2024年将是充满挑战的一年。
CIO们已经开始给自己在新的一年里的IT成果制定目标，比如从提高业务一致性，到将IT转变为业务“催化剂”等。他们预测，AI、经济不确定性、业务需求以及对需求的不断增长都将在2024年迎来爆发。
然而，面对以上挑战，CIO们仍保持雄心壮志，希望将那些潜在的挑战转化为机遇。
那么，在2024年里，CIO们最希望实现什么目标呢？以下是一些极具代表性的CIO给出的13个IT策略。
一、业务与IT一致性
2024年，多位CIO计划加强与其他职能部门的关系，以他们近年来所做的工作为基础，创造更大的协同效应。 数字化转型网（www.szhzxw.cn）
正如劳动力解决方案提供商GDH的CIOLee Boelens所说：“IT不仅仅是一个部门，它是一种重要的资源，应该融入其他每个部门。”
二、打造动态灵活的团队
一些CIO表示，他们正在打造能随业务需求变化而灵活调整的团队。康涅狄格州立大学中央分校的CIO乔治·F·Claffey正是如此，他表示：“在这个充满活力的环境中，强调敏捷性和灵活性是关键。为了适应这些变化，我们正在调整组织结构，摆脱僵化的经理&下属等级制度，向更动态、更灵活的团队过渡。”
Claffey指出，这种转变不仅仅是进行结构性变革，它需要文化思维方式的转变，这种转变改变了组织的运作方式。“我们的目标是将组织重新设计为跨学科团队。这样的团队可以根据具体项目进行组合，提供更高的速度、灵活性和敏捷性。”“在技术进步，特别是AI迅速发展和变革的时代，这种方法对于保持竞争力和响应能力至关重要。”
三、关注AI的持续性
正如GDH的Boelens所观察到的那样，AI的迅速发展让CIO及其高管同事们面临重大挑战。他认为2024年是收获和解惑的一年，“随着AI成为2023年的热门话题，我们如何引入AI、治理AI以及向员工进行相关培训等都成了新问题。2024年，几乎所有GDH的技术栈都将包含某种AI组件。那么，这对我们的员工和客户意味着什么呢？我们的员工会反对还是拥抱AI？客户对AI服务有什么期望？AI对该部门有什么好处？AI会如何改变部门的流程？我们如何为每个部门创建治理和培训？”
Boelens表示，GDH成立了一个由部门负责人组成的AI工作组，“就AI的影响进行有意义的对话”，其目标是找到这些大问题的答案，并“确保我们组织内的所有部门都能知道怎么通过AI来协助完成日常工作，以及如何正确安全地使用AI”。 数字化转型网（www.szhzxw.cn）
四、制定AI目标并落实
并不是说CIO们正放缓他们的AI工作，波士顿咨询集团CIO克里斯·鲍尔斯表示：“2024年，我们将非常积极地拥抱生成式AI。我们正在进行试点，进行概念验证。我们有很多事情要做，要边走边学，还有很多短期的事情想要快速完成。”
鲍尔斯预计，IT部门提供AI解决方案的速度将会加快。他决心跟上步伐，寻找方法帮助员工更灵活地使用AI来加速洞察力，为创新提供信息，“有了AI，团队会比过去的15年里发展得更快”。
五、带团队开启AI之旅
CIO们也认为，有必要让团队所有人一起踏上AI之旅，给大家普及AI的功能及优势。
Adaptive Biotechnologies的CTO兼CIO Yi Zhou就是如此，他计划在2024年扩大公司在生成AI方面的实验性计划，期待“发展成为一家AI本土企业。”“这一愿景代表了根本性的转变，将AI定位为我们业务结构中不可或缺的一部分，而非一个附加组件。AI重构了我们的战略、商业模式、流程及文化，以AI能力为中心，重塑我们的工作方式，推动前所未有的生产力和创新。”
为此，Zhou正在与企业同事和跨职能AI指导委员会合作，制定一项全面的AI集成计划。Zhou及其公司领导团队正在建立AI孵化实验室，专注于提高员工的技能，帮助他们精通AI，确保每位员工准备好接受AI，成为AI的拥护者。” 数字化转型网（www.szhzxw.cn）
六、谨慎拥抱AI
没有人否认AI将会带来的巨大变化，其持续发展也将会带来新的变化。人力资源服务公司任仕达的CIO马丁·德·维尔德（Martin de Weerdt）表示：“AI成为主流会对企业及人们日常生活工作产生深远的影响，并带来巨大的利益。但归根结底，它只是个数据信息调用工具，调用数据及信息可能非常具有误导性，因此我们需要确保在应用AI时保持道德标准和人类良知。”
他表示，道德标准必须来自内部，“由于立法滞后，组织特别是CIO必须成为AI应用的监护人，特别是在涉及人员及其行为时。”他和公司已经朝着这个方向迈出了步伐，建立了“股权委员会”专门负责评估公司如何使用数据和AI。
七、将IT转化为业务催化剂
