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This article was originally published by ZDNET, and features insights from Jason Pyle COO at Harvey Nash. 5 ways to get a leadership role - even if AI is disrupting the career ladder AI has changed all the rules. To get to the top, you'll have to prove you're ready for responsibility. Here's how.   Some managers reach a certain rung on the career ladder and get stuck. Research suggests there are many potential factors at play, including limited opportunities to progress into management as traditional career ladders crumble in an age of AI. Professionals who move into senior leadership positions must prove they're worthy of the responsibility. Here, business leaders share their tips for climbing the career ladder. 1. Take unusual opportunities Barry Panayi, group chief data officer at Howden, an insurance intermediary group, said one of the first steps for would-be executives is to make a name for themselves. "I think it's about making connections with people that you like and admire," he said. "For 10 or 15 years at the beginning of my career, I made sure I was at conferences listening to people." As he climbed into senior positions, Panayi told ZDNET, he looked for opportunities outside his comfort zone to prove his leadership credentials. One of Panayi's most crucial development opportunities was taking on non-executive positions -- with UK energy regulator Ofgem since 2020, and media company Reach since 2021. "Those positions really gave me perspective, because I was quite narrow," he said. "All I'd ever done was data. I felt like I wasn't rounded enough, and being around the board table, contributing as a board member, forced me to consider other things." Panayi advised other next-generation leaders to look for similar opportunities, whether that's a non-executive role, a trustee at a charity, or a governor at a school or college. "Experiencing something completely different from the day-to-day job is about understanding the business. I think that exposure is what gives me confidence to have opinions on topics outside of my lane," he said. "It's those kinds of opinions and contributions that get you noticed, not being a great data person, because people will assume you're good at that area. After all, that's why the board hired you."   2. Show your commitment Jason Pyle, COO at recruitment specialist Harvey Nash, said that making the breakthrough from manager to senior executive means demonstrating you think strategically rather than just operationally. "Show that you understand the organization's wider strategy and how your role and the team you lead fit within that approach," he said. "It's also about thinking commercially -- being able to demonstrate that you understand how the operational decisions you make, in whatever aspect you're leading, impact top and bottom-line business value. Think like a business shareholder, not just a manager of your team." Pyle told ZDNET that senior professionals must be willing and able to smash the glass ceiling. "An executive can't just sit in their box and work in a silo. They must understand what's going on across the business and how it all links up. So, build connections and collaborate where possible with others outside your direct area of control," he said. "You need to show tact and political acumen. Don't overstep the mark. Take the initiative by putting your hand up for projects and special pieces of work that need to be managed. Show willingness and commitment, although be careful not to overload yourself."   3. Stay humble Joe Depa, global chief innovation officer at consultant EY, said successful leaders stay open to the opinions of a broad range of stakeholders and partners. "That humility right now is going to be critical," he said. "When I look at successful leaders that I tend to model myself after, I think the key to success is not only having the ability to learn but also having the mindset that you don't know all the answers." Depa told ZDNET that ignoring others' opinions is a potential shortcut to disaster. "When I've seen some people fail, or they're not executing on their task, it's because they weren't open. They didn't consider this concept that I call an open innovation ecosystem," he said. "They weren't listening to the pulse of the business, they weren't listening to their customers or users, and they weren't listening to their partners." Rather than staying open, these executives stayed closed and overlooked guidance that could have had a positive influence: "They had a strategy that they wanted to implement, and, therefore, they were ignoring stakeholders that would be either impacted or could help advise on that strategy."   4. Support the next generation Dawn McCarroll, director of supply chain and business excellence at telecoms specialist Helios Towers, said that integrity is key to proving you're ready for responsibility. "You need to know that trust is essential to move anything of significance forward," she said. "A lot of people talk about emotional intelligence, but I think you need a balance of emotional and perceptual intelligence." McCarroll told ZDNET that perceptual intelligence is not just about how people perceive you, but how you perceive others and how you maintain conversations with them. She also said people moving into management positions must start thinking about how they'll give similar opportunities to others. "Paying it forward is really important for the next generation," she said. "And as a leader, if you're not creating the next generation and the generation after that, what are you doing?" McCarroll said Helios Towers has a strong culture of promoting and developing talent from within, including certifying people in Lean Six Sigma through a leadership program with Cranfield University, partnering closely with the internal HR department, and developing regular succession planning opportunities. "I see myself as here to create a legacy of future leaders," she said. "You get to a point in your career where that then becomes your raison d'etre. It's no longer just about you climbing a career path. It's about what you're leaving behind."   5. Demonstrate your hands-off style Harvey Nash's Pyle also stressed that would-be senior executives must emphasize their interest in next-generation talent. "Show that you've got what it takes to be a leader in the way that you manage and develop your team," he said. "Make sure you give team members the support and guidance they need. Be there for them, while setting clear stretch goals." Pyle told ZDNET that managers who can demonstrate their hands-off credentials will show they're able to move into a senior role. "Through the performance of your team, show that you're able to scale what you've already got," he said. "Try to get your team to the point where it can virtually run itself. If executives are worried that elevating you will create a problem because your team can't operate without you, that could be a blocker to your promotion." Written by Mark Samuels, Senior Contributor, ZDNET.

