The average CTO spends over 40% of their time on tasks outside pure technology—like strategy, talent, and cross-functional alignment. Today’s CTO is less “Chief Tech Officer” and more “Chief Translation Officer.”
So, is that a good or bad thing? Let's see.
1. The CTO role is maturing.
Technology is no longer a silo. As software eats the world, tech leaders must bridge product, customer, commercial, and cultural domains. A CTO who shapes business strategy—not just system architecture—is now a competitive advantage.
2. It reflects trust and influence.
When a CTO is pulled into talent strategy, M&A, board conversations, or go-to-market plans, it means leadership sees technology as mission-critical, not just operational.
3. Modern CTOs are translators of complexity.
They decode engineering trade-offs for execs, and business priorities for engineering teams. That “translation” is essential in environments where speed and clarity win.
But it comes with trade-offs.
Less hands-on time
Some CTOs miss deep tech work. Being pulled into high-level discussions can mean drifting from the technical pulse—unless they actively re-anchor themselves.
Risk of dilution
Too many non-technical demands can cause a CTO to become a generalist with little influence over actual engineering execution. Balance is key.
Final verdict?
It’s a sign of strategic growth. In other words, yes—this transformation is a net positive, especially for CTOs who want to drive impact at the company level. The key is to remain connected to the tech while elevating your strategic influence.
