The role of the CIO is on the brink of a big change.

When Synnott and Gruber conceptualized the chief information officer (CIO) in the 1980s, they envisioned a multivector leader, equal to the CEO and CFO. This new breed of executive would craft savvy strategies and achieve “business objectives through the innovative use of technology.” Over the years, this shiny vision lost much of its luster. CIOs are now often pigeonholed as operations marshals who manage IT support, run projects and obsess over security threats.

They’re tired of it.

Using the healthcare sector as a barometer, it is clear that those traditionally tagged with IT management and implementation are stepping out of the tedious “necessary expenditure” column — and reclaiming a much more strategic position.