Award winning firms have a Net Promoter®️ Score that is 80% higher than the industry average.   WAYNE, NEW JERSEY – FEBRUARY 3, 2026– Harvey Nash, a leading staffing agency, announced today that they have won the Best of Staffing Client Award for providing superior service to their clients. ClearlyRated's Best of Staffing® Award winners have proven to be industry leaders in service quality based entirely on ratings provided by their clients. On average, clients of winning agencies are more than 50% more likely to be completely satisfied with the services provided compared to those working with non-winning agencies. Harvey Nash received satisfaction scores of 9 or 10 out of 10 from 66.7% of their clients, significantly higher than the industry’s average of 45%. “Being recognized as a Best of Staffing Client Award winner for the fourth consecutive year is an achievement we’re incredibly proud of. Our clients place deep trust in Harvey Nash, and this recognition reflects the strength of those partnerships and the dedication of our teams who deliver exceptional service every day. In a market where expectations continue to rise, we remain committed to pushing beyond traditional staffing to serve as true strategic talent partners and creating meaningful business impact for the organizations we support. We’re grateful for this recognition and energized to continue raising the bar in the year ahead.” said Jason Pyle, Global COO, President, Harvey Nash USA & Canada  "It’s an honor to introduce the 2026 Best of Staffing award winners," said Baker Nanduru, CEO of ClearlyRated. "These companies keep client experience front and center, pushing the envelope in innovative service approaches. Their work is shaping the future of accounting, and it's a privilege to recognize their achievements. Congratulations to all!" About Harvey Nash Harvey Nash is a part of Nash Squared, the leading global provider of talent and technology solutions. Our network spans 2,800 colleagues across 16 countries and provides a uniquely broad range of service capabilities, from recruitment and workforce management to software development and technology solutions. We bring these together to address the unique challenges of our clients both now and in the future. Harvey Nash works with clients, both big and small, to deliver a portfolio of services: IT recruitment, IT outsourcing/offshoring, direct sourcing, contingent workforce solutions and executive search.    About ClearlyRated ClearlyRated helps B2B service firms gain actionable insights to stop client issues from becoming lost revenue, expand their business with existing clients, and attract new ones. Learn more at https://www.clearlyrated.com/solutions/. About Best of Staffing® ClearlyRated's Best of Staffing® Award is the only award in the U.S. and Canada that recognizes staffing agencies that have proven superior service quality based entirely on ratings provided by their clients, placed talent, and internal employees. Award winners are showcased by city and area of expertise on ClearlyRated.com—an online business directory that helps buyers of professional services find service leaders and vet prospective firms with the help of validated client ratings and testimonials. ###   Contact Brenna BarnettSenior Marketing Managerbrenna.barnett@harveynash.com

For much of the last decade, experience was the safest hiring signal in technology. Years on the job, senior titles, and deep familiarity with established systems were often seen as proxies for capability. In the United States, that logic is now being fundamentally challenged. Findings from the 2025 Nash Squared/Harvey Nash Digital Leadership Report show that US digital leaders are rapidly reweighting how they assess talent, with GenAI capability now taking precedence over length of experience in many hiring decisions. As AI becomes embedded across software development, operations, security, and decision-making, the skills organizations value most are shifting at speed. GenAI skills now outweigh experience for most US leaders US employers are making their priorities clear. When asked to choose between two software developers, one with strong GenAI skills and two years’ experience, and another with five years’ experience but no GenAI capability, nearly 78% of US digital leaders said they would hire the GenAI-skilled candidate. This is a decisive signal in that while experience still matters, it is no longer the dominant differentiator it once was. The ability to work productively with AI tools, integrate them into workflows, and deliver tangible outcomes is increasingly seen as a faster route to impact than tenure alone. AI skills are critical, but are still in short supply