1、R E P O R TM U L E S O F T R E S E A R C HInsights from 1,000 IT leaders on people,processes,and technology IT Leaders Pulse Report 2022:Manufacturing 2Contents About this reportForewordExecutive summary:Manufacturing030425101705Process:Bringing IT and business teams togetherFrom technology enabler

2、to business leaderPeople:Enhancing the employee experience06Technology:Empowering the workforce and creating exceptional experiences38Measuring future IT success3Manufacturers face an increasingly difficult list of challenges as they strive to enhance the digital customer experience,improve operatio

3、nal efficiency,and obtain a complete view of their supply chain.In addition,manufacturers must also consider strategies to combat cyber security,labor shortage,and ensure the safety of their employees.Already tasked with managing a plethora of networks,devices,and applications critical to business g

4、rowth,IT teams have now been elevated to a strategic role,charged with driving multiple digital transformation initiatives often with little increase in team capacity or resources.These technology challenges are not unique to the manufacturing sector,which means IT leaders are in high-demand.Further

5、more,the complexity of IT infrastructure,due to the specific needs of the manufacturing industry,leads to new challenges as manufacturers progress on their digital transformation journey including more unaddressed projects and increased stress and delay for IT leaders,respectively.As a result,IT ret

6、ention grows more challenging every year and can impact innovation if unaddressed.But IT teams are finding new ways to become more efficient automating redundant processes,leveraging the right technology strategy,and empowering everyone with easy-to-use tools can help mitigate these challenges and d

7、rive improved business results.Michael Mitaritonna,IT Integration Lead,ABC Supply SAY EXISTING IT PROCESSES ARE HINDERING EMPLOYEE EXPERIENCE.89%33%PLAN TO INCREASE THE USE OF AUTOMATION(LOW/NO CODE DEVELOPMENT TOOLS)IN THE NEXT 12 MONTHS TO EMPOWER EVERYONE IN THE COMPANY.CONFIRM THAT THE GREAT RES

8、IGNATION HAS WORSENED THE IT SKILLS GAP,WITH THE LARGEST GAPS IN THREE AREAS:59%IT AND SOLUTION ARCHITECTURE.47%SOFTWARE DEVELOPMENT.44%DEVOPS.96%SAY A BEST-OF-BREED APPROACH HAS LED TO IT COMPLEXITY.75%PLAN TO INVEST IN NEW TECHNOLOGY TO ADDRESS THE SKILLS GAP.61%ARE CREATING FUSION TEAMS BLENDING

9、WORKERS WITH TECHNOLOGY,ANALYTICS,AND DOMAIN EXPERTISE WHO SHARE RESPONSIBILITY FOR BUSINESS AND TECHNOLOGY OUTCOMES.66%53%CITE TECHNOLOGY AS THE TOP IT INVESTMENT,AHEAD OF PEOPLE AND PROCESSES(47%).THE SKILLS GAP INTENSIFIESTECHNOLOGY IS AN INVESTMENT PRIORITYCOMPLEXITY CONTINUESIT AND BUSINESS ARE

10、 JOINING FORCES TO SCALEThe Great Resignation a recent phenomena where workers left or switched jobs in mass numbers as a result of shifting personal and professional priorities following the pandemic has evolved the role of senior IT leaders.Their focus has shifted to creating people-and experience

11、-centric capabilities for customers and employees.The manufacturing sector is no exception.Manufacturers are under increased pressure from heightened customer expectations and supply chain disruptions.In turn,their IT teams are feeling the impact of greater demands and are looking to technology stra

12、tegies and investments to deliver faster time-to-market.The findings of this report reveal the critical need for manufacturers to modernize IT operating models,increase alignment to ease the pressure on IT teams,and empower both IT and business teams across the enterprise to innovate.MuleSofts IT Le

