过去的一年为各行各业的高管提供了新的挑战和机遇。这使得首席信息官们（CIO）以前所未有的速度跟上市场趋势，不断变化的经济预测、人才需求和业务需求。
一、首席信息官们（CIO）和数字化团队必须加快实现数字化转型的步伐。
多年来的趋势是如何利用技术进行业务创新和转型，以此来进一步提升企业数字化运营这场竞赛已经展开。但从去年来看，首席信息官们（CIO）和数字化团队必须加快实现数字化转型的步伐。
根据贝恩公司(Bain & Co.)最近对1400名商业领袖进行的调查发现，85%的人认为“未来五年，颠覆性的变化仍将保持迅猛的速度，甚至会加速。”如果说这一点还不清楚的话，那么2022年已经很明显地表明，首席信息官们必须加快自己的行动速度。
Vonage首席信息官（CIO）兼首席信息安全官（CISO）Sanjay Macwan表示:“百年一遇的全球大流行病、地缘政治局势或不断变化的客户期望，都要求企业(无论大小)和整个行业迅速演变其业务模式，迫使它们在不断尝试中进行试验。因此，所有行业的公司都需要一种战略方法来利用云计算、安全、信任设计和数据的交集，在适当管理网络安全风险的同时创造指数级价值。”
二、进行数字化转型后的投资回报率的时间框架相较原来变短
首席信息官们（CIO）不仅必须更快地提供变革性技术，他们还得到了这样的信息，即公司的其他高管希望更快地看到回报。
ABI research首席研究官Stuart Carlaw表示:“投资回报率的时间框架确实变得非常短。之前关注的是18个月、24个月和36个月的投资回报时间，但现在我们的许多联系人都报告说，六个月的投资回报时间框架正在发生变化。重要的是，在项目(批准)之前，还需要证明有能力达到这些时间框架。”
三、将敏捷性构建到技术团队中，使得数字化部门的人员配比组合更加灵活
十多年来，首席信息官们通过采用敏捷和DevOps方法，并优先考虑转向能力，将敏捷性构建到技术团队中，现在他们花了更多时间在企业IT环境中创造灵活性。
对于BigCommerce的CIO Rosie Rivel来说，这意味着更灵活组合的架构。她说:“对于运营我们业务的技术，非差异化技术必须尽快引入，所以我希望以一种灵活组合的方式构建，使用打包的解决方案和嵌入式API，以创造我们所需的可组合性和灵活性。商业模式在发展，我们必须足够灵活，以适应它们的发展;可组合性使我能够提供支持不同商业模式的技术运用。”
研究公司Gartner的分析师同样看到了2022年组合性的价值，他们的研究预测，在2022年，高组合性企业的高管预计平均收入增长7.7%，而低组合性企业的高管预计仅增长3.4%。
四、人工智能（AI）的使用成为关键因素
人工智能和可组合性一样，进入了主流，并成为2022年成功的关键区别因素。Deloitte 2022年10月发布的《企业报告中的人工智能状况》(State of AI in the Enterprise report)的数据表明了这一点，94%的受访商业领袖表示，人工智能对成功至关重要。
Macwan说:“实用的人工智能解决方案正在一些最常规、最频繁的企业工作流程中出现，并为客户和员工带来更丰富的体验。”他说，人工智能的这种使用“正在成为筹码”。他补充说:“正如我们无法想象任何公司没有笔记本电脑和智能设备作为员工的桌面工具一样，我们开始看到人工智能解决方案渗透到企业的所有工作流程中。对于首席信息官(cio)以及所有技术和商业领袖来说，这种所谓的人工智能‘例行公事’确实应该令人兴奋，他们需要在未来几年找到更实际的方法来利用人工智能。”
五、增强网络安全保护是推动2022年IT投资的头号业务举措
网络安全一直是首席信息官们的一个问题，但在2022年，它跃升至许多首席信息官优先事项列表的首位。今年的CIO状况调查发现，增强网络安全保护是推动2022年IT投资的头号业务举措，领先于提高运营效率(投资清单上的第2位)和改善客户体验(第3位)等战略问题。
“攻击面比以往任何时候都更加复杂。因此，我们需要确保首席信息官办公室是一个推动者，同时继续投资于人员、工具和流程，以减轻这些复杂性，”Deep Instinct的首席信息官Carl Froggett说。“由于变化的速度，对情况的反应已经不够好了;你需要从一开始就防止这种情况发生，而不是一直做出回应。”
六、疫情下，劳动力的短缺促进了技术的应用
Carlaw表示，过去一年，失业率较低，员工流失率较高，这给首席信息官们带来了压力，他们必须找到更多方法，利用技术来缓解这种压力。
“劳动力短缺正在促进技术的采用。以前，如果公司可以取代7到10名员工，他们就会考虑自动化解决方案。今年，我们看到这个数字几乎减少了一个人。”他补充说，这一趋势极大地促进了协作机器人、自动驾驶汽车、人工智能和其他生产力技术的使用，这些技术要么增加了人力，要么完全取代了人力。
