Intelligent CIO North America Issue 28 | Page 42

FEATURE : CIO PRIORITIES
simplified sourcing , integration and composability of software components . As CSP ecosystems mature , there will be a diminishing need for third-party ISV tools because CSPs can quickly release new features and become fast followers of innovation due to the speed and agility of cloud development .
5 . Through 2024 , jointly owned sovereignty partnerships sanctioned by regulators will increase stakeholder trust in global cloud brands and facilitate continued IT globalization
As societies become increasingly globally interconnected and dependent upon digital information ,

UNCERTAINTY CARRIES AS MUCH OPPORTUNITY AS IT DOES RISK .

more regulations and legislation are emerging from a desire to control and protect citizens and ensure continued availability of critical services . Specifically , governments and commercial regulators are tightening policies regarding the use of non-regional cloud providers for critical or sensitive workloads .
“ Due to recent geopolitical events and seeing the direct impact that de-platforming sanctions can have , demand for sovereign cloud solutions is evolving ,” said Plummer . “ Governments and regulators that sanction specific jointly owned approaches of cloud providers with local partners can meet tightened sovereignty requirements while facilitating continued technical globalization .”
performance ,” added Plummer . “ The resiliency dialogue must become a CEO and boardroom conversation , rather than one siloed to HR .”
7 . By 2025 , shareholder acceptance of moonshot speculative investments will double , making them a viable alternative to traditional R & D spending to accelerate growth
To find advantages amidst uncertainty and volatility , industry leaders are increasingly accepting high-risk technology investments with little-known returns and potential failure , known as ‘ moonshots ’.
6 . By 2025 , ‘ labor volatility ’ will cause 40 % of organizations to report a material business loss , forcing a shift in talent strategy from acquisition to resilience
Challenges such as the Great Resignation , burnout and quiet quitting continue to challenge business leaders to find , attract , hire and retain talent . Within corporate announcements and financial disclosures , organizations will increasingly highlight material strategic shifts due to the inability to support existing products or services or launch new opportunities because of workforce challenges .
“ Labor volatility has a direct correlation to enterprise execution and delivery models that impacts financial
“ Winning enterprises have learned the real risk they face is doing too little too late . Adopting antifragile approaches , such as moonshots , allows enterprises to maximize their advantage from disruption by adjusting their risk appetite and raising their tolerance for failure ,” said Plummer .
8 . By 2027 , social media platform models will shift from ‘ customer as product ’ to ‘ platform as customer ’ of decentralized identity , sold through data markets
The current paradigm of users having to prove their identity repeatedly across online services is not efficient , scalable or secure . Web3 enables new decentralized identity standards which introduce
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