The IT function played a heroic role at many companies during the pandemic years. A Deloitte survey reported that over 75% of business leaders say considerable help from their organizations’ digital capabilities to cope with pandemic-related challenges. Enterprises raised efficiencies, reduced manual routine tasks, and optimized production costs by leveraging cloud, IoT, and analytics. This led them to reimagine work roles, operational expectations and even future growth strategies. Among the five key changes:
1. Convergence of CIO and CTO roles
Until recently, CIOs managed the existing enterprise IT environment and CTOs focused on developing technologies or customizing software for the company’s future goals and external customers. Now, responsibilities of CIOs and CTOs are beginning to overlap. As a result, CIOs and CTOs are experiencing role convergence, causing potential friction over task ownership. In one survey, 91.8% of leaders said that their responsibilities have changed in the past three years, and a majority (56.4%) described those changes a significant.
2. CXOs sharing responsibilities
Many CIOs and CTOs are now required to share ownership of certain functions that come under both their operational purviews. For example, developing software for the company, operating the software that was developed in-house, managing SaaS, operating COTS software, and tools used to facilitate, monitor, and measure customer experience are now shared responsibilities for CIOs and CTOs at many companies.
3. Recalibration of KPIs
After seeing operational success in their first digital implementations, digitally transforming enterprises are now looking for the technology to generate some revenue as well. This is leading many boards to base CIOs and CTOs’ performance on the company’s overall earnings. Respondents in the same survey cited in point 1 say that the key performance indicators (KPIs) of teams under CIOs and CTOs are focused on revenue (74.5%), rate of innovation (60.1%), and uptime (53.6%). Pushed by the new KPIs, CIOs and CTOs are seeking ways to accelerate innovations in ways that will improve operations.
4. DevOps moves to the center of innovation strategies
The pressure to deliver innovation faster has prompted enterprises to apply DevOps to their innovation strategies. For 83.4% of respondents, DevOps played a major role in deploying their organization’s digital initiatives. Most leaders (98.1%) in the survey said they planned to expand their DevOps practices to deliver innovations in their companies more quickly.