bisht moved technology from a back-office cost center into conversations about customer experience, revenue models, and long-term strategy. That only happens when tech output aligns directly with business value, and when CIOs are positioned as decision-makers, not just implementers.
This level of transformation means CIOs now operate as builders of the business, not just babysitters of infrastructure. They make strategic decisions based on what tech can do today and where it needs to go tomorrow. CEOs, CFOs, and boards that want to stay relevant need to pull CIOs into the center of conversations, as leading voices. Ignore that shift, and you fall behind. Build around it, and you pull ahead.
Effective collaboration between CIOs and business leaders enhances digital transformation and profitability.
If your tech and business teams aren’t moving in lockstep, you’re wasting time and burning cash. Today’s smartest companies are structured around tight collaboration. That means shared goals, joint accountability, and decisions made with both technology outcomes and business objectives front and center.
CIOs are no longer just delivering systems. They’re working directly with CFOs, CMOs, COOs—solving problems that hit customers, impact revenue, and shape the next phase of growth. When Shajy Thomas from Technicolor talks about cultivating a culture of innovation and motivation, he means business teams and IT operating with one mindset, not two.
This only works through structured integration. Nikhil Prabhakar at IndiaMART puts customer needs at the core, then re-engineers processes around solving those needs using data and technology. He’s changing workflows and it’s not abstract. It’s measurable. It contributes directly to retention, satisfaction, and profitability.
Shared KPIs and cross-functional teams make a difference. Rajendra Bisht from Bajaj Finance makes it clear: operating in silos is outdated. Instead, they form mixed teams spanning IT, marketing, operations, and finance—with clear metrics tied to business outcomes. That way, everyone is solving towards the same targets. And when the targets shift, these teams are structured to adapt.
If you’re in the C-suite and still treating IT as its own universe, you’re leaving speed and profit on the table. Collaboration here is strategic. Get your CIO in the same room, on the same scorecard, and aligned under the same objectives as your other executives. That’s how forward-thinking companies are scaling, staying resilient, and outperforming slower competitors.
CIOs are using data and analytics as engines for business growth.
Data is an active driver of growth, customer retention, and decision precision. Forward-thinking CIOs are turning their organizations into data-responsive environments.
Companies like Info Edge understand that AI, ML, and analytics must be embedded into how the company delivers user experience and earns revenue. Jai Prakash Sharma has made clear that scalable platforms that use AI-driven matching and data insights have brought real results. These systems learn, adjust, and improve engagement metrics in real time. And when user engagement rises, revenue tends to do the same.
At IndiaMART, Nikhil Prabhakar points to the importance of creating digital solutions that prioritize the customer experience, built on a deep understanding of user behavior. When every function is mapped back to solving customer pain points through smart use of data, you’re making the business more efficient and more valuable.
This kind of value isn’t vague. It’s financial and operational. Organizations that treat data as a strategic asset are more agile and more focused. The impact touches everything: marketing efficiency, product development accuracy, customer acquisition costs, and retention. If your data doesn’t shape your decisions, you’re guessing, and that’s expensive.
The technology exists. Most companies collect more data than they know how to use. The difference lies in leadership. A CIO who can turn raw data into insights that drive decisions is they’re scaling your business.
CIOs must develop financial acumen to act as profitability-driven strategists.
If you’re a CIO today, part of your job is knowing how that technology translates into financial performance—profit, cost structure, capital efficiency. Every decision you make has a cost, and the smartest CIOs are thinking like CFOs when allocating budget and estimating return.
Sangeeta Shankaran Sumesh, a CFO-turned board advisor and leadership coach, is clear on this. CIOs who want to lead the transformation journey need to stop positioning themselves as just enablers. Instead, they must become proactive financial collaborators. According to her, every IT dollar should create measurable business value, not just add complexity. That includes mapping ROI, evaluating financial outcomes from tech decisions, and owning the financial narrative around data and systems.
