Hybrid work leadership: How CIOs, CISOs and CFOs navigate the future

How CIOs, CISOs and CFOs navigate the future

Leaders from across the HotTopics C-suite community shared how hybrid work may look in the future.

The hybrid work model has reshaped the way organisations function, bringing both opportunities and challenges for leadership teams. While it has improved productivity, diversity, and inclusion, for some, it has also introduced complexities in collaboration, security, and financial planning. As businesses refine their hybrid strategies, CIOs, CISOs and CFOs play crucial roles in shaping technology, security, and financial frameworks to ensure long-term success.

Hybrid work leadership: Overview

• Unlocking the full potential of hybrid work
• Breaking the traditional leadership cycle
• The role of CIOs: Driving technology and culture
• The role of CISOs: Securing the hybrid workplace
• The role of CFOs: Financial implications of hybrid work
• Final thoughts: The need for a unified leadership approach

Meet the contributors 

• Doreen Mokoena, CISO, Cybersecurity Clinique
• Nick Harris, CIO, Salvation Army
• Aline-Laure Akpovi, Group CFO, Caudalie
• Neil Morling, CFO, Handley House

Unlocking the full potential of hybrid work

A 2022 Microsoft report revealed that leaders struggled with building relationships in a hybrid work environment, largely due to the absence of organic office interactions. This is still applicable today. However, this has to be balanced against the growing evidence that hybrid work boosts productivity. Companies that have adopted a four-day workweek, for instance, have seen improved efficiency without compromising their overall output.

What leaders want to avoid are forced return-to-office orders. In the US, federal workers complained about “less-than-desirable conditions” in the office as the Trump Administration attempted to cut overall costs, reaching to a point where staff were asked to bring in their own toilet paper. It did not stop there—Matt Biggs, president of the International Federation of Professional & Technical Engineers, told Reuters that upon returning to NASA’s head office, employees were met with cockroaches and an influx of bugs. This is the worst-case scenario and will not happen to every organisation with RTO on their agenda, yet it still highlights the importance of allowing teams to choose more flexible hybrid working hours.

In addition to improving efficiency, hybrid work reaffirms organisational commitments to DEI by removing geographical barriers to employment and providing flexibility for single parents, employees with disabilities and neurodivergent individuals. HR leaders also emphasise that organisations need to actively promote fairness and equal opportunities for all hybrid workers from all backgrounds.

Breaking the traditional leadership cycle

Traditional command-and-control leadership approaches are becoming obsolete. Instead, leaders must manage by outcomes, empowering employees while fostering trust and flexibility. A survey of 2,000 employees found that 41 percent want more open conversations about mental health—a critical area in hybrid work environments (and others) which is often overlooked in technology teams.

Hybrid leadership also requires a stronger focus on soft skills, such as emotional intelligence and active listening. Leaders who can foster a culture of transparency and fairness will typically help create a more engaged and motivated workforce.

The way leadership frames hybrid work directly influences adoption and success. During a recent HotTopics event on how hybrid work is reshaping corporate structure at the Rose Shure Experience Centre, it became evident that clarity in hybrid policies fosters trust and engagement, while ambiguity can create friction. 

For example, at AXA, leadership introduced structured hybrid work categories, including office-based roles, hybrid roles, location-independent workers and home workers. Beyond policy, leadership also plays a key role in shaping organisational culture. Emotional factors, such as mood and memory, significantly impact how employees perceive hybrid work.

Nick explained it is up to the leaders to adapt under the hybrid leadership model in order for the organisation to follow suit: “You can do all personnel, for example, Town Halls. But again, and whether this style suits the organisation; in retail closing stores or removing colleagues off the shop floor can be difficult.” On the other hand, there is a concern regarding the underuse of technology for communication, particularly in the context of hybrid meetings and town halls. 

You might ask, what role does technology play in supporting a results-driven work culture? Doreen suggests designing security systems that enhance, not hinder, productivity to help kickstart this culture. "I prioritise designing systems that are secure by default yet do not frustrate users," she says. She advocates for selecting lightweight, cloud-compatible security tools that do not slow down devices, particularly in regions with low-spec hardware or unreliable internet.

