According to the report, 60% of CIOs said that by 2026, a line of business (LOB) leader with high use of technology will question their role. Indeed, the CIO’s role in successfully driving and executing a company’s digital transformation strategy has expanded over the past two years during the pandemic.
In the past, CIOs focused on using technology to achieve their goals, but today’s trend is to collaborate with business partners to perform technology tasks to create sustainable business results. However, despite the CIO’s increased stature within the company, more and more cases still reflect the voice of LOB leaders who are deeply involved in technology decisions. IDC emphasized that CIOs need to strengthen their relationships with business partners in order to take on an important technology/business orchestration role within their organization’s leadership team.
“CIOs build digital business platforms that enable them to seamlessly deliver and continually improve their products, services and experiences by broadly supporting the ecosystem,” said Linus Lai, director of digital business research for IDC Australia and New Zealand. gain a technological edge to build digital businesses for their organizations in the new post-pandemic world,” he said.
“The ability to collaborate with LOB executives is a key skill for CIOs and a gateway to the viability of successful IT organizations and digital businesses,” said Han Eun-seon, president of Korea IDC Research. The ability to work with their LOB colleagues to synchronize budgets and resources and leverage their customer and business knowledge has proven invaluable. »
Additionally, IDC provided 10 Perspectives for the CIO Agenda to help organizational leaders prepare and strategize for rapid market changes and rapidly evolving technology trends in the aftermath of the pandemic.
| • Enterprise Technology Director: By 2026, 60% of CIOs expect their role to be filled by a LOB representative who can leverage technology to align with the organization’s mission and customers.
• dream Team: By 2025, 50% of CIOs predict they will increase their reach and reach by effectively managing entry-level IT, expanding LOB and ecosystem partners, and optimizing partner services more collaborative. • operating model: By 2026, 50% of CIOs expect to leverage operating models to optimize value streams, agile architectures, and risk management to meet growing market and customer needs. • resilience: By 2024, 40% of CIOs say they will build competitive advantage in finance, supply chain, ecosystem and sustainability differentiation, with capabilities to resilience in the foreground. • Deep Automation: By 2025, only 30% of CIOs say they will combine AI/ML with deep automation and improve speed and scalability to create truly intelligent enterprises that enable monetization in an evolving business environment. • man-machine: By 2026, 50% of CIOs plan to make greater use of critical systems with embedded intelligence and automation technologies to address skills and labor shortages and manage tasks beyond human capacities. • AI efficiency: By 2025, 60% of CIOs predict they will rely more on operational data and insights gathered at the edge, as businesses use real-time data from multiple sources to make rapid decisions. • social networks: By 2026, 40% of CIOs predict they will use technology ethically to understand the employee experience and perception of their products and increase brand awareness. • sustainability: By 2027, 80% of CIOs expect to choose clean (green) information technology as part of their organizational governance, hold technology partners environmentally responsible, and manage systems with sustainability measures. • IT budget: By 2026, with IT-as-a-service spend exceeding 40%, we plan to leverage long-term software and resource OPEX strategies from 10% to 30% %, instead of short-term capital expenditure (Capex) strategies. |
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