Most CIOs and CTOs are accountable for systems they don't fully control, as AI adoption outpaces current governance capabilities.

A new global study of 2,000 C-level technology executives by IBM has found that two-thirds are forced to take responsibility for AI systems that they can't realistically supervise, with only 11% saying they're completely prepared for the scale of AI agent deployment.

Respondents said that by 2027, they're expecting a 38% increase in the number of AI agents deployed; and while eight-in-ten report being given transformation mandates driven by the CEO, 77% said their AI adoption is already outpacing current governance capabilities.

"For CIOs and CTOs, the challenge now is scaling AI systems that operate continuously and autonomously, often within governance models and architectures designed for a far slower, more predictable environment," said Matt Lyteson, CIO at IBM.

"It is no longer just about deploying AI faster. It's redesigning how organizations control, govern, and invest in it and embedding control and visibility from the start, so they can scale with confidence."

The firm's analysis revealed that in organizations relying on manual governance, incident risk increases as AI adoption scales, whereas those that embed control directly into their AI systems experience 25% fewer incidents.

Nearly six-in-ten of the CIOs and CTOs surveyed cited security and compliance concerns as top barriers to scaling AI agents.

Organizations experienced an average of 54 AI agent incidents last year in which an unintended and/or harmful occurrence required human correction. And of those, 17% were high severity, requiring more than four hours to contain: 37% resulted in data exposure or security breaches, 33% caused cascading system failures, and 17% triggered compliance issues.

"The pressure is only intensifying. CEOs want AI scaled faster. Business leaders want autonomy. And expectations for accountability continue to rise," said Lyteson.

"Yet many organizations are still operating with architectures, controls, and funding models designed for human-speed decision making, in systems that now operate at machine speed."

While AI spend is projected to grow from just under 15% of IT budgets in 2025 to nearly 25% by 2027, 84% of tech CIOs and CTOs haven't fully operationalized AI financial management, and 85% still lack full visibility into real-time AI spend.

However, organizations that build control into their AI systems deploy 16 times as many AI agents as those relying on manual governance, deliver 18% higher operating margins, and spend a quarter of their AI budget.

Those with strong financial discipline deploy 2.4 times as many AI agents, without driving up their AI/IT budget, and are three times as likely to say they are fully prepared for AI scale.

Meanwhile, those that have designed for adaptability early – keeping workloads portable and models replaceable rather than locked into hard dependencies – reported a 10% higher return on AI investment in 2025.

"The key constraint is adaptability. Most organizations were built for control, standardization, and efficiency," said Lyteson.

"But in an AI-driven landscape, it is now architecture, governance, and investment decisions that establish how fast they can move, what risks they can absorb, and which opportunities remain viable."

Alteryx has announced the appointment of Julie Irish as chief information officer (CIO), as the data and analytics specialist looks to the next phase of its digital transformation.

Irish will head up the firm’s global IT organization, focusing on optimizing systems and processes to support scalability, innovation, and operational efficiency.

The appointment comes as Alteryx continues to expand its AI-powered analytics capabilities and place an increasing focus on enabling data-driven decision-making across the enterprise.

A seasoned industry veteran, Irish brings extensive experience in enterprise technology and transformation. Most recently, she served as CIO at Couchbase, where she led IT, data, business technology, and security.

During her tenure, she modernized the company’s enterprise systems, scaled its data engineering capabilities, as well as embedded AI across core business processes.

She also adds expertise across the end-to-end revenue lifecycle, alongside a track record of leading successful pricing model transformations. Prior to her spell at Crouchbase, she held senior technology leadership roles at New Relic and Harvard Business Publishing.

In an announcement, Alteryx CEO Andy MacMillan said Irish combines strategic vision with strong execution capabilities and will play a key role in the company’s growth journey.

“She is a thoughtful, results-oriented leader who builds strong partnerships and delivers meaningful impact,” he commented. “I’m eager to see the impact she will have across the Alteryx organization and for our global community.”

Alteryx provides an AI-ready data and analytics platform designed to help organizations automate analytics workflows and generate actionable insights at scale.

The firm says its offering is now used by more than 8,000 customers globally to improve decision-making, manage costs, and mitigate risk across business operations.

Commenting on her appointment, Irish highlighted the opportunity to further connect data, analytics, and AI across the organization’s internal operations as it continues its digital transformation.

“We’re at a moment where AI is fundamentally reshaping how businesses operate,” she explained. “What energizes me about Alteryx is not just the pace of innovation, but its unique approach to enabling AI through governed, analyst-driven workflows—equipping lines of business to own their logic while scaling across the enterprise.”

Irish added that, internally, Alteryx has the opportunity to apply that same philosophy to how it advances its technology capabilities to support the business and its scaling ambitions.

“By strengthening how we connect data, analytics, and AI across our operations, we can move faster, operate more intelligently, and continue delivering impact for our customers,” she continued.

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More than half (52%) of government CIOs outside of the United States expect budgets to surge in the year ahead, driven in part by increased AI spending.

Analysis from Gartner, which carried out the research, shows governments and public sector organizations targeting rapid modernization and cost savings through emerging technologies. This is despite long-running budgetary constraints in this area.

Arthur Mickoleit, director analyst for government at Gartner, said a combination of “geopolitical shifts and economic volatility” means many government CIOs have been forced to “rapidly adjust their priorities for next year”.

“They are being asked to demonstrate the mission impact of technology investments – including, but not limited to, cost savings and user experience,” he said.

As well as AI, the survey highlighted increased investment in cybersecurity, as another leading priority for CIOs. With government entities facing increasing threats from state-sponsored hackers, 85% of respondents said this was an area for investment.

Elsewhere, investment in cloud transformation is another key objective for CIOs as government departments contend with growing workloads and infrastructure strain as a result of AI.

The survey noted 74% of government CIOs have already deployed or plan to deploy AI tools within the next 12 months. Interest in agentic AI is also skyrocketing, with 49% planning to deploy agents in frontline operations within the next year.

CIOs view this latest iteration of the technology as a potential “enabler of government transformation”, Mickoleit noted.

“This next wave of innovation will be essential for delivering on public sector priorities, especially as expectations are high following years of investments in digital government,” he said.

Agentic AI adoption raises concerns about both cloud and cybersecurity, though, underlining the sharpened investment focus on both these domains.

Don’t fall for the hype

A key takeaway from the Gartner survey centers around rising expectations with emerging technologies, particularly with generative and agentic AI tools.

Government CIOs are hopeful these technologies will unlock marked benefits for workers, with more than half (51%) expecting employee productivity gains in 2026.

The use of AI in building new digital products and services is another area of excitement, cited by 38%, while general improvements to the “overall citizen experience” are also expected, according to 38% of respondents.

While there’s great potential here, Mickoleit warned CIOs need to avoid falling into the hype cycle witnessed in private sector domains.

“CIOs must remain mindful of the hype that can distract from more mature technologies like machine learning and business process automation,” said Mickoleit.

