Cracking the Boardroom code: What Boards expect from CIOs in 2025
In an era where digital transformation is no longer optional, CIOs find themselves at the intersection of technology and boardroom strategy. At the ETCIO Annual Conclave 2025, an insightful panel titled 'Cracking the Boardroom Code' brought together technology and business leaders to unpack what boards really want from CIOs in today's dynamic environment.
Moderated by senior journalist Gautam Srinivasan, the panel featured candid insights from Suresh Khadakbhavi, CEO, Digi Yatra; Sanjeev Rastogi, CEO, GCC, Adani Group; Phani Mitra B, Global CIO & CDO, Dr. Reddy's Laboratories; Neetan Chopra, CDIO, IndiGo; E Ratan Kumar, CTO, Central Bank of India; Sunil Pandita, Head of Business, India and South Asia, Newgen Software; and Ritesh Gandotra, Director & BU Head - Services & Solutions, HP Inc. Together, they examined how CIOs can align with board-level priorities, mitigate risks, and assert strategic relevance.
From technologist to strategist: The new boardroom mandate
The panel opened with a recognition of a fundamental shift — boards today don't just want CIOs to manage technology; they expect them to deliver business value, drive innovation, and safeguard against risk. The discussion revealed that 82% of boards expect CIOs to contribute to business strategy, while 69% demand a clear return on digital investments. This transformation is forcing CIOs to evolve into storytellers, translators, and collaborators who can bridge the gap between complex technology and board-level impact.
Suresh Khadakbhavi emphasized the need for CIOs to align proposals with organizational objectives and risk perspectives. He advised CIOs to understand board members' individual personas—some risk-averse, others innovation-driven—and engage with them pre-meeting to tailor pitches accordingly. 'Preparation is key,' he said. 'Reach out to board members before the meeting and take them into confidence.'
Bringing the board into the experience
Phani Mitra shared an innovative approach to board engagement—inviting members to experience technology firsthand. He spoke about flying board members to shop floors and R&D labs to witness automation and AI in action. One experiment even involved GenAI-powered bots allowing board members to query company strategy documents interactively. 'Watching a shop-floor worker use AI to set machine parameters is more compelling than any PowerPoint,' he remarked.
Translating tech into business outcomes
For Sunil Pandita, the power lies in translating tech into tangible metrics. 'Boards don't want low-code. They want faster customer onboarding. They want improved STP rates. That's how you demonstrate ROI.' He highlighted the importance of tying IT investments directly to customer outcomes, cost savings, or revenue growth—language the board speaks fluently.
Sanjeev Rastogi reinforced this point from a conglomerate's lens. At Adani Group, where digital threads span 25 businesses and 700 sites, the CIO's role is central to monetizing and securing massive infrastructure investments. 'From industry clouds to cost-per-unit analytics, we're expected to connect every asset to strategy,' he said.
Knowing when to say 'no' to innovation
Neetan Chopra of IndiGo spoke about applying a 'funnel' approach to innovation—saying 'yes' at the top to explore potential, conducting rigorous diligence in the middle, and saying 'yes' again only to scalable solutions. E Ratan Kumar echoed this in the BFSI context, emphasizing relevance and regulatory fit over trend-chasing. 'It's not about rejecting fintech innovations, but selecting the ones that scale and align with your institution's goals,' he said.
Risk: The CIO's boardroom entry ticket
Cybersecurity, regulatory compliance, and operational resilience remain critical talking points. Sanjeev Rastogi spoke candidly about the post-Hindenburg awakening that reshaped the Adani Group's risk posture. 'Protecting shareholder value requires securing data, applications, and assets across a complex ecosystem,' he said. CIOs are now expected to bring forward simulation-based scenarios that help boards visualize what's at stake—making risk a shared responsibility.
CIOs as collaborators and catalysts
The panel stressed that CIOs must form partnerships across the C-suite to bring collective credibility to boardroom conversations. Phani shared how his CFO presented the finance digital transformation to the board, with Phani simply backing him. Suresh advocated for bringing relevant CXOs into the room depending on the initiative, while Ritesh Gandotra emphasized co-creating strategies outside board meetings—'that's where the real magic happens.'
The next frontier: From CIO to CEO
As the session neared its close, the panel debated a compelling question—are CIOs ready to be CEOs? Sanjeev and Phani both responded with a resounding 'yes.' With CIOs now leading on strategy, revenue enablement, and innovation, the pathway to the top job is clearer than ever. 'Boards are calling CIOs into M&A conversations. They're being measured on P&L impact. It's time,' said Phani.
The panel made one thing clear: the CIO's place in the boardroom is no longer optional—it's essential. But being seen and heard requires more than technical know-how. CIOs must be master translators of tech into business value, co-creators of strategy with fellow CXOs, and empathetic communicators who understand the board's priorities and personas. With the rise of AI, regulatory complexity, and digital business models, CIOs have a rare opportunity—not just to influence boardroom decisions, but to lead them.
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