Professor Abbi Sharma is an internationally recognised technology, transformation, applied research, innovation and corporate governance leader with executive experience spanning government, healthcare, higher education, research and critical infrastructure sectors. He has held Chief Information Officer, Chief Technology Officer and Chief Transformation Officer roles, leading enterprise-wide digital transformation, cybersecurity, artificial intelligence and operational modernisation initiatives across complex organisations. He also serves as a Non-Executive Director and Professor of Applied Research, Technology and Innovation, helping bridge academia, industry and government. Professor Sharma is a sought-after keynote speaker, advisor and thought leader on technology governance, AI, digital resilience and innovation-led organisational transformation.
Recently, in an exclusive interview with CIO Magazine, Prof Sharma shared insights into a career that converges CTO, CIO, Chief Transformation Officer, Non-Executive Director and Professor roles, explaining that his interest in technology was never about tech itself but about solving complex problems and using information and innovation as strategic enablers of economic growth, resilience, public trust and societal progress. Looking ahead 5 years, he believes the CIO/CTO roles will evolve into enterprise risk, resilience and value creation leaders, with greater boardroom accountability for AI governance, cyber resilience, digital ethics and operational transparency, while universities and industry will blur boundaries to co-create talent and research through innovation ecosystems measured by real-world impact. His advice to aspiring CIOs/CTOs is to focus less on technology and more on business outcomes, develop judgment, build trust, communicate clearly and maintain a long-term perspective, because credibility and integrity earn lasting influence. The following excerpts are taken from the interview.
Hi Prof. Sharma. Your career spans CTO, CIO, Chief Transformation Officer, Non-Executive Director, and University Professor — a rare convergence of roles. What first sparked your interest in technology as a lever for strategy and resilience, and when did you know this would be your life’s work?
My interest in technology was never really about technology itself. It was about solving complex problems and creating better outcomes for people and organisations. Early in my career, I observed that the organisations that adapted fastest to change were not necessarily the biggest or best funded; they were the ones that used information, technology and innovation as strategic enablers. That insight fundamentally shaped my thinking. Over time, I came to see technology as a form of strategic infrastructure that underpins economic growth, organisational resilience, public trust and societal progress. The more I worked across government, healthcare, higher education and critical infrastructure sectors, the more convinced I became that technology leadership sits at the intersection of strategy, governance, risk and transformation. That is when I realised this was not simply a profession but a lifelong pursuit.
What do you love the most about your current role?
What I enjoy most is the opportunity to create meaningful impact at scale. Technology leaders today have a unique vantage point across the entire organisation, from frontline operations and customer outcomes through to executive decision-making and board governance. I enjoy helping organisations navigate complexity, modernise services, strengthen resilience and unlock new opportunities through innovation. Equally rewarding is mentoring future leaders, connecting research with real-world application, and helping organisations translate emerging technologies such as artificial intelligence into practical outcomes that improve lives and strengthen communities.
You emphasize technology as “strategic infrastructure.” In the next 5 years, how will the role of the CIO/CTO change in the boardroom and in public accountability?
The CIO and CTO will increasingly become enterprise risk, resilience and value creation leaders rather than simply technology executives. Boards are already recognising that digital systems, cybersecurity, artificial intelligence, data platforms and critical infrastructure are now inseparable from organisational performance. Over the next five years, technology leaders will play a much greater role in strategic planning, investment decisions, regulatory compliance and public accountability. We will see increasing scrutiny around AI governance, cyber resilience, digital ethics and operational transparency. The technology executive of the future will need to be equally comfortable discussing financial performance, organisational risk, public trust and technology strategy. Their role will become far more visible and accountable both inside and outside the boardroom.
Higher education and industry are colliding in new ways. What trend do you see in how universities and corporations will co-create talent and research by 2030?
By 2030, the traditional boundaries between universities and industry will become increasingly blurred. Organisations are seeking graduates who can contribute immediately, while universities are under pressure to demonstrate real-world impact. As a result, we will see deeper collaboration across research, curriculum design, industry placements, executive education and commercialisation. The future will be characterised by co-created innovation ecosystems where industry helps shape research priorities and universities become active partners in solving complex economic and societal challenges. Success will increasingly be measured not only by publications but by translational outcomes, commercialisation, workforce capability and measurable impact.
