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 technologyIT Leaders Pulse Report 2022:Public Sector 2Contents About this reportForewordExecutive summary:Public sector030425101805Process:Bringing IT and business teams togetherFrom technology enabler t

2、o business leaderPeople:Enhancing the employee experience06Technology:Empowering the workforce and creating exceptional experiences38Measuring future IT success3Were facing big disruption.The digital economy is going to change our business in many aspects.Certainly the current wave is already changi

3、ng business processes,the way we work and create,and it is changing our business model.We know that we will need to continue to react and become even more proactive if we want to play a central role in the still-forming,digital landscape in the education sector.William Confalonieri,Chief Digital Off

4、icer,Deakin University SAY A BEST-OF-BREED APPROACH HAS LED TO IT COMPLEXITY.84%43%PLAN TO INCREASE USE OF LOW/NO CODE DEVELOPMENT TOOLS IN THE NEXT 12 MONTHS.CONFIRM THAT THE GREAT RESIGNATION HAS WORSENED THE IT SKILLS GAP,WITH THE LARGEST GAPS IN THREE AREAS:56%IT AND SOLUTION ARCHITECTURE.46%NET

5、WORK AND SYSTEMS INTEGRATION.41%CLOUD/INFRASTRUCTURE MANAGEMENT.97%SAY EXISTING IT PROCESSES ARE HINDERING EMPLOYEE EXPERIENCE.96%PLAN TO INVEST IN NEW TECHNOLOGY TO ADDRESS THE SKILLS GAP.58%ARE CREATING FUSION TEAMS BLENDING WORKERS WITH TECHNOLOGY,ANALYTICS,AND DOMAIN EXPERTISE WHO SHARE RESPONSI

6、BILITY FOR BUSINESS AND TECHNOLOGY OUTCOMES.74%60%CITE PEOPLE AND PROCESSES AS THE TOP IT INVESTMENT,AHEAD OF TECHNOLOGY(40%).THE SKILLS GAP INTENSIFIESTECHNOLOGY IS AN INVESTMENT PRIORITYCOMPLEXITY CONTINUESIT AND BUSINESS ARE ALIGNINGThe Great Resignation a recent phenomena where workers left or s

7、witched 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-centric capabilities for constituents,students,and employees.Government agencies,higher

8、 education institutions,and nonprofit organizations are under increased pressure to digitize their operations and offer a seamless online experience for constituents.In turn,their IT teams are feeling the impact of greater demands and are looking to technology strategies and investments to help deli

9、ver mission impact faster.The findings of this report reveal the critical need for organizations within the public sector to reevaluate IT operating models,increase alignment to ease the pressure on IT teams,and empower everyone across the organization to innovate.MuleSofts IT Leaders Pulse Report,i

10、n partnership with Vanson Bourne,was produced from interviews with 1,000 senior IT leaders across the globe.Out of 1,000,117 were senior IT leaders from the public sector.Below are the statistics specific to this industry.Executive summary:Public sector 4IT LEADERS PULSE REPORT 2022:PUBLIC SECTOR5Mu

11、leSofts 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,Germany,the Netherlands,Australia,Si

12、ngapore,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 position or above within the IT function

13、.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 increasingly drives business strategy,senior

14、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 exceptional experience is also expected f

15、or 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 SERVICES.01 From technology enabler

16、 to business leader7IT LEADERS PULSE REPORT 2022:PUBLIC SECTORSuccess 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 that senior IT leaders are now maki

17、ng 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%85%15%86%14%OF SENIOR IT LEADERS AGREE THAT IMPROVED CUSTOMER-FACING TECHNOLOGY IS CRITICAL FOR THEIR

18、ORGANIZATION TO COMPETE.OF SENIOR IT LEADERS AGREE THAT IMPROVED EMPLOYEE TECHNOLOGY IS CRITICAL FOR THEIR ORGANIZATION TO COMPETE.01 From technology enabler to business leader8IT LEADERS PULSE REPORT 2022:PUBLIC SECTOR9IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYSenior IT leader

19、s 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 plan

20、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%26%24%

21、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 opportunities.ac

22、celerated 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-term bus

23、iness 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 adjusting

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

25、gree 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 enhanced rem

26、ote and flexible working capabilities.How organizations plan to invest in its IT employees 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.0

27、2 PeoPle:enhancing the emPloyee exPerience12IT LEADERS PULSE REPORT 2022:PUBLIC SECTORSkills 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,t

28、hree out of five(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 functio

29、nsIT AND SOLUTION 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

30、LABOR MARKET02 PeoPle:enhancing the emPloyee exPerience13IT LEADERS PULSE REPORT 2022:PUBLIC SECTOR60%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

31、and processes,while 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:Addr

32、essing the skills 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:PUBLIC SECTORAs more

33、 people leave their 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.