CIO们表示，他们希望进一步改造IT，在将IT从成本中心转变为业务推动者之后，人们现在已经将目光投向了将其转变为“业务催化剂”。 数字化转型网（www.szhzxw.cn）
daptive Biotechnologies的Zhou表示，“在当今充满活力的商业环境中，IT必须超越传统角色，”“我们的目标是通过提供基于结果的技术解决方案，以及将IT重新定义为业务中不可或缺的创收部分，彻底改变我们的方法。这一战略旨在利用技术，使其不仅成为运营工具，而且成为业务成功的核心驱动力。”
Zhou表示，他计划组建跨学科团队，融合技术专长和商业头脑，使每一项技术举措“与业务目标和创收联系起来”，在IT部门培养创业思维，鼓励团队“超越传统界限，寻找新的收入来源”。
Hoya Vision Care 的全球CIO Hervé de La Sayette 也列出了同样的目标，并表示他已经决定“进一步发展 IT 如何为企业做出贡献，成为公司决策中更大的一部分”。他补充道：“这不是成本或损益的分享，而是价值目标的分享。”
八、培育战略创新
专业服务公司BPM的CIO莫·阿斯加尼亚希望看到更多的创新，但他对2024年的创新要求更加具体，他希望“有目的的创新”。他解释说：“有目的的创新将使技术解决方案与公司的战略目标和价值观相一致，并满足客户的需求。我们将采取有目的的战略方法，通过技术创新推动积极变革。”“为了成为有目的的创新者，我们将专注于识别可以通过创新技术解决方案解决的具体挑战和机遇，同时培养创造、协作和持续改进的文化。” 数字化转型网（www.szhzxw.cn）
九、掌握最新技术
CIO们知道他们不能为了技术而投资技术，然而德拉赛耶特认为，关注和学习所有投放到市场的炫酷技术非常重要。他说：“生成式AI展示了华丽的新事物如何帮助企业，至少就我而言，我们需要更好地定位（利用）新技术，了解我们可以用新技术做什么，以及我们如何利用它们提供更好的服务或改善运营。我们总是要让IT为新事物做好准备，想更好地理解新技术可能带来的好处。”
十、精打细算
研究表明，许多IT组织的预算仍然相对持平甚至下降，尽管如此，但一些CIO正在主动提倡少花钱多办事。
专业服务、咨询和人才解决方案提供商 Eliassen Group 的执行副总裁兼CIO Rob Waddell 致力于帮助公司发展，而不必总是增加更多员工。他有一个计划——首先建立一支优秀的领导团队，其次使技术栈现代化，减少遗留组件，实施软件即服务自动化和智能化，以消除低价值任务（包括他自己的IT部门内的任务），以便团队能够转向更高价值、高影响的工作。
Rob Waddell 表示，“我们正在实施正确的技术来加速流程，使其更高效，让用户体验变得更好，并为业务提供先进的功能。”他认为，这项工作已经在帮助IT部门在新的一年里以更少的投入做更多的事情，因为现代生态系统降低了对集成和其他维护工作的需求，这些工作可能会使技术人员远离直接影响业务成功的举措。“对于2024年，我们专注于提供围绕效率的投资回报率，更高效地工作，提高用户满意度，以获得更好的盈利能力。” 数字化转型网（www.szhzxw.cn）
十一、对IT的需求及挑战保持透明
坦帕国际机场IT副总裁兼CIO理协会坦帕湾分会负责人马库斯·赛森表示，CIO需要正视IT的局限性。他表示，自己的决心之一是“坦诚面对IT的需求和挑战”，CIO们（包括他自己）在与高管同事交谈时，有未能提出这些话题的历史。“但是，如果我们不讲出真相，就是在伤害自己，所以必须有勇气和诚实，把信息公布出来。”
他承认，这是一个艰难的举措。但是企业领导者应该更好地理解经济、通货膨胀和人员配置挑战是如何影响IT的，正如IT应该知道这些因素如何影响其他业务部门一样。他表示，CIO的坦率对组织有利，能够使其更有效地应对这些挑战，并计划如何应对或解决这些挑战。
十二、安全第一
提高安全性是个长期解决方案，但软件公司Nintex的首席信息官Wayson Vannatta在2024年将采用一种新方法。他的口号是：选择安全而非便利。
这听起来像是一个扩展目标，但 Vannatta 表示，他的计划是使公司的安全策略变得更加成熟，并将新的或增强的安全协议作为零信任框架的一部分进行打包，这有助于消除对他的解决方案的阻力。
他解释说：“如果我们采用零信任方法，就会消除关于便利性或安全性哪个更好的争论。这有助于将平衡点重新转向安全性。” 数字化转型网（www.szhzxw.cn）
十三、准备好迎接大变化
新形势下，世界变化的速度和不可预测性，GDH的Boelens旨在拥抱这种持续变化的性质，并鼓励其他人也这样做。
