Digital Leadership in Technology

The 𝐂𝐡𝐢𝐞𝐟 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐎𝐟𝐟𝐢𝐜𝐞𝐫 (𝐂𝐃𝐎) role emerged in the early 2000s as companies recognized the need for a dedicated executive to lead their digital transformation efforts. The role was created to help organizations navigate the rapidly changing digital landscape and effectively integrate technology into their overall business strategy. According to PwC, 𝟐𝟏% of public firms now have a CDO, up from 𝟔% in 2014. Yet, according to NewVantage Partners | A Wavestone Company, 𝟔𝟓% of data-intensive firms have a CDO in place. This data shows the importance and urgency that companies are placing on data and managing a digital strategy. Yet, at the same time, the process has been slow: • Only 𝐡𝐚𝐥𝐟 of CDOs are able to drive innovation using data. • Just 𝟒𝟎% of CDOs manage data as a business asset. • Roughly 𝟐𝟔% of CDOs have succeeded in creating a data-driven organization. • About 𝟐𝟓% of CDOs have no single point of accountability for data within their organization. • Only 𝟒𝟎% of respondents said the CDO role is successful and established within their organization. 𝐖𝐡𝐲 𝐝𝐨 𝐬𝐨 𝐦𝐚𝐧𝐲 𝐂𝐃𝐎𝐬 𝐟𝐚𝐢𝐥? 𝟏. 𝐋𝐚𝐜𝐤 𝐨𝐟 𝐫𝐨𝐥𝐞 𝐝𝐞𝐟𝐢𝐧𝐢𝐭𝐢𝐨𝐧 – Anytime a new type of role is created in the industry, everyone is bound to have a different interpterion of what it means. As this role is often designed to be disruptive, it is important to establish clear responsibilities, priorities, and boundaries. 𝟐. 𝐋𝐢𝐦𝐢𝐭𝐞𝐝 𝐚𝐮𝐭𝐡𝐨𝐫𝐢𝐭𝐲 𝐚𝐧𝐝 𝐫𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬 – Without adequate resources and authority, CDOs may be unable to effectively execute their digital strategy and drive digital transformation within the organization. 𝟑. 𝐓𝐨𝐨 𝐡𝐢𝐠𝐡 𝐨𝐟 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬 – Digital transformation initiatives are almost always massive changes for a company. CDOs often face resistance from employees who are resistant to change and unwilling to adapt to new technologies and ways of working. 𝟒. 𝐃𝐢𝐟𝐟𝐢𝐜𝐮𝐥𝐭𝐲 𝐢𝐧 𝐦𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐬𝐢𝐥𝐨𝐬 – CDOs can struggle to bridge the gap between different departments and break down silos that prevent collaboration and information sharing. 𝟓. 𝐋𝐢𝐦𝐢𝐭𝐞𝐝 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐚𝐜𝐜𝐞𝐩𝐭𝐚𝐧𝐜𝐞 – Whenever you create a new role for the first time, you’re ultimately taking away an area of responsibility of someone else, usually the Chief Information Officer (CIO) in this case. Is this new position welcomed or feared by other executives? 𝐒𝐭𝐚𝐭𝐢𝐬𝐭𝐢𝐜𝐬 𝐒𝐨𝐮𝐫𝐜𝐞𝐬: https://lnkd.in/eu3aiHnF https://lnkd.in/eNeERKmb ******************************************** • Follow #JeffWinterInsights to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

As we reach the midpoint of 2026, one thing has become increasingly clear: the conversation around AI has shifted. Again.    A year ago, much of the discussion centered on what's possible. Today, the focus is on what's practical: how we build the data foundations, governance, infrastructure, and workforce capabilities needed to create lasting value.    A few key learnings we're applying as we head into the second half of the year:  --AI transformation is ultimately a people transformation. Technology is advancing quickly, but realizing its potential means building a workforce that knows how to use it thoughtfully.  --AI fluency is a core capability. That means thoughtfully redesigning roles and workflows and giving employees the confidence to incorporate AI into their daily work while maintaining human judgment and accountability.  --The role of technology leaders is no longer focused only on delivering systems. We're helping shape enterprise strategy, building workforce capabilities, and creating the conditions for innovation to scale responsibly.    The pace of change isn't slowing down, but some principles remain constant: start with the problem you're trying to solve, invest in your people as much as your platforms, build governance from the beginning, and remember that every technology decision should ultimately create value for the people we serve.

