CTOs are being asked to lead like CEOs – but lack the training to do it
By Isabelle Dann, Associate Director, Aspectus Group
The CTO job description has changed substantially. Not long ago, it sat firmly within IT; today, those boundaries have blurred almost beyond recognition. In many organizations, technology now underpins the entire business model. As such, CTOs are increasingly expected to shape business strategy, drive growth, and translate emerging technologies into competitive advantage.
While CTOs have long had a seat at the executive table, what’s changed is the weight of expectation that comes with it. Findings from the Aspectus Audience Insights Series: CTO Edition show the position has evolved faster than the support structures around it.
Just 16.5% of CTOs report having any form of management training. At the same time, nearly a third (32%) say they want to improve their ability to define long-term vision, while more than four in five (88%) are actively reshaping how their organizations operate.
The result is a role that’s broader in scope and more exposed to scrutiny, with an increased need for collaboration across the business. Put simply, CTOs are being asked to lead at a level they haven’t been formally equipped for, creating a CTO leadership skills gap.
The CTO role has outgrown its origins
The scale of that shift is easy to underestimate. When 79% of CTOs say they are using generative AI to change their company’s business model, they are not talking about marginal gains or isolated pilots. This is structural change, affecting how value is created, where competitive advantage is built, and, in turn, marketing to CTOs in the AI era.
At the same time, 83% say they want to improve collaboration with other departments. This reflects a clear shift: the modern CTO cannot operate in a technical silo; they are expected to align with financial and operational priorities.
This is a very different role to the one many CTOs were originally hired for. Delivering success now depends as much on influencing peers across the business as it does on technical authority.
For communicators and marketers, this matters because CTOs no longer engage with content purely as technical specialists. Instead, they are consuming it as decision-makers with cross-functional responsibilities and commercial accountability.
The leadership gap hiding in plain sight
With that shift comes a change in the skills required to succeed. Leadership and strategic judgement are now central to the role. With so few CTOs having formal management training, many are still developing these capabilities.
It makes sense, then, that nearly a quarter (22%) of CTOs say they want to improve at managing people and developing professional relationships. What’s more surprising is that the figure is not higher.
For those trying to reach CTOs, this creates an important nuance. This is an audience operating at the intersection of technical depth and business leadership, often without a clear playbook. Content that recognizes that duality is far more likely to resonate than content that leans too far in either direction.
AI raises the stakes – and the complexity
Nowhere is that tension more visible than in AI. Adoption is accelerating rapidly, but concern is almost universal: 97% of CTOs report worries about AI ethics, while more than four in five (82%) are responsible for internal AI governance. At the same time, 71% say they face unrealistic ROI expectations from executive leadership.
The implication is that expectations are rising faster than the frameworks to support them. CTOs are being asked to move quickly yet responsibly, delivering measurable outcomes in areas where the rules are still evolving and regulation hasn’t yet caught up.
For brands, this has a direct impact on how AI narratives land. High-level optimism or abstract messaging is unlikely to cut through. Instead, CTOs are looking for something more grounded: practical insight, clear use cases, and an honest appraisal of trade-offs.
A more demanding and discerning audience
Taken together, this points to a shift in how CTOs engage with content.
Rather than passive consumers, they are active decision-makers operating under pressure, grappling with demands from boards while striving to keep up with the pace of technological change itself. This is reflected in clear preferences for:
- Practical, insight-led content
- Data-backed perspectives
- Real-world application
- Strategic guidance that supports decision-making
In other words, content that helps them navigate complexity. For communications teams, this raises the bar. Visibility alone is not enough; relevance and practicality matter more. The most effective content will be the kind that helps CTOs do their job – from managing AI risk and aligning internal stakeholders, to translating technology into tangible business outcomes.
To cut through the noise, organisations must demonstrate a clear understanding of the pressures CTOs face, and create compelling content that helps bridge the gap between expectation and execution.
Our CTO Audience Insights Series explores these dynamics in more detail, from shifting priorities to the types of content that resonate most strongly with this audience.
Download the full report to understand what’s shaping the CTO agenda – and how to engage them more effectively.
Key takeaways
How has the CTO role changed?
CTOs have moved beyond traditional IT leadership. They are now expected to shape business strategy, drive growth, guide AI adoption and translate technology into commercial value.
What leadership challenge are CTOs facing?
Many CTOs are being asked to operate like business-wide leaders without formal management training, creating a gap between expectations and support.
Why does AI make the CTO role more complex?
AI brings pressure to deliver ROI while managing ethics, governance and risk. CTOs must move quickly, but responsibly.
About the author
Izzy, based in our London office, began her career as a journalist and now works with tech founders, C-suite leaders, developers, and investors to shape their narratives and build their brands. She brings together sharp storytelling, strategic insight, and strong media relationships to deliver creative, high-impact communications.
In addition to earned media, Izzy develops in-depth reports and thought leadership, with a focus on telecoms, deep tech – including artificial intelligence (AI) and cybersecurity – and venture capital.
You can find her on LinkedIn here and can be reached at isabelle.dann@aspectusgroup.com.