Boelens表示:“组织内的每个部门和个人都需要明白，我们今天做事的方式和方法不会是我们未来的做事方式。”
翻译：
13 IT Strategies for the CIO in 2024
2024 will be a challenging year.
Cios are already setting goals for their IT outcomes in the New Year, ranging from improving business alignment to turning IT into a business “catalyst.” They predict that AI, economic uncertainty, business needs, and growing demand will all explode in 2024.
However, in the face of these challenges, CIOs remain ambitious and want to turn those potential challenges into opportunities. 数字化转型网（www.szhzxw.cn）
So what do CIOs most want to achieve in 2024? Here are 13 IT strategies from some of the most representative CIOs.
Business and IT alignment
In 2024, a number of CIOs plan to strengthen relationships with other functions to build on the work they have done in recent years and create greater synergies.
As CIOLee Boelens of workforce solutions provider GDH puts IT: “IT is not just a department, it is an important resource that should be integrated into every other department.”
Build a dynamic and flexible team
Some CIOs say they are building teams that can adapt flexibly as business needs change. That’s exactly what George F. Claffey, CIO at the University of Connecticut Central, said: “In this dynamic environment, emphasizing agility and flexibility is key. To accommodate these changes, we are adjusting our organizational structure away from rigid manager-subordinate hierarchies and toward more dynamic and flexible teams.” 数字化转型网（www.szhzxw.cn）
Claffey pointed out that this shift is not just about making structural changes, it requires a shift in the cultural mindset that changes the way organizations operate. “Our goal is to redesign the organization as an interdisciplinary team. Such teams can be combined on a project-specific basis, providing greater speed, flexibility and agility.” “In an era of rapid technological advancement and change, especially in AI, this approach is essential to remain competitive and responsive.”