The role of CIOs: Driving technology and culture

The success of hybrid work depends on the ability of CIOs to integrate the right technology while shaping a digital-first culture. According to Raconteur, CIOs must balance automation, workflow efficiency and digital collaboration tools to create a seamless work environment. 

"Automation is crucial," says Doreen, emphasising that automating processes like security patches, access approvals and threat detection reduces the burden on IT teams while maintaining this efficiency. To ensure seamless adoption, she integrates security into familiar platforms. "If users find workarounds, it signals that security measures may be too rigid," she warns, reinforcing the need for ongoing user feedback and security education to build a culture of cyber awareness rather than just enforcing rigid rules.

Nick also focuses on the automation aspect of hybrid work, particularly AI-integration. “The future is going to become more and more intelligent led; using AI functionality within Teams;  such as the use of avatars in virtual conference rooms, automatic minute taking, predicted chat responses, agents and bots, and the use of other MS packages such as Copilot.” Once you fall down the rabbit hole of using all the shiny new technologies, then comes the issue of compliance with GDPR regulations, particularly if data is stored in the US, which could potentially expose sensitive information. Now more than ever, remote and hybrid teams are using various communication tools including Teams, Zoom, WhatsApp, resulting in a diverse communication landscape. The downside to this is setting up guidance for managing these multiple platforms; it is not as simple as figuring out what application you should use for a specific area.

A significant challenge is ensuring that employees use these tools effectively. Training and user adoption strategies will be crucial for maintaining productivity and collaboration. Technology plays an important role in bridging the gap between the business. A Studio roundtable discussion on cross-organisational collaborative working emphasised the shift from siloed teams to cross-functional collaboration using digital tools. Francis Chiu, Head of Consumer Banking Applications at BDO Unibank, spoke of bridging IT and business goals. aligning with the idea that CIOs must ensure that technology supports a results-driven hybrid work culture.

The role of CISOs: Securing the hybrid workforce

Security risks have surged in hybrid environments, with 49 percent of CISOs identifying remote employees as their top security concern. A report from 2024 found that 80 percent of workers now operate remotely at least part of the time, increasing the attack surface for cyber threats.

Malicious attacks, shadow IT, and identity-based breaches have become more sophisticated due to generative AI. To combat these threats, organisations must rethink their access management strategies and invest in identity detection and response solutions.

Doreen argued that "COVID-19 was the real game-changer, propelling companies into hybrid work overnight, with little time to lock down new ways of working." This rapid transition created vulnerabilities, from unpatched personal devices to unsecured home networks, making organisations prime targets for cybercriminals. 

Phishing attacks, she pointed out, particularly via mobile messaging apps, surged in nations where mobile data is dominant. Without endpoint visibility, IT teams were often left “flying blind,” exacerbating security gaps that persist unless addressed proactively.

Onto a more pressing question—how can CIOs and CISOs work together to prevent shadow IT risks? Technology leaders know the risks associated with employee devices, and Doreen warns that "BYOD, while cost-effective, comes with serious security concerns." 

Data leakage, the use of non-encrypted applications and personal cloud storage pose major risks. "One misplaced phone can equal a complete data breach," she explains, especially if remote wipes or encryption aren’t enforced. Outdated operating systems and pirated apps further increase exposure to malware. To mitigate these risks, organisations should implement MDM solutions or at least enforce stringent BYOD policies that clearly define data access restrictions. 

Aline-Laure warns that if a company is not already aligned on the importance of cybersecurity, making a case for expensive upgrades (like switching ERP systems) can be tough. She stresses that CISOs, CIOs and CFOs need to collaborate and speak the same language—A risk matrix assessment should be created jointly by the CIO and CFO, not in silos. “You cannot do it alone.” The underlying message here is do not buy technology just for the sake of it—make sure it’s worth the money. Yet it is also not just about the cost; it is also about impact, risk, and alignment with what the company really needs.

