CIOs and other tech leaders, like CTOs, don’t stick around as long as CEOs or CFOs. On average, a CIO stays in a role for about three to five years, which is shorter than the five to seven years typically seen for other executive positions. According to last year’s Nash Squared Digital Leadership Report, over 70% of CIOs were at their organizations for less than five years, and nearly 40% had been there for two years or less. This trend seems to be getting shorter. Back in 2018, 60% of CIOs had been with their companies for five years or less, while just 31% lasted under two years.
Some CIOs do break the mold; the same report revealed that 17% had spent over a decade at their organizations.
Why do we see these shorter stints? The pace of tech evolution is relentless, unlike perhaps any other function in business. Almost every company is riding the tech transformation wave, and CIOs often step in to lead during critical shifts, like moving to cloud platforms or integrating AI and automation. Once they guide the organization through this major change, many feel ready for a new challenge. These leaders often come from backgrounds full of transformations, making it likely they’re looking for their next adventure.
The picture varies, though. Every CIO has their own vision and goals. Some prefer to stick around after a transformation to see the benefits solidify into everyday operations. Larger companies present their own challenges. In massive corporations, a CIO’s role focuses more on navigating complexity than on quick changes. They often oversee several transformation leaders handling specific projects. In contrast, smaller firms and startups often evolve quickly and may see more turnover among tech leaders.
Sector also plays a role. In government or public organizations, the pace of change slows down, leading to longer tenures. The commercial landscape is less predictable, with variations depending on each organization’s unique circumstances.
For companies looking for a CIO to guide them through significant transformations, it’s essential to recognize that these leaders often won’t stay forever. This reality can make hiring tough, as businesses might hesitate over candidates who seem likely to stick around for only a few years. However, acknowledging this upfront can set the stage for a productive partnership. Keep the lines of communication open and be ready to adapt as technology priorities shift.
From the individual’s side, rapid change is something many are well-acquainted with. Short tenures aren’t unique to CIOs; they’re common throughout tech roles, where new skills and emerging tech like generative AI demand constant adaptation. Yet aspiring CIOs shouldn’t assume they’re destined for a series of short moves. The scope of the role is expanding. Many CIOs now sit on boards, engaging with the overall strategy, which can contribute to longer tenure as they align their personal goals with business objectives.
Career pathways are diversifying, too. More companies hire interim CIOs for specific projects, and fractional CIOs are becoming commonplace as well. Many seasoned CIOs transition into non-executive roles, providing value from a different angle.
The trend of shorter CIO tenures seems here to stay, especially with the rapid pace of tech change. With advancing technologies, like generative AI, this could intensify. It doesn’t have to be seen as a negative; it merely reflects how organizations and tech leaders must stay agile to keep up.
