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:Healthcare andLife Sciences 2 ContentsAbout this reportForeword030425101705Process:Bringing IT and business teams togetherFrom technology enabler to business leade

2、rPeople:Enhancing the employee experienceExecutive summary:Healthcare and life sciences sector06Technology:Empowering the workforce and creating exceptional experiences38Measuring future IT success3Healthcare and life sciences organizations face an increasingly difficult list of challenges as they s

3、trive to create connected patient and employee experiences.In doing this,these organizations must consider efficient servicing and proper management of operations,risk,and compliance.Already tasked with managing a plethora of networks,devices,and applications critical to business growth,IT teams hav

4、e 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 healthcare and life sciences sector,which means IT leaders are in high-demand.As a resul

5、t,IT retention grows more challenging every year and can impact innovation and ultimately patient and member satisfaction if unaddressed.But IT teams dont need to throw in the towel leveraging the right technology strategy with easy-to-use tools that empower everyone can help mitigate these challeng

6、es and drive improved business results.Geoff Hickman,Technical Architect,Bayer Crop Science SAY A BEST-OF-BREED APPROACH HAS LED TO IT COMPLEXITY.87%42%PLAN TO INCREASE USE OF LOW/NO CODE DEVELOPMENT TOOLSIN THE NEXT 12 MONTHS.CONFIRM THAT THE GREAT RESIGNATION HAS WORSENED THE IT SKILLS GAP,WITH TH

7、E LARGEST GAPS IN THREE AREAS:71%IT AND SOLUTION ARCHITECTURE.47%SECURITY/INFOSEC.46%CLOUD/INFRASTRUCTURE MANAGEMENT.100%SAY EXISTING IT PROCESSES ARE HINDERING EMPLOYEE EXPERIENCE.92%PLAN TO INVEST IN NEW TECHNOLOGY TO ADDRESS THE SKILLS GAP.65%ARE CREATING FUSION TEAMS BLENDING WORKERS WITH TECHNO

8、LOGY,ANALYTICS,AND DOMAIN EXPERTISE WHO SHARE RESPONSIBILITY FOR BUSINESS AND TECHNOLOGY OUTCOMES.77%58%CITE TECHNOLOGY AS THE TOP IT INVESTMENT,AHEAD OF PEOPLE AND PROCESSES(42%).THE SKILLS GAP INTENSIFIESTECHNOLOGY IS AN INVESTMENT PRIORITYCOMPLEXITY CONTINUESIT AND BUSINESS ARE ALIGNINGThe Great

9、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.In healthcare,their focus has shifted to creating people-and experience-centric capabilitie

10、s for patients,members,and employees.Providers,payers,and life sciences organizations are under increased pressure from heightened patient expectations,telehealth advancements,and evolving compliance and security policies.In turn,their IT teams are feeling the impact of greater demands and are looki

11、ng to technology strategies and investments to help deliver patient and employee value faster.The findings of this report reveal the critical need for organizations within the healthcare and life sciences sector to reevaluate IT operating models,increase alignment to ease the pressure on IT teams,an

12、d empower everyone across the organization to innovate.MuleSofts IT Leaders Pulse Report,in partnership with Vanson Bourne,was produced from interviews with 1,000 senior IT leaders across the globe.Out of 1,000,158 were senior IT leaders from the healthcare and life sciences sector.Below are the sta

13、tistics specific to this industry.Executive summary:Healthcare and life sciences sector 4IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCES5MuleSofts IT Leaders Pulse Report,in partnership with Vanson Bourne,was produced from interviews with 1,000 senior IT leaders across the globe.We conduct

14、ed an online survey during June and July 2022 with participants from the United States,the United Kingdom,France,Germany,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.Respond

15、ents are all senior IT leaders,which are defined as those who hold a departmental or intermediate managerial position 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 enabl

16、er to business leader S EC T I O N 01Experiences become increasingly importantAs digital transformation increasingly 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 c

17、reating positive employee experiences to attract and retain talent after the Great Resignation.This type of exceptional 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.

