Why CIOs Get Fired

How to avoid being fired

Most CIOs don’t lose their job because of one big mistake - it’s usually a collection of small but important things that get overlooked.

Here are the five core factors I see most often, and what leaders can learn from them.

1. Missing Clarity

Clarity is almost always the first problem. Some CIOs deliver major projects without a clear strategy that explains the value technology brings to the organisation. Others create strategy documents that sound impressive but lack a practical program of work behind them. You need both sides working together: a simple, meaningful strategy and a delivery plan that shows exactly how it comes to life.

2. Understanding and Connection

Even with a clear strategy, your team must actually understand it — and see where they fit. If people don’t know how their role connects to the program of work, you lose momentum. Technology is constantly shifting, so new priorities appear, old tasks fall away and expectations change. The CIOs who stay grounded make sure their team understands the direction, the purpose and their part in it.

3. Capability and Organisation

This is a big one. The capabilities you need today won’t be the same as what you’ll need in two years. Talent is scarce, and the best people don’t usually want to leave their current roles. That’s why developing your people is non-negotiable. Over time, your organisation will need to evolve - structures, roles, expectations and skills. If you don’t shape that change, it will shape you, and that’s when CIOs get caught out.

4. Outdated Commercial Arrangements

Old commercial agreements are another silent killer. The tech world has completely shifted - AI, cyber threats and new service delivery models have changed how value is created. If you’re still locked into outdated contracts, you’re probably paying more than you should or missing opportunities for innovation. Annual benchmarking, fresh contract terms and clear expectations around evolution keep you relevant.

5. Misplaced Trust

Some CIOs put too much trust in the wrong external partners. Vendors sometimes build close personal relationships, then use those conversations to influence executives or board members. This can create unhelpful doubt. Every leader needs confidants, but choose people who listen, support and keep your conversations private. The right confidante is a cul-de-sac.

If you’d like to explore these in more depth, I’m offering free consultations throughout December and early January.

Reach out if you’re interested.