Buland Khan, Regional CTO at Wipro, talks to The Ortus Club about the evolution of the “Field CTO,” the shift from a “keep-the-lights-on” mindset to innovation-led strategy, and why executive dialogue is essential for navigating the convergence of AI and quantum computing.
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Executive Summary: Key Takeaways
- AI as a General-Purpose Technology: Buland describes AI as a “general-purpose technology,” similar to electricity, that will become embedded in every business function.
- The “Innovation Team” Mandate: A frequent corporate mistake is assigning innovation to a skeleton crew. Sustainable growth requires a dedicated, well-resourced team to drive new business models.
- Adaptive Leadership: Today’s IT leader must be a polymath, pivoting between the roles of product manager, architect, business strategist, and empathetic mentor.
- Security by Design: Innovation should never be rushed at the cost of stability. Security must be treated as a foundational design principle from the prototyping phase.
- The Darwinian Edge: Survival in tech is not determined by size or intelligence, but by the speed and quality of an organisation’s response to change.
Buland Khan’s 25-year career in IT reflects constant reinvention and adaptability. Originally aspiring to captain a ship in the merchant navy, the 2000 recession steered him toward software development and teaching. Today, as the Regional CTO at Wipro, he acts as a “Field CTO.” A trusted advisor who bridges the gap between deep technical engineering and high-level CXO strategy. Having worked across 10 countries, Khan champions the idea that technical vision is meaningless without business acumen and an unwavering commitment to lifelong learning.
How has the role of the IT leader evolved over 25 years?
Buland Khan reflects on moving from a purely technical focus to a value-driven approach that prioritises the big picture.
“When I began my career, I was too focused on the technology side. As I gained experience, I realised that understanding the business is crucial. You have to grasp the bigger picture to align technology with business goals.
In my role as a Field CTO, I wear different hats. If I’m engaging with a banking client, I prioritise their regulatory challenges. With my internal team, I think like a product manager. With architects, I focus on system integration. The biggest challenge isn’t the tech itself, it’s the ability to wear these multiple hats while maintaining a clear view of the value you are providing to the customer.”
Why should businesses view AI as electricity rather than a trend?
Khan predicts a future in which AI, Edge Computing, and 5G converge to become the invisible backbone of enterprise design.
“I’ve begun referring to AI as a ‘General Purpose Technology’ (GPT), much like electricity or the internet. It’s going to be integrated into everything by design. AI is the core, and other technologies, like Edge Computing and 5G, converge around it to enable real-time applications.
We are also seeing the rise of Quantum Computing. While it’s in early stages, its potential for cryptography and optimisation is massive. These shifts will disrupt many industries. It’s not just about adoption. It’s about upskilling teams to handle the maturity cycle of these disruptive forces.”
What is the biggest IT-related mistake companies are still making?
The Regional CTO warns against the stagnation that comes from over-prioritising maintenance at the expense of transformation.
“The biggest mistake is focusing too much on ‘keeping the lights on,’ simply running the business. While maintenance is vital, transformation is mandatory for survival.
Many companies talk about innovation, but only assign one or two people to the charter. Innovation is not a side project. It requires a dedicated team from both the business and delivery sides to develop new models and strategies. It doesn’t always have to be a major breakthrough, but it must be unique and useful. Without a dedicated team, you will struggle to drive it effectively.”
How do you balance the need for innovation with the demand for stability?
Khan outlines a systematic, iterative approach that treats security as a non-negotiable design principle.
“Balancing innovation with stability requires a systematic approach. It starts with defining objectives and conducting comprehensive market research. I then move through concept testing, business analysis, and prototyping.
At every single stage, security is paramount. It is integrated ‘by design,’ not added as an afterthought. Innovation should be iterative and informed by real-world feedback, never rushed. We often co-innovate with clients or research institutions to ensure that the stability of the system remains intact while we push the boundaries of what’s possible.”
How can IT leaders navigate a constant flux of regulations?
Navigating global compliance requires a shared responsibility model and a deep understanding of country-specific frameworks.
“The regulatory environment depends on the industry. In banking, frameworks vary significantly between India and Europe. The core principles, however, remain the same: how do we secure and classify data?
I recommend a compliance and defense strategy that combines identity management, encryption, and zero-trust security. But beyond the tools, there is a need to train stakeholders. Compliance is a shared responsibility, not just the service provider’s. You must conduct business impact analyses to ensure your strategy meets the specific needs of the local regulator.”
What does the future of leadership look like in an AI-driven era?
For Khan, the next generation of leaders must be characterised by transparency, empowerment, and the ability to “see the big picture.”
“The most critical skill today is adaptability. An IT leader must be a good technologist, a business strategist, and a decision-maker who can lead change.
I mentor the next generation by fostering transparency. I seek out individuals with ‘adaptive ability.’ Those who might not have every skill yet but have the willingness to learn. I give them a ‘safe space’ to experiment and empower them to make decisions. Success depends on the team’s ability to stay together and enjoy working together. As Darwin said: ‘It is not the strongest of the species that survive… but the ones most responsive to change.'”
Join the Conversation: The Ortus Club’s Executive Network
As Buland Khan emphasises, the value of high-level executive dialogue lies in hearing how peers across different industries solve the same business problems. Staying connected to a diverse network of leaders is becoming a strategic necessity.
At The Ortus Club, we host executive roundtables designed specifically to help leaders like Buland Khan “connect the dots.” By participating in these curated discussions, you gain the “big picture” insights needed to develop IT roadmaps that can withstand the next wave of disruption.
FAQs
Q: What is a “Field CTO”?
A: A Field CTO (or Regional CTO) acts as a bridge between the company’s internal engineering teams and the customer’s executive board, translating complex technology roadmaps into tangible business value.
Q: What are Buland Khan’s three pillars of innovation?
A:. The three pillars of innovation are a clear definition of business objectives, systematic prototyping and concept testing, and security integrated by design at every development stage.
Q: How can IT leaders improve talent retention?
A: By empowering teams with decision-making authority within a safe space for experimentation and fostering a culture of continuous recognition and upskilling.
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