The hype surrounding agentic AI has reached boiling point over the last year. In June, research from Gartner noted that many “AI agent solutions” were essentially just repackaged robotic process automation (RPA) tools and chatbots.

Long-term prospects for agentic AI adoption programs were also questioned, with the consultancy revealing around 40% of all projects would be ditched within two years.

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Human risk management (HRM) specialist KnowBe4 has announced the appointment of Joel Kemmerer as its new chief information officer (CIO).

A seasoned IT executive, Kemmerer arrives with more than 30 years’ experience from leadership roles across the industry, bringing expertise in digital transformation, integrating acquisitions, and streamlining business operations.

As KnowBe4’s new CIO, he will play a key role in leading digital transformation initiatives as the vendor looks to continue its global growth journey.

In an announcement, KnowBe4 said Kemmerer will leverage his vast experience to help reimagine customer value delivery, drive operational performance, as well as foster further innovation across the company’s teams.

“As a bridge builder and connector, Joel is able to translate complex technology ecosystems to be consumable by all users,” said Bryan Palma, CEO at KnowBe4. “He brings unique business acumen to KnowBe4 and we are excited to welcome him to the team for this critical role in our growing company.”

Kemmerer joins KnowBe4 from cyber security software provider N-able, where he served as CIO for more than 4 years, and has previously served in senior positions at SolarWinds, AMD, and Zebra Technologies.

As CIO, he will play a key role in advancing KnowBe4’s market standing as it continues to grow its HRM platform capabilities.

More than 70,000 organizations around the world now leverage the firm’s AI-powered platform, which equips enterprises with protective modules for awareness and compliance training, cloud email security, real-time coaching, crowdsourced anti-phishing, and AI defense agents.

Commenting on his appointment, Kemmerer said his leadership approach will combine customer focus with a drive to deliver on KnowBe4’s wider digital transformation ambitions.

“Joining KnowBe4 as CIO, my plan is to reimagine how we deliver value to our customers, embed operational excellence in everything we do, and empower our teams to transform and innovate at every level,” he explained.

“I look forward to helping KnowBe4 accelerate its strategic vision and drive meaningful change that positions us for long-term success.”

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More than one-third (39%) of UK technology leaders believe their board has unrealistic expectations over the potential of generative AI tools, according to new research.

An IDC InfoBrief, commissioned by Expereo, found most organizations are pinning their hopes on AI to drive business growth, with 88% of tech leaders believing the technology will help them meet business priorities within the next 12 months.

Yet despite this optimism, many tech leaders are aiming to temper expectations and prevent botched implementation projects. More than one-quarter (26%) of respondents said expectations within their organization of what AI can do are “growing faster than their ability to meet them”.

This hesitancy among tech leaders is due to a confluence of implementation challenges - and chief among these was a lack of appropriate infrastructure.

Nearly half (47%) of respondents said their networking and IT infrastructure isn’t ready to support new technologies such as AI. A further 49% warned network performance is limiting - or outright preventing - them from supporting large AI projects.

Notably, concerns over governance and ethics remain a key hurdle for many businesses, and a challenge that makes tech leaders extremely wary. Nearly half (41%) cited these challenges as a leading obstacle to implementing AI in their organization.

Partner capabilities were also identified as a key impediment, according to the study.

Nearly one-third (29%) of tech leaders said current external technology partners lack the capabilities to support AI implementation initiatives in their organization. This lack of partner expertise has a domino effect on adoption projects, with in-house talent unable to rely on external support.

Rash adoption projects cause long-term issues

Expero chief executive Ben Elms warned that many organizations have come to view AI as a “quick fix” and fail to understand the scale and scope of integration projects.

“Setting realistic goals and aligning expectations will be critical to ensuring that AI delivers long-term value, rather than being viewed as a quick fix,” he said.

“While the potential of AI is immense, its successful integration requires careful planning.”

This isn’t the first study to highlight the challenges faced by CIOs since the advent of generative AI. With enterprises globally scrambling to adopt the technology, tech leaders have been placed under immense pressure to deliver projects in often unrealistic timelines.

Moreover, many have grown frustrated at the sharp pivots many organizations have made to tap into the technology, which has left gaps in other areas of technology spending.

A 2024 study from Lenovo, for example, found nearly half of CIOs (48%) said digital transformation efforts were being deprioritized as boards looked to ramp up AI investment.

More than one-third (38%) of CIOs surveyed by Lenovo said increased AI investments had prompted their firm to reallocate spending from critical areas of the business, including sustainability efforts and broader IT modernization plans.

Nearly half (41%) said “AI exploration and adoption is pulling resources and attention away from other key IT areas”.

Alternative research shows that many CIOs have bought into the hype, however, and have displayed the same rash approach to AI adoption.

Analysis from Ardoq last year showed that six-in-ten CIOs experienced ‘fear of missing out’ (FOMO) with regard to AI, and this prompted a sharp pivot to invest in the technology despite issues surrounding return on investment at the time.

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A successful digital transformation can be the spark a company needs to unlock healthy growth and new markets, but before this can happen the c-suite needs to be aligned on the long-term benefits of digital transformation. The chief information officer (CIO) is ultimately responsible for making this case.

Although many companies have reduced IT spending of late,  81% of enterprise technology decision-makers anticipate their company’s investment increasing again in the next year, according to Forrester. Around half, too, expect to see their AI budgets grow by at least 5%. 

Yet some companies are just as wary about throwing money at generative AI and other technologies that can help scale digital transformation efforts. Research from IDC published in 2022 found it isn’t hesitancy among CEOs and board sponsorship per se that’s the problem. Rather, a general lack of awareness about the return on investment (ROI) can create a lack of confidence among IT teams, which in turn impacts buy-in. This is where the CIO comes in.

The CIO should lead the way 

The role of the CIO is to act as a bridge between the IT department and the rest of the business. They can use their knowledge to identify areas within a business’ operations that would benefit from being transformed. They’ll also know how to do this to improve efficiencies and reduce costs across their company without impacting on reliability and performance. 

The problem is there can be a reluctance among the c-suite to break away from legacy systems and what’s familiar to them, and this in turn can cause technical debt. This is the leading obstacle to innovation for 70% of tech executives, according to Protiviti, with the consultancy finding, on average, technical debt eats up about 31% of IT budgets and requires 21% of resources to manage. 

Digital transformation isn’t without its risks, but the risk of not transforming can be even greater. CIOs need to be able to demonstrate this to reluctant stakeholders. 

Test the waters by starting small 

For companies that want to transform, but are skeptical about how it’ll be received across the businesses, starting off small can be a great way to dip their toes in the water without a full financial commitment. 

“Far too often, I see CIOs wanting to implement the whole caboodle from the off and then wonder why they face reticence,” says James Welch, chief innovation officer at digital marketing agency Embryo.

