Interview: There Is No Such Thing as an IT Project, only Business Projects, Says CIO Paul Coby

Why It Matters

The interview reframes the CIO function as a strategic business partner, guiding leaders on governance, talent, and AI adoption for competitive advantage.

Key Takeaways

• IT projects succeed when aligned with business goals
• C‑suite receives dedicated, rapid technology support
• CIOs should cultivate relationships with non‑executive directors
• Reward technical experts without forcing managerial tracks
• AI will reshape CIO responsibilities like dot‑com era

Pulse Analysis

The modern CIO is no longer a back‑office technician but a business strategist who translates corporate objectives into technology outcomes. Paul Coby’s career illustrates this shift: at British Airways and John Lewis he embedded IT teams within executive workflows, ensuring that critical systems—such as finance platforms at month‑end—remain reliable. By treating every IT initiative as a business project, CIOs can avoid the common pitfalls of poor planning and inadequate user training, delivering measurable value rather than isolated technical wins.

Coby also highlights the power of board‑level engagement. By briefing non‑executive directors ahead of meetings, CIOs gain influential allies who can champion digital agendas across the boardroom. Dedicated support desks for C‑suite leaders demonstrate that executive productivity depends on seamless tech experiences. Moreover, his approach to talent management—creating specialist career tracks and rewarding deep technical expertise—helps retain the engineers who keep critical systems running, while avoiding the forced promotion trap that can demotivate high‑performers.

Looking ahead, Coby warns that artificial intelligence will reshape the CIO’s remit as dramatically as the early 2000s dot‑com surge. AI introduces new risk vectors, data‑governance challenges, and opportunities for process automation that require a CIO to balance innovation with regulatory compliance. Leaders who adopt a business‑first mindset, nurture board relationships, and empower technical specialists will be best positioned to harness AI’s potential while safeguarding operational stability.