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:Communications,Media,and Technology 2Contents About this reportForewordExecutive summary:Communications,media,and technology030425101805Process:Bringing IT and busi

2、ness teams togetherFrom technology enabler to business leaderPeople:Enhancing the employee experience06Technology:Empowering the workforce and creating exceptional experiences38Measuring future IT success3We have to think differently about IT.We have to change from our reactive mode of managing our

3、IT to a proactive mode.We have to be a part of the business.Ruy Pinto,Chief Information Officer,SES SAY A BEST-OF-BREED APPROACH HAS LED TO IT COMPLEXITY.82%40%PLAN TO INCREASE USE OF LOW/NO CODE DEVELOPMENT TOOLS.CONFIRM THAT THE GREAT RESIGNATION HAS WORSENED THE IT SKILLS GAP,WITH THE LARGEST GAP

4、S IN THREE AREAS:61%IT AND SOLUTION ARCHITECTURE.53%CLOUD/INFRASTRUCTURE MANAGEMENT.44%SECURITY/INFOSEC.99%SAY EXISTING IT PROCESSES ARE HINDERING EMPLOYEE EXPERIENCE.94%PLAN TO INVEST IN NEW TECHNOLOGY TO ADDRESS THE SKILLS GAP.68%ARE CREATING FUSION TEAMS BLENDING WORKERS WITH TECHNOLOGY,ANALYTICS

5、,AND DOMAIN EXPERTISE WHO SHARE RESPONSIBILITY FOR BUSINESS AND TECHNOLOGY OUTCOMES.67%55%CITE TECHNOLOGY AS THE TOP IT INVESTMENT,AHEAD OF PEOPLE AND PROCESSES(44%).THE SKILLS GAP INTENSIFIESTECHNOLOGY IS AN INVESTMENT PRIORITYCOMPLEXITY CONTINUESIT AND BUSINESS ARE ALIGNINGThe Great Resignation a

6、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-centric capabilities for customers and employee

7、s.The communications,media,and technology sector is no exception.These companies are under increased pressure from unpredictable demand,fierce competition,and heightened customer expectations for a personalized experience.In turn,their IT teams are looking for technology to help deliver customer val

8、ue faster.The findings of this report reveal the critical need for companies within the communications,media,and technology sector to reevaluate IT operating models,enhance the employee experience,and empower everyone across the enterprise to innovate.MuleSofts IT Leaders Pulse Report,in partnership

9、 with Vanson Bourne,was produced from interviews with 1,000 senior IT leaders across the globe.Out of all respondents,147 were senior IT leaders in the communications,media,and technology sector.Below are the statistics specific to this industry.Executive summary:Communications,media,and technology

10、sector 4IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGY5MuleSofts 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 U

11、nited 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.Respondents are all senior IT leaders,which are defined as those who hold a depar

12、tmental 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 enabler to business leader S EC T I O N 01Experiences become increasingly impor

13、tantAs 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 creating positive employee experiences to attract and retain talent after t

14、he 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.86%14%OF SENIOR IT LEADERS AGREE THAT THE EXPERIENCE AN ORGANIZATION PROVI

15、DES IS AS IMPORTANT AS ITS PRODUCTS AND SERVICES.01 From technology enabler to business leader7IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYSuccess relies on tech-enabled experiences Roughly four out of five of respondents agree that improved customer-facing and employee technolog

16、ies 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 workplace environments to team structures and opportunities.85%15%85%15

17、%86%14%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.01 From technology enabler to business leader8IT LEADERS PULSE REPORT 20

18、22:COMMUNICATIONS,MEDIA,AND TECHNOLOGY9IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYSenior IT 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 remainde

19、r 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 investing in technology,people,and processesTE

20、CHNOLOGYPROCESSESPEOPLE(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 for the world of work.as people recalibrate their

21、 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 offer work-life balance,remote-or hybrid-working

22、 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,companies must offer more than a competitive salary the

23、y 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGYWellbeing is shaping th

24、e 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 the next 12 months,the majority of respond

25、ents plan to invest in improving IT employee wellbeing,ahead of upskilling and increasing team headcount.This includes providing enhanced remote 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 WELLB

26、EINGUPSKILLING 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGYSkills gaps related to implementation and managemen

27、t 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 almost hal

28、f(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 DEVELOPMENTDEVOPSNETWO

29、RK 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGY60%58%57%53%51%M

30、any 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 outs

31、ourcing 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 FUNCTION

32、SEMPOWERING NON-TECHNICAL EMPLOYEES TO MEET THEIR OWN IT NEEDSRESKILLING EXISTING EMPLOYEES02 PeoPle:enhancing the emPloyee exPerience14IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYAs more people leave their current roles,organizations struggle to hire people with the right skills

33、.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 existing employees.Technology choices driven by talent acquisition challenges7

34、3%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 emPloyee exPerience15IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYCompanies a

35、re 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 and focusing on upskilling and reskilling workers.At the

