新的一年带来了新的机遇和挑战。优先考虑最关键的任务将帮助您节省时间和精力。
去年无疑是一段疯狂的旅程，人工智能的崛起影响了广泛的IT行业，并吸引了整个世界的想象力（和恐惧）。在接下来的 12 个月里，IT 领导者可以期待更多的惊喜和持续的挑战。
为了应对新旧挑战，IT 主管应评估其当前的业务和技术战略，并在必要时对其进行调整，以应对快速发展的技术、业务和经济实践。以下 10 个优先事项应该放在列表的首位。
一. 加强对数据的控制
甲骨文公司全球首席信息官兼执行副总裁杰·埃文斯（Jae Evans）计划在2024年优先考虑数据控制，各行各业的首席信息官也应该效仿。 数字化转型网（www.szhzxw.cn）
“作为一家大型企业，我们拥有来自不同来源的大量数据，”她说。利用生成式人工智能和分析等技术，有望使数据在正确的环境中更有意义、更快速地可用。为此，需要强大的数据管理策略。
“例如，通过我们的内部客户支持请求，我们汇总了有价值的信息，”她指出。直到最近，这样的信息还很难找到，充其量只是临时的。“我们已经看到了进展，支持案例的偏转和请求量显着下降。”
二. 在创新和卓越运营之间取得平衡
在一个充满创意颠覆的时代，商业和技术技能培训公司 Skillsoft 的首席信息官 Orla Daly 认为，2024 年的 IT 领导者应该专注于在他们的众多计划之间实现平衡，支持创新和“保持灯火通明”的工作。
就戴利而言，她计划跟上并利用适度的创新计划，同时维持运营并继续减少技术债务。“随着我们进入新的一年，首席信息官和其他IT领导者将需要了解创新如何从内部和外部的角度颠覆业务，并在做出决策时有节制的风险承担和对优先结果的高度关注。 数字化转型网（www.szhzxw.cn）
三. 在网络安全方面加倍努力
解决方案和系统集成商 Insight Enterprises 的北美首席技术官 Juan Orlandini 警告说，我们现在正处于网络安全大流行中。他鼓励首席信息官专注于网络准备，以确保他们尽一切可能防止攻击。“攻击者变得越来越老练，他们只需要一个错误就可以进入，”奥兰迪尼指出。“假设攻击是不可避免的。”
Orlandini 建议，努力建立合适的网络安全团队。“这可能是一个内部团队或值得信赖的顾问，他们可以确保你已经尽你所能保护自己。
在 IT 领导者必须进行的众多安全讨论中，Orlandini 强调了建立一支熟练的恢复团队的重要性。“投资于网络恢复通常是痛苦的，因为它并不经常需要，但我们的经验表明，没有一套好的恢复工具和流程可能会非常糟糕。” 数字化转型网（www.szhzxw.cn）
四. 制定健全的人才发展计划
Liberty Mutual Insurance 的首席信息官兼执行副总裁 Monica Caldas 认为，到 2024 年，一个强有力的、以技能为中心的发展计划应该是 IT 领导者的当务之急。
“技术在各个领域都在加速发展，随之而来的是技术专业人员技能的转变，”她说。“我们需要采取严格的方法来确保我们的 IT 员工能够适应未来。”
Caldas 认为，这对于更新和保持现有的员工能力以及建立一种高绩效文化非常重要，这种文化随时准备在当今快节奏的技术生态系统中取得成果。“我们正在从仅根据工作概况制定发展计划转向在技能基础之上制定计划，”她说。“技能培养将告知我们如何提供培训以及团队成员如何发展他们的职业生涯。”
五. 深入研究 AI
毋庸置疑，2024 年的首要任务应该是使用人工智能来推动业务创新和效率，应付账款自动化公司 Medius 的首席转型和信息官 Ahmed Fessi 说。“首席信息官必须站在推动数字化变革的最前沿，并拥抱先进解决方案的优势，”他补充道。“但是，在支持人工智能的同时，首席信息官还必须确保安全和负责任地使用该技术，尤其是像Chat GPT这样可公开访问的解决方案。”
Fessi 说，人工智能是提高生产力的直接途径。他指出，亚马逊最近的一份报告发现，雇主认为人工智能可以将整体生产力提高49%。“随着人工智能解决方案的发展和员工用例的增长，很明显，人工智能将在 2024 年继续重新定义我们的工作方式，”他说。 数字化转型网（www.szhzxw.cn）
随着人工智能不断重新定义工作，它的好处已经变得显而易见。例如，Fessi 指出，对于自动化来说，许多管理负担是唾手可得的成果。“然而，为了在他们的企业中做到这一点，首席信息官应该首先确定为他们的组织带来最大价值的用例，并通过运行试点项目从小处着手，然后再将成功的项目产业化。”
六. 提高公司的数字敏锐度
建筑产品和管理服务公司江森自控的首席信息官黛安·施瓦茨（Diane Schwarz）表示，她专注于提高整个企业的数字敏锐度。Schwarz 解释道：“只有通过数字化和 AI，我们才能实现为客户和组织提供关键见解所需的加速。