Welch advises running test projects. It may even be possible to do this behind the scenes without informing employees. If a test project doesn’t produce the desired results, then it could be quietly scrapped. On the flip side, if it’s a success then it could be scaled up and adopted more widely within the business.

Hone your vision with the c-suite

While a test project can demonstrate the potential commercial value of digital transformation, it won’t necessarily help to convince risk-averse stakeholders to invest in an expensive piece of technology that could take several quarters – or even a few years – to deliver results. 

CIOs must “craft a compelling vision supported by financial details that speak convincingly to the program’s ROI,” argues Rich Murr, CIO at industry ERP provider Epicor. 

“It’s imperative for CIOs to craft and deliver this vision in partnership with the CFO, COO, along with any other leaders who will be required to commit resources and who are ultimately going to benefit from a system refresh.”

Prioritize the CIO-CFO partnership 

Of all the boardroom-level relationships, that between the CIO and the CFO is arguably the most important 

“When it comes to planning digital transformation, the most successful investments are ones where CIOs and CFOs are supportive, effective partners,” says Linh Lam, CIO at Jamf, an Apple device management firm.

“CFOs bring the financial literacy and expertise to quantify the value of investments, while CIOs have the technological expertise to enable and deliver digital transformation projects.”. 

The CIO-CFO partnership can be the key to improved spending. Companies with a strong CIO-CFO partnership were 51% more likely to find the funding required to support digital initiatives and 18% more likely to achieve business outcomes, according to a Gartner report published last year.

Demonstrate a technology’s value 

For CIOs and CFOs to make their relationship a success, they need to be aligned. The CFO needs to understand the CIO’s vision for digital transformation and the CIO needs to understand what the CFO is hoping to achieve with their financial decision-making. 

The two must collaborate to show the value of any investment. Costs can be documented using ledgers, but determining value requires an awareness of the intended business outcomes of a given technology and what ROI can be achieved.  

“The CFO ultimately owns validating any ROI calculations, and the CIO owns validating that the underlying technology can in fact deliver the desired functionality and efficiencies,” says Murr, adding the two must also engage other stakeholders to “ensure they aren’t passive observers, but committed participants”. 

Be transparent about the risks 

Although conversations around ROI can help to create buy-in, it’s arguably just as important – if not more so – to have a transparent plan in place. This way, stakeholders are aware of the risks involved. 

“Transparency is critical,” advises Steven Salaets, CIO at enterprise software support, products, and services provider Rimini Street.

“The CIO must demonstrate a plan that progressively builds towards long-term goals, rather than attempting a ‘big bang’ of ripping out a legacy platform and replacing it with a new piece of technology.”

By taking this approach, CIOs can reassure stakeholders who may be resistant to change there are clear milestones in place, and the cost of an investment can be spread across a more manageable time period.

Companies looking to expand overseas need to jump through many hoops. Growth always comes at a price, and it will often take deep levels of investment to get the ball rolling. Pushing forward with such ambitions can be a big challenge and, according to Expereo research, legacy tech in new markets is constraining ambitions. 

Four in ten of 200 CIOs questioned – all from global organizations – cited legacy connectivity and management systems as the biggest limiters to growth right now. Jim Tiller, CISO at Nash Squared, understands why.

“There remains the reality of aging solutions that consume vast amounts of time and energy to secure,” he tells ITPro. “It’s one thing to make legacy systems work, but a completely different one to ensure they are protected.

“Moreover, while the spectrum of new technology combined with its rapid progression provides unlimited optionality and innovation, the security industry is still facing challenges of implementing foundational security capabilities, most of which will be essential to securing the next generation of technology.”

The challenges CIOs face today

Expereo’s CIO group, all based in the UK, had the second-most positive outlook after CIOs from China. This is largely because nearly half of the CIOs (48%) said they had already secured increased technology budgets to deliver growth and tackle existing challenges.

The challenges facing CIOs are manifold but start with breaking through the growing talent and skills shortage. Dan Beevers, managing director EMEA at Expereo, suggests the talent pool is so limited that “businesses are starting to see how they can nurture talent internally and enhance it within organizations”.

Other limiting factors are also a consideration, he explains. For example, there’s an urgency to innovate, but this is set against a record speed of technological change. That has brought an explosion of new devices and apps but, in turn, that brings with it a wide range of new security threats. Today’s greater levels of remote and hybrid working also present challenges for cyber security.

Joseph Carson, chief security scientist and advisory CISO at software company Delinea says he isn’t surprised by the positivity of UK CIOs. “However,” he adds, “adopting the latest innovations, which can make businesses more effective and productive, also makes us even more dependent on technology. It also makes security – and automating as much as possible – an even greater priority.

“In a world that is always connected, this has major implications in how we secure businesses, particularly as identity has replaced the legacy perimeter and access is the new security layer.”

Which markets should CIOs expand into?

Expereo is an internet, cloud connectivity and SD-WAN provider and its research has thrown up many other considerations for CIOs and CISOs eyeing up moves overseas. As well as the troubles with skills and talent retention, security environments, complicated physical and geopolitical infrastructure, and local knowledge were all also highlighted.

But choosing which new markets to enter seems to be their toughest headache. Although boardroom support is in place, given that CEOs recognize they must “stay relevant”, there are many different barriers to entry across many different regions.

The “biggest opportunity for growth”, according to the study, was perceived to be in Western Europe followed by North America. The Middle East, Northern Europe, and Eastern Europe came next. But UK CIOs were most concerned about Asian markets, as well as India, due to agility, security, and the knowledge of local providers. This is a tricky line to walk when these are some of the world’s fastest-growing economies and therefore vital to expansion.

“To navigate Asia, where regulatory can be a challenge, they need a partner who they could work with who knows how to work with local suppliers,” Beevers says.

Having had many conversations with CIOs about this problem, Beevers explains how they have often brought up the subject of the speed of entering a new market without someone to support you. “To be able to do that with speed without having themselves to learn through mistakes and experience is probably one of the biggest themes I’ve seen,” he adds.

Keeping everything and everyone safe when you open new offices in new geographies means securing increasingly connected and data-centric architecture, explains Riaz Lakhani, CISO at network security firm Barracuda. Otherwise, it will bring risks from an “ever-broader attack surface” from growing cyber threats. 

“Security measures such as zero trust network access and SASE are key assets here,” he says. “They verify identities and securely connect users, devices, and things with their applications, while simultaneously optimizing network traffic and security – regardless of location. 

“This, together with a growing need to build security into technologies from the very start – security by default – will help to future-proof security and provide a solid umbrella for business growth. If the security fails, other growth ambitions will likely fail too.”

CIOs are making up for lost time

Secure connectivity overseas is a delicate puzzle to solve. Expereo’s research recognized this with 45% of CIOs claiming that establishing and managing connectivity in new markets was the single most critical factor to ensuring successful global expansion.

More markets also naturally bring with them more problems, but Beevers insists CIOs are ready for this challenge, especially as COVID-19 held back many growth ambitions that were on organizations’ roadmaps.

