The CIOs InformationWeek profiled this year shared a common reality: Leading IT means leading change — often big change. Across industries, CIOs described a role that extends beyond tools and systems, calling for business judgment, change management and the ability to build trust — all amid a year of head-spinning AI advancements and geopolitical uncertainty.
“There are always pressures around the expected business value you must achieve in the business relative to all the technology advancements,” Shelia Anderson, executive vice president and chief information and digital officer at Unum Group. “How do you leverage these new and emerging technologies to drive value through innovation?”
Just as striking were the paths that brought these leaders to their roles. While some rose through the IT ranks, others arrived from outside traditional career tracks, with backgrounds in product development, operations, engineering and inventory control management.
Regardless of where their careers began, these CIOs shared a clear view of what effective IT leadership requires today: clear goals tied to business value, close cross-team collaboration, and practical guardrails for deploying emerging technologies such as agentic AI.
Two profiles in this collection spotlight IT leaders outside the CIO role — a chief operating officer and chief security officer — who echoed similar themes. Like their CIO peers, they emphasized the need for leadership that spans technology and the business.
“I love technology, but I also love strategy. I love business,” said Nate Baxter, president and COO at ScottsMiracle-Gro. “Coming with that technical background, I could take complex things and distill them into useful points … and get an organization to rally around and deliver results on.”
As CIOs plan ahead for 2026, there is value in examining how peers have addressed challenges ranging from AI deployments and upskilling employees to securing enterprise data and ROI.