18、86%14%OF SENIOR IT LEADERS AGREE THAT THE EXPERIENCE AN ORGANIZATION PROVIDES IS AS IMPORTANT AS ITS PRODUCTS AND SERVICES.01 From technology enabler to business leader7IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESSuccess relies on tech-enabled experiences Roughly four out of five of res

19、pondents agree that improved customer-facing and employee technologies are critical for their organization to compete.This means that senior IT leaders are now making important business decisions with technology-enabled experiences in mind.This includes everything from technology investments to work

20、place environments to team structures and opportunities.85%15%OF SENIOR IT LEADERS AGREE THAT IMPROVED CUSTOMER-FACING TECHNOLOGY 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 tec

21、hnology enabler to business leader8IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCES9IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESSenior IT leaders are shifting their investment priorities.Across all industries,IT investment priorities over the next 12 months are evenly split,wit

22、h 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 plan to use automation,best-of-breed technologies,and low/no-code tools to empower their employees and create market-winning experiences.IT

23、 investing in technology,people,and processesTECHNOLOGYPROCESSESPEOPLE(EMPLOYEES)How organizations plan to prioritize IT investments over the next 12 months:50%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 fo

24、r the world of work.as people recalibrate their lives,values,and priorities,many are leaving their jobs in search of better employment conditions and opportunities.accelerated by the pandemic,the great resignation has created new expectations for senior it leaders.Workers today want employers that o

25、ffer work-life balance,remote-or hybrid-working policies,more meaningful work,flexible hours,or higher pay.and as companies lose talent,they experience short-term business disruptions and skills gaps that can become increasingly difficult to fill.to appeal to top talent in todays job market,companie

26、s must offer more than a competitive salary they must also consider employee wellbeing.many senior it leaders are already recognizing this and are urgently adjusting their operations to center their focus on people.02 PeoPle:enhancing the emPloyee exPerience11IT LEADERS PULSE REPORT 2022:HEALTHCARE

27、AND LIFE SCIENCESWellbeing is shaping the future of workEmployee wellbeing now an investment priorityWhile technology remains a standout priority,nine out of ten senior IT leaders agree that investment in people is hugely important and theyre reevaluating their investment budgets accordingly.Over th

28、e 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 enhanced remote and flexible working capabilities.IT team investment priorities over the next 12 months:87%13%INVESTING TO IMPROVE

29、IT EMPLOYEE WELLBEINGUPSKILLING EXISTING IT EMPLOYEESINCREASING IT HEADCOUNT82%78%68%OF SENIOR IT LEADERS AGREE THAT INVESTING IN PEOPLE IS HUGELY IMPORTANT.02 PeoPle:enhancing the emPloyee exPerience12IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESSkills gaps related to implementation and

30、 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(60%)senior IT leaders say they now have skills gaps within their IT and solutions architecture function,while

31、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 ARCHITECTURECLOUD/INFRASTRUCTURE MANAGEMENTSECURITY/INFOSEC60%45%40%39%38%38%34%34%29%3%SOFTWARE DEVELOPMENTD

32、EVOPSNETWORK AND SYSTEMS INTEGRATIONDATABASE ADMINISTRATIONBUSINESS ANALYSIS/INTELLIGENCEPROJECT MANAGEMENTNO SKILLS GAPS HAVE BEEN CREATED DUE TO RECENT DISRUPTIONS IN THE LABOR MARKET02 PeoPle:enhancing the emPloyee exPerience13IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCES60%58%57%53%5

33、1%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,while 53%are empowering non-technical employees to meet their own needs.Other strategies include o

34、utsourcing 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 gap with automationINVESTING IN NEW TECHNOLOGIESAUTOMATING TASKS/PROCESSESOUTSOURCING IT FUNCT

35、IONSEMPOWERING NON-TECHNICAL EMPLOYEES TO MEET THEIR OWN IT NEEDSRESKILLING EXISTING EMPLOYEES02 PeoPle:enhancing the emPloyee exPerience14IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESAs more people leave their current roles,organizations struggle to hire people with the right skills.Nea

36、rly 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.Technology choices driven by talent acquisition challenges73%26%OF ORGANIZATIONS SAY THAT TALENT

37、ACQUISITION CHALLENGES INFLUENCE TECHNOLOGY INVESTMENT DECISIONS.98%OF SENIOR IT LEADERS AGREE THAT ACQUIRING IT TALENT HAS NEVER BEEN HARDER.02 PeoPle:enhancing the emPloyee exPerience15IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESCompanies are adapting their people strategy to build a

38、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 and focusing on upskilling and reskilling workers.At the same time,86%of senior IT leaders agree that

39、 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.,VETERANS,NON-TECHNICAL PEOPLE CHANGING CAREERS,ETC.)OF SENIOR IT LEADERS AGREE THAT BUSINESS ACUMEN IS

40、 AN IMPORTANT SKILL FOR TECHNICAL TALENT.02 PeoPle:enhancing the emPloyee exPerience16IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCES17IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESEighty-six percent of senior IT leaders recognize that they must improve their training and develo

41、pment 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 successful.Move to improvedevelopment resources86%14%OF SENIOR IT LE

