At a time when digital capabilities determine how fast an organisation can scale and how well it can serve its customers, the Chief Information Officer has become a linchpin of enterprise strategy. Yet many boards still treat CIO succession as an after‑thought, discovering only in moments of crisis how hard it is to find a technology leader who combines architectural depth, business fluency and a sharp eye for cyber‑risk.
In an exclusive conversation with CIO&Leader, Anuj Nath, CHRO, Valor Estate, explains why elegance and excellence must sit at the heart of every digital initiative, where the talent gaps lie, and how both incumbents and aspirants can prepare for the most demanding seat at the technology table. Edited excerpts are below:
CHRO,
Valor Estate
CIO&Leader: When you recruit a Chief Information Officer, what criteria do you examine before short‑listing candidates?
Anuj Nath: We begin by mapping the organisation’s current technology landscape—core platforms, supporting applications and the overall stage of digital transformation—and then translate that picture into leadership requirements. A suitable CIO must understand the dominant enterprise platform in depth, be able to keep today’s systems running flawlessly while designing tomorrow’s architecture, and view every initiative through the lens of elegance and excellence for users, whether they are customers, employees or partners.
Business literacy is essential; the CIO should grasp process flows, cost structures and revenue drivers as thoroughly as any line executive. Finally, cyber‑security leadership, including both technical safeguards and legal compliance, has become non‑negotiable.
CIO&Leader: Is there a shortage of CIOs who meet these standards, particularly in India?
Anuj Nath: Unfortunately, yes. True CIO capability is forged through years of leading complex, customer‑centric transformations, not through classroom credentials alone. Many Indian organisations still focus on daily operations rather than on delivering an elegant, end‑to‑end digital experience, so relatively few leaders have already navigated the journey from maintenance to innovation at scale.
CIO&Leader: What can senior technology leaders do to break through and be considered for the CIO role?
Anuj Nath: They should deepen their understanding of the industry they want to serve, framing technology proposals in clear business terms and demonstrating how specific digital initiatives resolve bottlenecks, reduce cost or lift customer satisfaction. Strengthening expertise in cyber‑security, both technically and legally, is equally important. Above all, they must cultivate broad business acumen—fluency in P&L drivers, vendor economics and change management distinguishes a CIO from a pure technologist.
CIO&Leader: Should succession planning for the CIO role be formalised, or can companies wait until a resignation occurs?
Anuj Nath: Succession is common sense, not a luxury. A resilient organisation always knows who can step in, whether the CIO is away for two days or departs permanently. Ideally, every IT leadership team should contain at least one deputy who is groomed continuously through exposure to strategic projects and security oversight, so that disruption is minimal if the top role changes hands.
CIO&Leader: Who should choose the successor, the incumbent CIO or the broader leadership team?
Anuj Nath: A leader’s primary duty is to build a self‑sufficient team capable of running the function without disruption. When that culture exists, the natural successor becomes obvious to everyone. Formal endorsement may come from HR or the executive committee, but the groundwork is laid by the sitting CIO through daily coaching, delegation and consistent talent development.
CIO&Leader: What guidance would you give to current CIOs and to aspiring CIOs aiming to reach the role within five to ten years?
Anuj Nath: Current CIOs must scan the horizon continuously, assessing emerging technologies and global best practices in real time, embedding security by design and translating every IT initiative into clear value for the business. Aspiring CIOs should remain technically literate while broadening their perspective, pairing technology with business context, solving real operational problems and investing in leadership skills such as negotiation, vendor management and team development.
CIO&Leader: Can you share an example, without naming the organisation, where a strong digital strategy has already paid dividends?
Anuj Nath: One real‑estate developer I worked with adopted an integrated stack comprising SAP for core processes, Salesforce for customer engagement and specialised construction‑management software on‑site. The CIO’s early focus on data integrity and seamless integration enabled rapid multi‑city expansion and a markedly improved customer journey. Similar stories are emerging across the sector as companies recognise that both scale and superior experience now depend on a robust digital foundation.
In today’s environment, a CIO is not an “add‑on” to the business; the role stands shoulder‑to‑shoulder with the CEO. No strategic plan can materialise without a secure, forward‑looking digital core—and building that core is precisely the CIO’s mandate.