When we talk about Viksit Bharat@2047, we often speak about technology, infrastructure, and innovation. But there’s another dimension that will define our future: who will build it? In India’s tech sector today, women make up an impressive 34% of entry-level roles — one of the highest in the world. Yet, as we climb higher, the numbers drop sharply: 13% at managerial levels, 7% at leadership levels, and just 8% in the C-suite. This isn’t about capability or ambition. It’s about the barriers that still exist -  career breaks without structured pathways back, the “messy middle” where growth stalls, unconscious bias in promotions, and fewer opportunities for sponsorship or skilling in emerging areas like AI, cloud, and cybersecurity. If we are to truly power Viksit Bharat, we need to fix this leaky pipeline. Women must not only participate, but also leadbuilding AI systems, driving digital public infrastructure, and shaping the innovation agenda for the world. The way forward is clear: 🔹 Structured returnships with mentorship and reskilling. 🔹 Intentional sponsorship to help women navigate the “middle.” 🔹 Skilling at scale in next-gen tech. 🔹 Representation in academia, industry, and policy. By 2047, India will have the world’s largest working-age population. To be future-ready and globally competitive, our workforce must not just be digitally empowered, but also equitably led. You can read more of my thoughts in my recent column for Business Today: https://shorturl.at/MfP1N #ViksitBharat #DigitalIndia

🚨 We’re not just losing women in tech — we’re losing innovation, and future leadership. BILLIONS of £££s. Thanks to my friend Rav Bumbra for highlighting The Lovelace Report —— which launched at the House of Commons by WeAreTechWomen and Oliver Wyman. 💡 Key insights from the report: • 40,000–60,000 women exit UK tech roles every year • 80% of women in tech are currently considering leaving • 90% want to lead, yet only 1 in 4 believe it’s achievable • Over 70% hold additional qualifications, yet only 14% feel they’re progressing • Replacement and retraining alone costs another £1.4–2.2 billion As someone who has dedicated years to making cybersecurity more inclusive, this report lands with weight — but also with clarity. It’s not women who need fixing. It’s the system. This isn’t a pipeline problem. It’s a systemic failure to retain and progress women in tech — which is costing the UK £2–3.5 billion a year. That number is staggering, but it represents more than financial loss — it reflects lost innovation, stalled careers, and cultures that aren’t serving the people they claim to include. The Lovelace Report lays out a clear and urgent blueprint for change. We must: ✅ Redesign career frameworks to be inclusive by default ✅ Tackle structural barriers to progression ✅ Build cultures where women thrive — not just survive 🔗 Read and share the report: https://lnkd.in/es-235TF Let’s ensure our daughters — and every woman entering tech today — finds not just opportunity, but longevity, leadership, and equity. 📢 Please pass this on to your teams, tech leaders, and HR partners. Progress only happens when we act together. #WomenInTech #TheLovelaceReport #InclusiveLeadership #TechForGood #Cybersecurity #RetentionCrisis #EquityInTech #INSecurityMovement #JaneFrankland

In conversations with other women in leadership positions, I am still seeing a disturbing trend. We are bringing some of the most valuable, thoughtful, and nuanced perspectives on how AI should be implemented in workplaces across the board. Yet, when it comes to the rooms where the tech is being designed, we’re still kept out. It seems I’m not alone because Chief and The Harris Poll heard from over 1,000 senior women leaders about the people-first approach to this new age of AI they’re pushing. Do these statistics surprise you? 87% of women leaders have witnessed negative consequences when AI is prioritized without parallel investment in people 85% of senior women leaders believe organizations investing in both AI and human development will outperform those focused on AI alone 84% have made smarter AI-related decisions because of insights from their community  We understand the importance of keeping humans in the loop. We’re overwhelmed with stories about the billions of dollars being spent on developing AI, while not investing nearly as much in the people powering the tech.   When it comes to navigating new experiences, the power of collaborative learning is real. Figuring out the best path forward with next generation tech is no different. Community is key, no matter the environment and no matter what stage you’re at in understanding your position among this increasingly infrastructural tech. This matters for us leaders, and for those we have a responsibility to support as they come up in this world. With a community around us, we can combat the AI shame spiral, and share and test ideas freely. The framework is there, and yet this isn’t enough. We can’t be mere users of this tech, we have to be the architects. Women make up just 22% of the workforce constructing AI, and not for lack of a vision of how everyone would most effectively benefit from it. There’s a gap that needs closing, and it’s up to all of us to close it 💫 🦋 Check out the full Chief report here: https://lnkd.in/eVd2W5Jt

