The role of the CIO has never been more critical, as organizations rely on technology to stay competitive and relevant. However, Gartner’s 2025 CIO & Technology Executive Survey, revealed at the Gartner IT Symposium/Xpo, finds that only 48% of digital initiatives are achieving or exceeding their intended business outcomes.
This sobering figure highlights a critical gap between investment in digital solutions and their real-world impact.
At the same time, Gartner identifies a small but elite group, the “Digital Vanguard,” which achieves a success rate of 71%. What sets these leaders apart is their co-ownership model, where business and IT leaders share accountability for digital outcomes. The survey findings show that the next phase of digital transformation will require CIOs to move beyond IT-centric leadership, foster collaboration across departments, and invest strategically in future-ready technologies.
With over 80% of CIOs planning to increase investments in AI, cybersecurity, and business intelligence while reducing spending on legacy systems, 2025 marks a turning point for IT leadership. Success will depend on how well CIOs can enable business leaders, democratize technology, and shift away from outdated systems that hinder agility.
I. Developing the Digital Vanguard: A New Leadership Model
According to Gartner, Digital Vanguard CIOs lead by example, co-owning digital delivery to ensure projects align with both business goals and technology capabilities. These leaders work closely with their counterparts across departments, meeting four times more often than other CIOs. They also allocate a larger share of non-IT staff, 35% compared to the average 21%, to work directly on digital initiatives.
The key insight here is that collaborative leadership between CIOs and business executives enables greater alignment and accountability. This hands-on involvement ensures that technology is a driver of business outcomes, speeding up time-to-value and innovation cycles.
Why It Matters: For CIOs to succeed in the next phase of digital transformation, they must foster strong partnerships with their counterpart CxOs. Business leaders who feel empowered to lead digital projects alongside IT are more likely to achieve outcomes that matter. This shift from project sponsorship to co-leadership distinguishes the Digital Vanguard from the rest.
II. Shifting Investment from Legacy to Emerging Technologies
More than 80% of surveyed CIOs plan to increase investments in cybersecurity, generative AI, data analytics, and integration technologies/APIs. These technologies will play a foundational role in transforming operations and driving business growth. As Gartner analysts note, these tools are not just for IT teams, they are increasingly designed for business users to build and manage solutions independently.
Conversely, 43% of CIOs plan to cut spending on legacy infrastructure and on-premises data centers, reflecting the ongoing transition to cloud and hybrid solutions. However, some organizations still plan to maintain or even increase on-premise investments, particularly as they experiment with AI and GenAI workloads that may require specialized hardware and local infrastructure.
Takeaway: By reallocating resources toward modern technologies, CIOs can enhance agility and responsiveness. Emerging tools like AI and low-code platforms empower more employees to participate in digital transformation, reducing dependency on IT while accelerating innovation.
III. Upskilling Non-IT Teams to Maximize Digital Impact
One significant barrier to achieving digital success is the lack of a digitally skilled workforce beyond IT departments. Gartner reveals that only 16% of CIOs plan to build digital skills enterprise-wide in 2025, a missed opportunity that could hinder future growth. Without the right skill sets, business units may struggle to use emerging technologies effectively, limiting the success of digital initiatives.
Digital Vanguard organizations take a different approach. Their CIOs not only train IT staff but also help business units forecast their technology needs and develop relevant skills. This proactive strategy ensures that digital projects are staffed with capable talent from across the organization, reducing bottlenecks and fostering greater innovation.
Insight: Upskilling across departments allows employees to take ownership of digital tools and solutions, creating a culture of innovation. Organizations that fail to invest in workforce development risk falling behind, with fewer than half of their initiatives achieving their intended outcomes.
IV. Democratizing Innovation Through Accessible Platforms
To further promote collaboration and innovation, CIOs are increasingly adopting low-code and no-code platforms that allow non-technical staff to build applications without extensive IT involvement. These tools empower business teams to experiment, develop, and deploy solutions quickly, accelerating time-to-market.
The survey emphasizes that CIOs within the Digital Vanguard ensure these platforms are easy to use and integrated across business units. By reducing the technical barriers to innovation, they create opportunities for all employees to contribute to digital transformation efforts, fostering a more inclusive and agile organization.
Outcome: Accessible technology platforms reduce reliance on IT and promote a sense of ownership among business teams. This democratization of technology enables organizations to move faster, innovate more freely, and respond effectively to changing market conditions.
V. The Importance of Shared Leadership and Accountability
Despite the benefits of shared leadership, only 18% of CIOs plan to prioritize collaborative technology leadership with other departments in 2025. This reluctance could undermine future digital initiatives, as organizations that fail to foster business-IT partnerships will struggle to meet their goals.
The survey findings highlight that CIO success is increasingly tied to CxO success—the fortunes of both roles are intertwined. To thrive in 2025, CIOs must empower other executives to co-lead digital projects, ensuring that technology efforts align with business strategies and deliver measurable outcomes.
Why It’s Critical: Without shared accountability, organizations risk perpetuating the low success rate of digital initiatives. CIOs who embrace co-leadership models will be better positioned to achieve sustainable digital transformation and unlock greater value.
The Wrap
Gartner’s 2025 CIO & Technology Executive Survey provides a clear roadmap for CIOs to achieve digital success. With only 48% of digital initiatives currently meeting business outcome targets, organizations must shift from traditional IT-led models to collaborative, business-centric approaches. The Digital Vanguard offers a blueprint for success, demonstrating the importance of co-leadership, shared accountability, and strategic investment in emerging technologies.
CIOs who prioritize AI, cybersecurity, and data analytics while phasing out legacy systems will position their organizations for future growth. Equally important is the need to upskill non-IT teams and make technology accessible to all employees, promoting innovation across the enterprise.
Ultimately, CIOs must recognize that their success is tied to the success of their business counterparts. By fostering strong partnerships and empowering business leaders to co-own digital initiatives, CIOs can unlock new opportunities and ensure their organizations thrive in an increasingly digital world.
The road ahead is challenging, but with the right strategies and investments, CIOs can transform their organizations into industry leaders.
