{"id":58,"date":"2026-05-26T23:11:02","date_gmt":"2026-05-26T23:11:02","guid":{"rendered":"https:\/\/crosscountrymovingteams.com\/?p=58"},"modified":"2026-05-26T23:11:02","modified_gmt":"2026-05-26T23:11:02","slug":"trendingnow-18","status":"publish","type":"post","link":"https:\/\/crosscountrymovingteams.com\/?p=58","title":{"rendered":"Trendingnow"},"content":{"rendered":"
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\u201cIt\u2019s a bit like the Wild West,\u201d says Anna Thomas, co-founder and director of the Institute for the Future of Work. \u201cThere is a lot of nervousness [for tech leaders] about doing it right, about compliance, about changes of law, about what\u2019s in their domain and what\u2019s not in their domain,\u201d she says. Emma Smith, who\u2019s been CISO at Vodafone since 2015, describes the same uncertainty from within the role. The founding priorities of the job\u2013baseline security, knowing the business and the people\u2013\u201chaven\u2019t changed.\u201d The context, however, has changed. \u201cCyber risk, for example, is volatile and requires constant management,\u201d she says. \u201cThere is no finish line.\u201d\u00a0<\/p>\n

Read more Trendingnow<\/a><\/p>\n

Conversations with technology leaders and researchers across Europe point to a role reshaped by AI\u2013and to real gaps in skills and pipeline that have come with it. The picture that emerges is of a job that has outgrown its title\u2013and a generation of leaders writing the blueprint as they go.\u00a0<\/p>\n

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Senior technology roles inside large companies are being reshaped as companies are giving them more responsibility for business strategy. At the 124-year-old Danish shipping company, Maersk, Navneet Kapoor\u2019s title changed from chief transformation officer to chief technology and information officer\u2013a deliberate move. \u201cI don\u2019t break these roles, because then it really creates more silos and handoffs,\u201d he says. \u201cI want end-to-end accountability.\u201d Two years ago, his seat was lifted onto Maersk\u2019s executive board\u2013a signal, he states, that the company decided that \u201ctechnology is a key driver for the success of the company and strategy, not just a functional role.\u201d\u00a0<\/p>\n

Not every company is responding in the same way. Some are keeping the traditional separation between technology, cybersecurity and information roles, while others are combining functions as data becomes more central to strategy. Hugues Foulon, CEO of Orange Cyberdefense, the cybersecurity arm of the Orange Group, confirms the more conventional split as CIO, CISO and CTO remain three distinct seats at the company. At Vodafone, Smith has held the CISO role for almost 11 years, a tenure that has typically had \u201cshort mortality,\u201d according to Kapoor.\u00a0<\/p>\n

Similarly, Danone\u2019s chief information and data officer, Erwin Logt, says IT and data were separate functions when he joined the company six years ago, and have since been merged and elevated. Today, he describes himself as a \u201cbusiness leader with a passion for tech and data\u201d, whereas six years ago, he was a \u201ctech leader.\u201d<\/p>\n

According to Splunk\u2019s CISO Report, 86% of those surveyed say the role has changed so much that it almost feels like a different job, shifting from a technical role to that of a\u00a0 business leader more generally. The shift has also reshaped many organizations\u2019 structures, with 47% of CISOs now reporting directly to their CEO, underscoring the emphasis on cybersecurity as a top priority, according to research by IBM.<\/p>\n

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How AI is changing the role<\/h2>\n

AI is putting new pressure on technology leaders because it is no longer being treated as a narrow IT upgrade. It\u2019s becoming a company-wide management challenge that touches strategy, operations, governance, risk, and workforce planning.\u00a0<\/p>\n

Joseph Fuller, the Harvard Business School professor who co-founded the school\u2019s Managing the Future of Work project, states that AI is not an information technology but a general-purpose technology. \u201cNo management team has ever presided over the broad-based implementation of a general-purpose technology before, because the last one was alternating current 140 years ago.\u201d As a result, today\u2019s technology leaders are being asked to manage a scope and scale of responsibility far beyond what they could in the past.\u00a0<\/p>\n

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Fuller estimates that roughly 60% of American companies have so far treated AI as \u201cthe next in a series of powerful new applications\u201d and left it on the existing technology chief\u2019s desk. The European picture is directionally similar, as many companies still treat AI as a technology function, even as it increasingly shapes enterprise strategy, governance, and operations. That creates a mismatch between the scale of AI\u2019s impact and the relatively narrow remit of the executives typically tasked with overseeing it.\u00a0<\/p>\n

