What challenges do you expect CIOs will face in the future?

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VP - Head of Information Technology in Software, 1,001 - 5,000 employees
There are two categories of people that work on business systems. One of them is someone who's technical, but worked their way into another domain; for example, they could go on to management because they’re interested in finance. On the other side of the spectrum you have people in finance who get really into systems. We're still in this awkward middleground where we're trying to marry the domain expertise with the system configuration and leverage the system.

We have to find a way to get the domains to function well digitally. That's where the juice will get squeezed in the future of business, right there. My internal thinking about the finance team is that it's such a proven industry with such dedicated people that they could run their entire practice on paper if they had to, but that's also their biggest deficit. Because I see that all the time in places I've worked—people know they want to do this process digitally but they have to close the books, so they'll close it the way they've always closed them. Even though they can do it digitally, they won’t because they’re the ones responsible for the task and they know how it works. There's a reckoning at some point where the only way it works is digital, but we're not there yet. So it's hard to get some of the lines of business into the digital age when they've been so established in something else.
Senior Director, Technology Solutions and Analytics in Telecommunication, 51 - 200 employees
Today business is driving technology, but for the CIOs of tomorrow, technology will drive the business. It's going to be fully equipped. With COVID and the virtual CIO services, they're going to be more involved in the business, because everyone's going to be virtual, it doesn't matter where you are. It won’t seem like technology is just sitting on top of the business. It's going to be flipped, and the same applies to security. Security is one of the things that CIOs do today—or that a CISO does—but I feel like it's going to be the main thing that the CIO will be dealing with in the future.
Worldwide Strategy & Portfolio, Cross Industry (Supply Chain, ESG, Engineering, Customer Experience, Intelligence Automation, ERP) in Manufacturing, 1,001 - 5,000 employees
A main challenge that I see is blurred responsibilities and/or shared responsibilities. There is CISO, CDO, etc. The role of the CIO is morphing and may be be more silo'd as the focus turns to digital and virtual managed services. 

Another challenge I see is getting to increase innovation spend vs run costs. Currently, the orchestration of IT priorities/business demands/external resource constraints and talent competition means most is spent on the backlog of projects with little overall strategy to move that to innovation that could truly lead to competitive advantage or another revenue focused operation.

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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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