Elite organizations no longer ask whether technology matters.
They ask whether their CIO is equipped to lead with it.
Across hundreds of CIO searches led by Riviera Partners — spanning public companies, private equity–backed platforms, and growth-stage businesses — one pattern is clear: successful CIOs are no longer defined by tools, systems, or certifications.
They’re defined by capabilities.
Derived from The Modern CIO: Leading Transformation in an Age of Intelligence, these five capabilities consistently separate CIOs who drive enterprise value from those still operating in “keep the lights on” mode.
1. Business Fluency, Not Just Technical Expertise
Modern CIOs speak the language of the business.
They can explain:
- How technology drives revenue, margin, or productivity
- Why a platform investment matters financially
- What tradeoffs leadership must make — and why
This is why many boards now view the CIO as a peer to finance and operations leaders, not a downstream support function.
This shift is explored more fully in our analysis of why the CIO has become one of the most important roles—or hires—of 2026, where business fluency is now a baseline expectation.
2. Data and AI Fluency as Leadership Skills
The modern CIO doesn’t need to build models — but they do need to understand how data and automation create leverage.
That includes:
- Treating data as a strategic asset, not a reporting byproduct
- Enabling self-service analytics and faster decision-making
- Understanding where AI creates real value versus noise
Organizations still debating reports instead of acting on insight often lack this capability at the top.
3. Operating Model and Organizational Design Leadership
Technology transformation fails when organizational design doesn’t change with it.
Effective CIOs know how to:
- Move from centralized IT to federated, product-aligned teams
- Embed data and automation into day-to-day operations
- Clarify ownership across IT, data, and business units
This capability shows up differently depending on company stage — which is why many organizations benefit from understanding the four modern CIO archetypes and which one fits their business.
4. Governance With Speed, Not Friction
Governance is no longer about slowing things down.
It’s about enabling trust at scale.
Strong CIOs:
- Establish clear data ownership and quality standards
- Build responsible AI and security frameworks early
- Balance compliance with execution speed
When governance is weak, risk escalates. When it’s heavy-handed, innovation stalls. The best CIOs design systems that do both.
5. Cross-Functional Influence and Executive Presence
Perhaps the most overlooked capability: influence.
Modern CIOs:
- Shape strategy instead of waiting for direction
- Partner across finance, operations, product, and HR
- Present credibly to boards and investors
This is why the lines between CIO, CTO, and CDO roles continue to blur — a dynamic we explore further in CIO vs. CTO vs. CDO: Who Owns Intelligence in 2026?
What This Means for HR and Talent Leaders
These capabilities offer a practical lens for evaluating both current and future CIO leadership.
Instead of asking: “Do we need a new CIO?”
The better question is: “Do we have these capabilities covered?”
Titles matter less than outcomes — and the right CIO can often evolve alongside the organization when expectations are clear.
The Takeaway
The modern CIO isn’t defined by infrastructure. They’re defined by:
- How they connect technology to business outcomes
- How they structure teams and decision-making
- How they turn intelligence into action
That’s why CIO assessment in 2026 is less about resumes and all about capability fit.
Want the Full Framework?
This article is adapted from The Modern CIO: Leading Transformation in an Age of Intelligence, Riviera Partners’ guide to CIO leadership, hiring, and evolution.
👉 Download the full guide to explore archetypes, operating models, organizational blueprints, and board-level expectations — informed by hundreds of CIO placements across industries.
FAQ
What skills should a CIO have in 2026?
In 2026, CIOs need strong business fluency, data and AI understanding, operating model leadership, governance expertise, and cross-functional influence — not just technical depth.
How can HR leaders evaluate a modern CIO?
HR leaders should assess whether the CIO can tie technology decisions to business outcomes, lead organizational change, and influence across the executive team.
Are technical skills still important for CIOs?
Yes, but they are no longer sufficient on their own. Leadership, business alignment, and organizational design now matter just as much.
About Riviera Partners
Riviera Partners is a global executive search firm specializing in technology, product, and design leadership. With over two decades of experience and a proprietary platform that combines deep recruiting expertise with data-driven insights, Riviera is the go-to talent partner for venture capital, private equity, and public companies.