13、aders Pulse Report,in partnership with Vanson Bourne,was produced from interviews with 1,000 senior IT leaders across the globe.Out of 1,000,148 were senior IT leaders from the manufacturing sector.Below are the statistics specific to this industry.Executive summary:Manufacturing sector 4IT LEADERS

14、PULSE REPORT 2022:MANUFACTURING5MuleSofts IT Leaders Pulse Report,in partnership with Vanson Bourne,was produced from interviews with 1,000 senior IT leaders across the globe.We conducted an online survey during June and July 2022 with participants from the United States,the United Kingdom,France,Ge

15、rmany,the Netherlands,Australia,Singapore,Hong Kong,and Japan.We used a rigorous,multi-level screening process to ensure that only suitable candidates participated in the survey.Respondents are all senior IT leaders,which are defined as those who hold a departmental or intermediate managerial positi

16、on or above within the IT function.All respondents work at an enterprise organization in the public or private sector with at least 1,000 employees.About the reportFrom technology enabler to business leader S EC T I O N 01Experiences become increasingly importantAs digital transformation increasingl

17、y drives business strategy,senior IT leaders are moving from acting as IT operators to business leaders with deep technical expertise.Organizations are now realizing the importance of creating positive employee experiences to attract and retain talent after the Great Resignation.This type of excepti

18、onal experience is also expected for customer interactions.Today,86%of senior IT leaders agree that the experience an organization provides is as important as its products and services.86%14%OF SENIOR IT LEADERS AGREE THAT THE EXPERIENCE AN ORGANIZATION PROVIDES IS AS IMPORTANT AS ITS PRODUCTS AND S

19、ERVICES.01 From technology enabler to business leader7IT LEADERS PULSE REPORT 2022:MANUFACTURINGSuccess relies on tech-enabled experiences Roughly four out of five of respondents agree that improved customer-facing and employee technologies are critical for their organization to compete.This means t

20、hat senior IT leaders are now making important business decisions with technology-enabled experiences in mind.This includes everything from technology investments to workplace environments to team structures and opportunities.85%15%OF SENIOR IT LEADERS AGREE THAT IMPROVED CUSTOMER-FACING TECHNOLOGY

21、IS CRITICAL FOR THEIR ORGANIZATION TO COMPETE.OF SENIOR IT LEADERS AGREE THAT IMPROVED EMPLOYEE TECHNOLOGY IS CRITICAL FOR THEIR ORGANIZATION TO COMPETE.85%15%01 From technology enabler to business leader8IT LEADERS PULSE REPORT 2022:MANUFACTURING9IT LEADERS PULSE REPORT 2022:MANUFACTURINGSenior IT

22、leaders are shifting their investment priorities.Across all industries,IT investment priorities over the next 12 months are evenly split,with half going toward technology and the remainder being spent on people and processes.The remainder of this report highlights the ways organizations are using or

23、 plan to use automation,best-of-breed technologies,and low/no-code tools to empower their employees and create market-winning experiences.IT investing in technology,people,and processesTECHNOLOGYPROCESSESPEOPLE(EMPLOYEES)How organizations plan to prioritize IT investments over the next 12 months:50%

24、26%24%01 From technology enabler to business leaderPeople:Enhancing the employee experienceC U S T O M E R S P O T L I G H Tits a new era for the world of work.as people recalibrate their lives,values,and priorities,many are leaving their jobs in search of better employment conditions and opportunit

25、ies.accelerated by the pandemic,the great resignation has created new expectations for senior it leaders.Workers today want employers that offer work-life balance,remote-or hybrid-working policies,more meaningful work,flexible hours,or higher pay.and as companies lose talent,they experience short-te

26、rm business disruptions and skills gaps that can become increasingly difficult to fill.to appeal to top talent in todays job market,companies must offer more than a competitive salary they must also consider employee wellbeing.many senior it leaders are already recognizing this and are urgently adju

