The line between CTO and CIO is blurring, and a hybrid role is emerging
CTO and CIO: due to budget constraints or a lack of organizational maturity, it is not always possible to have two separate positions. “The hybrid role is therefore emerging as a pragmatic solution,” says Jan Vandenbussche, Regional Director, Robert Half.
Less than ten years ago, IT managers were primarily responsible for ensuring stability and efficiency. Today, they have become visionaries who lead digital transformation projects, integrate artificial intelligence, assess risks, and make ethical technology decisions. Their role on boards of directors has been significantly strengthened.
“Technological expertise is becoming essential in the C-suite to remain competitive at the highest level,” says Jan Vandenbussche. “With the rapid emergence of new technologies, it is essential for CIOs and CTOs to combine technical skills, strategic vision, and leadership qualities. However, this combination is increasingly rare. Fifty-eight percent of European executives say they are concerned about the difficulty of finding sufficiently qualified digital leaders over the next decade!” This is the main conclusion of the recently published study “Towards the C-Suite 2035” by recruitment specialist Robert Half.
Could a hybrid role be the solution?
A possible solution to this challenge? Create a hybrid position that combines the role of CIO (focused on internal systems) and CTO (focused on technological innovation).
“This merger is already evident in small organizations and fast-growing companies such as start-ups,” explains Jan Vandenbussche. Due to budget constraints or a lack of organizational maturity, it is not always possible to have two separate positions. The hybrid role is therefore a pragmatic solution. For large companies, however, it may be wise to create a CTRO (Chief Technology Transformation Officer) position, responsible for providing strategic vision to management.”
The CTRO’s mission is to identify new opportunities, design and implement strategies, and facilitate the smooth adoption of emerging technologies. This profile also appeals to other members of the C-Suite: three-quarters of them believe that it will be one of the key roles on boards of directors by 2035.
Developing talent internally
The search for skilled digital leaders will become one of the major strategic challenges of the coming years. In a tight labor market, recruiting a CIO, CTO, or CTRO who combines technical expertise, leadership, and vision is no easy task. These individuals must also be familiar with advanced technologies such as quantum computing, agentic artificial intelligence and blockchain, while being able to use them ethically. This implies, for example, transparent data management and active vigilance against bias in AI systems.
In this context, external recruitment will no longer be enough. Companies must invest in internal talent development through continuous training, mentoring, and structured career paths. “Lifelong learning will become the default solution for training the technology leaders of the future,” concludes Jan Vandenbussche. “Companies that invest in their talent today are building the CIOs, CTOs, and CTROs of tomorrow—and strengthening their competitive advantage in a digital world.”