34、and reskilling existing employees.Technology choices driven by talent acquisition challenges73%27%OF ORGANIZATIONS SAY THAT TALENT ACQUISITION CHALLENGES INFLUENCE TECHNOLOGY INVESTMENT DECISIONS.98%OF SENIOR IT LEADERS AGREE THAT ACQUIRING IT TALENT HAS NEVER BEEN HARDER.02 PeoPle:enhancing the emP

35、loyee exPerience15IT LEADERS PULSE REPORT 2022:PUBLIC SECTORCompanies 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-tradition

36、al backgrounds and 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 BAC

37、KGROUNDS(E.G.,VETERANS,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:PUBLIC SECTOR17IT LEADERS PULSE REPORT 2022:PUBLIC SECTOREighty-six p

38、ercent of senior 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 efficien

39、t processes to be 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 LEADER

40、S AGREE THAT WORKING 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 co

41、mpetitive advantages with technology.This shift requires IT and business teams to work in closer collaboration for strategic objectives.However,98%of IT leaders said that working processes between IT and business teams could be improved.Learn how IT and business team alignment impacts business outco

42、mes.Download report.03 Process:bringing it and business together19IT LEADERS PULSE REPORT 2022:PUBLIC SECTORWhere 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 next 12 month

43、s 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 PRIORITYMODERATE PRI

44、ORITYMINOR PRIORITY46%48%6%03 Process:bringing it and business together20IT LEADERS PULSE REPORT 2022:PUBLIC SECTORWhere IT processes are hindering the organization:Nine out of ten(91%)senior IT leaders say that existing IT processes are blocking their teams productivity.Process challenges are also

45、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 EXTENTTO A MODERATE EXTENTNOT

46、AT ALL03 Process:bringing it and business together21IT LEADERS PULSE REPORT 2022:PUBLIC SECTORWhere 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,integration,and security and governance to

47、 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 COULD BE SOMEWHAT IMPROVEDNO ROOM TO BE IMPROV

48、ED03 Process:bringing it and business together22IT LEADERS PULSE REPORT 2022:PUBLIC SECTORHow organizations are using or planning to use fusion teams:To address process challenges,senior IT leaders are looking to create fusion teams.These are multi-disciplinary teams that blend workers with technolo

49、gy,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 12 months.Of organizations with fusion teams already in pla

50、ce,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 HAVE ALREADY CREATED FUSION TEAMSWE ARE IN THE PROCESS OF CREATING AND

51、 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 it and business together23IT LEADERS PULSE REPORT 2022:PUB

52、LIC SECTOR24IT LEADERS PULSE REPORT 2022:PUBLIC SECTORFusion teams also deliver value across the business via improved efficiency,higher employee and customer satisfaction,increased agility,and accelerated innovation.Both people and processes rely heavily on technology to meet business objectives.Th

53、e 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 COSTS60%IMPROVED EMPLOYEE SATISFACTIONIMPROVED CUSTOMER SATISFACTION

54、INCREASED 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 CUSTOMIZED9%ALWAYS CUSTOMIZED1%Processes IT organizations use to ad

55、opt 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 requirements.This is one of many considerations senior IT leaders face

56、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:PUBLIC SECTOROF SENIOR IT LEADERS PREFER TO UPDATE OR UPGRADE EXISTING SOLUTIONS WHEREVER POSSIBLE,RA

57、THER 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 economic headwinds,many organizations are looking to extract further v

58、alue 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:PUBLIC SECTORBest-of-breed approach can lead to greater IT complexityOrganizations are using best-of-breed techn

59、ologies 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(87%).OF IT LEADERS AGREE A BEST-OF-BREED APPROACH MEANS THEIR ORGANI

60、ZATION STRUGGLES WITH IT COMPLEXITY.81%19%04 technology:aPis,integration,automation,and loW/no-code tools28IT LEADERS PULSE REPORT 2022:PUBLIC SECTORIntegration projects take too long and cost too muchIn order to create connected experiences,organizations need integration.Two-thirds(66%)of IT leader

61、s 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 experience,which damages customer loyalty and retention.68%32%OF SENIOR I

62、T 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 SENIOR IT LEADERS BELIEVE DATA OR SYSTEM INTEGRATION PROJECTS ARE TOO E

63、XPENSIVE.04 technology:aPis,integration,automation,and loW/no-code tools29IT LEADERS PULSE REPORT 2022:PUBLIC SECTORHow integration concerns influence an organizations decision to build a new application or software in-house:Integration now major factor in purchasing decisionsIntegration struggles a

64、re 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 influenced by integration concerns.How integration with existing tec