27、sting their operations to center their focus on people.02 PeoPle:enhancing the emPloyee exPerience11IT LEADERS PULSE REPORT 2022:MANUFACTURINGWellbeing is shaping the future of workEmployee wellbeing now an investment priorityWhile technology remains a standout priority,nine out of ten senior IT lea

28、ders agree that investment in people is hugely important and theyre reevaluating their investment budgets accordingly.Over the next 12 months,the majority of respondents plan to invest in improving IT employee wellbeing,ahead of upskilling and increasing team headcount.This includes providing enhanc

29、ed remote and flexible working capabilities.IT team investment priorities over the next 12 months:87%13%INVESTING TO IMPROVE IT EMPLOYEE WELLBEINGUPSKILLING EXISTING IT EMPLOYEESINCREASING IT HEADCOUNT82%78%68%OF SENIOR IT LEADERS AGREE THAT INVESTING IN PEOPLE IS HUGELY IMPORTANT.02 PeoPle:enhancin

30、g the emPloyee exPerience12IT LEADERS PULSE REPORT 2022:MANUFACTURINGSkills gaps related to implementation and management of new technologies is not a new issue for IT.However,the Great Resignation has made the problem much worse across a wide spectrum of IT functions.Most notably,three out of five(

31、60%)senior IT leaders say they now have skills gaps within their IT and solutions architecture function,while almost half(45%)see gaps when it comes to cloud and infrastructure management.Where has the Great Resignation created skills gaps for IT:Skills gap stretch across IT functionsIT AND SOLUTION

32、 ARCHITECTURECLOUD/INFRASTRUCTURE MANAGEMENTSECURITY/INFOSEC60%45%40%39%38%38%34%34%29%3%SOFTWARE DEVELOPMENTDEVOPSNETWORK AND SYSTEMS INTEGRATIONDATABASE ADMINISTRATIONBUSINESS ANALYSIS/INTELLIGENCEPROJECT MANAGEMENTNO SKILLS GAPS HAVE BEEN CREATED DUE TO RECENT DISRUPTIONS IN THE LABOR MARKET02 Pe

33、oPle:enhancing the emPloyee exPerience13IT LEADERS PULSE REPORT 2022:MANUFACTURING60%58%57%53%51%Many senior IT leaders are turning to automation and self-serve initiatives to address the growing skills gap.Across industries,58%of organizations are tackling this by automating tasks and processes,whi

34、le 53%are empowering non-technical employees to meet their own needs.Other strategies include outsourcing IT functions and reskilling existing employees.Empower your organization with an end-to-end automation strategy.Watch now.How organizations are addressing the IT skills gap:Addressing the skills

35、 gap with automationINVESTING IN NEW TECHNOLOGIESAUTOMATING TASKS/PROCESSESOUTSOURCING IT FUNCTIONSEMPOWERING NON-TECHNICAL EMPLOYEES TO MEET THEIR OWN IT NEEDSRESKILLING EXISTING EMPLOYEES02 PeoPle:enhancing the emPloyee exPerience14IT LEADERS PULSE REPORT 2022:MANUFACTURINGAs more people leave the

36、ir current roles,organizations struggle to hire people with the right skills.Nearly three quarters(73%)of senior IT leaders agree that acquiring IT talent has never been harder.As a result,the challenge of talent acquisition now influences technology choices for 98%of organizations.and reskilling ex

37、isting employees.Technology choices driven by talent acquisition challengesOF ORGANIZATIONS SAY THAT TALENT ACQUISITION CHALLENGES INFLUENCE TECHNOLOGY INVESTMENT DECISIONS.98%OF SENIOR IT LEADERS AGREE THAT ACQUIRING IT TALENT HAS NEVER BEEN HARDER.73%26%02 PeoPle:enhancing the emPloyee exPerience1

38、5IT LEADERS PULSE REPORT 2022:MANUFACTURINGCompanies are adapting their people strategy to build a workforce that meets the needs of the business today and tomorrow.This means widening their recruitment criteria 80%of senior IT leaders are seeking developer talent from non-traditional backgrounds an