她说，生成式人工智能将成为约翰逊将数字完全整合到其业务核心计划中的关键组成部分，尤其是在公司寻求简化和标准化运营的情况下。“与此同时，我们需要确保员工安全地使用生成式人工智能，而不是将公司或客户信息置于风险之中。” 数字化转型网（www.szhzxw.cn）
七. 应对人工智能人才短缺挑战
正如麦肯锡最近的一项研究所强调的那样，人工智能人才供不应求。“首席信息官必须跳出框框思考，并提出创造性的解决方案来填补这些角色，”数据基础设施和IT服务公司US Signal的首席信息官Gaudy Jandron说。
Jandron 表示，除了寻找人才和提高现有团队成员在人工智能技术方面的技能外，2024 年的首席信息官还需要与企业领导者合作制定计划，帮助所有员工适应新的工作方式。她认为，与人工智能供应商和研究机构等外部合作伙伴合作对于获得必要的专业知识和资源也至关重要。
八. 加强数据治理
供应链操作系统开发商 Blue Yonder 的首席技术官 Mike Shanko 表示，通过保护组织数据并构建相关内部流程的清晰和最新视图，2024 年的 CIO 可以帮助技术团队开发面向变革性流程增强的认知解决方案。
Shanko 说，第一步应该是在整个数据领域建立强大的治理实践。在此基础上，他建议制定政策和团队培训，同时创造一个安全、运营良好的环境。“到 2024 年，从战略性、长期业务的角度来看待优先事项，而不是仅仅通过技术视角来看待，将更好地使您的整体业务和员工受益。”
九. 寻求价值创造
在应对数字化转型计划的同时应对预算限制是许多 IT 领导者面临的挑战。这就是为什么价值创造应该是 2024 年 IT 领导者的首要目标，协作和 IT 管理平台提供商 GoTo 的数字工作场所和 IT 副总裁 Jeremy Rafuse 说。 数字化转型网（www.szhzxw.cn）
当涉及到有效的 IT 时，少即是多，太多的工具可能会增加成本、产生技术债务并导致用户体验脱节。探索新的创新技术是为客户增加价值和保持竞争力的有效途径。“其中的一个重要部分是整理 IT 工具包，”他指出。
“我们希望整合我们的软件，以消除笨重和冗余的功能，这反过来又可以节省时间和成本，”Rafuse 说。他的方法还扩展到物理硬件，将特定工作负载迁移到云端，从而减少了办公室和数据中心的占用空间。“我们还希望战略性地将某些流程迁移到单个平台，以便于使用。”Rafuse 认为，从长远来看，采取积极措施来简化业务运营不仅可以节省成本，还可以提高 IT 的整体价值。“企业应该始终追求质量而不是数量，成本优化将随之而来。”
十. 将成本优化放在首位
对于大多数首席信息官来说，成本优化是最重要的，技术研究和咨询公司ISG的合伙人Ola Chowning说。她说：“许多组织都在回避广泛的转型，除非它有敏捷性的基础——支出较小，成果更早——以及一定程度的自筹资金。 数字化转型网（www.szhzxw.cn）
这种务实的方法预计日常 IT 成本将保持稳定，甚至下降，并且随着企业继续数字化和 IT 能力现代化，成本基础将保持优化。“这与其说是成本支出，不如说是可预测的、合理的成本基础——优化的房地产，”她说。
Chowning说，随着组织开始从最初的云计算和数字化转型中走出来，许多组织经历了成本的爆炸式增长，而不是他们期望的合理化成本基础。“这些对资产负债表和成本状况的冲击通常是由于数据和计算能力在云环境中的易用性，但也受到随着支出从资本转移到运营费用时对IT成本的财务处理。
英文翻译：
10 top priorities for CIOs in 2024
A new year offers fresh opportunities and challenges. Prioritizing your most critical tasks will help you save time and effort. 数字化转型网（www.szhzxw.cn）
Last year was certainly a wild ride, with the ascendent rise of AI impacting a wide range of IT sectors and capturing the imagination (and fears) of the world at large. IT leaders can look forward to even more surprises, as well as continuing challenges, over the next 12 months.