42、ADERS 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 WORKING PROCESSES BETWEEN IT AND BUSINESS TEAMS COULD BE SIGNIFICANTLY IM

43、PROVED.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 advantages with technology.This shift requires IT and business teams to work

44、 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 improvement.Learn how IT and business team alignment impacts business outcome

45、s.Download report.03 Process:bringing it and business together19IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESWhere do process improvements fall for IT organizations:Forty-six percent of senior IT leaders say making process improvements is a major priority for their organization over the

46、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%).Process improvements are a key priority for ITMAJOR PRIORIT

47、YMODERATE PRIORITYMINOR PRIORITY46%48%6%03 Process:bringing it and business together20IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESWhere IT processes are hindering the organization:Nine out of ten(91%)senior IT leaders say that existing IT processes are blocking their teams productivity.

48、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%43%18%INNOVATION36%38%18%TO A MAJOR EX

49、TENTTO A MODERATE EXTENTNOT AT ALL03 Process:bringing it and business together21IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESWhere IT processes need to improve to support innovation:Most IT leaders believe processes need to improve across a range of IT functions including data management

50、,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 SIGNIFICANTLY IMPROVEDTHEY COU

51、LD BE SOMEWHAT IMPROVEDNO ROOM TO BE IMPROVED03 Process:bringing it and business together22IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESHow organizations are using or planning to use fusion teams:To address process challenges,senior IT leaders are looking to create fusion teams.These are

52、 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 the next 1

53、2 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 success36%63%OF SENIOR IT LEADERS SAY THAT FUSION TEAMS HAVE HELPED THEIR BUSINESS MEET ITS GOALS.28%41%22%6%3%WE HAVE ALREADY

54、 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:bringing

55、it and business together23IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCES24IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESFusion teams also deliver value across the business via improved efficiency,higher employee and customer satisfaction,increased agility,and accelerated innova

56、tion.Both people and 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

57、 EFFICIENCY/REDUCED COSTS60%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 CU

58、STOMIZED26%24%MOSTLY 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 mee

59、t their business requirements.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:HEALTHCARE AN

60、D LIFE SCIENCESOF SENIOR IT LEADERS PREFER TO UPDATE OR UPGRADE EXISTING SOLUTIONS WHEREVER POSSIBLE,RATHER THAN REPLACING THEM.72%29%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

61、than replacing them.With growing economic 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:HEALTHCAR

62、E AND LIFE SCIENCESBest-of-breed approach can lead 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 c

63、omplexity especially within the healthcare sector(87%).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:HEALTHCARE AND LIFE SCIENCESIntegration projec

64、ts take too long and cost too muchIn order to create connected experiences,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

65、 data or system integration creates a disconnected customer experience,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 BELIE

66、VE DATA OR SYSTEM INTEGRATION PROJECTS TAKE TOO LONG.69%31%OF SENIOR 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:HEALTHCARE AND LIFE SCIENCESHow integration concerns influence a

67、n organizations decision to build a new application or software in-house:Integration 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 wit

68、h existing technology.While roughly 90%say that the decision to build or buy is influenced 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

69、 A MAJOR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALL59%39%2%TO A MAJOR 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 202

70、2:HEALTHCARE AND LIFE SCIENCESHow organizations plan to use low/no-code tools over the next 12 months: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

71、.Almost all organizations(96%)currently use low/no-code tools and 36%plan to increase their use over the next 12 months.WE CURRENTLY USE THEM AND PLAN TO INCREASE USEWE CURRENTLY USE THEM AND PLAN TO DECREASE USE36%53%WE DONT CURRENTLY USE THEM,BUT PLAN TO7%3%WE CURRENTLY HAVE NO PLANS TO USE THEM2%

72、WE CURRENTLY USE THEM AND PLAN TO MAINTAIN USE04 technology:aPis,integration,automation,and loW/no-code tools31IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESCurrent IT strategies for low/no-code tools:Variety of low/no-code strategies usedIT leaders have various approaches for implementin

73、g low/no-code tools.An upfront strategy is used by 32%of organizations in parts of their business,31%have adopted 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

74、 TEAMS/SYSTEM INTEGRATORSUPFRONT STRATEGY THAT IS IMPLEMENTED IN PARTS OF THE BUSINESSUPFRONT STRATEGY THAT IS 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

75、 PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESautomation maturity is growing as more organizations turn to automation to enhance customer experiences and product/service quality.two-thirds of organizations(67%)have either automated their it operations and many have introduced automation across othe

76、r business functions including finance,customer support,marketing,sales,and hr.however,fully automated processes remain quite low with an average of 23%of organizations saying theyve reached this across business functions.Automation is driving process efficiencySee how automation is already revoluti