The Nash Squared/Harvey Nash Digital Leadership Report found that AI is the single most acute skills shortage facing US organizations today. More than four in ten US digital leaders report a shortage of AI skills, placing it ahead of areas such as cybersecurity, data engineering, and cloud platforms. AI has moved from experimentation to being embedded across a wide range of business functions, from software development and customer service to finance, recruitment, and internal operations. As adoption accelerates, demand for people who can design, deploy, and work effectively with AI systems is increasing faster than supply. Compared with earlier technology waves, the AI skills gap is emerging faster and cutting across a wider range of roles, not just specialist data or machine learning positions, but core engineering, product, and operational roles as well. Upskilling is underway, but not evenly Unlike some global markets, US organizations are not standing still. Around three-quarters of US employers report that they are already upskilling their people in GenAI, either extensively or in targeted areas. This suggests a growing recognition that external hiring alone will not solve the problem. However, the data also shows that nearly one in four organizations are still only making limited progress. As AI adoption accelerates, this uneven pace risks creating internal capability gaps, particularly between teams that are actively experimenting with AI and those that are not. The implication for hiring is significant. Employers are increasingly looking for candidates who can bridge this gap, specifically individuals who not only understand AI tools but can help scale their use across teams and functions. Hiring practices are evolving alongside skills demand The emphasis on GenAI capability is changing how US organizations approach recruitment, not just who they hire. Many employers are: Shifting focus from tenure to demonstrable skills, particularly the ability to apply AI in real-world scenarios. Placing greater value on adaptability, learning speed, and comfort working alongside intelligent systems. Reassessing job requirements, prioritizing applied capability over traditional career pathways. At the same time, the report highlights a tension. While AI skills are increasingly demanded, they are not always clearly defined. Vague references to “AI experience” can still dominate job specifications, making it harder for candidates to demonstrate relevance and for employers to assess capability consistently. For candidates, this raises the bar. US tech professionals need to clearly articulate where and how they have used AI, whether that is automating development tasks, improving analytics, enhancing customer interactions, or increasing operational efficiency. AI’s impact goes beyond hiring volumes AI is also influencing how many organizations expect to hire at all. US leaders anticipate that automation and GenAI will meaningfully reduce future hiring needs for certain roles over the next two years, particularly those involving repetitive, rules-based, or routine tasks. That does not mean fewer opportunities overall, but it does mean different opportunities. Demand is shifting toward roles that combine technical expertise with judgment, oversight, and the ability to extract value from AI systems rather than compete with them. Building a future-ready US tech workforce Hiring differently is only part of the response. The US data makes clear that organizations making the most progress are those aligning recruitment, upskilling, and AI strategy. To stay competitive, US employers need to: Be explicit about which AI capabilities matter for each role. Assess practical application, not just theoretical knowledge. Continue investing in internal AI literacy, not only specialist training. Align hiring decisions with a clear view of how AI will shape roles and workflows. The organizations best positioned for the future will be those that treat AI skills as a core capability, developed through a combination of smarter hiring and sustained internal investment. Shaping the next phase of tech hiring For US organizations navigating digital transformation, this is a pivotal moment. The ability to identify, assess, and develop AI-capable talent is quickly becoming a defining factor in how fast businesses can adapt and compete. At Harvey Nash, we support US organizations as they respond to these shifts, helping them refine hiring strategies, assess real-world AI capability, and build technology teams ready for what comes next. To explore more insights into how AI is reshaping the tech workforce, download the 2025 Nash Squared/Harvey Nash Digital Leadership Report.

