In today’s world, the role of a CEO – or any senior leader – is more complex and demanding than ever before. The ongoing economic uncertainty, geopolitical tensions, and relentless pace of technological change are converging to create a uniquely challenging environment for business leaders.

Eton Bridge Partners’ recent Board & CEO Insights Report offers a timely and nuanced look into these dynamics, capturing candid perspectives from over 100 UK CEOs, Chairs, and Non-Executive Directors.

As Head of the Digital & Technology Practice at Eton Bridge Partners, Jean-Pierre Green has seen firsthand how organisations are rethinking technology leadership. In this blog, he explores a crucial leadership shift: the growing strategic importance of technology and the evolving role of the Chief Technology Officer (CTO).

From my experience working with CEOs and boards, it’s clear that the CTO is no longer seen solely as a technical expert but as a core business leader – an essential partner in driving innovation and competitive advantage.

In this year’s Board & CEO Insights Report, I said:

“Businesses are embedding technology and AI at the core of strategy. More boards are recognising the need for future-ready capabilities, with growing demand for CTOs who can drive speed, innovation, and sustainable advantage.”

This wasn’t just an observation; it reflects a fundamental shift I see daily in boardrooms. Technology has moved from being a support function to being a strategic differentiator – the lever that drives speed, agility, and innovation in markets that are evolving faster than ever before.

Technology as a strategic imperative

Today, the most competitive organisations treat technology as a core pillar of business strategy. Whether it’s harnessing AI and data analytics to anticipate customer needs, embedding sustainability through smart operations, or rethinking how services are delivered, technology underpins almost every driver of growth.

The CTO’s mandate has changed accordingly. It’s no longer about managing legacy systems in the background, it’s about envisioning and enabling transformative change across the entire enterprise. From my conversations with CEOs and boards, it’s clear expectations of the CTO have shifted. No longer seen purely as managers of systems and infrastructure, modern technology leaders are being sought out as catalysts for growth and innovation — individuals who can harness technology to create value across the business.

Those who delay embedding technology at the heart of their strategy risk falling behind in markets that won’t wait.

The CTO’s expanded mandate

The modern CTO sits at the intersection of technology, business strategy, and culture. They need to understand the organisation as a whole, from finance and operations to customer experience and compliance, and see where technology can create sustainable competitive advantage.

This calls for far more than technical expertise. It demands leadership presence, commercial acumen, and the ability to translate complex concepts into business realities. Increasingly, the CTO is expected to work shoulder-to-shoulder with the CEO, CFO, and other senior leaders to shape enterprise-wide priorities.

The shift in boardroom attitudes is unmistakable. Technology leaders are now invited into strategic conversations not only on digital trends, but also on risk management, growth strategy, and talent planning. That’s because technology decisions have consequences far beyond the IT department influencing customer trust, operational resilience, and even brand reputation.

From risk management to value creation

Historically, technology’s seat at the table was tied to risk – cybersecurity, compliance, and business continuity. Those remain critical, but they are no longer enough. The more forward-thinking boards are asking: How can technology create value?

For listed and privately owned businesses, that often means product and service innovation – using digital capabilities to open new markets and deepen customer relevance. For private equity-backed firms, operational efficiency takes precedence, with technology deployed in targeted ways to accelerate returns.

Either way, technology has shifted from being a cost centre to being one of the most powerful engines of value creation.

The human factor in digital leadership

Technology on its own doesn’t deliver results – people do. The most effective technology leaders know that adoption, cultural alignment, and talent development are as important as any system upgrade. That’s why organisational agility and workforce capability emerged in our research as the top accelerators of progress.

A future-ready CTO must not only architect solutions, but also inspire people to embrace them. They must champion a culture of innovation, nurture talent capable of navigating uncertainty, and help the organisation adapt at pace without losing focus.

What this means for today’s CEOs and boards

For CEOs, Chairs, and non-executives, this shift brings both opportunity and responsibility. How do you identify a CTO who can rise to this expanded role? How do you create and encourage collaboration between technology leadership and the rest of the business to maximise impact? And how do you ensure technology is fully integrated into the strategic fabric rather than left in a silo?

At Eton Bridge Partners, we advise boards to seek out technology leaders who combine deep technical expertise with strategic vision and leadership presence – individuals who can translate technical possibilities into business outcomes and inspire confidence at every level.

If you’re assessing your own technology leadership bench or planning a critical hire, get in touch with Jean-Pierre to share insights from our network and recent searches to help you find the right leader for your organisation.