What Ubiquitous Technology Means for Digital Leaders

Explore how ubiquitous technology is transforming digital leadership, with insights from experts on the challenges and opportunities ahead. 

The democratisation of technology poses challenges and opportunities for digital leaders, many of whom are already fighting for greater accountability and influence, yet struggling to get their arms around a growing technology estate. In a world where the consumerisation of IT has made technology openly accessible, and where technology budgets increasingly fall into line-of-business departments, what next for the career of a digital leader?

With Doug Drinkwater moderating, the panellists included: 

• Alex Butler, Executive Director, Digital, Citizens Advice
• Ilona Simpson, Executive Advisor, SoSafe
• Karl Hoods, Group Chief Digital and Information Officer, Department for Science, Innovation and Technology
• Ian Cohen, Group Technology Strategy Director, Acacium Group

Watch the full roundtable video for 'What Ubiquitous Technology Means for Digital Leaders' below:

Digital Leaders: key takeaways

• Karl Hoods has observed a shift in technology leaders going from “order takers” to someone who has a seat at the table and influencing business outcomes. This underscored the importance of digital leaders in driving organisational value and innovation.

• Changes in technology have democratised the landscape, allowing those with diverse skill sets to begin their journey to technology leadership. Alex Butler admitted, “I don't think I'd be sitting here doing this job now if it hadn't been for the massive changes in technology.”

• Ian Cohen argued that the technology leader’s role today has become multifaceted. “I think it's interesting how little technology you can do as a technology leader. Unless you actually go and overtly carve the time out to be a technology leader.” He stressed the importance of storytelling and effective communication when talking about technology strategies with the Board.

• Ilona Simpson emphasised the need for cultural and organisational shifts in order to fully embrace the potential of technology. “There's a disconnect between the maturity level, between the willingness and readiness of the organisation to embark on a journey where technology is more than your mouse and computer.”

• The democratisation of technology changes how digital leaders position themselves within the organisation. As technology becomes more integrated into the business, the role of the CIO in turn evolves. 

• One of the biggest mistakes leaders make is attempting to standardise processes for others—Ilona described this as outdated and ineffective. “It just no longer works and we're still putting energy into doing it.” The constant need to simplify, while well-intentioned, is what digital leaders are getting wrong. 

• The acceptance of technology is wider than it has ever been according to Ian Cohen, “I don't expect my CEO to understand the depth of AI. I expect him to be super excited about what it can do, how it can change the business, how it can improve productivity, and how it can create new routes to market.” Leaders can tap into this excitement and transform that into something tangible that also delivers business value.

• Job titles and roles are ever changing but Karl Hoods does not believe this holds any significance. “The job titles for me have normally been defined by a board that isn't really clear on what it actually wants.” The main focus is on getting outcomes delivered and being clear about what you want to achieve in your role.

• Rather than “shutting things down” and sticking to rigid processes and standards, Alex wants leaders to focus on fostering innovation while setting “basic guardrails” for other areas such as data handling.