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The relationship between the CIO and the CEO has never mattered more. Technology isn’t just an enabler anymore; it’s right at the center of every big strategic decision companies are making to stay ahead in volatile and disrupted markets. The rise of AI, and the way it’s dominating so many conversations, has only made that reality even clearer.
And yet, despite all that, there’s often still a gap at the very top.
That’s why we embarked on our latest research program, which led to a report we’re calling “Crucial Conversations: How to Achieve CIO-CEO Alignment in the Era of AI.” We went straight to the source, interviewing CEOs from around the globe who lead in industries from pharmaceuticals to financial services, retail to media. Then we compared their perspectives with input from more than 200 CIOs to understand where priorities align and where they don’t.
The result is a clear picture of the conversations CIOs and CEOs need to be having, and practical guidance on how to close the alignment gap.
Let’s take a look at some of the key findings from that report:
A call for alignment between CIOs and CEOs
One of the most concerning findings from this report is just how misaligned CIOs and CEOs really are. Nearly two in five CIOs (39%) report feeling misaligned with their CEO on key decisions. A significant percentage (31%) aren’t confident they even know what their CEO truly wants, and 34% feel disempowered to make long-term strategic calls.
This isn’t just a few mismatched priorities. It underscores fundamental communication breakdowns and a lack of shared understanding that can cripple an organization’s agility and future success.
That misalignment also shows up in the pain points CIOs face. For example, while digital transformation has been a buzzword for years, only 36% of CIOs believe their business is adequately investing in IT modernization. That gap between discussion and actual funding leaves organizations exposed to technical debt and slower innovation.
The report also points to an “innovation disconnect.” CEOs say they want a rational approach that prioritizes business value over “new toys,” while many worry their CIOs are too eager to adopt emerging tech without fully considering costs or disruption.
A deep dive into the double-edged AI mandate
The disconnect is especially clear when it comes to AI. CEOs are excited about the potential, but that excitement often comes with a demanding “double-edged mandate” for CIOs: deliver measurable business value and reduce costs, while also acting as the gatekeeper against overspending.
The expectations don’t just stop at implementation either. CEOs expect CIOs to play a central role in governing AI, ensuring it is used ethically, and integrating machine and human productivity in ways that make sense for the business. In some cases, this is pushing CIOs into new territory, evolving into de facto HR leaders for the agentic AI workforce. It’s a dramatic expansion of the role that now combines IT, operations, and people strategy.
This perspective on AI moves beyond adoption and into how it reshapes organizational structure and human capital. It reinforces why CIOs must be ready for complex conversations that go well beyond technical specifications.
The conversations that matter most
In an effort to better bridge this gap, the report explores the six “crucial conversations” that regularly occur between CEOs and CIOs, which include:
- Cost
- Risk
- Innovation
- People
- Measurement
- The IT estate
For each of these conversations, the report includes:
- What CEOs think: Unveiling the CEO’s perspective, often highlighting their uncertainties, their desire for value, and their varied risk appetites.
- What CEOs want from CIOs: Direct and actionable advice to help CIOs frame discussions that resonate with their CEO’s priorities.
- Conversation starter tips: Ready-to-use phrases that can immediately shift the tone and focus of these critical dialogues towards shared understanding and productive outcomes.
A catalyst for transformation
“Crucial Conversations” isn’t just another report to skim; it’s a call to action. It gives CIOs a window into how CEOs are really thinking, and helps put those priorities in the broader strategic context every CIO needs to navigate.
If you’re a CIO under pressure to modernize with limited funding, struggling to frame the business value of emerging tech, or working through the ethical and organizational challenges of AI, this report will resonate.
In a time of rapid technological change and constant uncertainty, CEO-CIO alignment is no longer optional. It is a requirement for enterprise success. This report offers a roadmap to build that alignment, strengthen communication at the very top, and help organizations thrive in the age of AI.
Download your copy of “Crucial Conversations: How to Achieve CIO-CEO Alignment in the Era of AI” here.
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