39、d focusing on upskilling and reskilling workers.At the same time,86%of senior IT leaders agree that business acumen is an important skill for technical talent.Widening recruitment criteria80%20%86%14%OF SENIOR IT LEADERS AGREE THAT THEY SEEK DEVELOPER TALENT FROM NON-TRADITIONAL BACKGROUNDS(E.G.,VET

40、ERANS,NON-TECHNICAL PEOPLE CHANGING CAREERS,ETC.)OF SENIOR IT LEADERS AGREE THAT BUSINESS ACUMEN IS AN IMPORTANT SKILL FOR TECHNICAL TALENT.02 PeoPle:enhancing the emPloyee exPerience16IT LEADERS PULSE REPORT 2022:MANUFACTURING17IT LEADERS PULSE REPORT 2022:MANUFACTURINGEighty-six percent of senior

41、IT leaders recognize that they must improve their training and development resources to properly upskill and reskill employees in other areas or as an incentive to attract new talent.While people are an important piece of the puzzle,an IT and business strategy also requires efficient processes to be

42、 successful.Move to improvedevelopment resources86%14%OF SENIOR IT LEADERS AGREE THAT THEIR ORGANIZATION NEEDS TO IMPROVE THEIR TRAINING AND SKILL DEVELOPMENT RESOURCES.02 PeoPle:enhancing the emPloyee exPerienceProcess:Bringing IT and business teams together98%2%OF SENIOR IT LEADERS AGREE THAT WORK

43、ING PROCESSES BETWEEN IT AND BUSINESS TEAMS COULD BE SIGNIFICANTLY IMPROVED.Improved collaborative processes needed between IT and business teams IT is no longer just a technology enabler;IT now solves business-critical problems,tackles major business objectives,and helps develop competitive advanta

44、ges with technology.This shift requires IT and business teams to work in closer collaboration for strategic objectives.However,more than half of respondents(54%)think that working processes between IT and business teams could be significantly improved while only 2%said there was no room for improvem

45、ent.Learn how IT and business team alignment impacts business outcomes.Download report.03 Process:bringing it and business together19IT LEADERS PULSE REPORT 2022:MANUFACTURINGWhere do process improvements fall for IT organizations:Forty-six percent of senior IT leaders say making process improvement

46、s is a major priority for their organization over the next 12 months with many reporting that their existing processes are hindering progress.This push to improved processes is particularly prevalent in the communications,media,and technology(CMT)industry(60%),as well as the public sector(52%).Proce

47、ss improvements are a key priority for ITMAJOR PRIORITYMODERATE PRIORITYMINOR PRIORITY46%48%6%03 Process:bringing it and business together20IT LEADERS PULSE REPORT 2022:MANUFACTURINGWhere IT processes are hindering the organization:Nine out of ten(91%)senior IT leaders say that existing IT processes

48、 are blocking their teams productivity.Process challenges are also hindering innovation,technology adoption,and customer and employee experiences.Existing processes block productivity and transformationCUSTOMER EXPERIENCE32%42%18%EMPLOYEE EXPERIENCE34%40%18%TECHNOLOGY ADOPTION34%39%19%PRODUCTIVITY31

49、%43%18%INNOVATION36%38%18%TO A MAJOR EXTENTTO A MODERATE EXTENTNOT AT ALL03 Process:bringing it and business together21IT LEADERS PULSE REPORT 2022:MANUFACTURINGWhere IT processes need to improve to support innovation:Most IT leaders believe processes need to improve across a range of IT functions i

50、ncluding data management,integration,and security and governance to support innovation effectively.Innovation hinges on process improvements DATA MANAGEMENT/ANALYTICS6%47%47%IT INTEGRATION5%49%46%SOFTWARE DEVELOPMENT7%45%49%SECURITY&GOVERNANCE6%45%49%IT SERVICE MANAGEMENT8%46%46%THEY COULD BE SIGNIF

51、ICANTLY IMPROVEDTHEY COULD BE SOMEWHAT IMPROVEDNO ROOM TO BE IMPROVED03 Process:bringing it and business together22IT LEADERS PULSE REPORT 2022:MANUFACTURINGHow organizations are using or planning to use fusion teams:To address process challenges,senior IT leaders are looking to create fusion teams.