Beevers suggests CIOs were championing many of the solutions they are now being funded to buy and install for a long period – especially when it comes to applications and security. He feels the pandemic gave them an opportunity to prove the need for all that had been advocating for. “I think they’re excited now they can go into action,” he adds.

Looking ahead, future success will also come from technological implementations and integrations. Expereo’s study found artificial intelligence (AI) and machine learning, security plus automation, and data analytics were the top three areas due to see increased tech investments from UK boards in the next few months. These were followed by 5G, edge computing, SaaS, public cloud or hybrid cloud, and WAN. 

But with all these areas waiting to be navigated, understood, and deployed, it even further highlights that legacy issue for new markets. “It appears organizations are quick to adopt new technology but extremely slow to let go of the old,” says Delinea’s Carson. “This causes all sorts of constraints when it comes to protecting and securing the business. Typically, it means having to deploy multiple security solutions, which raises complexity and requires more skilled resources.” 

And Carson warns: “Legacy technology is an additional burden that adds to the existing skills shortage.”

To deal with what comes next, CIOs are going through a period of “self-learning”, explains Beevers, to make sure they are ready for areas such as AI, automation, and security. But he says many don’t “necessarily have the biggest IT team internally” making it vital to find key partners to get them up to speed.

The landscape is shifting though, and Beevers adds: “People are starting to get on a journey where they realize what they did in the past is no longer relevant for the future.”

Historically, the role of the CIO has primarily been to oversee all computer and IT systems. They can help departments, such as human resources, find the right solutions and support them in the delivery and management of technologies, but at the heart of it this is still computer management. 

With many departments now running their own technology stacks, however, the CIO is playing an increasingly important role in orchestrating all parts of the business to ensure they are in tune. A CIO’s place in the C-suite has evolved from being a back office operations executive to an integral and vocal member of the board, whose influence can help drive business growth. 

The CIO’s status has been elevated due to the current tough economic environment, where companies have had to rein in their IT spending. The CIO can ensure that budgets are respected across the business and that the technologies that are being adopted have a positive impact on performance. This isn’t a flash in the pan, either; according to Foundry’s State of the CIO Study 2023, published in January, 77% of 837 IT leaders surveyed expect the CIO’s status to remain elevated regardless of cyclical trends. 

Seven in 10 respondents also anticipate the CIO being more involved in cybersecurity this year, while 55% believe data analysis, data privacy, and artificial intelligence (AI) and machine learning to become bigger priorities. Just over half expect the CIO to focus time and resources on customer experience. 

Based on these trends, how different will the role of the CIO be five years from now? 

The changing role of the CIO and the need for softer skills 

The CIO’s role will continue to shift away from simply being a technology enabler to being a business enabler. 

Softer skills will likely be key to the CIO’s long-term success, concluded Deloitte’s 2023 Global Tech Leader Survey, published in March, which found that business leaders are three times as likely to select soft skills as important qualities than engineering capabilities. 

“I think it’s reasonable to assume that more CIOs will be expected to bring strategic guidance and foresight to lead the company forward, as new business dynamics emerge, new technologies enter the workplace, threats to IT estates evolve, and workforces become even more global,” says Raun Nohavitza, CIO at Delinea, a privileged access management solutions provider.

Michel van Reeuwijk, CIO at enterprise cloud application provider Unit4, holds a similar position, explaining: “Technical skills are changing from knowing what is under the hood to knowing what the technology is capable of. Understanding and envisioning what can be achieved with the various technologies is exactly the story a CIO needs to be able to articulate.”

According to the 650 business stakeholders surveyed by Delloitt, communication, industry and market knowledge, influence, and overall leadership are the top four skills a CIO should demonstrate when they start a job.

Leadership skills are particularly vital because the CIO will increasingly need to manage and work with the rest of the C-suite and the board, while also leading their teams in a manner that helps to retain them and attract new talent, says Marie Measures, CDIO at Apex Group, a global financial solutions provider. 

CIOs keeping their finger on the pulse

Despite these changes, the CIO will still still have to remember to maintain a healthy balance of both soft and technical skills. After all, they will need to be able to provide strong service delivery to manage the here and now, while also planning strategically for the medium-to-long term. 

“Too much focus on change will lead to technical debt; too much focus on service and the business won’t move forward,” argues Measures.

Wilson Chan, CEO and co-founder of Permutable AI, believes that “contrary to the notion that the CIO will require less technical knowledge and more soft skills, the reality is quite different”. 

In fact, he says, the CIO will have to keep abreast of emerging technologies and the latest developments in AI, blockchain, cloud computing, and the Internet of Things (IoT). This will be essential if the CIO is to lead technology-driven initiatives successfully and be able to make informed decisions.

For example, as cyber attacks become more sophisticated, the role of the CIO will include staying on top of the latest technological developments and software needed to ensure all systems and data are protected. Additionally, as businesses come under more pressure from their stakeholders to be greener, the CIO will have to leverage technology to optimise resource utilisation, reduce waste and drive overall efficiency throughout business operations. 

The role of the CIO in understanding AI’s capabilities 

Given the frenzy around ChatGPT and other generative AI, it’s no surprise that artificial intelligence is expected to shape the future of business. Large language models (LLMs) will be used for tasks such as generating documentation on business processes, designing training programs, and writing code. 

“The impact of AI cannot be overstated. AI is poised to be the catalyst for the single biggest change in company structure transformation and the competitive landscape,” argues Chan. 

Although AI has been around for some time, it’s only now reaching a pivotal point where the technology’s potential benefits and capabilities, as well as its risks and problems, are becoming clearer. 

“The role of the CIO is to understand what AI is capable of and how it can be turned into a competitive or strategic advantage. Just like they would with any other emerging technology,” says van Reeuwijk.

“It will strengthen the potential for the CIO to become a strategic leader,” he adds. 

AI could become a top decision maker at boardroom level in the future, but it won’t threaten the CIO’s position – at least not for now, according to Nohavitza. “I don’t see the CIO role becoming obsolete. It’ll just change and evolve as technologies do.” 

Chief information officers have more responsibility than ever before, but are the best-placed member of the C-suite to demonstrate growth and innovation, according to an expert.

Those in the role are particularly well-situated to generate growth and revenue by reducing costs and changing internal processes, said Anthony Byrne, partner leading technology practice for the UK and Ireland at EY.

Speaking on the ITPro Podcast, Byrne spoke of the twin roles that many CIOs are expected to play as ‘blockers’ and ‘enablers’ for new tech, noting that those who can manage both can excel in their field.

“The CIO’s bucket of tools to be able to drive value is probably greater than anybody else on the executive team right now,” Byrne told ITPro.

“So what they need to do, in my view, is get very literate about where the value pots are, and not talk generally about technology. This conversation needs to be: ‘We can see that we are incurring greater costs in a space, whether it be business services or in our finance function, or how we're operating today’.”