36、 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.,VETERANS,NON-TECHNICAL PEOPLE CHANGING CAREERS,ETC.)OF SE

37、NIOR IT LEADERS AGREE THAT BUSINESS ACUMEN IS AN IMPORTANT SKILL FOR TECHNICAL TALENT.02 PeoPle:enhancing the emPloyee exPerience16IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGY17IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYEighty-six percent of senior IT leaders

38、 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 successfu

39、l.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 WORKING PROCES

40、SES 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 advantages with t

41、echnology.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 outcomes.Download report.03 Proc

42、ess:bringing it and business together19IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYWhere 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 months wit

43、h 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 PRIORITY

44、MINOR PRIORITY46%48%6%03 Process:bringing it and business together20IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYWhere 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 cha

45、llenges 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 EXTENTTO A MO

46、DERATE EXTENTNOT AT ALL03 Process:bringing it and business together21IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYWhere 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,int

47、egration,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 COULD B

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

49、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 the nex

50、t 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 HAVE ALRE

51、ADY 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:bringi

52、ng it and business together23IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGY24IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYFusion teams also deliver value across the business via improved efficiency,higher employee and customer satisfaction,increased agility,and a

53、ccelerated innovation.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

54、%57%53%53%GREATER 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 BETWEE

55、N STANDARD AND CUSTOMIZED26%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 ne

56、w software to meet 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 2

57、022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYOF SENIOR IT LEADERS 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 w

58、herever possible,rather 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 PUL

59、SE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYBest-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 co

60、rrelates to struggles with IT complexity 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:COMMUNICATIONS,

61、MEDIA,AND TECHNOLOGYIntegration projects 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 seni

62、or 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 IT LEADERS LEADERS AGREE THAT A LACK OF DATA OR SYSTEM INTEGRATION CREATES A DISCONNECTED CUSTOMER EXPERIENCE WITHIN THEIR ORGANIZ

63、ATION.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 EXPENSIVE.04 technology:aPis,integration,automation,and loW/no-code tools29IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND T

64、ECHNOLOGYHow integration concerns influence an 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 i

65、nfluenced 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 technology influence IT investment decisions:How integration concerns influence an organizations decision to b

66、uy 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 EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALL41%50%8%1%04 technology:aPis,integration,automation,and l

67、oW/no-code tools30IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYHow 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 ena

68、ble 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 USEWE CURRENTLY USE THEM AND PLAN TO DECREASE USE36%53%WE DONT CURRENTLY USE THEM,BUT

69、 PLAN TO7%3%WE CURRENTLY HAVE NO PLANS TO USE THEM2%WE CURRENTLY USE THEM AND PLAN TO MAINTAIN USE04 technology:aPis,integration,automation,and loW/no-code tools31IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYCurrent IT strategies for low/no-code tools:Variety of low/no-code strate

70、gies 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,while 26%have implemented an upfront strategy across a majorit

71、y 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 LOW/NO-CODE STRATEGY FOR ALL PROJECTS31%32%26%7%04 technology:aP

72、is,integration,automation,and loW/no-code tools32IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYautomation 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 t

73、heir 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 this across business functions.Automation i

74、s 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGYHow automated are the following business functions:5%11%17%34%3

75、3%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 ALLMINORITY OF PRO

76、CESSES 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 PROCESSES AT ALLMINO

77、RITY 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 PROCESSES AT ALLMI

78、NORITY 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 PROCESSES AT ALLMINORIT

79、Y 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGYTop 5 business priorities over the next 12 mo

80、nths: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 th

81、e 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 tools35IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOG

82、YSecurity 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 high-quality customer experiences while s

83、ecuring 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 EXPERIENCE.77%23%OF SENIOR IT LEADERS AGREE THAT

84、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 REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHN

85、OLOGY37IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYEighty-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 influ

86、enced 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

87、ARE 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 P

88、ROMPTED 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 le

89、aders 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 requ

90、ire 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGY53%52%50%48%46%45%25%SERVICE AVAILABILITY/SYSTEM PERFORMANCEEMPLOYEE PRODUCTIVITYCOST REDUCTION/O

91、PTIMIZATIONCUSTOMER EXPERIENCEEMPLOYEE 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 ind

92、ustries;for financial services 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGY41IT LEADERS PULSE REPO

93、RT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYAs economic conditions remain 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 workin

94、g on strategic initiatives.To overcome these challenges,organizations 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

95、support their organization navigate todays challenging landscape.IT burdened withproject backlogs74%26%OF SENIOR IT LEADERS AGREE THAT PROJECT BACKLOGS PREVENT THEM FROM WORKING ON STRATEGIC INITIATIVES.05 measuring Future it success41Want to learn more?The state of digital transformation for retail

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98、on work hours annually,and accelerated time to market by 8x all enabled by API-led connectivity.Read the customer storySalesforce,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(N

99、YSE: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 who purchaseSalesforce applications should make their purchase decisions based upon features that arecur

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