Artificial intelligence (AI) can automate data collection and analysis, replicate certain decision-making processes based on existing data, and even provide predictive analytics. However, it's still far from replicating human insight and intuition, making ethical judgments, and providing leadership and vision to other human beings—actions which are a large part of a tech leader’s role in an organization.
As AI technology continues to advance, its role in the C-suite may increase, but the nuanced and multifaceted nature of executive leadership likely means that a complete replacement is not realistic in the near term. How will that impact how CIOs integrate AI into their organizations?
The CIO Approach to AI
James Stanger, chief technology evangelist at CompTIA, says while most C-suite executives—CIOs included—aren’t using AI directly in their daily work, they are increasingly informed by it: “Instead of it replacing their work, it sometimes makes their morning a bit easier.”
Many executives still find AI outputs a little more general than they should be, which limits direct use in strategic decision-making. Still, CIOs must stay aware of how quickly this technology is evolving, and how everyone within the org will likely adopt it at some point. “The CIO works within the realm of the possible,” Stanger says. “A CIO must put rubber to the road, take a look at the existing workflows and manage them.”
Andy Sen, CTO of AppDirect, explains the evolving landscape of AI means CIOs must stay informed and proactive about the technology: “This knowledge will enable them to leverage AI effectively, drive innovation, and maintain a competitive edge.”
Simultaneously, their departments must be prepared for the workforce transformation that AI will bring, and ensure their company is poised to succeed in an AI-driven world.
Use Cases for CIOs and AI
The most cutting-edge AIs are agentic AIs: agents that can act and achieve specific goals without direct human intervention.
These systems adapt to changing environments and make decisions that align with their defined objectives.
“Agentic AI can autonomously manage IT operations by detecting and fixing issues, improving system reliability and uptime,” Sen explains. “Agentic AI can also assist in strategic planning by simulating various scenarios and providing recommendations based on potential outcomes.”
He points out that Generative AI (Gen AI), including language models and deep learning systems, can create new content or solutions.
“This can help the CIO in content creation—automating the generation of documentation, reports, and other textual content,” Sen says. “Gen AI can also be used to enhance chatbots and virtual assistants to handle more complex queries and interactions.”
He adds that prescriptive AI not only predicts outcomes but also suggests actions to achieve desired results: “This can aid a CIO by offering recommendations for IT strategy optimization and operations, as well as sharing suggestions for resource allocation to meet organizational goals.”
Personalized Training in ML, Data Analytics
CIOs looking to deepen their AI expertise have several paths for specialized training, depending on their organization’s goals and the maturity of their AI initiatives.
For departments leveraging artificial intelligence for business analytics, training in machine learning and data analytics is a strong starting point. “There are multiple data science courses available, as well as ML certification programs and workshops,” Sen says.
These can help CIOs better understand how to interpret data-driven insights and align them with business strategy.
For larger organizations planning to implement AI at scale, more strategic training may be necessary. “This is best suited for organizations thinking about implementing AI broadly,” Sen says.
Executive education programs and case study-based courses offered by universities can provide valuable insights into AI leadership, governance, and deployment frameworks.
On the more technical end, CIOs whose departments are developing AI-powered applications can benefit from hands-on workshops or vendor-specific training. “A CIO can gain experience by participating in workshops or getting training from platforms like LangChain, IBM Watson, or the OpenAI API set,” Sen says.
These offerings allow leaders to understand how AI systems are built and integrated—knowledge that can bridge communication between technical teams and executive decision-make
Understanding AI’s Potential
Sen says understanding AI enables CIOs to identify new opportunities for AI applications within the company and ensure that they do not lag competitors who are leveraging AI technology.
“A CIO well-versed in AI technology can make informed decisions that drive innovation and efficiency in IT operations,” Sen says.
He argues it's crucial for a CIO to understand the foundational concepts of AI that can be learned from introductory online courses on platforms like Coursera, edX, or Udacity, all of which cover AI basics.
“Beyond that, the best training would depend on the size and priorities of the IT department,” he says.
With CIOs under increasing pressure to guide AI adoption without losing sight of business fundamentals, they must be both a strategist and a stabilizer—someone who separates hype from actionable reality and ensures that AI integration is done deliberately, not reactively.
Equally important is the CIO’s responsibility to frame AI projects as business-critical initiatives. Stanger recommends treating AI adoption like any other major technology rollout—with structured planning, defined outcomes, and realistic timelines. “A good old-fashioned Gantt chart wouldn’t hurt,” he adds, underscoring the importance of project management fundamentals to map dependencies and prepare teams.
Risk management is another essential part of the CIO’s mandate, which means identifying where AI can truly enhance workflows and where its impact is overestimated or unclear. Whether it’s software development, cybersecurity, or analytics, CIOs must evaluate AI’s role in existing processes and guide their teams in adapting those processes thoughtfully.
Part of that guidance includes managing the learning curve—for both the workforce and executive leadership. Stanger describes CIOs as “AI whisperers,” charged with helping employees navigate change, address uncertainty, and develop new skills: “It’s absolutely critical that this be done right.”
That doesn’t mean promising job security, but rather identifying where new skills are needed and leading people toward them. “The CIO sets the vision,” Stanger says. “Here’s where we are right now. Is AI going to help us in a year? If not, where do we need to go?”
