Grupo Farma

Pedro Simon Romero Canovas, Corporate Director of Information Technology (CIO)

The Modern CIO: Balancing Technology, Strategy and Human Leadership

Pedro Simon Romero Canovas, Corporate Director of Information Technology (CIO)

From Technologist to Change Leader

The role of the CIO has undergone a transformation as profound as the technology it stewards. Today, the mission is far more ambitious: to lead the convergence of exponential technologies with business models in constant reinvention, without losing the human touch. Gone are the days when our performance was measured in IT uptime and confined to the depths of the data center.

Today’s CIO resembles a Renaissance figure in the mold of Leonardo da Vinci—a true polymath who must master disciplines ranging from systems architecture to organizational psychology. The role demands a palette of knowledge that spans understanding the business, finance to justify investments, marketing to sell projects to customers and the humanities to lead with purpose. We are no longer pure technologists; we are strategists, catalysts for change and increasingly the ethical conscience of our organizations.

This evolution is not optional—it is mandated by the market. Technology has moved beyond being just a tool to become the connective tissue of corporate strategy. Over many years, I have learned that every technology initiative must, at its core, be a business initiative. This shift means CIOs must leave the server room and join the big table where strategy, money and market dynamics are decided.

Putting People First

Yet the greatest obstacle we face is not difficult coding or lightning‑fast hardware—it’s the people involved. Technology without a clear purpose is just a random machine. That is why one of our most critical missions is to humanize digital transformation by putting people at the center of every technological equation. In my experience, that translates into creating empowered teams where autonomy and mastery aren’t slogans but daily practice. It means building environments where it is safe to make mistakes, because we learn from errors instead of being scolded for them. A team that understands why a project matters digs deeper and goes the extra mile to make results happen.

This approach leads us to redefine the boundaries of our own team. The customer—internal or external—has stopped being a passive recipient of technology and become an active member of the tech team. Co‑creation is the new normal. It calls for methods like design thinking to map the user journey and feel the challenges firsthand, while structuring squads in which business experts are not visitors but permanent members. Involving users from the earliest design phases not only ensures higher adoption but also enriches the final product with a diversity of perspectives impossible to achieve from the solitude of an IT department.

Being a CIO today is walking a tightrope where every step connects infrastructure, business objectives and above all, people

To orchestrate this symphony of technology, strategy and people, the CIO must cultivate a new kind of leadership—one that moves away from traditional command‑and‑control and embraces emotional intelligence. Ultimately, what really makes the difference is stepping into the shoes of those who work with and trust us: colleagues, customers and partners. When we truly listen—without interrupting or judging—we discover not only what they ask for but also what they do not yet know how to express. Then, by communicating honestly and in plain language, we weave the bond that keeps the team together and gives it the confidence to move forward even amid uncertainty.

Ethics at the Core

We now occupy a position of influence that, far from being a privilege, imposes an obligation we cannot dodge: safeguarding the ethical and responsible use of the technologies we deploy. In a world dazzled by artificial intelligence and the power of big data, the CIO must pose the decisive question: not only whether the technology delivers a result, but whether virtue requires us to pursue it. Our duty is to design governance frameworks around AI and other disruptive technologies, demanding algorithmic transparency and curbing biases that, if normalized, reproduce and exacerbate inequality.

We must ensure that automation amplifies human judgment instead of replacing it uncritically. In this task, we become guardians of data: the most valuable and at the same time the most fragile resource. Protecting privacy, safeguarding security and ensuring the legitimate use of information is not merely regulatory diligence; it is the foundation of the trust placed in us by our customers and, more broadly, by society.

Leading with Vision and Heart

Being a CIO today is walking a tightrope where every step connects infrastructure, business objectives and above all, people. The balance grows more challenging, yet it also makes the mission compelling. Our work is no longer just about overseeing clouds, systems, applications, networks and data; it is about shaping how those tools mold the daily lives of enterprises, employees, customers and communities.

The privilege of crafting that design gives meaning to every meeting, every purchasing decision and every incident we resolve. The daily exercise is to turn traditional metrics into indicators of human impact: a more agile organization, a more empathetic service and a more generous culture. Thus, the true return on our investment will be measured not only in numbers but in the legacy of a fairer and more conscientious workplace and society.

Connect, orchestrate, inspire. That is the path—and the opportunity—for the modern CIO.

The articles from these contributors are based on their personal expertise and viewpoints, and do not necessarily reflect the opinions of their employers or affiliated organizations.