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Technology executives are taking on a broader strategic footprint inside the enterprise at many healthcare and other organizations, according to Deloitte industry data showing that 80% say their roles have expanded significantly to meet business objectives.
More than a third of these IT leaders now oversee a profit-and-loss line – an indicator that technology functions are shifting from cost centers to engines of growth.
The survey results indicate that a major driver of this shift is perception. Organizations that view their tech function as a revenue generator are more likely to be growth-oriented and to empower CIOs and CTOs to lead AI initiatives.
That mindset is reshaping reporting structures as well: 65% of CIOs now report directly to the CEO, underscoring a rising level of trust and the recognition that technology leadership is now business leadership.
Ambition is rising alongside responsibility, with more than two-thirds (67%) of CIOs surveyed saying they aspire to become CEO, reflecting a pipeline of tech leaders positioning themselves for the top job.
Despite rapid shifts in AI and operating models, 92% of tech leaders say the CIO role isn't going anywhere, signaling confidence that the position will remain central to enterprise strategy in the years ahead.
Dr. Jay Bhatt, managing director of Deloitte Center for Health Solutions, told Healthcare IT News that digitalization is redefining healthcare leadership – not just adding new tools, but reshaping reporting lines, decision-making, and accountability across the C-suite.
He pointed out nearly half (48%) of tech leaders in life sciences and health care now report directly to the CEO, signaling a recognition that technology is no longer a support function but a core business driver.
"Today's biggest challenges for tech executives include keeping pace with rapid technological change, addressing persistent talent shortages, and overcoming organizational inertia – particularly the tendency to prioritize short-term operational efficiency over longer-term business innovation," he said.
He added technology leaders are no longer just enablers – they're architects of growth and transformation.
"Success depends on trust and workforce engagement," Bhatt said. "Initiatives that include clinicians in design, invest in upskilling, and maintain transparent communication are five times more likely to be rated effective by frontline clinicians."
Meanwhile, the war for tech talent is forcing healthcare leaders to reimagine their workforce strategies – and rethink what leadership means in the age of AI.
"LSHC tech leaders say the most urgently needed capabilities are in generative AI and cybersecurity," Bhatt said. "These are no longer niche skills – they're core competencies for operational continuity and competitive advantage."
He explained that the digitalization of health care isn't just changing systems – it is redefining what leadership looks like, and the most successful organizations are those where technology is a shared strategic asset, not a siloed responsibility.
"Boards are evolving, C-suites are converging, and leaders are measured not just by operational efficiency, but by their ability to drive trust, transparency, and measurable value across the enterprise," Bhatt explained.
Nathan Eddy is a healthcare and technology freelancer based in Berlin.
Email the writer: nathaneddy@gmail.com
Healthcare IT News is a HIMSS Media publication.