You sit at the interface of research, innovation, and practice. Is there one book, paper, or thinker that fundamentally changed how you view the relationship between technology and society?
While Clayton Christensen’s work on disruptive innovation shaped my understanding of how technology transforms industries, the leaders who have most influenced my thinking about the relationship between technology and society come from a much broader spectrum. Simon Sinek taught me that great organisations and technologies must be anchored in purpose. Brené Brown reinforced the importance of trust, courage and human connection in leading change. Leaders such as Barack Obama, Nelson Mandela and Atal Bihari Vajpayee demonstrated how vision, empathy and principled leadership can unite people around a shared future, even during periods of significant disruption and uncertainty. Across technology and research, thinkers such as Geoffrey Hinton and Demis Hassabis continue to highlight both the extraordinary opportunities and responsibilities that accompany technological advancement. Together, these influences have taught me that technology is fundamentally a human endeavour. Its success is not determined by how sophisticated it is, but by the value it creates the trust it earns, and the positive impact it has on people, communities and society.
You moderate major forums and deliver keynotes worldwide. What’s your favorite topic to speak on when you have complete freedom, and why does it energize you?
If given complete freedom, I would speak about how emerging technologies such as Artificial Intelligence, Quantum Computing, Biotechnology and advanced digital systems can be harnessed to create a healthier, more prosperous and more sustainable future for humanity. We are living through one of the most significant periods of technological advancement in human history, where breakthroughs in science and technology have the potential to transform healthcare, accelerate medical discovery, improve education, strengthen critical infrastructure, address climate challenges and enhance quality of life for billions of people. What energises me most is not the technology itself, but its potential to solve some of society’s most complex and enduring challenges. The real opportunity lies in ensuring these innovations are developed and deployed responsibly, ethically and inclusively so that their benefits are broadly shared. These conversations sit at the intersection of technology, leadership, research, public policy and human progress, and they ultimately centre on a simple but profound question: how do we use innovation not just to build smarter systems, but to build a better society.
You build capability, not just systems. What’s one AI-era leadership skill you believe every CEO and Board member must develop by 2027?
The single most important skill will be AI governance literacy. Leaders do not need to become technical experts, but they must understand how AI creates value, how it introduces risk and how governance frameworks can ensure responsible deployment. Boards and executives will increasingly be required to oversee decisions involving autonomous systems, algorithmic accountability, data governance and emerging forms of operational and strategic risk. Those who develop the ability to ask the right questions and establish appropriate guardrails will be far better positioned to lead successfully in the AI era.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I enjoy spending time with family and friends, playing golf whenever I can, mentoring emerging leaders and engaging with diverse communities. I have a strong interest in public policy, leadership, economic development and international collaboration, particularly strengthening relationships between Australia and India across education, research and innovation. I also enjoy reading, reflecting on leadership lessons, and exploring how emerging technologies will shape the future of society. Some of my most rewarding experiences come from helping people realise their potential and supporting initiatives that create lasting impact beyond individual organisations.
What is your biggest goal? Where do you see yourself in 5 years from now?
My overarching goal is to help organisations and societies navigate one of the most significant technological transitions in human history. Over the next five years, I hope to continue contributing at the intersection of executive leadership, governance, academia and public policy, helping shape the responsible adoption of emerging technologies such as AI and quantum computing. I would like to further strengthen international partnerships, support the development of future leaders, and contribute to building more resilient, innovative and inclusive institutions that create long-term value for communities and economies.
Aspiring tech leaders often chase titles over judgment. What’s the most important advice you’d give to a rising CIO or CTO who wants a seat at the strategy table?
Focus less on technology and more on business outcomes. The most effective CIOs and CTOs understand strategy, risk, finance, governance and organisational behaviour just as well as they understand technology. Boards and CEOs do not invite technology leaders into strategic conversations because they understand systems; they invite them because they help solve complex business problems and create sustainable value. Develop judgment, build trust, communicate clearly and always maintain a long-term perspective. Titles may open doors, but credibility, integrity and sound judgment are what earn you a lasting seat at the table.