In more traditional settings, CIOs have sometimes gained a reputation as ‘blockers’ who slow the implementation of new technologies in the interest of safety.

While some firms bring in CIOs for the duration of a digital transformation project or internal systems overhaul, Byrne said other CIOs may struggle to change their work persona from those “trying to keep your laptop safe, trying to keep your SAP system or your Oracle system operating in the background”, to someone bringing in disruptive technologies.

Those who can balance both, he said, could seek to gain respect throughout their firm, which can translate to increased sway within the C-suite or highlight them as CEO material.

The approach of bringing in a short-term CIO or other dedicated executive to carry out a transformation project may also be unnecessary or even detrimental to a company’s strategy.

Byrne urged more traditional businesses to focus on their vision rather than assigning too many roles to specific product categories or risk losing the confidence of staff and stakeholders.

While CIOs are still responsible for keeping systems running and safe from cyber attacks, they are also expected to oversee innovation within the operating model of their business and ensure they are keeping their technology stack up to date.

“The spectrum of what we're asking a CIO to do is absolutely huge, keeping the lights on 24 hours a day while trying to innovate is a massive task for anybody.”

Byrne also noted that companies are under more pressure than ever when it comes to implementation, in order to derive value from their investments. Whereas CIOs could once deliver new systems within 18 months, this now occurs on a quarterly basis.

Changing the way employees engage with technology, on a cultural level, is also a key area that CIOs could target to drive organization-wide value. 

Byrne named agile development and more accessible tools as two routes to achieving this, and stressed that the CIO is as much a people role as a tech role.

People management skills can be key for CIOs, with empathy and persuasiveness proving invaluable skills when it comes to overhauling the way a business operates. 

Effective CIOs will be able to assuage fears employees could be having such as mass layoffs driven by AI while presenting a positive vision for their company, Byrne said.

In the current economic climate CIOs could also demonstrate effectiveness by achieving growth through technological improvements, as well as by delivering savings through faster and at lower cost.

“Cloud computing is so available now, that it’s no longer got the burden of CapEx control that the CIO used to have. You can, as a business, within your operational budget start engaging with digital twins and what you’re getting is a lot of grey IT that's happening because the business is trying to move on. 

“Because they feel actually, if I have to go through my traditional CIO route, you know, this is going to take me a long time, we're gonna have to go through all those restrictions.”

Going forward, CIOs may adopt different titles or merge with other roles such as chief digital officers (CDOs) or specialist titles like chief metaverse officer.

“I would lose the title of CIO, because it's got connotations and history behind it,” Byrne suggested.

“I think you need is either a chief digital officer because it sounds relevant and what people will be hearing in the media and around them or a transformation officer, which gives them license, to transform the business, and bring in the conversation about new opportunities we have, whether that's an AI or the metaverse.”

The way businesses and their staff now engage with technology is forcing a profound shift in how we view the role of the CIO. We all use more technology in our jobs than ever before, which has placed the CIO at the bleeding edge of not only the IT department, but often the entire organization. And that means there's a new – very human – set of responsibilities that come with the job.

There was a time when the CIO could show up with a raft of technology knowledge and walk into the role, but that world's long gone. "Successful technology initiatives today rely on departmental cooperation, communication and relationship-building," says Harry Asche, CIO of How To Stream. "Besides extensive technical knowledge, a competent CIO comprehends and shows empathy for other stakeholders' needs."

That means an appreciation of not just the IT department's mission but that of the whole operation, says Eugene Klimaszewski, president of Mammoth Security. "Beyond technical prowess, a good CIO needs the foresight to align technology with overarching business goals. In the security sector, like ours, that means not just implementing solutions but orchestrating a tech landscape that enhances objectives."

The skills every CIO needs

Connor Ondriska, co-founder and e-learning expert at SpanishVIP, describes a modern CIO toolkit as having a combination of technical expertise, strategic vision, and leadership abilities. "[You need] a deep understanding of technology trends, possess strong problem-solving skills, and you need to translate business objectives into actionable IT strategies,” he argues.

Real estate investor Molly Haines describes essential CIO skills as 'a tech maestro with a touch of visionary flair'.

"They're not just fixated on the nuts and bolts of technology, they're visionaries, strategically steering the ship of IT to align with the grand goals of the entire company," she explains.

The new CIO also needs an appreciation – if not a working knowledge – of every other function in the company, simply because the role has expanded to include guiding digital transformation across departments.

However, there is one quality that comes up repeatedly in our conversations with experts on this topic: A CIO should be an effective leader of people – indeed, a mentor to a team.

An effective CIO should have the ability to consciously mentor others, fostering a culture of continuous learning and growth, according to Irene Graham, co-founder of Spylix. "Encouraging professional development, providing constructive feedback and sharing experiences can guide team members on their career paths," she says.

Such a culture may require formal, systemized structures and functions to encourage such mentorship. Loretta Kilday, senior attorney at Debt Consolidation Care, suggests coaching teammates in monthly one-to-ones on their personal growth paths, rotating assignments to bolster complementary skills, and publicly spotlighting their contributions. As she puts it, "mentorship manifests in many forms”.

There are even official mentoring programs in several industries, such as the The Regional Leadership Forum (RLF) programme of the Society for Information Management (SIM).

The CIO's secret weapon

Being engaged and passionate about the business and its employees is fundamental to the role of the CIO. In fact, ensuring you have a ‘human face’ is the secret weapon of every successful CIO, according to Vinika Garg, COO of Webomaze. "After some very diverse roles, I've discovered the ability to cultivate genuine empathy stands out as the key of effective leadership," he says.

Such 'soft' skills like emotional intelligence, adaptability, and effective communication are increasingly recognized as critical CIO skills, according to CIO and CEO coach Dan Auerbach. "[They] underscore the shift towards leadership that's as adept at managing people as it is at managing technology," he explains.

Some experts say the ability to plan and work as a team, think critically, and emotional intelligence are often harder to learn than the requisite technical knowledge. This makes learning-by-osmosis even more important, particularly when it comes to empathy, listening to and involving your team, and communicating effectively with other business units.

Which brings us to one of the newest, buzziest, but most important facets of being a leader in any capacity; supporting the mental health of your team, especially in such a high pressure, constantly changing environment like IT.

"CIOs can support mental health by promoting work-life balance, recognizing and addressing stressors, and fostering an inclusive work environment,” explains Max Williams, founder and CEO of HeroBot, adding that it’s “integral” to be aware and sensitive to these sorts of issues.

That means an open door and encouraging approach to not just technical questions but whatever support your staff needs. "It's about creating a safe space where team members feel comfortable reaching out for help when they need it," says Erman Küplü, co-founder and CEO, Analyzify.

It's also worth remembering – whether you're the CIO or work for one – that CIOs are people too. Share your own insights or challenges, talk about your own doubts, fears, hopes, and insights about your organizational objectives or the industry as a whole. By sharing one’s experiences, a CIO can encourage staff to open up about their own.