Doreen argues that organisations should implement foundational security protections, such as making VPNs standard in industries handling sensitive data. "Multi-factor authentication is mandatory, even if it's SMS-based where the infrastructure is weak," she advises. She also stresses the importance of remote patching and endpoint monitoring, as not all employees have consistent access to corporate IT support. Most importantly, explicit remote work policies should be put in place so employees clearly understand security expectations.

“There are cybersecurity dangers around collaboration…I've worked previously in a role where there was a large-scale webinar, and there were rogue actors almost joining the call as the meeting link had been shared externally,” said Nick. Significant security risks in hybrid and remote collaboration include unauthorised access to meetings through shared links, which can lead to inappropriate content being presented. “From a security point of view, you need to be very clear in terms of who's actually accessing the relevant channels.”

The role of CFOs: Financial implications of hybrid work

CFOs must navigate the financial impact of hybrid work, balancing cost savings with strategic investments. While reduced office space and travel expenses lower operational costs, there is a growing need to invest in technology, security and employee well-being. “It's the balance of that brilliant, shiny technology requested by the business and the CIO or CISO saying yes or no, balancing security and data risks," said Nick. Economic shifts, talent shortages and evolving employee expectations add complexity to financial planning—CFOs are forced to align hybrid work investments with business objectives to ensure long-term sustainability. 

On the upside, in 2023 a survey conducted by the International Workplace Group (IWG) found that more than 80 percent of CFOs favour hybrid work as a cost-cutting measure. Improved profitability and productivity is a plus for CFOs: “Dr. Gleb Tsipursky has highlighted in an article for Forbes the significant cost savings made by his client, a mid-size tech company that has been able to save $1.2m annually by reducing office space by 30 percent.”

Aline-Laure Akpovi, CFO at Caudalie, argued that hybrid work better allows the optimisation of resources within organisations. She argues that companies can save costs by leasing office space instead of owning large real estate—instead, these savings can be invested in technology. "You can invest in strengthening your tech stack—perhaps also to help bring the company’s online operations back into balance—and reinvest in AI." 

Another point she makes is that ​​organisations do not have to treat cost savings and investments as a tug-of-war. For example, shrinking office space to upgrade tech or support remote work does not work for all companies—especially those who rely on in-person teams. “It’s really about risk management,” she said. Ultimately, it is about understanding your company’s unique risks and priorities. "When you really look at it, is it worth taking all those risks? It's about thinking, as a company, what you can actually mitigate."

​​Neil Morling points out that managing “net attendance” is crucial. Based on his experience, companies often target 55 percent to 75 percent attendance rates to optimise space. He argued that If hybrid schedules are evenly distributed across the week, you can reduce peak-day overcrowding, layering in non-attendance due to annual leave or sickness—typically an extra 5 percent—to fine-tune the real estate model.

This data-driven approach allows CFOs to right-size office space accordingly. Neil also references examples like Shanghai, where tight planning is supported by semi-communal, flexible office setups—a potential model for those looking to balance space efficiency with usability.

To avoid unnecessary backlash and inefficiencies, Neil suggests that if a company has already made the decision to move to hybrid working, the financial pros and cons have likely been considered, ideally leading to net savings or acceptable investment costs. In these cases, flexibility becomes not just a people strategy but a financially viable one.

Final thoughts: The need for a unified leadership approach

As businesses move from experimentation to optimisation, successful hybrid models will lean on more than just individual departmental strategies. This will require a deeply aligned leadership approach.

CIOs, CISOs and CFOs each bring their own unique perspectives to the conversation: enabling digital agility, ensuring security resilience, and driving further financial accountability. But the real opportunity here lies in how these leaders collaborate, not just to solve today’s challenges but to proactively shape a work environment both secure and sustainable. This means moving away from those traditionally siloed approaches and towards more collaborative shared ownership while balancing innovation with risk management (to appease the CISOs and CIOs) and cost savings with long-term value (to get on the CFO’s good side).