Is the Chief AI Officer the New Chief Digital Officer?

As organizations rush to understand and harness artificial intelligence, a new executive is rapidly gaining prevalence: the Chief AI Officer. It’s a moment that feels familiar. Over the past decade, many organizations recruited Chief Digital Officers (CDOs) in an effort to accelerate digital transformation, but the role often came with mixed definitions, responsibilities, and structures. Executives, too, ranged from technically proficient individuals to those with a strong business and transformational focus. 

But over time, as digital maturity increased, companies stopped treating “digital” as a separate domain. Responsibility diffused more broadly across the business, with C-suite executives, area heads and department leaders accountable for initiatives within their respective units. Consequently, some CDOs transitioned to Chief Digital and Information Officers, Chief Product Officers, or had their positions dissolved altogether. In fact, we observed that CDO demand has sharply contracted in the last couple of years as responsibilities have become increasingly decentralized. 

This trend prompts two central questions we examine in this article: How closely does the CAIO role resemble that of the former CDO? And can former CDOs successfully transition into CAIO positions?  

While digital transformation was often about customer engagement, top‑line growth, and new business models, AI is moving in a different direction.  

The pace is faster, demanding that organizations act swiftly, prioritize efficiency, workflow optimization, and leverage data to enhance operations, often with the goal of cost savings.  

Moreover, data is not just an asset, but the core infrastructure on which initiatives are built. As a result, data management and governance are central to the CAIO role.  

AI adoption also looks different: employees are often independently leveraging AI tools to enhance their productivity. It’s a bottom-up adoption model, which introduces new layers of leadership complexity and demands a fundamentally different approach to technology, innovation, and the skills required to guide them. 

Still, digital and AI transformations share an inherently transformational nature. Change can often elicit fear among employees, who may worry about their competitiveness and job security. Ensuring strong commitment from both the board and supervisory leadership was, and remains, equally vital for both roles. 

The answer is nuanced: Some can, but others may find the shift more difficult. 

CDOs with a less technical background, particularly those focused on commercial aspects, may struggle to adapt to the efficiency-driven demands of AI. By contrast, CDOs with a robust foundation in data and technical expertise may find a smoother transition into the AI landscape, provided they are willing to deepen their understanding of AI technologies. 

The real lesson for organizations is clear: learn from the past to build a successful future for this critical executive. The CAIO role must be empowered with genuine authority and support from both the C‑suite and the board to drive AI initiatives effectively. This leader must also possess strong influence and transformational skills, along with the ability to navigate complex organizational dynamics. For more on selecting the right AI leader, read our related article. 

While the CAIO may not be a direct successor to the CDO, the emergence of this role signifies a critical evolution in how organizations approach technology and innovation. The CAIO is tasked with harnessing the power of AI to drive efficiency and transformation, a challenge that requires a unique blend of technical acumen and strategic vision.  

For former CDOs, the transition to a CAIO role is possible, but it hinges on their ability to adapt to the new demands of AI and to cultivate the necessary skills to lead in this rapidly changing landscape. As organizations navigate this new frontier, the lessons learned from the past will be invaluable in shaping the future of leadership in the age of AI. 

If your organization is navigating these questions or exploring the CAIO role, we would welcome a conversation. Please get in touch.