What’s clear is that the modern CIO role is as much about building connections with people as it is about IT proficiency, and the days of the IT team working in isolation are long gone.

"Technology is central to how every part of an organization operates now," says Daniel Wolken, a HR expert and talent acquisition specialist at DailyRemote. "CIOs must facilitate collaboration across departments, educating colleagues on the tech while they learn the business needs themselves. 

“Effective partnerships, sharing knowledge, and stakeholder input means unifying solutions, and CIOs should champion it organization-wide,” adds Daniel. “The future needs IT and business units to work hand-in-hand."

More on chief information officers

• The changing role of the CIO
• How CIOs and CTOs can collaborate more effectively
• CIO strategies for getting a grip on sustainability

First coined 15 years ago, DevOps refers to a collection of tools and practices in the software industry that teams adopt to make the software development cycle more efficient and shorter. It is the perfect marriage of software development (Dev) and IT operations (Ops) – and allows development and operations teams to work in unison. This methodology is based on the principles of shared ownership, rapid feedback and the continuous pursuit of workflow automation. 

The core DevOps principles, according to GitLab, are automating the software development life cycle, collaboration and communication, continuous improvement and minimization of waste, and focus on user needs with short feedback loops. "By adopting these principles, organizations can improve code quality, achieve a faster time to market, and engage in better application planning," according to the platform.

Since DevOps was conceptualized, businesses around the world have adopted this methodology in their droves as they migrate away from traditional structured waterfall development methods. The majority of organizations out there use DevOps in at least some way, depending on the source you find, with figures varying from 74% to 83% depending on the source and the research conducted. But the most important organization that matters is your own – and whether adopting DevOps could make a genuine difference to outcomes and productivity levels. 

The origins of DevOps

The traditional waterfall methods of development were falling away in the late 2000s to make way for agile methodologies, with speed over the quality of output more of a priority. Meanwhile, the rise of cloud computing saw platform as a service (PaaS) and infrastructure as a service (IaaS) products maturing into propositions that businesses could adopt. Then continuous integration (CI) began to emerge, according to Steve Mezak, the founder and CEO of Accelerance, a software development outsourcing company.

Concerns grew in the software and development industries that the siloed nature of work could not continue; the process of creating the software could no longer be segmented from deploying and maintaining the software when live. This, according to Atlassian's principal solutions engineer Ian Buchanan "was a fatal level of dysfunction in the industry." 

"They [IT operations and software development communities] railed against the traditional software development model, which called for those who write code to be organizationally and functionally apart from those who deploy and support that code," he wrote in a blog post. "Surely there’s a better way, they said."

The first conference named DevOps Days was held in Belgium in 2009, founded by project manager and agile practitioner Patrick Debois, and the first annual "State of DevOps" report was published at Puppet Labs – a pioneering company in the DevOps industry – by Alanna Brown, vice president of growth at Remote and formerly the senior director for marketing at Puppet.

How does DevOps work?

DevOps methodologies favor releasing small and iterative updates to software rather than massive updates every six to 12 months throughout the same period. This, in turn, feeds into a strategy of bug fixes and new features that allow customers to quickly respond to shifting trends or customer feedback. Should there be new market opportunities or changing demands and behaviors, adopting DevOps principles positions an organization to respond more productively and efficiently. 

Adopting DevOps significantly reduces the waiting time and ensures businesses can be more responsive. If one element needs changing following customer feedback, for example, it can be tweaked quickly and tested immediately – without needing to jump through hoops for approval. There are different rationales as to why DevOps is so popular and effective. Some say it's down to how teams are tasked to collaborate much better while others suggest it's the specific tools and workflows that streamline operations. However the best implementations tend to involve a combination of both. The flexibility of DevOps also makes it arguably better than other project management techniques for software development.

What are the benefits and drawbacks of DevOps?

There have been years of research into the benefits of DevOps for organizations, with the consensus falling on the fact that DevOps practitioners increase the frequency of releases and improve test automation practices. Research published in 2016 suggested as much. The key benefits include greater encouragement of collaboration between departments – which, in turn, improves communication and welfare – as well as continuous releases paving the way for more experimentation and rapid feedback collection.  

It's the frequency of releases that means you can deliver more features to users or customers in a timely manner, while less time is required for testing and quality assurance (QA) than in traditional siloed models. Moving at pace also encourages greater business agility, which lets you respond quickly to market shifts and be better prepared to make quick decisions about the state of the product more confidently. Iterating faster also means you can be ahead of the curve. Even failure, in this model, can be seen as a success. Moving faster means you're more likely to recover from a setback.

Challenges of adopting DevOps, meanwhile, according to the 2016 paper, include the communication structures that prohibit cross-departmental collaboration – and needing to address the culture shift in the organization. Not all industries are also suitable for DevOps, while ambiguity about what DevOps actually means may make adoption that much harder for teams going through the process. Because DevOps requires fairly massive structural changes, it can be difficult for legacy organizations lumbered with inefficiencies to achieve the transition. The concept of reorganizing at a single stroke can be a daunting prospect. The cultural shift can be difficult to manage as well. Workplace attitudes are often deeply ingrained, and it can be hard to convince previously distant teams to collaborate if they don't want to do so. DevOps can also be a tricky concept to sell to the board.

What are some common DevOps tools out there?

While there are no hard and fast rules for which software should be included in a DevOps toolchain, the same options tend to crop up in most DevOps environments. There's a huge variety out there, but these are some of the biggest names in the DevOps business. 

Docker: Docker is the technology that has been spearheading the uptake of containerization within the enterprise. The beauty of containers is that while they're similar to virtual machines, the fact that one OS image can host multiple containers makes it much lighter on resources than spinning up multiple VMs. The reason Docker, in particular, has proved so popular with the container crowd is that it's made it a whole lot easier and safer to create, manage and scale container-based applications, which can save IT departments huge amounts of time and money. Its flexible and scalable nature has also made it popular within the DevOps community.

Jenkins: Jenkins is an open-source tool used for continuous integration of code. It includes support for a huge number of plugins allowing it to work with a massive amount of systems and projects. This is one of the reasons it has become so invaluable to many DevOps toolchains, along with its ability to trigger builds based on a variety of factors. Like many of the tools used in this sector, it's heavily focused on automating as much of the software development process as possible.

Puppet: Used as a configuration management utility, Puppet is central to many DevOps teams. It's excellent for spinning up new servers and virtual machines and features its own language that is used to define the specific system resources needed. Another commonly used alternative to Puppet is Chef, and while they're widely considered to be neck-and-neck in terms of popularity and sophistication, many argue that Puppet is best suited to operational tasks where Chef favors uses that lean towards development.

While it might be a ubiquitous term in the modern business lexicon and generally seen as a positive step for most, it's important to understand why digital transformation is so important for business growth.