七、自动化不应该只是被视为降低成本的工具，而是应该被视为推动价值的事情
自动化对提高生产力和削减成本同样重要，首席信息官们还表示，他们的任务是利用自动化计划来刺激流程的转型。
Ceridian的首席信息官Carrie Rasmussen也吸取了这一教训。对她来说，自动化计划必须首先确保流程本身在自动化之前是高效和有效的。然后，他们还必须提供一些“更长期的游戏，以便在我们所做的事情上做得更好，”她说。
Rasmussen说:“自动化的方式有对也有错。自动化经常被宣传为可以降低成本。相反，它应该被视为推动价值的东西。”
八、客户体验和员工体验变得越来越重要
在过去的一年里，客户体验和员工体验，本来就是最重要的问题，也变得越来越重要，因为在经济疲软的情况下，竞争日趋激烈，对人才的竞争依然激烈，而在疫情最严重的时期，人们对出现故障、没有人情感的数字连接越来越失望。
事实上，BigCommerce的Rivel指出，2022年的首要收获之一是对体验的日益关注，她指出:“体验真的会让我们与众不同。”
Rivel说，IT必须创造和支持适合员工(包括他们自己)的工作场所体验，无论他们身在何处。她的团队通过实现无电梯亭和其他自助服务选项，以及实现支持虚拟员工交互和协作的平台，部分实现了这一点。他们还专注于用户旅程，为员工和客户提供个性化的接触点。
九、将个人生活和职业生活融合在一起，人与人之间的联系达到了一个新的高度
在过去几年里，许多(如果不是大多数)组织的各级工作人员在应对封锁和其他大流行时期的政策时，不得不将个人生活和职业生活融合在一起。因此，LPL Financial的执行副总裁兼首席信息官Amy Evins有了一些新的观点。
Evins说:“我在一种沉重的企业文化中长大:你不能把你的家庭情况带到工作中。”如果她必须照顾个人或家庭需要，她会安静地处理。“但现在我们彼此都意识到了。你了解人们的家庭，因为他们在家里工作。你知道现在如果人们养猫。人与人之间的联系达到了一个新的高度。它建立了另一层尊重和信任。它能建立更紧密的关系。”
十、应该以人为中心进行组织设计，而不是成为传统的以位置为中心的思想流派
安可资本集团(Encore Capital Group)高级副总裁兼首席信息官Monique Dumais-Chrisope说，她也学到了一些关于领导力的新观点，这些观点更强调人。
她解释说:“我必须在以人为本的组织设计方面对自己进行大量教育。随着重返办公室、混合趋势以及员工对更大灵活性的要求，找出(特别是对it行业而言)正确的模式是相当具有挑战性的。我看到大型科技公司提供100%远程服务，然后又收回，员工的体验非常糟糕。”
和许多其他高管一样，Dumais-Chrisope也听到过一些员工的意见，有些员工喜欢远程工作，有些员工喜欢在办公室与团队成员面对面交流。她说，这些不同的观点“为我们大多数人找到正确的平衡创造了相当大的难题。”
这反过来又把她带到了以人为中心的组织设计，而不是传统的以位置为中心的思想流派。“我能够利用这一点，并将其应用于我的技术团队更灵活的混合方法，我觉得他们正在享受这种平衡。”
十一、很多技术可以帮助同事之间跨越时空对话，但它们并不能真正变成众所周知的饮水机式谈话
Evins说，三年过去了，她意识到每个人都仍在试图弄清楚如何在这个混合世界中最好地沟通和协作。是的，有很多技术可以帮助同事之间跨越任何时间和空间，但它们并不能真正复制众所周知的饮水机谈话。
“我认为我们还没有解决这个问题。我们有短信和即时通讯工具，但这和(当面)问‘你有空聊聊吗?’是不一样的。”她说。“在这个混合的世界里，这种交流已经消失了，我们还没有解决这个问题。”
十二、组织文化是招聘和留住技术人才的关键
同样，2022年也让许多首席信息官更加明白，除了薪酬之外，他们还必须为技术人才提供一个加入或留在他们身边的理由。
惠普首席信息官Ron Guerrier表示:“招聘和留住顶尖人才一直是首席信息官的心头好，但事实证明，由于it技能持续短缺，今年的招聘尤其具有挑战性。职场文化比以往任何时候都更能推动你招聘和留住熟练IT人才的能力。向混合工作的长期转变，使团队文化成为人们关注的焦点，这为员工和雇主都带来了机会。技术熟练的工人现在有机会获得一个扩大的工作池，这让他们优先考虑可以发挥最佳工作的环境类型。”
因此，格里尔表示，他和其他首席信息官“必须超越仅仅在薪水和头衔上的竞争，真正集中精力在我们的IT团队中建立一种包容和工作与生活融合的文化。”
原文：
The past year offered new challenges and opportunities to executives across all industries.
