The Chief Digital Officer in 2026: Role, Market and Hiring Guide The Chief Digital Officer is one of the least standardised positions on the executive team. In one organisation, the CDO owns digital customer journeys, ecommerce and new revenue.

The better question is: how will AI change the jobs we already have? According to much of the coverage around generative AI, your job is next.

The Chief Technology Officer role has moved well beyond technical oversight. A modern CTO is expected to shape how technology creates value: how engineering teams perform, how platforms scale, how risk is managed, and how emerging tools such as AI get turned into something the business can actually use.

A business may intend to launch new products, enter new markets, modernise its platforms or make greater use of AI. None of those ambitions can be delivered through investment and strategy alone.

What CIOs Need From Technology Hiring in 2026 The CIO role has changed significantly, and most businesses are still catching up. It is no longer about keeping systems running or managing IT delivery from a safe distance.

The success of a transformation programme often comes down to the quality of decisions made around it. Technology matters.

The biggest workplace challenges facing organisations today are rarely isolated problems. A retention issue can quickly become a delivery issue, a skills gap can increase pressure on already stretched teams, and hybrid working can expose weaknesses in communication, onboarding and leadership if the right structures are not in place.

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A Different Standard for Technology Leadership Technology leadership is now measured differently. The expectation is no longer just to run systems or deliver programmes.

Digital transformation is most often framed as a technology challenge. New platforms, modern architectures, data capability, cloud adoption.

When digital transformation stalls, technology is rarely the root cause. More often, the problem sits with people.

When a critical technology role sits open for weeks or months, the consequences compound quickly. Projects stall.

Digital transformation strategies tend to begin with structure. New operating models.

Digital transformation attracts ambitious leaders. It promises pace, visibility and influence.

Digital transformation rarely fails because the strategy is wrong. It fails because delivery is fragmented.