52、These are multi-disciplinary teams that blend workers with technology,analytics,or domain expertise and who share responsibility for business and technology outcomes.Already 69%of organizations have created or are in the process of rolling out fusion teams,and an additional 22%plan to do so within t

53、he next 12 months.Of organizations with fusion teams already in place,63%of IT leaders say these teams have helped the business meet its goals.Fusion teams bridge alignment and drive success37%63%OF SENIOR IT LEADERS SAY THAT FUSION TEAMS HAVE HELPED THEIR BUSINESS MEET ITS GOALS.28%41%22%6%3%WE HAV

54、E ALREADY CREATED FUSION TEAMSWE ARE IN THE PROCESS OF CREATING AND ROLLING OUT FUSION TEAMSWE ARE PLANNING TO INTRODUCE FUSION TEAMS IN THE NEXT 12 MONTHSWE ARE PLANNING TO INTRODUCE FUSION TEAMS BEYOND 12 MONTHSWE ARE INTERESTED IN THE CONCEPT BUT HAVE NO PLANS TO INTRODUCE FUSION TEAMS03 Process:

55、bringing it and business together23IT LEADERS PULSE REPORT 2022:MANUFACTURING24IT LEADERS PULSE REPORT 2022:MANUFACTURINGFusion teams also deliver value across the business via improved efficiency,higher employee and customer satisfaction,increased agility,and accelerated innovation.Both people and

56、processes rely heavily on technology to meet business objectives.The next section looks at the ways organizations are using technology to make people and processes more efficient.Fusion teams adding value across the businessExpected outcomes from fusion teams:58%57%53%53%GREATER EFFICIENCY/REDUCED C

57、OSTS60%IMPROVED EMPLOYEE SATISFACTIONIMPROVED CUSTOMER SATISFACTIONINCREASED AGILITYACCELERATED INNOVATION03 Process:bringing it and business togetherTechnology:APIs,integration,automation,and low/no-codeALWAYS STANDARD41%MOSTLY STANDARDROUGHLY EVEN SPLIT BETWEEN STANDARD AND CUSTOMIZED26%24%MOSTLY

58、CUSTOMIZED9%ALWAYS CUSTOMIZED1%Processes IT organizations use to adopt new software:Implementing new software allows organizations to evaluate their existing processes and standardize them.However,75%of organizations require customized processes when adopting new software to meet their business requ

59、irements.This is one of many considerations senior IT leaders face as they look to future-proof their technology stack.New software requires custom implementation processes04 technology:aPis,integration,automation,and loW/no-code tools26IT LEADERS PULSE REPORT 2022:MANUFACTURINGOF SENIOR IT LEADERS

60、PREFER TO UPDATE OR UPGRADE EXISTING SOLUTIONS WHEREVER POSSIBLE,RATHER THAN REPLACING THEM.72%28%IT is leaning in to existing investments,rather than buying new technologyMost IT leaders(72%)prefer to update or upgrade existing solutions wherever possible,rather than replacing them.With growing eco

61、nomic headwinds,many organizations are looking to extract further value from their existing infrastructure instead of making investments in brand new technology.04 technology:aPis,integration,automation,and loW/no-code tools27IT LEADERS PULSE REPORT 2022:MANUFACTURINGBest-of-breed approach can lead

62、to greater IT complexityOrganizations are using best-of-breed technologies to create new customer and employee experiences.While a best-of-breed strategy can increase agility,81%of respondents say that this approach correlates to struggles with IT complexity especially within the healthcare sector(8