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The pace of AI transformation is moving faster than business leaders anticipated, and Fuller is blunt about where the responsibility sits. Treating AI as a technology problem rather than a whole company one is \u201ca dereliction of duty\u201d by chief executives. For tech leaders in Europe today, it\u2019s no longer just about building and scaling products; it\u2019s also about keeping AI-driven systems at the forefront.\u00a0<\/p>\n

Read more Trendingnow<\/a><\/p>\n

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Many companies are not technically ready to deploy fast-moving technologies and AI at pace and scale because the foundations were never built in the first place. IBM found that, in 2024, fragmented IT systems, data concerns, and skills gaps were major AI barriers, with only 26% of companies saying their IT systems were AI-ready, rising to a projected 45% by 2026.\u00a0<\/p>\n

The gap between fragmented systems, unready data, and missing skills is what Capgemini\u2019s Franck Greverie, chief technology and portfolio officer is getting at when he says, \u201cthe execution is lagging the awareness.\u201d He describes the rise of a new \u201ctech stack\u201d in four layers\u2013data, semantics, the agentic system, and the control plane\u2013that most CTOs have not had to design before. Capgemini now runs a CTO Academy to bring the relevant tech stakeholders up to speed.\u00a0<\/p>\n

But the gap is not only technical. Thomas argues the most overlooked skill is socio-technical\u2013understanding how technology actually lands with workflows and processes and with the people using them. \u201cThey need to be really integrated, working closely with other domains, and to have some kind of socio-technical readiness, so they\u2019re thinking not just about technology and technology adoption but impacts,\u201d she says.<\/p>\n

According to PwC, in 2026 CISOs are facing a fast-changing threat landscape that is testing the limits of current cybersecurity strategies. Only 6% of business and tech leaders today claim that they are \u201cvery capable\u201d of withstanding cyber attacks, highlighting a broader lack of confidence across the industry.\u00a0<\/p>\n

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What\u2019s next<\/h2>\n

Across cities such as Amsterdam, Munich, and Copenhagen, listings for entry-level tech roles are dwindling. Job platforms such as LinkedIn and Indeed reported a 35% decline in junior tech positions across major EU economies in 2024, driven by the growing impact of AI and automation. According to the World Economic Forum, many traditional entry-level tasks\u2013once crucial for onboarding younger workers\u2013are now performed by software or algorithms. Nevertheless, despite a visible drop in job openings, tech leaders across Fortune 500 companies remain optimistic for the next generation.\u00a0<\/p>\n

Foulon says Orange Cyberdefense is still actively hiring, bringing on 500 to 600 people a year, with a particular focus on younger talent. \u201cThanks to AI, we automate much more than before, so we will need [fewer] people\u2026on the other hand, we need [younger] people to transform our processes, to innovate, and to think about the next wave,\u201d he says.\u00a0<\/p>\n

Greverie sees AI and tech development as accelerants for the next generation of technology talent. Similarly, Danone\u2019s Logt frames AI as \u201ccomplementing rather than replacing\u201d entry-level work, comparing the current AI wave to the rise of the internet, where workers who failed to adapt and leverage new technologies in their jobs struggled to keep pace. He suggests AI will similarly become an essential workplace tool with significant implications for entry-level roles.<\/p>\n

Senior leaders emphasize the development of tech and AI at the bottom of the org chart. At some companies, however, the top is being rewritten by the corporate reflex to put a new title on every shift. \u201cEvery time something new and unexpected happens at a company, we create a CXO,\u201d says Fuller, which reinforces the creation of this \u2018Tower of Babel\u2019 phenomenon. The companies that get this right, he argues, will be the ones that accept \u201call the main processes the company will be reconfigured around AI.\u201d<\/p>\n

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The blueprint for the tech leader role in 2026 does not yet exist. It\u2019s being rewritten in real time under the pressures of regulatory deadlines, the AI wave, and a workforce reshaping itself at both ends. The leaders who succeed will be the ones who acknowledge that the job has outgrown its title, and the boards that succeed will be the ones that stop assuming the job description on file still matches the job\u2013and start building the structures, pipeline, and executive support the role now demands.\u00a0<\/p>\n

Read more Trendingnow<\/a><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

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