Owning the goldmine of data is another recurring theme. Most CIOs already have access to extensive internal and external operational data. But translating that into financial intelligence, that’s what separates strategic tech leaders from functional ones. Whether it’s identifying high-impact operational inefficiencies, real-time revenue opportunities, or customer retention strategies backed by analytics, the CIO has the tools. What matters is the execution.
Risk management is also part of that financial story. Cybersecurity and compliance aren’t just IT investments, they’re financial shields. One breach can incur regulatory fines, reputation damage, and customer losses. Strong CIOs measure those variables, and use their insights to guide smarter investment and protection strategies.
CIOs who speak the language of finance earn more input on where the business goes next. They influence board conversations, budget cycles, and investment priorities. That’s the type of role CIOs need to step into now—and those who do, lead the companies building tomorrow.
Skill development and talent alignment are critical as technology roles evolve.
Technology moves fast. Organizations that can’t adapt their talent to match the speed will fall behind, quickly. For CIOs, building the right workforce comes from mindset, adaptability, and cross-functional competence. The workforce needs to know how their work drives business outcomes.
The best CIOs are doubling down on upskilling and reskilling as strategic priorities. According to the 2024 CIO Tech Priorities survey, over 60% of CIOs emphasize reskilling existing teams, and 40% focus on hiring new talent. These aren’t vanity programs. They’re business-critical moves that prepare teams to handle emerging technologies, maintain speed under pressure, and execute transformation with precision.
Rajendra Bisht of Bajaj Finance lays out what’s needed: deep technical understanding of AI/ML and RPA, paired with a clear grasp of how those tools affect customer experience, operations, and growth. People who can’t connect their work to a measurable business result don’t move the needle. Those who can are the ones CIOs promote and grow.
Strategic vendor and partner management is central to technological innovation and operational efficiency.
Technology decisions don’t end with internal execution. The quality of your external partnerships has a direct impact on how scalable, secure, and cost-effective your systems are. Smart CIOs know that the right vendors are co-builders in long-term strategic success. And if they’re not aligned with your vision, risk goes up fast.
Vendor management means choosing partners who can adapt, solve, and scale. According to the 2024 Role and Influence of the Technology Decision-Maker Study, 89% of IT decision-makers expect their tech budgets to either increase or hold steady in the next 12 months. That budget needs to work. Which means vendors need to deliver agility, performance, and lasting strategic value.
Nikhil Prabhakar from IndiaMART is clear about expectations. Every solution comes with a lifespan. The priority is to onboard vendors who deliver ROI, reduce operational costs, and allow for seamless upgrades. It’s innovation with purpose and timeline awareness.
The challenge is how well systems connect. With departments running overlapping applications, integration becomes a constant priority. Vendors who understand how to make systems talk to each other, without creating more overhead, are the ones worth keeping.
Key takeaways for leaders
- CIOs are strategic business drivers: CIOs are no longer back-end operators—they’re leading revenue-impacting decisions. Executives should involve CIOs in core planning to fully leverage technology as a business accelerator.
- Cross-functional collaboration boosts value: Strong alignment between CIOs and business units drives agility and profitability. Leaders should embed shared KPIs and cross-functional teams to ensure tech investments meet business goals.
- Data leadership fuels competitive advantage: CIOs are turning analytics into ROI by using AI and data insights to drive personalization, retention, and revenue. Decision-makers should empower CIOs to lead data strategy, not just manage IT.
- Financial fluency is now essential: CIOs who think like CFOs turn tech investments into growth engines. Boards should expect CIOs to assess ROI, manage risk, and directly contribute to profitability goals.
- Skills must match the pace of tech change: Upskilling, reskilling, and flexible talent strategies are key to staying competitive. CIOs should build adaptable teams that understand both emerging technologies and business impact.
- Vendors are partners in strategy, not just service: The right tech partners enable scale, innovation, and compliance. Leaders should prioritize long-term vendor relationships that drive cost efficiency, agility, and strategic guidance.