To stay on top of both old and new challenges, IT chiefs should evaluate their current business and technology strategies and, when necessary, adjust them to address rapidly evolving technology, business, and economic practices. The following 10 priorities should be at the top of your list.
1. Gain stronger control over data
Jae Evans, global CIO and executive vice president at Oracle, is planning to prioritize data control in 2024, and CIOs across industries would be wise to follow suit.
“As a large enterprise, we have vast amounts of data from disparate sources,” she says. Leveraging technologies, such as generative AI and analytics, promises to make data both more meaningful and more rapidly available in the right context. Doing so requires a robust data management strategy.
“For instance, with our internal customer support requests, we aggregate valuable information,” she notes. Until recently, such information was hard to find and ad hoc at best. “We’re already seeing progress, with support case deflections and request volumes decreasing significantly.”
2. Strike a balance between innovation and operational excellence
In an era of creative disruption, Orla Daly, CIO at business and technical skills training firm Skillsoft, believes that IT leaders in 2024 should concentrate on achieving balance among their myriad initiatives, favoring innovation and “keep the lights on” work in turn.
For her part, Daly is planning to keep pace with, and capitalize on, modest innovation initiatives while maintaining operations and continuing to reduce technical debt. “As we head into the new year, CIOs and other IT leaders will need to understand how innovation can disrupt the business from both an internal and external perspective and make decisions with measured risk taking and a strong focus on priority outcomes.” 数字化转型网（www.szhzxw.cn）
3. Double-down on cybersecurity
We are in a cybersecurity pandemic right now, warns Juan Orlandini, CTO for North America at solutions and systems integrator Insight Enterprises. He encourages CIOs to focus on cyber preparedness to ensure they’ve done everything possible to prevent assaults. “Attackers are getting more sophisticated, and all it takes is one mistake for them to get in,” Orlandini notes. “Assume that attacks are inevitable.”
Work toward having the right cybersecurity team in place, Orlandini advises. “This could be an in-house team or trusted advisors who can make sure you’ve done what you can to protect yourself.”
Among the many security discussions IT leaders must have, Orlandini stresses the importance of building a skilled recovery team. “Investing in cyber recovery is often painful because it’s not needed often, but our experience has shown that not having a good set of tools and processes for recovery can be extremely bad.” 数字化转型网（www.szhzxw.cn）
4. Build a robust talent development plan
Monica Caldas, CIO and executive vice president with Liberty Mutual Insurance, believes that a strong, skills-focused development plan should be an imperative for IT leaders in 2024.
“Technology is accelerating across every sector, and with that comes shifts in technology professionals’ skills,” she says. “We need to have a rigorous approach to future-proof our IT workforce.”
Caldas believes that’s important to renew and maintain existing workforce competencies as well as to establish a high-performance culture that’s ready to deliver results in today’s fast-paced technology ecosystem. “We’re shifting away from building development plans based on job profiles alone and are now pivoting to build plans on top of a foundation of skills,” she states. “Skill-building will inform how we provide training as well as how team members can grow their careers.”
5. Delve deeper into AI
It almost goes without saying that a top priority in 2024 should be using AI to drive business innovation and efficiency, says Ahmed Fessi, chief transformation and information officer at accounts payable automation firm Medius. “CIOs must be at the forefront of driving digital change, and embrace the advantages of advanced solutions,” he adds. “But while championing AI, CIOs must also ensure safe and responsible use of the technology, especially with publicly accessible solutions like Chat GPT.”