63、7%).OF IT LEADERS AGREE A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.81%19%04 technology:aPis,integration,automation,and loW/no-code tools28IT LEADERS PULSE REPORT 2022:MANUFACTURINGIntegration projects take too long and cost too muchIn order to create connected exp

64、eriences,organizations need integration.Two-thirds(66%)of IT leaders believe data or system integration projects take too long and 69%of them say they are too expensive.At the same time,68%of senior IT leaders recognize that a lack of data or system integration creates a disconnected customer experi

65、ence,which damages customer loyalty and retention.68%32%OF SENIOR IT LEADERS LEADERS AGREE THAT A LACK OF DATA OR SYSTEM INTEGRATION CREATES A DISCONNECTED CUSTOMER EXPERIENCE WITHIN THEIR ORGANIZATION.66%34%OF SENIOR IT LEADERS BELIEVE DATA OR SYSTEM INTEGRATION PROJECTS TAKE TOO LONG.69%31%OF SENI

66、OR IT LEADERS BELIEVE DATA OR SYSTEM INTEGRATION PROJECTS ARE TOO EXPENSIVE.04 technology:aPis,integration,automation,and loW/no-code tools29IT LEADERS PULSE REPORT 2022:MANUFACTURINGHow integration concerns influence an organizations decision to build a new application or software in-house:Integrat

67、ion now major factor in purchasing decisionsIntegration struggles are now influencing buying decisions.Most(98%)of senior IT leaders say that new technology investments are influenced by a tools ability to integrate with existing technology.While roughly 90%say that the decision to build or buy is i

68、nfluenced by integration concerns.How integration with existing technology influence IT investment decisions:How integration concerns influence an organizations decision to buy a new application or software:37%53%8%1%TO A MAJOR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALL59%39%2%TO A MAJOR

69、EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALLTO A MAJOR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALL41%50%8%1%04 technology:aPis,integration,automation,and loW/no-code tools30IT LEADERS PULSE REPORT 2022:MANUFACTURINGHow organizations plan to use low/no-code tools over the next 12 m

70、onths:Low/no-code tools play a key role in IT strategy Faced with a lack of coding talent,many senior IT leaders are turning to low/no-code tools to enable business users to build and test new experiences.Almost all organizations(96%)currently use low/no-code tools and 36%plan to increase their use

71、over the next 12 months.WE CURRENTLY USE THEM AND PLAN TO INCREASE USE36%53%WE DONT CURRENTLY USE THEM,BUT PLAN TO7%3%WE CURRENTLY HAVE NO PLANS TO USE THEM2%WE CURRENTLY USE THEM AND PLAN TO DECREASE USEWE CURRENTLY USE THEM AND PLAN TO MAINTAIN USE04 technology:aPis,integration,automation,and loW/

72、no-code tools31IT LEADERS PULSE REPORT 2022:MANUFACTURINGCurrent IT strategies for low/no-code tools:Variety of low/no-code strategies usedIT leaders have various approaches for implementing low/no-code tools.An upfront strategy is used by 32%of organizations in parts of their business,31%have adopt

73、ed a bottom-up approach driven by developers or systems integrators,while 26%have implemented an upfront strategy across a majority of the business.BOTTOMS-UP APPROACH DRIVEN BY DEVELOPMENT TEAMS/SYSTEM INTEGRATORSUPFRONT STRATEGY THAT IS IMPLEMENTED IN PARTS OF THE BUSINESSUPFRONT STRATEGY THAT IS

74、IMPLEMENTED IN THE MAJORITY OF THE BUSINESSMANDATORY COMPANY-WIDE LOW/NO-CODE STRATEGY FOR ALL PROJECTS31%32%26%7%04 technology:aPis,integration,automation,and loW/no-code tools32IT LEADERS PULSE REPORT 2022:MANUFACTURINGautomation maturity is growing as more organizations turn to automation to enha