Traditionally, digital transformation has meant implementing systems with greater flexibility baked in by design. During the pandemic, for example, adopting a broader digital presence enabled organizations to continue operating and supported productivity during what was an extremely challenging operating period.

Several years on, the lessons of COVID-19 include the fact that digital transformation has become a necessity for businesses across a range of global industries.

Why is digital transformation important?

Digital transformation is important due to the fact that, in the modern era, properly utilized technology is not just a choice, but a key requirement for every business.

Customers are usually spoilt for choice when it comes to the businesses they work with. Those businesses that are able to provide the best possible experience for these customers will emerge on top. That could be through better data insights, personalized support, or unrivalled capabilities, all driven by the technology stack.

However, digital transformation is not just important for building and maintaining a customer base; it also helps to provide an effective employee experience. Modernizing your technology helps encourage collaboration, boost productivity, and ultimately makes it more likely that your staff will stick around.

To better understand why digital transformation can be so important to business growth, we've highlighted five of the biggest factors.

1. Everyone expects an on-demand service

In a world that is increasingly digital, customers expect companies to adopt the very best online and digital solutions to remain efficient and competitive. If it’s too difficult to engage with a business online, there are always a number of competitors with the potential to offer a user easier access to their services.

Whether you like it or not, as a business you are in a technology arms race with your competitors. There are plenty of suppliers and partners out there that can help evolve your technology stack, but these are also available to your rivals. What makes you stand out is effective implementation of a digital strategy.

Employees can be just as demanding as customers. How teams interact with departments like IT, and access systems, networks, and tools for work are all fundamental to employee experience; and poor experiences will turn employees away. Companies need to consider the value of flexible and agile working, in order to deliver effective services that meet the needs of customers, as well as keep up internal collaboration between employees.

2. Employees need modern tools to be effective

The term ‘new normal’ was thrown around a lot in 2020, but there’s no denying that in 2023, working from home has superseded traditional work models to become standard for a number of employees. Productive tools for working from home must be provided by employers, and effective digital transformation is a vital undertaking for maintaining employee engagement.

Digital transformation provides a valuable opportunity for core business functions, such as finance and HR, to move away from manual processes and work to automate key areas like payroll. The time saved by installing proper automation can enable leaders to focus on wider business opportunities.

Productivity platforms like Slack, Teams, and Zoom have become not just commonplace in the office, but tools to be relied upon for teamwork. True, employees can keep in touch with one another easier than ever before, but they can also use these platforms for collaboration, implementation of more efficient strategies, and assigning work fairly and effectively.

In most businesses, all of this rests on the shoulders of the IT department, which has to maintain top network performance, and enterprise-wide security, and advise on employee use of tools.

3. Security is a top business priority

A major headache for many IT leaders is how to balance shifting more data to the edge of company networks, without sacrificing the security of said data. As time goes on, this task becomes more difficult, with threats evolving to counteract the security practices of the past. In response, companies must enforce rigorous protocols around data compliance and access.

But even the most stringent security measures are useless if an underperforming network forces staff to go elsewhere for flexibility or faster speeds.

It is essential that progressive businesses implement a security strategy consistently across all networks, applications, and data, whatever services or service providers are being used.

As we look beyond the pandemic-enforced remote working to hybrid working models that incorporate workers’ different lifestyle needs, up-to-date security measures are especially important. Executives will need to balance security strategies that work for in-office staff with measures that still keep remote workers on personal networks and devices safe.

To allow the effects of digital transformation to be truly transformative, CIOs should surround themselves with both business and technology partners that understand the broader business objectives and can operate honestly and transparently to achieve these goals.

4. To strengthen business partnerships

Demands from customers are increasing, and competition within industries is fierce. Firms are becoming increasingly reliant on each other, working with suppliers and distributors, sub-contractors, and specialized consultants, with the aim of producing a diverse range of products and services that interest customers.

Managing these partners often requires document-based communication, a process traditionally viewed as an exhausting obstacle to efficiency. But technology is now available that can redesign this process. 

Utilizing an eSignature system, for example, can enable a streamlined workflow that is more transparent, timely, and accurate. This can even bridge the gap to mobile technology, helping employees be more effective and productive day-to-day.

Public-facing changes to a business can often be chosen over internal improvements, especially with the increasing pressure on IT departments both in terms of budget and responsibilities. However, this is a mistake to be avoided.

By constructing a digital process at an early stage, and integrating technology throughout the wider organization, businesses stay up-to-date and open themselves up to future partners. 

Internal processes can become more efficient and adaptable, with the ability to scale as the business grows. Over time, digital transformation strengthens any business partnership, paying for itself in its overall benefits.

5. Make better decisions, faster

Placing data and analytics at the centre of a digital transformation strategy will allow businesses to take advantage of big data.

Enterprises today have access to greater volumes of data than ever before, in no small part due to the Internet of Things (IoT). With the right set of analytical tools, this data can be converted into valuable business insights that can be used to make more informed, quicker decisions. 

The deeper analytical tools are embedded in business operations, the greater the integration and effect they can have.

Using the correct tools, this data can be analyzed for invaluable business insights and can help inform fast-paced decision-making. The greater the degree to which analytical tools are placed within the heart of the business, the greater their positive effects can be.

Technologies that utilize artificial intelligence (AI) could be key to an organisation’s processing of big data. Innovation in this field continues at pace, and the sector can expect to rely even more heavily on processes such as machine learning for timely and well-informed decisions as research goes on.

It’s difficult to keep track of all the developments in the tech sector that help, now and in the future, with digital transformations. However, AI has a surefire seat at the table going forward, and is likely to be crucial in developments regarding big data.

This is particularly relevant given the recent acceleration of development in the generative AI space and the emergence of powerful new tools to support organizations.

To further help you along your journey, we have also put together a quick guide on digital transformation quick-wins – simple steps that every business can try to quickly overhaul their operations.

The frequency and complexity of cyber attacks continue to escalate, creating a challenging environment for organizations of all sizes. In 2025, cybersecurity is dominated by advanced threats, including AI-powered phishing, adaptive malware, and relentless ransomware campaigns. Cybercriminals are leveraging artificial intelligence to automate and personalize attacks, making them harder to detect and more effective at bypassing traditional security measures. For example, AI-driven phishing can now tailor messages to mimic trusted contacts and adapt to avoid detection, while AI-powered malware evolves in real time to evade defenses.

Recent data underscores the severity of this trend: ransomware attacks are surging, with a notable 84% increase in ransomware incidents over the previous year, and ransomware now accounts for 35% of all cyberattacks in 2025. The global average cost of a data breach reached an all-time high of $4.88 million in 2024, a 10% increase from the prior year. This intensification of threats is further amplified by the rapid adoption of AI by both cybercriminals and state-sponsored actors, who use it to automate reconnaissance, exploit vulnerabilities, and conduct large-scale social engineering attacks.

For many businesses, especially small and mid-sized organizations, effectively managing security in-house is an increasingly daunting challenge. This difficulty is compounded by a persistent cybersecurity skills gap, with an estimated 4.8 million person shortage in the industry.