77、onizing the way the world works.Read more.04 technology:aPis,integration,automation,and loW/no-code tools33IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESHow 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

78、%14%21%36%24%6%16%22%33%21%NO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESIT OPERATIONSNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATE

79、DFULLY AUTOMATED PROCESSESCUSTOMER SUPPORTNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESMARKETINGNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESS

80、ES AUTOMATEDFULLY AUTOMATED PROCESSESSALESNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESENGINEERINGNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCE

81、SSES AUTOMATEDFULLY AUTOMATED PROCESSESHRNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESFINANCENO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES

82、AUTOMATEDFULLY AUTOMATED PROCESSESEMPLOYEE ONBOARDING04 technology:aPis,integration,automation,and loW/no-code tools34IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESTop 5 business priorities over the next 12 months:Information security#1 priority for businessWith new laws and regulations e

83、merging every year requiring businesses to adhere to complex data control requirements,data privacy and protection remain top of mind.Information security is the most significant business priority for organizations in the next 12 months,ahead of digital transformation and cloud strategy.DIGITAL TRAN

84、SFORMATIONINFORMATION SECURITY CLOUD STRATEGYDATA STRATEGYCUSTOMER EXPERIENCE28%30%24%22%21%04 technology:aPis,integration,automation,and loW/no-code tools35IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESSecurity degrading customer experienceMore than three-quarters(77%)of senior IT leader

85、s 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 high-quality customer experiences while securing data can be a challenge.Sixty-three percent of IT leaders say their security an

86、d governance controls degrade the customer experience.63%37%OF SENIOR IT LEADERS BELIEVE THAT THEIR ORGANIZATIONS SECURITY AND GOVERNANCE CONTROLS DEGRADE CUSTOMER EXPERIENCE.77%23%OF SENIOR IT LEADERS AGREE THAT INTERNAL SECURITY AND GOVERNANCE RISKS ARE AS HIGH AS EXTERNAL RISKS.83%17%OF SENIOR IT

87、 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 REPORT 2022:HEALTHCARE AND LIFE SCIENCES37IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESEighty-three percent of senior

88、 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 influenced investment decisions.Most organizations are also communicating with customers about their data

89、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 ARE TRANSPARENT WITH CUSTOMERS ABOUT HOW THEIR DATA IS USED.83%17%OF SENIOR IT LEADERS SAY PUBLIC CON

90、CERNS 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 PROMPTED THEIR ORGANIZATION TO INCREASE SECURITY AND GOVERNANCE INVESTMENTS.04 technology:aPis,integra

91、tion,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 leaders has shifted dramatically in recent years more than any other enterprise function.As technology

92、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 require a skill set that is much broader than technology expertise.The evolving role of senior IT leaders

93、84%16%05 measuring Future it success39IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCES53%52%50%48%46%45%25%SERVICE AVAILABILITY/SYSTEM PERFORMANCEEMPLOYEE PRODUCTIVITYCOST REDUCTION/OPTIMIZATIONCUSTOMER EXPERIENCEEMPLOYEE EXPERIENCEPROJECT DELIVERYSALESKPIs IT leaders are being measured on:

94、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 services and insurance,for example,62%of senior IT leaders are measured on employee pr

95、oductivity.IT now measured by productivity,cost reduction,and experiences05 measuring Future it success40IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCES41IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESAs economic conditions remain volatile,senior IT leaders are under pressure to

96、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,organizations need to leverage APIs,automation,and low/no-cost too

97、ls 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 burdened withproject backlogs74%25%OF SENIOR IT LEADER

98、S AGREE THAT PROJECT BACKLOGS PREVENT THEM FROM WORKING ON STRATEGIC INITIATIVES.05 measuring Future it success41it leaders Pulse rePort 2022:healthcare and liFe sciences42IT LEADERS PULSE REPORT 2022:HEALTHCARE AND LIFE SCIENCESWant to learn more?The state of digital transformation for healthcareTa

99、ke a look at the Connectivity Benchmark Report data through a healthcare lens to see how digital transformation has become a critical driver of customer engagement and employee productivity.Read the reportPrescription for disruptionLearn how APIs can power digital transformation and accelerate IT in

100、novation in healthcare.Download the eBookSolving interoperabilityFind out how MuleSoft Accelerator for Healthcare directly addresses your most pressing interoperability issues and powers EHR connectivity and Patient 360.Watch the webinar05 measuring Future it successSalesforce,the global CRM leader,

101、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 referenced in this or other press releases or public statementsare not currently available and may n

102、ot 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.