75、nce customer experiences and product/service quality.two-thirds of organizations(67%)have either automated their it operations and many have introduced automation across other business functions including finance,customer support,marketing,sales,and hr.however,fully automated processes remain quite

76、low with an average of 23%of organizations saying theyve reached this across business functions.Automation is driving process efficiencySee how automation is already revolutionizing the way the world works.Read more.04 technology:aPis,integration,automation,and loW/no-code tools33IT LEADERS PULSE RE

77、PORT 2022:MANUFACTURINGHow automated are the following business functions:5%11%17%34%33%7%12%22%37%22%6%14%22%36%22%6%13%25%34%22%6%14%19%38%22%6%15%24%35%20%5%14%21%36%24%6%16%22%33%21%NO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOM

78、ATEDFULLY AUTOMATED PROCESSESIT OPERATIONSNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESCUSTOMER SUPPORTNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST

79、PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESMARKETINGNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESSALESNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST

80、PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESENGINEERINGNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESHRNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST P

81、ROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESFINANCENO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESEMPLOYEE ONBOARDING04 technology:aPis,integration,automation,and loW/no-code tools34IT LEADERS PULSE REPORT

82、 2022:MANUFACTURINGTop 5 business priorities over the next 12 months:Information security#1 priority for businessWith new laws and regulations emerging every year requiring businesses to adhere to complex data control requirements,data privacy and protection remain top of mind.Information security i

83、s the most significant business priority for organizations in the next 12 months,ahead of digital transformation and cloud strategy.DIGITAL TRANSFORMATIONINFORMATION SECURITY CLOUD STRATEGYDATA STRATEGYCUSTOMER EXPERIENCE28%30%24%22%21%04 technology:aPis,integration,automation,and loW/no-code tools3

84、5IT LEADERS PULSE REPORT 2022:MANUFACTURINGSecurity degrading customer experienceMore than three-quarters(77%)of senior IT leaders agree that internal security and governance risks are as high as external ones with 83%saying they monitor how employees access and use customer data.However,maintaining

85、 high-quality customer experiences while securing data can be a challenge.Sixty-three percent of IT leaders say their security and governance controls degrade the customer experience.63%37%OF SENIOR IT LEADERS BELIEVE THAT THEIR ORGANIZATIONS SECURITY AND GOVERNANCE CONTROLS DEGRADE CUSTOMER EXPERIE

86、NCE.77%23%OF SENIOR IT LEADERS AGREE THAT INTERNAL SECURITY AND GOVERNANCE RISKS ARE AS HIGH AS EXTERNAL RISKS.83%17%OF SENIOR IT LEADERS SAY THAT THEIR ORGANIZATION MONITORS HOW EMPLOYEES ACCESS AND USE CUSTOMER DATA.04 technology:aPis,integration,automation,and loW/no-code tools36IT LEADERS PULSE

87、REPORT 2022:MANUFACTURING37IT LEADERS PULSE REPORT 2022:MANUFACTURINGEighty-three percent of senior IT leaders say public concerns over data privacy have prompted their organization to increase security and governance investments.For 84%,data protection regulations such as GDPR and CPRA have influen

88、ced investment decisions.Most organizations are also communicating with customers about their data security strategy with 82%saying they are transparent with customers about how their data is used.Data privacy concerns driving security and governance investments82%18%OF SENIOR IT LEADERS SAY THEY AR

89、E TRANSPARENT WITH CUSTOMERS ABOUT HOW THEIR DATA IS USED.83%17%OF SENIOR IT LEADERS SAY PUBLIC CONCERNS OVER DATA PRIVACY HAVE PROMPTED THEIR ORGANIZATION TO INCREASE SECURITY AND GOVERNANCE INVESTMENTS.84%16%OF SENIOR IT LEADERS AGREE THAT DATA PROTECTION REGULATIONS,SUCH AS GDPR AND CPRA,HAVE PRO

