Being CIO is, today, one of the most volatile executive positions and subject to greater pressure within organizations. An uncomfortable reality that highlights the new “CIO A CXO” report, prepared by Liceototic, where they emphasize that with an average age of 48 years and a permanence of just 4.5 years in office, the professional future of these managers depends more and more on their ability to evolve towards more strategic roles, such as CEO or counselor.
In addition, only 30% of the CIOS manage to reach retirement (65 years) remaining in an executive position like CIO. This figure reflects the high rotation and constant pressure to which this profile is subjected, especially in highly technological and rapid evolution sectors. “The volatility of the CIO position is a reflection of the speed with which technology changes and the constant need for adaptation and innovation,” says Javier López, a highhetical analyst.
«The ‘A cxo’ report reflects an uncomfortable truth: being CIO is one of the most demanding and higher wear within the C-Suite. If the Cios do not expand their strategic and business vision, they run the risk of being out of key decisions and limiting their professional growth options. From Liceototic, our commitment is to help you break that crystal ceiling and prepare to occupy maximum relevance positions in their organizations. ”Says Jordi Damià, CEO of Liceototic.
Average permanence and sectoral differences
The average duration in the CIO position is just 4.5 years, although this figure varies according to the sector. In technological or telecommunications industries, the pressure to innovate and adapt makes the rotation higher. In more traditional or stable sectors, such as energy or financial, the Cios usually have a greater longevity in office, since the projects are long -term and strategic continuity is key.
The impact of age on labor opportunities
The report also analyzes how age directly affects the chances of being hired as CIO in a new selection process. A 50 -year -old CIO has a chance of 1 between 10. At 55, this probability drops to 1 between 18. At age 60, the probabilities are just 1 between 40. This age factor reflects the perception of the market, which tends to associate the capacity for technological adaptation with younger profiles, especially in environments where innovation is a constant.
Only 30% of the Cios reaches retirement in the same position
Factors that determine the future of the CIO
The employability of a CIO not only depends on their experience, but also on economic evolution, predominant technological trends and the degree of digitalization of companies. In more technological and growing sectors, companies often seek younger cios, while in traditional sectors, strategic experience and vision are more valued active, allowing greater opportunities to senior profiles.
From Cio to CEO: a path full of challenges (and opportunities)
Liceototic also analyzes the professional evolution process that allows some cios to reach roles such as CEO or advisor. The report highlights that only 3 out of 10 cios are part of the Executive Committee of their organizations, which shows that the strategic role of these professionals has not yet reached the level of influence that their responsibility deserves. “For many cios, the way to higher roles such as CEO or counselor is full of challenges, but also of opportunities for those who manage to expand their business vision and demonstrate a tangible impact on the results,” adds López.
The study identifies a series of key skills that Cios must develop to opt for this type of high level positions within the organization:
- Expand your business vision beyond technology.
- Cultivate transformative leadership.
- Adopt a strategic mentality focused on business value.
- Deepen the specific knowledge of your sector.
- Build solid contact networks at the executive level.
- Demonstrate a tangible impact on business results.
For those cios who aspire to be members of advisory advice or advice, the report highlights that advanced training (such as a MBA or higher studies in business management), direct P&L management and strategic communication skills are fundamental to achieve it. “Continuous formation and development are essential for CIOS to evolve towards more strategic and greater influence within their organizations,” concludes López.