That had CIOs moving as fast as ever to keep up with market trends, changing economic forecasts, talent needs, and business requirements.
So as 2022 closes out, we asked IT leaders to share their thoughts about what the prior 12 months have taught them. Here’s what they say.
1. Digital transformation has hit a dizzying speed
The race is on to further digitalize operations and leverage technology for innovation and business transformation. That has been a trend for years, but CIOs have found that the pace at which they and their teams must deliver digital transformation has ramped up even more.
A recent Bain & Co. survey of 1,400 business leaders found that 85% say “disruption will remain at its blistering pace or even accelerate over the next five years.”
If it wasn’t clear already, 2022 made it obvious that CIOs must move superfast.
“Once-in-a-century global pandemic or geopolitical situations or ever-evolving customer expectations require that companies — large and small — and entire industries rapidly evolve their business models and compel them to experiment on the go,” says Sanjay Macwan, CIO and CISO of Vonage. Consequently, “companies across all industries need a strategic approach to exploit the intersection of cloud computing, security and trust by design, and data to create exponential value while appropriately managing cybersecurity risks.”
2. And payback has to happen faster
CIOs must not only deliver transformative tech more quickly, they’ve gotten the message that their executive colleagues want to see returns even faster, too.
“ROI timeframes are getting very short indeed,” says Stuart Carlaw, chief research officer at ABI Research. “Previous attention was on 18-, 24-, and 36-month payback times, but now a lot of our contacts are reporting that six-month ROI timeframes are what is moving through. Importantly there is also a need to demonstrate the capability to hit these timeframes prior to project [approval].”
3. Flexibility in the IT stack is critical
After a decade-plus of building agility into tech teams by adopting agile and DevOps methodologies and prioritizing the ability to pivot, CIOs have been spending more time creating flexibility within their enterprise IT environment.
For Rosie Rivel, CIO of BigCommerce, that means more composable architecture.
“For technology that runs our business, non-differentiating tech has to come in as quickly as possible, so I’m looking to build in a composable way, with packaged solutions and embedded APIs that create the composability and flexibility that we need,” she says. “Business models evolve and we have to be flexible enough to evolve with them; composability allows for me to provide a tech stack that can support different business models.”
Analysts at research firm Gartner likewise saw the value of composability in 2022, saying that their research predicted that in 2022 executives at high-composability enterprises expected an average revenue growth of 7.7%, compared to just 3.4% for those at low-composability enterprises.
4. AI is mainstream
Artificial intelligence, like composability, moved into the mainstream and became a key differentiator for success in 2022. Figures from Deloitte’s October 2022 State of AI in the Enterprise report make the point, with 94% of business leaders surveyed saying AI is critical to success.
“Practical AI solutions are showing up in some of the most routine and frequently occurring enterprise workflows and enabling richer customer and employee experiences,” Macwan says, saying such use of AI “is becoming table stakes.”
He adds: “Just as we cannot imagine any company functioning without laptops and smart devices as table-stake tools for the employees, we are beginning to see AI solutions permeating in all manners of workflows across enterprises. For CIOs and all technology and business leaders, this so-called ‘routine-ness’ of AI should really be exciting, and they need to find more practical ways to leverage AI in the years ahead.”
5. CIOs need to be on top of security
Cybersecurity has always been an issue for CIOs, but it jumped to the top of many CIO priority lists in 2022. This year’s State of the CIO survey found that increasing cybersecurity protection was the No. 1 business initiative driving IT investments in 2022, ahead of strategic issues such as increasing operational efficiency (No. 2 on the investment list), and improving customer experience (in third place).
“The attack surface is more complex than ever before. As such, we need to ensure the office of the CIO is an enabler while continuing to invest in people, tools, and processes to mitigate these complexities,” says Carl Froggett, CIO of Deep Instinct. “Due to the velocity of change, responding to a situation is no longer good enough; you need to prevent it from happening in the first place rather than responding all the time.”
6. Technology must make up for staffing shortages
The past year has seen some low unemployment figures as well as high churn rates, and that has put pressure on CIOs to find more ways to use technology to ease the crunch, Carlaw says.