90、MPTED THEIR ORGANIZATION TO INCREASE SECURITY AND GOVERNANCE INVESTMENTS.04 technology:aPis,integration,automation,and loW/no-code toolsMeasuring futureIT successOF SENIOR IT LEADERS SAY THEYVE HAD TO DEVELOP NON-IT SKILLS TO BECOME MORE STRATEGIC WITHIN THEIR ORGANIZATION.The role of senior IT lead

91、ers has shifted dramatically in recent years more than any other enterprise function.As technology becomes increasingly integral to business success,so has the senior IT leaders influence in shaping organizational strategies in the modern digital era.In a post-pandemic world,senior IT leaders requir

92、e a skill set that is much broader than technology expertise.The evolving role of senior IT leaders84%16%05 measuring Future it success39IT LEADERS PULSE REPORT 2022:MANUFACTURING53%52%50%48%46%45%25%SERVICE AVAILABILITY/SYSTEM PERFORMANCEEMPLOYEE PRODUCTIVITYCOST REDUCTION/OPTIMIZATIONCUSTOMER EXPE

93、RIENCEEMPLOYEE EXPERIENCEPROJECT DELIVERYSALESKPIs IT leaders are being measured on:Roughly half of all senior IT leaders are now evaluated on employee productivity(52%),cost reduction and optimization(50%),and customer(48%)and employee experience(46%).This varies between industries;for financial se

94、rvices and insurance,for example,62%of senior IT leaders are measured on employee productivity.IT now measured by productivity,cost reduction,and experiences05 measuring Future it success40IT LEADERS PULSE REPORT 2022:MANUFACTURING41IT LEADERS PULSE REPORT 2022:MANUFACTURINGAs economic conditions re

95、main volatile,senior IT leaders are under pressure to empower their organization to remain agile while focusing on meeting business goals.However,three-quarters(74%)of respondents say project backlogs are preventing them from working on strategic initiatives.To overcome these challenges,organization

96、s need to leverage APIs,automation,and low/no-cost tools to create connected customer and employee experiences.By automating processes where feasible,senior IT leaders can realize value faster,accelerate innovation,and successfully support their organization navigate todays challenging landscape.IT

97、burdened withproject backlogs74%25%OF SENIOR IT LEADERS AGREE THAT PROJECT BACKLOGS PREVENT THEM FROM WORKING ON STRATEGIC INITIATIVES.05 measuring Future it success41it leaders Pulse rePort 2022:manuFacturing42IT LEADERS PULSE REPORT 2022:MANUFACTURINGWant to learn more?The state of digital transfo

98、rmation for manufacturingTake a look at the Connectivity Benchmark Report data through a manufacturing lens to see how digital transformation has become a critical driver of customer satisfaction and improved process efficiencies.Read the reportUnlock the value of dataManufacturers are experiencing

99、a data explosion,as a confluence oftechnologies drives the digitization of the sector.Learn what leadingmanufacturers are doing on the path to data maturity.Download the eBookBuild a connected supply chainLearn how manufacturers can proactively implement a better process to manage their supply chain

100、 using APIs.Watch the webinar05 measuring Future it successSalesforce,the global CRM leader,empowers companies of every size and industry to digitallytransform and create a 360 view of their customers.For more information about Salesforce(NYSE:CRM),visit .Any unreleased services or features referenc

101、ed in this or other press releases or public statementsare not currently available and may not be delivered on time or at all.Customers who purchaseSalesforce applications should make their purchase decisions based upon features that arecurrently available.Salesforce has headquarters in San Francisco,with offices in Europe and Asia,and trades on the New York Stock Exchange under the ticker symbol“CRM”.For more information please visit ,or call 1-800-NO-SOFTWARE.MULESOFT IS A REGISTERED TRADEMARK OF MULESOFT,INC.,A SALESFORCE COMPANY.ALL OTHER MARKS ARE THOSE OF RESPECTIVE OWNERS.