Technology insights based on real conversations with leaders between July 2026 and September 2026
If board-level conversations have felt different this quarter, I think it is because the technology leadership market itself is quietly reshaping around them. Across my conversations with CIOs, CTOs, CISOs, the clients hiring them and leaders delivering recent transformation mandates, the same themes continue to emerge, with cautious but improving decision-making, tighter scrutiny of investment and growing demand for leaders who can translate strategy into delivery.
The most interesting shift I’ve noticed is not that transformation remains high on the agenda. We already know that. It is the way leadership mandates are becoming broader, more commercial and increasingly focused on measurable outcomes.
Across the market, technology leaders are being asked to do more than set strategy or manage technical risk. I’m seeing them take greater ownership of business resilience, operating model change, platform modernisation and the practical delivery of transformation.
The underlying question remains whether technology is viewed primarily as a cost centre or as a driver of transformation, resilience and growth. Increasingly, organisations also recognise that large-scale transformation needs dedicated ownership rather than being absorbed into operational leadership roles.
Large-scale transformation remains the most active area of the market, particularly where technology enables wider business change.
I continue to see significant demand generated by ERP programmes across SAP S/4HANA, D365, Oracle and Workday environments. Increasingly, however, the focus is less on technical implementation and more on operating model redesign, process simplification, business readiness and benefit realisation.
Legacy technology also remains a major catalyst for change. Many organisations have delayed platform decisions for several years and are now reaching the point where maintaining ageing systems presents greater risk than transformation itself.
As a result, I’m seeing investment continue to flow towards programmes with a clear connection to efficiency, resilience, cost reduction and measurable business outcomes.
One of the clearest shifts in the market is the move from strategy-led mandates to delivery-focused appointments. Most organisations understand the challenges they face; more often, the issue is execution capability rather than strategic direction. Proven delivery capability, measurable impact and relevant transformation experience remain the key differentiators.
Technology leadership is becoming broader and more commercial
I’m seeing the role of the technology leader continue to evolve. Several senior cyber leaders have described the CISO role as barely recognisable compared with five or six years ago. What was once a technical IT security position has become a strategic, board-facing leadership role, increasingly focused on business resilience rather than purely risk and control.
I see the same trend across the wider technology leadership team. Standalone Chief Data Officer roles are increasingly being absorbed into broader CIO responsibilities, while organisations continue to debate where technology should sit within the executive structure. The underlying question remains whether technology is viewed primarily as a cost centre or as a driver of transformation, resilience and growth.
AI is driving operating model conversations, not just technology conversations
AI remains one of the most prominent topics in my technology leadership discussions, but I think the conversation is maturing.
Earlier conversations often centred on experimentation and the technology itself. Today, leaders are asking much broader questions about governance, productivity, data readiness, operating model impact and practical implementation.
The gap increasingly appears to be one of capability and readiness rather than ambition. Poor data quality, fragmented systems, inconsistent processes and weak governance frequently become the real barriers to adoption. As a result, demand is growing not only for AI specialists, but also for leaders across data, architecture, cyber security, operating model design, change and transformation delivery.
ERP and platform modernisation remain core priorities
ERP transformation remains central to many technology agendas, but the definition of success is changing. Technical delivery still matters, of course, but organisations are increasingly measuring success through adoption, efficiency gains and realised business benefits.
That is creating demand for Transformation Directors, Programme Directors, ERP leaders, enterprise architects, PMO leadership and change specialists who can connect technical programmes with the business outcomes they were designed to deliver.
Interim leadership is becoming a critical delivery lever
Where programmes have stalled, deadlines are approaching or capability gaps exist, organisations are increasingly willing to engage experienced interim leaders rather than wait for permanent structures to be established.
Interim and programme-based hiring continues to perform strongly across many transformation disciplines. The attraction is straightforward: speed, flexibility and specialist expertise, particularly when a business needs someone to take ownership and restore momentum quickly.
Value creation is becoming the core investment test
Private equity remains one of the most active areas of the market. Across portfolio businesses, the focus is firmly on value creation through improved management information, technology modernisation, operating model simplification, cost reduction and scalable growth platforms.
Technology investment is being scrutinised through an increasingly commercial lens. Investors and leadership teams want a clear connection between spend and value, whether that comes through productivity gains, EBITDA improvement, operational efficiency or revenue growth. Proven delivery capability remains a key differentiator.
Integration and separation experience remain highly valued
M&A activity, carve-outs and separation programmes continue to create demand across technology separation, ERP deployment, infrastructure transformation and data migration.
Again, the common thread is practical experience. Businesses want leaders who have navigated these challenges before, can bring structure to complex programmes and can move at pace without losing control of risk, governance or business continuity.
Industrial and manufacturing
Industrial and manufacturing organisations continue to generate strong demand for ERP and core systems transformation. Legacy platforms, fragmented estates and extensive customisation remain common challenges, placing greater emphasis on programme governance, operating model alignment and delivery discipline.
Consumer and FMCG
The focus within consumer and FMCG businesses remains centred on data, analytics and digital enablement. Margin pressure continues to drive investment in initiatives that improve operational efficiency, customer insight and commercial decision-making.
Private equity and portfolio businesses
Private equity-backed organisations remain highly active. Demand is strongest for leaders who can accelerate value creation, improve reporting capability, simplify technology estates and deliver measurable business outcomes at pace.
Technology, data centres and infrastructure
Technology, data centre and infrastructure organisations continue to show growth in selected subsectors, particularly where resilience, scalability and platform development remain strategic priorities.
Public sector and regulated environments
Public sector and regulated organisations continue to invest in large-scale transformation programmes. Governance complexity, regulatory oversight and delivery risk remain significant considerations, creating demand for experienced programme and transformation leadership.
These sectors remain relatively cautious compared with more digitally mature industries. However, ownership changes, cost pressures and growing customer expectations are driving greater interest in foundational technology transformation and leadership capability.
The conversations this quarter feel different from the ones I was having at the start of the year.
Technology transformation itself is no longer the story. Almost every organisation is modernising something, whether that is a core platform, data estate, cyber capability or operating model.
What stands out now is the growing focus on delivery capability, such as how technology investment creates value, how data and governance support AI adoption, how operating models need to change and, most importantly, which leaders can successfully bring those elements together.
For technology leaders, that’s creating some interesting opportunities, particularly for those with practical and demonstrable experience across enterprise transformation, ERP, data and AI, cyber security, operating model change and M&A.
Written by Matt Whipp, Senior Director, and Byron Tarboton, Managing Director, in BIE’s Technology Leadership Practice
If any of the themes explored in this quarter’s insights resonate with your organisation’s priorities, challenges or transformation agenda, we’d be pleased to continue the conversation.
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