Jensen Huang’s Maxims: 1. The mission is the boss: Decisions are made on the basis of the end goal of serving the customer, not internal politics. 2. Strategy is about the things you give up: Pick the most important thing. Do that and leave the others aside. 3. We don't steal market share, we create markets: Nvidia wants to be the market leader in a new area rather than fight over an existing business. 4. Criticism is a gift: Providing direct feedback leads to continuous improvement. 5. Don't worry about the score. Worry about how you play the game: Don't be distracted by stock price volatility. Focus on delivering excellent work and creating value. 6. Honing the sword: Spirited debate often leads to the best ideas. 7. Is it world class? : Nvidia's products, talent acquisition, and business practices must be benchmarked against the best in the industry. 8. Let's go back to first principles: Tackle problems with a clean sheet of paper, not on the basis of how they were approached in the past. 9. LUA: Listen to the question Understand the question Answer the question A warning sign Jensen is getting frustrated about a long-winded response. 10. As many as needed, as few as possible: Invite only the essential employees, those with relevant knowledge, to meetings, and avoid wasting people's time if their presence is not necessary. 11. Pilot-in-Command: Jensen's designated leader for an important project who should receive priority support from the entire company. 12. Second place is the first loser: The goal and expectation is to win every time. 13. Small steps, big vision: Prioritize actionable items and complete the most important first task to the best of your ability. 14. Speed of Light: Strive to improve performance to the absolute limit of what's possible according to the laws of physics rather than comparing results against previous ones. 15. AMAN, ALAP: As much as needed, as little as possible. Be frugal with employee time and company resources. 16. Always hire the best: If you hire smart and capable people, they will be able to solve problems and adapt to new challenges. 17. You got to believe, what you got to believe: If you believe in something, go invest in it. Go do it. Put all your energy there. 18. Your strength is your weakness: Being overly kind and tactful can hinder progress. Listen to the new episode of Founders Podcast #376 Jensen Huang: Founder of Nvidia — waiting for you in your podcast app now!

No one prepared me for the double standards moms face in tech leadership. “You should take it slow.” “Isn’t it too soon to be traveling?” “Your baby needs you more than work right now.” “Promotion can wait — your family comes first.” “We understand your priorities have shifted.” It’s like everyone else is making the decisions for us. But we don’t leave our ambition behind at the delivery room. Yet, the double standards are loud: → 42% of working mothers say they’ve been treated as less committed since having children. → Fathers, meanwhile, often get a “daddy bonus” and are seen as more stable, promotable, and leadership-ready. → In tech, only 8% of leadership roles are held by mothers with kids under 5. Every move we make is put under a microscope. Every decision is second-guessed. It’s not just frustrating. It’s exhausting and isolating. This is a culture problem. One that sidelines capable leaders, narrows opportunity, and sends the wrong message to the next generation. We don’t need your assumptions. We don’t need your permission. Don’t define our paths for us. — Sincerely, every mom ever.

My “WOMEN in TECH” project wants to make EVERY DAY of 2024 an IWD, not just today. On January 1st I set myself the challenge of learning about one brilliant female tech leader every day. I had 3 motivations: 1. Most examples of inspirational tech leaders (inc. quotes & keynotes) feature men. I was as guilty as anyone in always referring to the usual suspects. 🎤 2. There is still a HUGE imbalance in the workforce (74% of the AI-industry is male) and it is estimated that it will take 131 YEARS 🤯 to close this gap at the current rate of change. ⚖️ 3. Many of the best storytellers are women but we don’t do a good enough job of shining a spotlight on them. 🔦 ⬇️ So, in a tiny way, I thought I would dedicate 2024 to making a small impact. There are now 72 amazing women on this list already and we’ll end the year on 366. The list has already been viewed by over 567,623 PEOPLE who have clicked on 1.91M links to view their keynotes, conversations and showreels!!!!! 🙌🏻 So if you’re interested in being inspired by some brilliant female scientists, storytellers and CEO’s, then head over to BetterStories .org / WOMEN FEATURED LEADERS WORTH FOLLOWING: Talia Gershon • Cleo Abram • Dr. Joy Buolamwini • Daniela Braga, PhD • Kieran Snyder • Margaret Mitchell • Clara Shih • Jennifer Eberhardt • Liv Boeree • Timnit Gebru • Galit Ariel • Fei-Fei Li • Whitney Wolfe Herd • Hannah Fry • Dr. Sasha Luccioni • Kate Soule • Melanie Perkins • Limor Fried • Alice Zhang • Julia Hartz • Prof. Amanda Kirby • Ida Tin • Eleonore Fournier-Tombs • Tania Boler • Sukhi J. • Nancy Giordano • Dr Catriona Wallace • Julie Sweet • Francessca Vasquez • Miranda Ratajski • Asu Ozdaglar • Francesca Cornelli • Senta Cermakova • Lauren Ingram • Frances Frei • Jodie Cook • Sophie Devonshire⚡️ • Rav Bumbra • Dr Magda Chelly • Helene Li

