Why Consolidating Tech Roles in the C-Suite Is Essential for Business Growth

In recent years, the number of technology leadership roles in the C-suite has grown significantly. It started with creating the Chief Information Officer (CIO) role in the 1980s. Since then, more roles like Chief Technology Officer (CTO), Chief Data Officer (CDO), and Chief Artificial Intelligence Officer (CAIO) have been added. While this increase highlights the growing importance of technology in business, it has also led to confusion within organizations.

A recent study, sponsored by MIT and Thoughtworks, surveyed 266 tech and data leaders. The results showed that more than 80% of respondents experienced confusion about which leaders were responsible for various technology services. Only 12% of leaders reported having a clear understanding of these roles. As more companies integrate AI and data strategies into their operations, this confusion becomes a roadblock to success.

Confusion Overlapping Roles Create

Image by javi_indy on freepik | Overlapping leadership roles are causing confusion about responsibilities.

As technology has become critical to every business function, leadership roles have grown more complex. This often results in unclear responsibilities. Thirty percent of leaders surveyed said they didn’t fully understand how their responsibilities aligned with those of other tech leaders. While 78% of organizations recognize that data and technology are vital to their success, only 10% of leaders said they were satisfied with their data and AI capabilities.

This lack of clarity can slow down progress in vital areas like AI implementation, data strategy, and digital transformation. The problem isn’t just technical; it involves internal politics, financial constraints, and unclear decision-making structures. To overcome these issues, companies need to simplify and streamline their leadership.

The Rise of the “SuperTech” Leader

One solution that’s gaining traction is the idea of the “SuperTech” leader. These leaders often hold the title of Chief Information Officer (CIO) but manage a wider range of responsibilities than traditional CIOs. They are in charge of IT, data, AI, analytics, and sometimes even cybersecurity. By consolidating these roles under one leader, companies can reduce confusion and streamline decision-making.

Survey participants identified several key skills that a SuperTech leader should have. The most important were leadership and executive relationships (85%) and business strategy and vision (82%). Interestingly, technical skills like technology execution and team management were considered less important, with only about 35% of respondents ranking them as critical. This highlights that SuperTech leaders are seen as business strategists first and technical experts second.

What Makes a Great SuperTech Leader?

A successful SuperTech leader is not a tech expert—they are business-oriented. Take, for example, Shamin Mohammad, the CIO and CTO at CarMax. He believes that to be effective, a tech leader must also be a strong business leader. As he puts it, “Execution is table stakes. You have to deliver—it’s not even up for discussion. But it’s more important to understand where the industry is going and to lead your company in that direction with technology.”

Sean McCormack, a tech leader at First Student, agrees. He emphasizes that tech leaders must be focused on innovation and business value. Those who concentrate only on the technical side of things may struggle in broader roles. Both Mohammad and McCormack show that the most successful SuperTech leaders see technology as a tool for driving business growth, rather than just a function of the IT department.

Specialists Are Still Essential

While the SuperTech leader holds broad responsibilities, they don’t work alone. A key part of their role is to build strong teams of specialists in areas like AI, analytics, and cybersecurity. These experts ensure that the technical details are handled, allowing the SuperTech leader to focus on strategy and business outcomes.

Sastry Durvasula, Chief Information and Client Services Officer at TIAA is a good example of this approach. He leads all TIAA’s technology functions but relies on a team of specialists to execute the finer details. Leaders like Durvasula understand that they don’t need to be deeply involved in every technical aspect, but they must have enough knowledge to lead effectively. For instance, Durvasula still codes occasionally to stay connected to the technical side of his business, even though his main focus is strategic leadership.

The Debate Around Consolidation

Image by wahyu_t on freepik | Some executives argue multiple tech leaders ensure better checks and balances.

Not everyone believes that consolidating tech roles into one SuperTech leader is the best approach. Some tech executives argue that having many leaders provides important checks and balances. Scott Hallworth, Chief Data and Analytics Officer at Hewlett Packard, cautions against combining the roles of Chief Digital Officer and CIO, for example. He believes that having separate leaders for these functions ensures better oversight and decision-making.

But, this view isn’t universal. Many companies have found success by consolidating roles and creating clearer lines of responsibility. It’s worth noting that the right structure depends on the specific needs of each organization.

Steps for the Future

For companies looking to simplify their C-suite structure, the first step is to create a unified tech leadership role. A super tech leader who understands both the business and the technical landscape can bring clarity and drive success.

But, if combining roles isn’t an option, other steps can still help. For example, organizations can create clearer job descriptions and responsibilities for each C-level leader. This helps reduce confusion and improve communication across teams.

In today’s business environment, technology is central to success. As companies continue to invest in AI, data, and digital transformation, strong leadership is more important than ever. A super tech leader who can bridge the gap between business and technology is key to navigating this complex landscape and driving meaningful results.