TRENDING can continue to provide the technology needed to create an impactful advantage for users .”
The priority shift of IT leaders in the year ahead
Over the next 12 months , IT leaders have stated their intentions to focus on the development of their own skillset . Among the key skills IT leaders want to develop , strategic thinking and vision is a top priority for 52 %, alongside skills around cyber-resilience ( 45 %) and being outcome-focused ( 41 %).
This is further supported by the notion that IT leaders are looking to forge stronger partnerships with the board , with over half ( 54 %) making a beeline for the COO , 45 % choosing the CPO and 44 % stating the CFO is the person they want to build a better relationship with .
In terms of strategic goals for the year ahead , IT leaders ’ main focuses for this year include :
• Mental health of staff : 56 % state the intention to address employee mental health
The superior strategic voice CIOs have worked so hard to elevate needs to be preserved , alongside any chance of building strong partnerships with the rest of the board .
• The green agenda : 49 % state that sustainability will be a key focus
• Staying agile : 83 % say rapid agility , the concept of using data to make quick business decisions – is essential for innovation and growth
• The data debate : Over half ( 51 %) want to focus on data democratisation
Finally , when looking into the top five priorities for the next 12 months , technologists intend to focus on the following :
1 . Agility : Embedding and accelerating agility across the business ( 82 %)
2 . Customers : Enhancing digital customer experience / optimising customer journeys ( 80 %)
3 . Remote working : Enhancing digital experience for a remote or hybrid working future ( 77 %) 4 . Innovation : Driving innovation and rethinking business models ( 76 %) 5 . Cost : Optimising costs / right-sizing IT ( 72 %)
Petter concluded : “ Understanding business priorities needs a strategic thinker to bring clarity and direction to long-term technology decisions . What we see from this research is that IT leaders ’ vision can be held back by the infrastructure in front of them . In order to achieve the agility , customer focus and innovation they seek to prioritise , IT leaders need to be able to consume technology flexibly , scaling up and down as needed .
“ The freedom afforded by this approach allows for more time and resources to invest in innovative projects . The superior strategic voice CIOs have worked so hard to elevate needs to be preserved , alongside any chance of building strong partnerships with the rest of the board .” p
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