The dominant story about women and AI is wrong. And I've got the receipts ;) Last week at HumanX, Chief CEO Alison Moore took the keynote stage with new research we built together at The Harris Poll — surveying 1,000+ senior women leaders on how they're actually navigating AI inside their organizations, also featured in Fast Company. The myth: women are hesitant, sitting on the sidelines while everyone else races to deploy AI. The findings, in one sentence: ➡️ Women are leading, building, and scaling AI while protecting the human infrastructure underneath it. ⬅️ 80% of senior women leaders are already playing active strategic roles in their org's AI efforts. Not supportive of. Not open to. Actively shaping. And 71% of women leaders are the FIRST in their organization to spot emerging AI risks. That's not caution. That's FORESIGHT. 👀 And it's exactly what everyone misses about how these leaders operate. They're not just hitting the gas. ⚖️ They're the leaders thinking about how to ship AI fast AND how to keep the humans, the institutional knowledge, the leadership pipeline, and the critical thinking intact while we do it. And they're making time for the question missing in many C-suite conversations: 🌍 What kind of world are we actually building here? That's the question worth considering, because here's what's already happening: 📉 69% say their organization has already reduced entry-level jobs to some degree. The bottom rung is being sawed off in real time. And 81% of women leaders agree: "We won't have capable managers in the future if we don't invest in developing humans now." It's not a hot take. It's basic arithmetic. This is why 85% of women leaders believe companies that invest in both AI and people will outperform those focused on technology alone. The bottom line: Make sure you have women at your leadership tables. Not as a nice-to-have. Because they're bringing a fundamentally different orientation to this moment, one that is action-forward AND endurance-built. They're the ones asking what we stand to break if we move too fast. That's the difference between AI being the gamechanger we've all been promised vs. AI being the box we wish we never opened. Read the full analysis on The Next Big Think 👇 Huge thanks to Alison Moore, Sabrina Caluori, Ravi Sunnak and the entire Chief team for partnering on this, and to Danielle Sumerlin for leading it with me. 🚀

Jensen Huang runs Nvidia, a company worth over $5+ trillion, and he avoids private 1:1s with his direct reports. When a problem comes up, leaders hear it at once, and that's the point. He has somewhere between 40 and 60 people reporting directly to him. Instead of meeting them one by one behind a closed door, he works through problems in a group, where leaders responsible are in the room together. He pairs that with one more habit. Every employee emails their manager a weekly list of the top five things they're working on or noticing, and those lists roll up to him directly. He gets to read what's happening on the ground before anyone has tidied it for him. Most companies work the other way. The big calls get made in small senior rooms, and the people doing the work hear the outcome once it's already decided. Huang's logic isn't about inclusion as a value. It's about accuracy as a strategic advantage. Think about how an insight gets to the top. ⤷ The person who first spots something tells their manager.  ⤷ That manager decides what's worth passing up.  ⤷ So does the next one. By the time it reaches the leader making the call, three or four people have already trimmed it. What the leader hears isn't wrong, exactly. It's just been edited the whole way up. Here's what leaders can take from this: 1.  The more layers your information passes through, the less of the original you're getting. Find ways to hear things directly from the people who saw them first. 2. The person closest to a problem usually understands it best. Put them in the room when the decision gets made, not on the email after. 3. Don't reward the cleanest update. Reward the most honest one, so people stop filtering bad news before it reaches you. A decision is only as good as what the leader knew walking in. Huang built his meetings so that by the time something reaches him, nobody's had the chance to decide how much of it he should hear.