AI is a direct way to skyrocket productivity, Fessi says. He notes that a recent Amazon report found that employers believe AI could boost overall productivity by up to 49%. “As AI solutions evolve, and employee use cases grow, it’s clear that AI will continue to redefine the way we work in 2024,” he says.
As AI continues to redefine work, its benefits are already becoming clear. Fessi notes, for instance, that many administrative burdens are low-hanging fruit for automation. “However, to get this right across their businesses, CIOs should begin by identifying use cases that bring the most value to their organizations, and to start small by running pilot projects, before industrializing the successful ones.”
6. Sharpen your company’s digital acumen
Diane Schwarz, CIO with building products and management services firm Johnson Controls, says she’s focused on increasing digital acumen across the enterprise. “It’s only through digitalization and AI that we will achieve the acceleration we need to deliver critical insights for our customers and our organization,” Schwarz explains. 数字化转型网（www.szhzxw.cn）
Generative AI will be a critical component in Johnson’s plan to fully integrate digital into its business core, especially as the company seeks to simplify and standardize operations, she says. “At the same time, we need to be sure employees are using generative AI safely — not putting company or customer information at risk.”
7. Address the AI talent shortage challenge
AI talent is in short supply, as highlighted in a recent McKinsey study. “CIOs must think outside the box and come up with creative solutions for filling these roles,” says Gaudy Jandron, CIO with data infrastructure and IT services firm US Signal. 数字化转型网（www.szhzxw.cn）
Besides sourcing talent and upskilling current team members in AI technologies, CIOs in 2024 will need to partner with business leaders to develop programs that will help all employees adapt to the new ways of working, Jandron says. She believes that collaborating with external partners, such as AI vendors and research institutions, will also be critical to access the necessary expertise and resources.
8. Strengthen data governance
By securing organization data and building a clean and current view of relevant internal processes, CIOs in 2024 can help technology teams develop cognitive solutions geared toward transformative process enhancements, says Mike Shanko, CTO at supply chain operating system developer Blue Yonder.
The first step should be establishing strong governance practices across the data landscape, Shanko says. From there, he recommends developing policies and team training while creating a secure, operationally sound environment. “In 2024, viewing priorities from a strategic, long-term business point-of-view, as opposed to viewing solely through a technological lens, will better benefit your overall business and employees.”
9. Seek value creation
Addressing digital transformation initiatives while simultaneously navigating budget constraints is a challenge many IT leaders face. That’s why value creation should be a top goal for IT leaders in 2024, says Jeremy Rafuse, vice president of digital workplace and IT at collaboration and IT management platform provider GoTo.
When it comes to effective IT, less is more, and too many tools can run up costs, accrue technical debt, and lead to disjointed user experiences. Exploring new and innovative technologies is an effective way to add value for customers and remain competitive. “An important part of this is tidying up the IT toolkit,” he notes. 数字化转型网（www.szhzxw.cn）
“We’re looking to consolidate our software to remove clunky and redundant capabilities, which in turn will save both time and costs,” Rafuse says. His approach also extends to physical hardware by moving specific workloads to the cloud, reducing both office and data center footprints. “We’re also looking to strategically migrate certain processes to single platforms for ease of use.” Rafuse believes that taking proactive measures to streamline business operations will not only conserve costs over the long run, but also drive up IT’s overall value. “Businesses should always strive for quality over quantity, and cost optimization will follow.”
10. Make cost optimization a priority
Cost optimization is high on the list for most CIOs, observes Ola Chowning, a partner with technology research and advisory firm ISG. “Many organizations are shying away from broad transformation unless it has an underpinning of agility — smaller spend with earlier outcomes — and some extent of self-funding,” she says. 数字化转型网（www.szhzxw.cn）
This pragmatic approach expects day-to-day IT costs to remain steady, if not decrease, and that cost basis will remain optimized as businesses continue to digitize and IT capabilities modernize. “This is less about cost take-out, and more about a predictable, rationalized cost basis — an optimized estate,” she says.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于CIO.COM；编辑/翻译：数字化转型网宁檬树。
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