The struggle to keep pace with evolving threats and a lack of specialized talent has made the services of a Managed Security Service Provider (MSSP) more critical than ever. The global market for managed security services is projected to reach nearly $76 billion by 2030, reflecting a growing reliance on outsourced expertise to build cyber resilience. An MSSP offers the specialized knowledge and continuous monitoring necessary to protect vital infrastructure, allowing internal teams to focus on core business objectives.

What is an MSSP?

MSSPs are specialized third-party providers that deliver outsourced cybersecurity services. They handle the security operations for an organization, either in part or in full, and can do so from a remote location or by placing experts on-site.

An MSSP may offer a broad suite of security capabilities or specialize in core focus areas like cloud security or compliance. The majority, however, will manage a business's security infrastructure and monitor systems for threats from their own Security Operations Centers (SOCs). To do this, they implement and manage a sophisticated technology stack that goes far beyond basic antivirus software. Common tools include Security Information and Event Management (SIEM) platforms, Managed Detection and Response (MDR) services, VPN management, and advanced firewall management.

Ongoing responsibilities also include system upgrades, patch management, and configuration changes, ensuring a client's security posture continuously adapts to new threats and business demands.

Services an MSSP can provide

MSSPs offer a comprehensive suite of services designed to protect organizations before, during, and after a cyber attack. Proactively, their primary goal is to harden the IT infrastructure and enforce robust security policies to minimize the attack surface. This includes vulnerability assessments, penetration testing, and ensuring systems are configured securely.

Should an attack occur, an MSSP's role shifts to rapid detection and response. Using advanced security monitoring tools, they can identify threats in real time and take immediate action to neutralize them, preventing or limiting damage to the organization's systems.

Because MSSPs serve numerous clients, they accumulate a vast amount of experience dealing with a wide variety of attacks. This broad visibility allows them to understand emerging threat patterns and containment strategies. They leverage this collective knowledge to continuously refine and strengthen your security posture.

Typical services provided by an MSSP include:

• Security infrastructure management: Implementing and managing firewalls, intrusion detection and prevention systems (IDPS), and other security hardware and software.
• 24/7 monitoring and threat detection: Continuously monitoring networks, systems, and applications for suspicious activity from a Security Operations Center (SOC).
• Vulnerability management: Regularly scanning for and remediating vulnerabilities in your systems through patching and configuration updates.
• Incident response and remediation: Developing and executing a plan to contain threats, eradicate them from the network, and recover affected systems.
• Security information and event management (SIEM): Aggregating and analyzing log data from various sources to detect patterns indicative of a cyber attack.
• Compliance management: Assisting organizations in meeting regulatory requirements such as GDPR, HIPAA, or PCI DSS.

For a small to medium-sized business (SMB), a good MSSP functions as a seamless extension of the firm's own IT employees, providing specialized expertise that would be difficult and expensive to build in-house.

Why use an MSSP?

For organizations seeking to alleviate the stress and complexity of building and maintaining robust security infrastructure, partnering with an MSSP is often the optimal choice. An MSSP not only relieves internal IT teams of the bulk of routine security tasks, such as daily threat monitoring and incident response, but also assumes responsibility for maintaining uptime, managing upgrades, and ensuring swift remediation in the event of a breach.

While some organizations may develop and execute their own security strategies, from deploying necessary software and training staff to allocating adequate resources, this approach can prove overwhelming, particularly for smaller IT teams. In such cases, outsourcing to an MSSP becomes a compelling solution.

SMBs frequently lack the specialized expertise required to manage a comprehensive security infrastructure independently. Even with strong commitment and resource allocation, the demands of security maintenance can quickly exceed the capacity of limited teams. This strain can result in critical IT functions, like system patching, hardware management, and digital transformation initiatives, receiving insufficient attention. The rise of remote work only compounds these challenges by introducing additional layers of complexity.

The evolving cybersecurity landscape further complicates matters. Smaller teams may struggle to respond effectively to the full spectrum of threats, especially as cyberattacks become more sophisticated. While in-house staff can handle some known risks, an MSSP provides specialized expertise and round-the-clock monitoring, offering a crucial layer of protection and peace of mind. Leading MSSPs bring a depth of knowledge that is difficult to cultivate internally, with dedicated teams that continuously monitor emerging threats, assess IT environments, and provide actionable recommendations. They also deliver support services, keeping all business units informed and engaged.

Partnering with an MSSP also addresses the persistent challenge of talent acquisition. Many CISOs report increasing difficulty in recruiting and retaining skilled security professionals, a problem that is especially acute for smaller firms or those located outside major urban centers. MSSPs offer immediate access to a pool of experienced security specialists, eliminating recruitment headaches and ensuring continuous protection.

MSSPs provide a comprehensive suite of security services delivered remotely, and their pricing models are typically designed to accommodate financial constraints. Most providers charge a predictable, flat monthly fee, enabling businesses to budget effectively and avoid unexpected expenses.

As technology evolves, MSSPs ensure that security measures scale and adapt alongside your business. Through regular assessments and audits, they deliver strategic insights and recommendations, allowing organizations to focus on core business objectives without compromising security.

MSSPs can operate either on-site or remotely, but in either scenario, they integrate seamlessly with existing IT teams. This collaboration frees internal staff to concentrate on innovation and other strategic projects, rather than being consumed by security incidents. Ultimately, MSSPs help enhance customer experiences by improving response times and boosting satisfaction.

By partnering with an MSSP, organizations can overcome resource limitations, access specialized expertise, and achieve scalable, cost-effective security, all while enabling their internal teams to focus on driving business growth.

MSP vs MSSP

A managed service provider (MSP) offers a broad range of IT management services, such as network support, application management, system administration, and email management, typically delivered to multiple clients on a recurring, pay-as-you-go basis. While MSPs are essential for maintaining smooth business operations and IT efficiency, their security offerings are generally limited to baseline protections like routine monitoring and patch management.

In contrast, an MSSP specializes exclusively in cybersecurity, delivering advanced, round-the-clock services such as threat detection, incident response, and compliance monitoring from a dedicated security operations center (SOC). MSSPs are well-positioned to serve as strategic security partners for organizations seeking robust protection as cyber threats grow in both frequency and sophistication.

As the threat landscape evolves, MSPs that do not expand their security capabilities risk losing business to those that do, or to MSSPs that offer more comprehensive protection. While it is possible for an MSP to transition into an MSSP by enhancing its security offerings, such as adding antivirus, patch management, and web protection, delivering true, enterprise-grade cybersecurity requires specialized expertise, tools, and continuous monitoring that are the hallmark of an MSSP.

Many MSPs now partner with MSSPs to provide their clients with the best of both worlds: efficient IT management and advanced security. This dual approach ensures organizations can maintain operational efficiency while safeguarding their critical assets from ever-evolving threats.