“Labor shortages are promoting technology adoption. Previously companies would be considering automated solutions if they could replace seven to 10 people. This year we have seen that reduced in size of almost one person,” he says, adding that the trend has significantly boosted the use of co-bots, automated vehicles, AI, and other productivity technologies that either augment the human workforce or replace it altogether.
7. Automation must bring benefits, too
As important as automation is for boosting productivity and cutting costs, CIOs also say they’re tasked with using automation initiatives to spur transformation of processes as well.
That lesson isn’t lost on Carrie Rasmussen, CIO of Ceridian. For her, automation initiatives must first ensure the processes themselves are efficient and effective before being automated. Then they must also deliver some “longer-term play to be better at what we do,” she says.
“There are right and wrong ways to automate,” Rasmussen says. “Too often automation is sold as something that will reduce costs. Instead, it should be viewed as something that drives value.”
8. UX is a differentiator
The past year has also seen customer experience and employee experience — already top issues — grow in importance as competition in a softening economy heats up, competition for talent remains high, and frustration mounts over the glitchy, impersonal digital connections tolerated during the height of the pandemic.
Indeed, BigCommerce’s Rivel cites the increased focus on experience as one of her top takeaways from 2022, noting that “experience is really what’s going to differentiate us.”
Rivel says IT must create and support workplace experiences that cater to employees (themselves included) wherever they might be. Her team has done that in part by implementing walkup kiosks and other self-service options, as well as by implementing platforms that support virtual employee interactions and collaboration. They’re also focusing on user journeys and personalizing touchpoints for workers and customers alike.
9. It’s OK — even good — that the personal and professional now overlap
Workers at all levels at many if not most organizations have had to blend their personal and professional lives over the past few years as they navigated lockdowns and other pandemic-era policies. Amy Evins, executive vice president and CIO of LPL Financial, has some new perspectives as a result.
“I grew up in a heavy corporate culture: You didn’t bring your family situations to work,” Evins says. If she had to tend to personal or family needs, she’d quietly handle them. “But now there’s an awareness of each other. You know people’s families because they were working at home. You know now if people have a cat. There’s a new level of personal connection. It builds a different layer of respect and trust. It builds tighter relationships.”
10. Think people, not location
Monique Dumais-Chrisope, senior vice president and CIO of Encore Capital Group, says she, too, took away some new perspectives on leadership that puts a bigger emphasis on people.
“I had to educate myself a lot on human-centric org design,” she explains. “With the return to office, hybrid trends, and employee demands for more flexibility, it was quite the challenge to figure out, for IT specifically, what the right model was. I watched large tech companies offer 100% remote, then retract that and the employee experience was terrible.”
Like many other execs, Dumais-Chrisope has heard from both those employees who favor remote work and those employees who enjoy in-person interactions with team members back in the office. She says those divergent points create “quite the conundrum for most of us to figure out the right balance.”
That in turn brought her to human-centric organization design, as opposed to the traditional location-centric school of thought. “I was able to leverage this and apply it to a more flexible hybrid approach for my technology team and I feel they are enjoying the balance.”
11. Hybrid office collaboration remains a work in progress
Three years in, Evins says she realizes that everyone is still trying to figure out how best to communicate and collaborate in this hybrid world. Yes, there is a host of technologies to help bridge any time and space between colleagues, but they don’t really replicate the proverbial watercooler talk.
“I don’t think we’ve solved for that yet. We have text and IM but it’s not the same as asking [in person], ‘Do you have a minute to talk?’” she says. “That kind of communication has been lost in this hybrid world and we haven’t solved for it yet.”
12. Culture is key for recruiting, retaining tech talent
On a similar note, 2022 has reinforced for many CIOs that they have to offer tech talent a reason beyond compensation on why to join or stay with them.
“Hiring and retaining top talent is always on a CIO’s mind, but this year it proved to be especially challenging because of the ongoing IT skills shortage,” says Ron Guerrier, CIO for HP. “Workplace culture, more than ever, drives your ability to recruit and retain skilled IT talent. The long-term shift to hybrid work has put a spotlight on team culture, which brings opportunities for both workers and employers. Skilled workers now have access to an expanded job pool, which lets them prioritize the type of environment where they can do their best work.”
As a result, Guerrier says he and other CIOs “have to go beyond just competing on salaries and titles, and really make a concentrated effort to build a culture of inclusivity and work-life integration within our IT teams.”
本文由数字化转型网翻译而成，作者：Mary Pratt；翻译：数字化转型网郑亚茹；翻译审核：数字化转型网默然。
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