Every month, Harvey Nash’s CIO Voices brings together some of the most forward-thinking technology leaders to decode what’s happening in the world of digital transformation. This month’s discussion was especially energizing. Our contributors Roberto Galdamez, Premkumar Balasubramanian, and Joe Evangelisto brought sharp insight, candid realism, and healthy skepticism to make the conversation meaningful. The discussion ultimately centered on a key question: Is AI actually going to rule 2026?With adoption accelerating across industries, the question reflects genuine strategic uncertainty rather than hype. Enterprises are moving faster, risks are multiplying, and suddenly everyone wants to know whether AI will be the decision-maker, the co-pilot, or just another tool on the IT shelf. Let’s walk through what these leaders had to say.   The New Shape of IT Leadership in 2026 If 2024 and 2025 were transitional years, 2026 is shaping up to be a redefining one. Interestingly, Galdamez sees CIO and CISO responsibilities blurring in ways that feel both natural and necessary. He described it as “two roles gradually sharing the same dashboard,” where technology decisions and security decisions can no longer be treated as separate tracks. According to him, 2026 could be the year this unified leadership model becomes standard rather than experimental. Premkumar agreed but he added something subtle: while leadership responsibilities are converging, the skills required are actually diverging. He emphasized that leaders now need to understand not just infrastructure and cloud, but regulatory frameworks, AI model behavior, and even risk psychology. He put it simply: “A CIO can’t avoid understanding AI governance anymore.” That’s a shift many leaders still underestimate. Joe offered a slightly different angle. In his view, leadership isn’t being restructured; it’s being stretched. He pointed out that CIOs are being asked to lead transformation, reduce cost, modernize platforms, maintain security, and now layer on top of everything oversee AI strategy. It sounded almost contradictory: leaders need to specialize more while simultaneously becoming more generalist. But Joe later clarified that contradiction: “Specialization applies to the technology; generalization applies to the mindset.” And he’s right 2026 won’t be the year of single-track technology executives. It will be the year of holistic ones.   Which Technologies Will Truly Matter in 2026? Ask ten industry analysts what will define 2026 and you’ll hear ten different buzzwords. What stood out here was how these three leaders cut through that noise to focus on what’s influencing organizations right nowGaldamez believes 2026 will be driven not by new technologies, but by technologies that finally become trustworthy. He talked about AI systems that can explain themselves, systems where you can trace why they made a decision. “AI without explainability will be useless by 2026,” he said. It wasn’t hype; it was a warning. Premkumar took that further. In his view, the technologies gaining traction aren’t the flashy ones they’re the ones that reduce doubt. Identity-first security, AI-driven threat detection, and automated remediation workflows will become the backbone of enterprise operations. He framed it nicely: “Technology only wins when people stop questioning its reliability.” That hit hard because it captures the emotional undercurrent behind every modernization initiative. Joe, on the other hand, highlighted how these emerging tools will affect daily work. He specifically noted that developers and operators are going to rely on AI in a more ambient, background way. Think of it like traffic navigation you don’t notice it unless something goes wrong. “The tools won’t feel futuristic,” he said. “They’ll feel normal.” Yet he also pointed out an important counterbalance: some technologies will remain overhyped. Fully autonomous SOCs, for example, might sound tempting, but they simply won’t replace situational judgment. And quantum? Great for research; not a 2026 disruptor.   What Trends Are We Overrating and Completely Underrating? This was the moment in the discussion when everyone leaned in. Because trends are easy to romanticize, especially in tech but the reality behind them is usually much more grounded. Galdamez argued that the most underestimated trend is AI governance. Not AI itself AI governance. He stressed that enterprises still aren’t prepared for the audit trail that generative AI will require. “Everyone wants models that think like humans,” he said, “but nobody wants to manage them like humans.” That line captured the contradiction perfectly. Premkumar echoed this, but with a practical twist. He said companies are underestimating the maturity gap between experimentation and enterprise deployment. People talk about