Spotlight on Pooja Bagga

Guardian Media Group is one of the world’s largest and most-trusted quality newsbrands, publisher of the Guardian, theguardian.com and the Guardian app. As Group CIO my role is to set the strategic direction for technology, data and AI so our digital, data and cyber security strategies align to our overall mission and goals. 

Media today is right at the heart of where technology, society and trust converge. I have always been an admirer of the Guardian and this makes it an incredibly interesting moment to be part of the team. 

In a previous life (one of the many roles I have held), I was an authorised security trainer and learnt quite a few of my skills at the Military College in Shrivenham!

Learn more about the UK & Ireland CIO community here.
 

Give us a brief overview of the path that led to your current role.

Prior to joining the Guardian, I spent over 25 years’ leading complex transformations across both business and technology areas, including at Royal Mail, British Airways and Transport for London. 

Each of these companies have large-scale operations, using real-time systems and global networks. They are also very public facing high profile brands within the UK's national infrastructure. There is very little tolerance for failure, meaning it is a very demanding environment to work in. At the same time, because technology underpins critical infrastructure and delivery, every change - from a routine update or a major transformation - has to be thought through in detail. Cross functional collaboration and having a laser focus on business outcomes has been the driving force underpinning such transformations.

These roles gave me a strong foundation in running large, mission-critical programmes while driving long-term digital and data driven change, skills that translate well across industries. 
 

What is one of your guiding leadership principles?

When I think about leadership, the guiding principle for me is about creating the right environment and conditions for the teams to thrive. It really is the foundation for success in so many ways. 

That breaks down into a few different parts. First, leading with integrity, so there is no gap between what we say we stand for and how we work. That is key for building trust and collaboration in the fullest sense. Secondly, building high performing and diverse teams. I care a lot about visibility and representation as a key part of building stronger, more innovative teams. When you bring together people with different backgrounds and experiences, you make better decisions and create better outcomes. If people in the team can see someone who looks like them it also helps show those paths are accessible and available to them too. Finally, it's about being prepared to make tough decisions and follow through on them.  
 

What is the greatest challenge CIOs face today, and how are you addressing it?

We are in the midst of a period of profound digital disruption, driven by the rapid rise of GenAI, increasing cybersecurity threat landscape and the relentless pace of digital transformation more broadly. This is fundamentally changing the CIO role itself, propelling technology from being seen as a largely back office office function to a key driver of strategy. 

One of the key challenges is balancing the need for rapid innovation and experimentation alongside the need to maintain robust systems and processes to protect from cyber and data risk. One of the ways we are addressing this is using guardrails, giving scope for innovation but within defined boundaries.

AI has become a crucial tool for individuals and businesses almost overnight, so it’s important to invest in training so that your teams understand how to use it effectively, and with active control and oversight. For us, that’s not limited to the newsroom; our teams across editorial, commercial and support functions are also exploring how to integrate AI into their work. The learning is ongoing, but it enables you to safely experiment with the technology, which is also very important.

Amid all this change and disruption, you need to keep a laser focus on business outcomes and make sure your organisation and capabilities mirror the changing industry needs. Adaptability is key, but so is curiosity. We don’t have all the answers, but reaching out to your peers and taking advantage of this network is a good source of support and direction.
 

What is the key to success for someone just starting out as a CIO?

It begins with listening to and understanding the business challenges and opportunities. At the Guardian, technology is at the heart of some of our key challenges, but it’s important to consider all the priorities and remember your foundational work. Your team needs to be aligned with common goals and objectives that feed directly into the business’s core purpose and long-term plans. 

I do believe in being completely transparent with your teams about the challenges they face or what may be on the horizon. Look for some quick wins that you can execute to showcase value whilst developing a deeper understanding of the challenges and opportunities.
 

How do you measure success as a leader?

For me, it’s through value generation within the organisation, with motivated and high-performing, diverse teams.

Value generation comes from delivering outcomes that aren’t simply supporting business transformation, but delivering a wider purpose, impact and innovation.

A team with a range of experiences, opinions and perspectives will be stronger and more capable. It’s always been very important to me to be a visible example to others, and to encourage people who may not think that working in tech is somewhere they can thrive.

Governing Body members share their insights and leadership perspectives to shape the agendas and topics that address the top priorities impacting business leaders today.