Technology leaders face rising complexity & AI strain

Alliance Manchester Business School has published research showing that 85% of technology sector leaders say their roles have become more complex over the past five years. It also found that 58% are concerned about staying relevant as business conditions change.

The findings are based on a survey of 500 senior decision-makers in UK businesses, including 133 working in IT and technology. Across all sectors, 73% said their roles had become more complicated over the same period.

Among technology leaders, the most commonly cited reason for rising complexity was the emergence of new technologies such as artificial intelligence, identified by 35% of respondents. Increased cybersecurity and data privacy risks were each cited by 29%, as was pressure to meet expectations around diversity, equity and inclusion.

Remote working and regulatory change also featured prominently. A quarter of technology leaders said the rise of remote working had added to the complexity of their jobs, while 24% pointed to new regulation and legislation.

The research suggests the strain is affecting confidence as well as workload. Some 41% of technology sector decision-makers said they regularly doubt their judgment at work, indicating that more demanding management roles are being matched by greater uncertainty among senior staff.

Training appears to be one area where support is falling short. Despite reporting more complex roles since 2020, 20% of senior decision-makers in the technology sector said they had not received suitable training to help them do their jobs well and manage effectively.

When asked where they most wanted formal training, technology leaders put artificial intelligence at the top of the list. Some 45% said they wanted a better understanding of AI and how to use it, followed by motivating and engaging teams at 36% and developing commercial strategies at 35%.

The data points to a mix of technical and managerial pressures facing senior leaders in the sector. Businesses are dealing not only with rapid changes in digital tools and security demands, but also with workforce management issues and a tighter regulatory environment.

Leadership pressure

The figures also highlight a broader challenge for companies that rely on senior staff to make decisions on technology investment, risk and strategy. Leaders are expected to assess fast-moving developments while maintaining operational control, and many appear to feel underprepared for the task.

Reza Salehnejad, a Lecturer on Alliance Manchester Business School's MBA programme, said: "The unprecedented pace of technological change is creating particular challenges for leaders within the tech sector. Technology, and AI in particular, is developing so fast that it's hard to confidently take decisions that will ensure long-term benefits. Add to that the security risks that come with the implementation of new technologies, as well as broader trends like remote working and adapting to new regulation, and you start to see the complexity of the environment professionals are operating in."

His comments reflect how the pressures identified in the survey extend beyond technical knowledge. The results suggest leaders are being asked to combine digital understanding with judgment in people management, compliance and commercial planning.

Skills gap

The demand for formal development in AI, team engagement and strategy indicates that many leaders see a need to strengthen core management skills alongside specialist knowledge. That may be especially important in a sector where new products, security threats and workplace models can shift quickly.

For employers, the research raises questions about whether internal development programmes are keeping pace with the demands placed on senior managers. If one in five technology leaders believe they have not had suitable training, companies may face risks not only in execution but also in staff confidence and retention.

Salehnejad said: "Organisations need to support their leaders and equip them with the competencies to analyse opportunities and trust their judgement. When it comes to navigating change, confidence is key, and formal training not only builds skills but develops the confidence needed to take the tough decisions."