New Deloitte Tech Exec Survey Spotlights a Moment of Reinvention for the Tech C-suite as Need for GenAI Skills, Cross-functional Collaboration Becomes Critical

As AI adoption accelerates, the tech C-suite embraces new skills, greater influence, and a unified approach to business transformation

NEW YORK, June 17, 2025 /PRNewswire/ --

Key takeaways

Why this matters
Deloitte's CIO Program today released new survey findings revealing that, as companies accelerate towards technology-driven business models, the tech C-suite continues to undergo transformation. With insights from a comprehensive range of C-level tech leaders, including more than 600 US CIOs, CTOs, CDAOs and CISOs, the "Deloitte Tech Exec Survey" found that evolving roles and responsibilities, the rise of AI, and an imperative for cross-functional collaboration are providing a new platform to expand their influence and impact.

Key quote
"Technology, AI, and data are creating new possibilities for the modern enterprise, but it's still essential for business goals to guide strategic decisions around adoption of these capabilities. Today, technology leaders have an unprecedented opportunity to drive long-term impact and competitive advantage through the thoughtful deployment of technology, AI, and data. This comes to life through close collaboration across the C-suite to create a shared vision of technology as a driver of growth and value."
Lou DiLorenzo Jr. Technology, AI and Data Strategy Practice leader, Deloitte

Survey breakdown

The tech C-suite is evolving and priorities are shifting 
Few other functions within the enterprise hold as many C-suite roles as technology, with half of respondents reporting four or more C-level tech roles in their organization. Given this proliferation in roles, organizations should be intentional about how they structure their teams as they seek to harness this group's collective knowledge and to capitalize on the potential of tech-led business models to drive resilience and growth. It could be a pivotal moment for organizations to reassess, redesign and reevaluate their tech C-suite teams for future success.    

While about a quarter (26%) of tech C-suite leaders find it challenging to maintain clearly defined responsibilities, respondents report specific priorities for the year ahead based on their specialized role:

• CIO: Harness the full potential of data, analytics, and AI/ML (+GenAI)
• CTO: Design technology solutions and platforms with security, regulatory and compliance requirements at the core
• CDAO: Attract, develop, and retain data, analytics, and AI talent and skills to build an AI-ready workforce
• CISO: Balance security and efficiency while building enterprise cyber resilience and drive customer trust by fostering transparency in privacy and data governance

When asked about the top priorities for their organizations this year, tech leaders reported the following:

• Strengthening security, privacy and resilience capabilities (36%)
• Reducing operational and/or product costs or increasing value for similar cost (35%)
• Expanding into new markets, segments, or geographies (32%)
• Attracting, retaining and engaging end customers (32%)

Skills gaps and talent shortages
When asked to identify which roadblocks could impact their ability to achieve their objectives, tech leaders cited talent shortages and skills gaps as top hurdles to overcome. Specifically, the shortage of GenAI skills may be contributing to that challenge, as 45% of tech leaders identify these skills as the most urgently needed within their organizations.

One avenue being explored by organizations to address tech talent shortages is the creation of Global Capability Centers (GCCs). According to the survey, 58% of technology leaders currently have or plan to establish a GCC in the next two years, with the prime goals of improving quality control, driving growth and enhancing operational efficiency.

GenAI to spark headcount growth
Though GenAI has raised questions about the future of work, nearly 7 in 10 technology leaders report they will increase their tech function's headcounts in direct response to GenAI, underscoring how tech can augment teams rather than replace them.

Tech leaders believe AI will augment key, in-demand skills over the next two years, namely cybersecurity (56%), cloud orchestration (47%), and data science/analytics (39%). With AI's potential to make certain capabilities more efficient, its implementation could allow tech leaders to shift their time and attention to more strategic business initiatives.

Though the respondents indicated a shortage of GenAI skills within organizations could pose challenges to technology leaders, the majority (81%) believe it will also be GenAI that will significantly improve their tech talent recruiting efforts, allowing them to meet vital headcount needs.

Key quote
"Businesses are rapidly pivoting from AI as experimental to an engine for transformation and innovation. In organizations where the C-suite leads the shift, more value can be realized. When adoption is fragmented with no central directive, progress could be slowed. Leaders should immerse themselves in an AI-first mindset, asking the question: Could I reimagine this process with AI?"
Ranjit Bawa, U.S. Chief Strategy and Technology Officer, Deloitte

Collaboration is key to success
The survey results appear to validate the premise that the tech C-suite should collaborate, while leveraging their unique areas of expertise, as they seek to achieve business transformation driven by technology. To thrive in the next 18 months, tech leaders say they need to focus on three areas:

• Engaging with frontline workers and middle management to understand their challenges and priorities (42%)
• Coordinating and orchestrating fellow tech leaders to co-create tech strategy (36%)
• Measuring and articulating the value of technology in business terms (36%)

Key quote
"Technology leaders continue to see significant shifts in expectations for themselves and their teams. The CIO, alongside their peers in the tech C-suite, operate as integrators across business strategy, talent, and innovation. As they strive to shape value, align cross-functional teams, and lead their organizations through rapid disruption, the opportunity going forward lies in their ability to rethink talent, operating models, ways of working, and delivery models."
Anjali Shaikh, CIO and CDAO Programs U.S. leader, Deloitte

Methodology
We conducted an online survey among 622 U.S.-based senior technology leaders from March 7 to April 1, 2025. Participants were screened based on title, company size, company revenue, and responsibility for setting the strategic direction of technology within their organization.

About Deloitte
Deloitte provides industry-leading audit, consulting, tax and advisory services to many of the world's most admired brands, including nearly 90% of the Fortune 500® and more than 8,500 U.S.-based private companies. At Deloitte, we strive to live our purpose of making an impact that matters for our people, clients, and communities. We bring together distinct talents, technologies, disciplines, and an ecosystem of alliances to help tackle today's most complex business challenges and drive long-term progress. Deloitte is proud to be part of the largest global professional services network serving our clients in the markets that are most important to them. Bringing 180 years of service, our network of member firms spans more than 150 countries and territories. Learn how Deloitte's approximately 460,000 people worldwide connect for impact at www.deloitte.com.

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SOURCE Deloitte