Focus on AI sustainability
As GDH’s Boelens observes, the rapid advance of AI presents CIOs and their executive colleagues with significant challenges. He believes that 2024 is the year of harvest and confusion, “as AI becomes a hot topic in 2023, how we introduce AI, govern AI, and train employees about it are new questions.” By 2024, almost all of GDH’s technology stacks will include some kind of AI component. So what does this mean for our employees and customers? Will our employees oppose or embrace AI? What do customers expect from AI services? How will AI benefit the sector? How will AI change departmental processes? How do we create governance and training for each department?”
Boelens said GDH has formed an AI working group of department heads to “engage in meaningful conversations about the impact of AI,” with the goal of finding answers to these big questions and “ensuring that all departments within our organization know how AI can be used to assist in their daily work and how to use it properly and safely.” 数字化转型网（www.szhzxw.cn）
Set AI goals and implement them
Not that CIOs are slowing down their AI efforts, Boston Consulting Group CIO Chris Powers said, “In 2024, we’re going to be very aggressive in embracing generative AI.” We’re doing a pilot, a proof of concept. We have a lot to do and learn as we go, and a lot of short-term things we want to get done quickly.”
Bowers expects the pace at which IT departments deliver AI solutions will accelerate. He’s determined to keep up, looking for ways to help employees use AI more flexibly to accelerate insights and inform innovation, and “with AI, teams can grow faster than they have in the last 15 years.”
Lead the team to start the AI journey
Cios also believe that it is necessary for everyone on the team to embark on the AI journey together to educate everyone about the capabilities and benefits of AI.
That’s the case with Yi Zhou, CTO and CIO of Adaptive Biotechnologies, who plans to expand the company’s experimental program in generating AI in 2024, looking to “evolve into an AI local player.” “This vision represents a fundamental shift, positioning AI as an integral part of our business structure rather than an add-on.” AI is reshaping our strategy, business models, processes and culture to center on AI capabilities, reshaping the way we work and driving unprecedented productivity and innovation.”
To that end, Zhou is working with corporate colleagues and cross-functional AI steering committees to develop a comprehensive AI integration plan. Zhou and her company leadership team are setting up an AI incubation lab to focus on improving the skills of employees, helping them become proficient in AI, and ensuring that every employee is ready to embrace AI and become a champion of AI.”
Embrace AI cautiously
No one denies the huge changes AI will bring, and its continued development will bring new changes as well. Martin de Weerdt, CIO of HR services firm Randstad, said: “AI going mainstream will have a profound impact on businesses and People’s Daily lives and work, and bring huge benefits. But at the end of the day, it’s just a tool for invoking data and information, and invoking data and information can be very misleading, so we need to make sure that we maintain ethical standards and human conscience when applying AI.” 数字化转型网（www.szhzxw.cn）
Ethical standards must come from within, he said, and “with lagging legislation, organizations, and CIOs in particular, must be the custodians of AI applications, especially when it comes to people and their behavior.” He and the company have already taken steps in this direction, creating an “equity committee” dedicated to evaluating how companies use data and AI.
Turn IT into a business catalyst
Cios say they want to transform IT even further, and after transforming IT from a cost center to a business enabler, people are now turning their eyes to turning it into a “business catalyst.”
Zhou of daptive Biotechnologies said, “In today’s dynamic business environment, IT must go beyond its traditional role,” “We aim to revolutionize our approach by providing results-based technology solutions, as well as redefining IT as an integral revenue-generating part of the business.” This strategy aims to leverage technology to make it not just an operational tool, but a core driver of business success.”
Mr Zhou said he plans to form interdisciplinary teams that blend technical expertise and business acumen to make every technology initiative “linked to business goals and revenue generation”, foster entrepreneurial thinking in the IT department and encourage teams to “look beyond traditional boundaries to find new sources of revenue”. 数字化转型网（www.szhzxw.cn）
Herve de La Sayette, global CIO of Hoya Vision Care, lists the same goals and says he has decided to “further evolve how IT can contribute to the enterprise and become a bigger part of the company’s decision-making.” “It’s not a sharing of costs or profit or loss, it’s a sharing of value objectives,” he adds.