plugging AI into every process, yet they underestimate the integration friction, the security conversations, and the model validation cycles that follow. In contrast, they overestimate how fast AI can or should take over decision-making. Joe took the relatable analogy route. He compared the industry’s view of AI autonomy to self-driving cars: “We talk about Level 5 autonomy, but we’re still living in a world that needs human hands on the wheel.” Underestimated? The role of human oversight. Overestimated? The belief that AI will magically run an entire IT operation. You know what? He’s absolutely right. Our own findings mirror this, similar data from the DLR report shows that organizations with human-in-the-loop models outperform fully automated approaches in reliability and risk management, reinforcing that AI is an amplifier of expertise, not a replacement for it.   The Global and Economic Forces Shaping 2026 Even though AI steals the spotlight, global and economic forces are pulling the strings behind the scenes. And each of our contributors had distinct but connected perspectives. Galdamez sees regulation as the biggest force. He talked about the EU AI Act, U.S. regulatory momentum, and the tightening requirements from cyber insurers. In his eyes, 2026 will be the year enterprises can no longer treat compliance as an afterthought. Premkumar added that macroeconomic pressure will push organizations toward consolidation. Instead of sprawling tech stacks, companies will double down on smaller, more integrated platforms that deliver more value with fewer moving parts. He called it “economic gravity” the natural pull towards efficiency. Joe emphasized something else: global instability. He pointed out that cyber risks increase during periods of geopolitical tension, and 2026 will demand stronger detection, faster response, and more resilient infrastructure. “Global instability and rising cyber risk,” he said, “will define 2026 more than any single technology.” Honestly? It’s hard to argue with that. As attacks grow faster and more coordinated, organizations can no longer rely on prevention alone; success in 2026 will hinge on early detection, rapid response, and infrastructure designed to absorb and recover from impact rather than assuming it can be avoided.   Will AI Actually Make Major Decisions in 2026? Short answer: yes and no. And here’s where the nuance matters. Galdamez was clear: AI will handle micro-decisions risk scoring, alert triage, anomaly detection but not macro ones. He said something insightful: “AI will choose what to surface, but humans will choose what to act on.” That’s a powerful distinction. Premkumar reinforced this by explaining how AI will evaluate threats faster, but the ethical and strategic decisions will still rest with people. He stressed that AI must support transparency. Not because it’s a compliance checkbox, but because without transparency, trust collapses. Joe took the practical route once again. He agreed that AI will make operational decisions but not business-critical ones. He described AI as a “decision accelerator,” not a decision-maker. That framing helps leaders understand what AI will and won’t replace. The takeaway?AI will make your work faster, smarter, and more efficient but it won’t take your judgment away.   Will AI Rule the Enterprise or Blend into the Background? After all the discussion, this question captured the essence of the debate. Galdamez believes AI will become part of the fabric of enterprise operations almost invisible, yet indispensable. Like electricity. You don’t think about it unless it stops working. Premkumar noted that what will actually “rule” isn’t AI it’s AI governance. The companies that master governance will outperform, out-innovate, and out-secure everyone else. His perspective was pragmatic, but it carried a hopeful undertone. Joe summed it up beautifully: “AI won’t rule 2026. But the companies that learn to partner with it will.” And he’s right AI’s power in 2026 won’t come from dominance; it will come from alignment.   So… Is AI Going to Rule 2026? After hearing from Galdamez, Premkumar, and Joe, the answer becomes surprisingly clear. AI will be the engine, but humans will remain the drivers especially the CIOs, CTOs, and decision makers who understand that technology is only as strong as the trust that surrounds it. A huge thank you again to our contributors for their insights. Their voices are what make Harvey Nash’s CIO Voices not just informative, but truly meaningful. And before you go, here’s something to look forward to:Next month’s edition will explore “Data-Driven Decisions: Choosing the Right Analytics Platform for Maximum ROI”Stay tuned because the talent landscape is evolving faster than ever, and the strategies you build now will define your competitive edge for years to come.