The accelerating pace of technology innovation and business, coupled with an ever more complex tech stack requires chief information officers to stay current, so they understand what’s best for the business and why at any given moment. The CIO’s schedule also tends to be very tight, leaving little time for learning, yet continuous learning is a given if one wants to best serve their career and company.
“In 2025, successful CIOs won’t just be technology leaders — they will be business enablers, transformation and growth drivers and architects of future-ready enterprises. What it takes to lead today is very different than even a year ago,” says Bill Pappas, EVP head of technology and operations at insurance company MetLife. “The pace of change is unlike anything we’ve seen before, and that’s why the ability to learn, unlearn, and relearn new skills at scale is absolutely critical.”
Savvy employers support CIO development by investing in continuous learning opportunities, encouraging participation in industry forums and cross-functional leadership programs.
“In the digital age, no one person or company has all the answers,” Pappas says. “There’s no single playbook, which means it’s increasingly important for technology leaders to come together to share insights, solve challenges and learn from one another to drive innovation and stay ahead in an ever-evolving landscape.”
Bill Pappas, MetLife
CIOs want to know how to align IT and business strategy, build a culture of trust and communication, and drive value from new technologies.
“You must stay current. It’s very difficult to be a successful CIO and not be current on what is happening, both from a technology and business perspective,” says Steve Agnoli, lead instructor at Carnegie Mellon University’s Heinz College CIO Program. “I think a learning culture or learning approach must be part of the CIO job. Otherwise, you fall behind pretty quickly.”
Choosing Educational Resources
CIOs have a lot of options when it comes to upskilling: traditional colleges and universities, online training sites, and communing with other CIOs. The choice depends on their career goals, the amount of time they have for learning, what their companies will fund and personal bias.
“One of the things that we try and focus on is ensuring that you understand the archetype of the organization that you’re in, because that can help you understand how you can be effective,” says CMU’s Agnoli. “I think that also applies to the training side, knowing what would make best sense to make you most effective and then look for programs or content, that aligns with that.”
He also stresses the importance of learning about both technology and business, since today’s CIO is a business leader.
“It’s really important to focus on both the technical side when you’re looking at training as well as the business skills side,” says Agnoli. “Things are changing quickly on the technology side, so you need to be fluent in in all that stuff — AI, cloud, cyber security, analytics and data, governance and all that kind of stuff. And it’s important that CIOs can lead their businesses and their functions as a business leader. So, the skills that other folks in the C-suite have are the same skills that CIOs need to have. It’s not just knowing the latest and greatest tech; it’s knowing the things that matter from a business perspective and making those happen.”
Irina Mylona, learning designer at Cambridge Advance Online also says in 2025, the CIO role is evolving at an unprecedented pace.
“CIOs are no longer solely responsible for IT infrastructure. They are increasingly expected to drive digital transformation, align technology with business strategy, and foster innovation,” says Mylona. “The question is, are CIOs doing enough to stay ahead, and what training is essential for them to remain effective in the face of accelerating technological and business changes?”
Steve Agnoli, Carnegie Mellon University’s Heinz College
The rapid advancement of many technologies, ranging AI and cloud computing to cybersecurity threats and data-driven decision-making, demands that CIOs continuously update their skill sets. The pressure to balance operational efficiency with innovation is immense, and failing to keep pace can have serious consequences for business competitiveness.
“The reality is that while many CIOs recognize the need for ongoing education, the fast-moving nature of their roles often leaves little time for structured learning. Approximately 27% of students taking Cambridge Advance Online courses are CIOs and senior roles, whether they’re taking technology courses or not,” says Mylona. “In order to design our courses, we are in constant communication with both our learners and the market demands, listening to the needs of CIOs and technology roles. And what we have observed is that these professionals seek education not only to refresh their technical knowledge but also to bridge the gap between IT and executive leadership, ensuring they remain at the forefront of industry advancements.”
Online learning, like in-person learning, can provide access to world-class expertise.
“From what we have observed from the market, our learners and their training needs, the CIO role in 2025 will demand a balance of technical expertise, strategic vision, and leadership skills,” says Mylona. “As technology continues to evolve, ongoing education is not just beneficial — it is essential. Whether it’s refreshing their knowledge, staying close to executive teams, or learning about the latest innovations in AI and data-driven business strategies, CIOs must embrace continuous learning to drive success in the digital era.”