Foster strategic innovation
Mo Asgania, CIO of professional services firm BPM, wants to see more innovation, but he is more specific about what he wants in 2024, he wants “innovation with a purpose.” “Purposeful innovation will align technology solutions with the company’s strategic goals and values and meet the needs of customers,” he explained. We will take a purposeful strategic approach to driving positive change through technological innovation.” “To be an innovator with a purpose, we will focus on identifying specific challenges and opportunities that can be addressed through innovative technological solutions, while fostering a culture of creativity, collaboration and continuous improvement.”
Master the latest technology
Cios know they can’t invest in technology for technology’s sake, but de la Sayette believes it’s important to pay attention to and learn from all the cool technologies coming to market. “Generative AI shows how flashy new things can help businesses, and at least as far as I’m concerned, we need to do a better job of positioning [leveraging] new technologies and understanding what we can do with new technologies and how we can leverage them to provide better services or improve operations,” he said. We always want to prepare IT for new things and to better understand the benefits that new technologies can bring.”
Budget carefully
Research shows that many IT organizations’ budgets remain relatively flat or even declining, but despite this, some CIOs are proactively advocating for doing more with less.
Rob Waddell, executive vice president and CIO of Eliassen Group, a professional services, consulting and talent solutions provider, is committed to helping companies grow without always having to add more employees. He had a plan – first to build a great leadership team, and second to modernize the technology stack, reduce legacy components, and implement software as a service automation and intelligence to eliminate low-value tasks (including those within his own IT department) so that the team could move on to higher-value, high-impact work.
Rob Waddell said, “We’re implementing the right technology to accelerate the process, make it more efficient, make the user experience better, and deliver advanced capabilities to the business.” He believes this work is already helping IT departments do more with less in the New Year, as the modern ecosystem reduces the need for integration and other maintenance work that can distance techies from initiatives that directly impact business success. “For 2024, we are focused on delivering ROI around efficiency, working more efficiently and improving user satisfaction for better profitability.”
Be transparent about IT needs and challenges
Marcus Syson, vice president of IT at Tampa International Airport and head of the Tampa Bay chapter of the Association of CIOs, said CIOs need to face up to the limitations of IT. One of his resolutions, he says, is to be “honest about the needs and challenges of IT,” a topic CIOs – including himself – have a history of failing to broaching in conversations with fellow executives. “But we are hurting ourselves if we don’t tell the truth, so we must have the courage and honesty to put the information out there.”
It was a difficult move, he admits. But business leaders should have a better understanding of how the economy, inflation, and staffing challenges are affecting IT, just as IT should know how these factors are affecting other business units. He said the CIO’s candor benefits the organization by enabling it to more effectively address these challenges and plan how to address or solve them.
Safety first
Improving security is a long-term solution, but Wayson Vannatta, CIO of software company Nintex, is taking a new approach in 2024. His slogan: Choose safety over convenience.
That may sound like an expansive goal, but Vannatta says his plan to make the company’s security strategy more mature and package new or enhanced security protocols as part of a zero-trust framework helps remove resistance to his solution. 数字化转型网（www.szhzxw.cn）
“If we take a zero-trust approach, it removes the debate about whether convenience or security is better,” he explains. This helps shift the balance back toward safety.”
Be ready for big changes
With the speed and unpredictability of change in the world, GDH’s Boelens aims to embrace this constantly changing nature and encourage others to do the same.
“Every department and individual within the organization needs to understand that the way and the way we do things today is not going to be the way we do things in the future,” Boelens said.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于CIO时代网；编辑/翻译：数字化转型网宁檬树。
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