65、hnology 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 EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALLTO A MAJOR EXT

66、ENTTO 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:PUBLIC SECTORHow 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

67、 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 over the next 12 months.WE CURRENTLY USE THEM AND PLAN TO INCREASE

68、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/no-code tools31IT LEADERS PULSE REPORT 2022:PUBLIC SECTORCurrent IT

69、 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 adopted a bottom-up approach driven by developers or systems integrators

70、,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 IMPLEMENTED IN THE MAJORITY OF THE BUSINESSMANDATORY COMPANY-WIDE L

71、OW/NO-CODE STRATEGY FOR ALL PROJECTS31%32%26%7%04 technology:aPis,integration,automation,and loW/no-code tools32IT LEADERS PULSE REPORT 2022:PUBLIC SECTORautomation maturity is growing as more organizations turn to automation to enhance customer experiences and product/service quality.two-thirds of

72、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 low with an average of 23%of organizations saying theyve reached th

73、is 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 REPORT 2022:PUBLIC SECTORHow automated are the following business fun

74、ctions: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 AUTOMATEDFULLY AUTOMATED PROCESSESIT OPERATIONSNO AUTOMATED PROCESSES AT

75、 ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESCUSTOMER SUPPORTNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESMARKETINGNO AUTOMATED P

76、ROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESSALESNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESENGINEERINGNO AUTOMATED

77、 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 PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESFINANCENO AUTOMATED PROC

78、ESSES 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 2022:PUBLIC SECTORTop 5 business priorities over the next 12 month

79、s: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 is the most significant business priority for organizations in the n

80、ext 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 tools35IT LEADERS PULSE REPORT 2022:PUBLIC SECTORSecurity degrading custo

81、mer 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 high-quality customer experiences while securing data can be a cha

82、llenge.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 EXPERIENCE.77%23%OF SENIOR IT LEADERS AGREE THAT INTERNAL SECURITY AND GOV

83、ERNANCE 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 REPORT 2022:PUBLIC SECTOR37IT LEADERS PULSE REPORT 2022:PUBLIC SECT

84、OREighty-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 influenced investment decisions.Most organizations are also communicating

85、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 ARE TRANSPARENT WITH CUSTOMERS ABOUT HOW THEIR DATA IS USED.83%17%OF

86、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 PROMPTED THEIR ORGANIZATION TO INCREASE SECURITY AND GOVERNANCE INVEST

87、MENTS.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 leaders has shifted dramatically in recent years more than any other en

88、terprise 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 require a skill set that is much broader than technology expertise.The ev

89、olving role of senior IT leaders84%16%05 measuring Future it success39IT LEADERS PULSE REPORT 2022:PUBLIC SECTOR53%52%50%48%46%45%25%SERVICE AVAILABILITY/SYSTEM PERFORMANCEEMPLOYEE PRODUCTIVITYCOST REDUCTION/OPTIMIZATIONCUSTOMER EXPERIENCEEMPLOYEE EXPERIENCEPROJECT DELIVERYSALESKPIs IT leaders are b

90、eing 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 services and insurance,for example,62%of senior IT leaders are measur

91、ed on employee productivity.IT now measured by productivity,cost reduction,and experiences05 measuring Future it success40IT LEADERS PULSE REPORT 2022:PUBLIC SECTOR41IT LEADERS PULSE REPORT 2022:PUBLIC SECTORAs economic conditions remain volatile,senior IT leaders are under pressure to empower their

92、 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 tools to create

93、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%26%OF SENIOR IT LEADERS AGREE THAT

94、PROJECT BACKLOGS PREVENT THEM FROM WORKING ON STRATEGIC INITIATIVES.05 measuring Future it success41it leaders Pulse rePort 2022Want to learn more?The state of digital transformation for public sectorTake a look at the Connectivity Benchmark Report data through a republic sector lens to see how digi

95、tal transformation has become a critical driver of mission impact.Read the report1I N S I G H T S F R O M T H E 2 0 2 2 C O N N E C T I V I T Y B E N C H M A R K R E P O R TT H R O U G H T H E I N D U S T R Y L E N SThe state of digital transformation for public sector R E P O R THow to advance your

96、 Zero Trust architecture strategy with secure APIsAdvance your architecture strategy with secure APIsGovernments are working to ensure access to data is constantly being validated.Discover how to advance your Zero Trust Architecture strategy and the role of securing APIs.Watch the webinarOvercome co

97、mmon IT misconceptionsConstituent demands are driving digital transformation initiatives.Learn how IT teams are breaking the common misconceptions of modernization that are negatively impacting innovation.Get the whitepaperSalesforce,the global CRM leader,empowers companies of every size and industr

98、y 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 not be delivered on time or at all.Customers

99、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.