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:Financial Services and Insurance 2Contents About this reportForewordExecutive summary:Financial services and insurance sector030425101805Process:Bringing IT and bus

2、iness teams togetherFrom technology enabler to business leaderPeople:Enhancing the employee experience06Technology:Empowering the workforce and creating exceptional experiences38Measuring future IT success3Financial services and insurance providers face an increasing list of challenges as they striv

3、e to create best-in-class customer and employee experiences while tackling a rapid increase in cross-sector pollination.In doing this,these organizations must consider new ways of looking at technology that accelerates time-to-market,and augments goals of efficient servicing and proper management of

4、 operations,risk,and compliance.Already tasked with managing a plethora of networks,devices,and applications critical to business growth,IT teams have now been elevated to a more strategic role,charged with driving multiple digital transformation initiatives often with little increase in team capaci

5、ty or resources.These technology challenges are not unique to the financial services and insurance sector,which means IT leaders are in high-demand.As a result,IT retention grows more challenging every year and can impact innovation if unaddressed.But IT teams dont need to throw in the towel leverag

6、ing the right technology strategy with easy-to-use tools that empower everyone can help mitigate these challenges and drive improved business results.Dhiren Tiwari,Partner,PwC SAY A BEST-OF-BREED APPROACH HAS LED TO IT COMPLEXITY.72%35%PLAN TO INCREASE USE OF LOW/NO CODE DEVELOPMENT TOOLS IN THE NEX

7、T 12 MONTHS.CONFIRM THAT THE GREAT RESIGNATION HAS WORSENED THE IT SKILLS GAP,WITH THE LARGEST GAPS IN THREE AREAS:62%IT AND SOLUTION ARCHITECTURE.48%CLOUD/INFRASTRUCTURE MANAGEMENT.40%SOFTWARE DEVELOPMENT.93%SAY EXISTING IT PROCESSES ARE HINDERING EMPLOYEE EXPERIENCE.93%PLAN TO INVEST IN NEW TECHNO

8、LOGY TO ADDRESS THE SKILLS GAP.61%ARE CREATING FUSION TEAMS BLENDING WORKERS WITH TECHNOLOGY,ANALYTICS,AND DOMAIN EXPERTISE WHO SHARE RESPONSIBILITY FOR BUSINESS AND TECHNOLOGY OUTCOMES.68%55%CITE PEOPLE AND PROCESSES AS THE TOP IT INVESTMENT,AHEAD OF TECHNOLOGY(45%).THE SKILLS GAP INTENSIFIESTECHNO

9、LOGY IS AN INVESTMENT PRIORITYCOMPLEXITY CONTINUESIT AND BUSINESS ARE ALIGNINGThe 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.The

10、ir focus has shifted to creating people-and experience-centric capabilities for customers and employees.The financial services sector is no exception.Financial services and insurance providers are under increased pressure from heightened customer expectations,advancements in new technology,and econo

11、mic uncertainty.In turn,their IT teams are feeling the impact of greater demands and are looking to technology strategies and investments to help deliver customer and employee value faster.The findings of this report reveal the critical need for organizations within the financial services sector to

12、reevaluate IT operating models,increase alignment to ease the pressure on IT teams,and empower everyone across the enterprise 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 1,000,149 we

13、re senior IT leaders from the financial services and insurance sector.Below are the statistics specific to this industry.Executive summary:Financial services and insurance sector 4IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCE5MuleSofts IT Leaders Pulse Report,in partnership with Vans

14、on 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,Singapore,Hong Kong,and Japan.We used a rigorous,multi-lev

15、el 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.All respondents work at an enterprise organization in t

16、he 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 IT leaders are moving from acting as IT operators to bus

17、iness 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 for customer interactions.Today,86%of senior IT leaders a

18、gree 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 to business leader7IT LEADERS PULSE REPORT 2022:FINANCI

19、AL SERVICES AND INSURANCESuccess 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 making important business decisions with

20、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 ORGANIZATION TO COMPETE.OF SENIOR IT

21、LEADERS AGREE THAT IMPROVED EMPLOYEE TECHNOLOGY IS CRITICAL FOR THEIR ORGANIZATION TO COMPETE.01 From technology enabler to business leader8IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCE9IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYSenior IT leaders are shifting the

22、ir 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 to use automation,

23、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%01 From technology

24、 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.accelerated by the p

25、andemic,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 business disruptions

26、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 their operations t

27、o center their focus on people.02 PeoPle:enhancing the emPloyee exPerience11IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEWellbeing is shaping the future of workEmployee wellbeing now an investment priorityWhile technology remains a standout priority,nine out of ten senior IT leaders

28、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 enhanced re

29、mote 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.

30、02 PeoPle:enhancing the emPloyee exPerience12IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCESkills 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 func

31、tions.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 half(45%)see gaps when it comes to cloud and infrastructure management.Where has the Great Resignation created skills gaps for IT:Skills gap stret

32、ch across IT functionsIT 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

33、 DISRUPTIONS IN THE LABOR MARKET02 PeoPle:enhancing the emPloyee exPerience13IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCE60%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

34、 are tackling this by automating tasks 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 organization

35、s are addressing the IT skills gap:Addressing 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

36、 PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEAs more 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

37、now influences technology choices for 98%of organizations.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 I

38、T TALENT HAS NEVER BEEN HARDER.02 PeoPle:enhancing the emPloyee exPerience15IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCECompanies are adapting their people strategy to build a workforce that meets the needs of the business today and tomorrow.This means widening their recruitment cri

39、teria 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 business acumen is an important skill for technical talent.Widening recruitment criteria80%20%86%14%OF SEN

40、IOR 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 AN IMPORTANT SKILL FOR TECHNICAL TALENT.02 PeoPle:enhancing the emPloyee exPerience16IT LEADERS PULSE REPO

41、RT 2022:FINANCIAL SERVICES AND INSURANCE17IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEEighty-six percent 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 attr

42、act 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 LEADERS AGREE THAT THEIR ORGANIZATION NEEDS TO IMPROVE THEIR TRAINING AND SKILL DEVELOPMENT RESOURCES

43、.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 IMPROVED.Improved collaborative processes needed between IT and business teams IT is no longer just a

44、 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 in closer collaboration for strategic objectives.However,98%of IT leaders said that working proces

45、ses between IT and business teams could be improved.Learn how IT and business team alignment impacts business outcomes.Download report.03 Process:bringing it and business together19IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEWhere do process improvements fall for IT organizations:Fo

46、rty-six percent of senior IT leaders say making process improvements 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 t

47、echnology(CMT)industry(60%),as well as the public sector(52%).Process improvements are a key priority for ITMAJOR PRIORITYMODERATE PRIORITYMINOR PRIORITY46%48%6%03 Process:bringing it and business together20IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEWhere IT processes are hindering

48、 the organization:Nine out of ten(91%)senior IT leaders say that existing IT processes are blocking their teams productivity.Process challenges are also hindering innovation,technology adoption,and customer and employee experiences.Existing processes block productivity and transformationCUSTOMER EXP

49、ERIENCE32%42%18%EMPLOYEE EXPERIENCE34%40%18%TECHNOLOGY ADOPTION34%39%19%PRODUCTIVITY31%43%18%INNOVATION36%38%18%TO A MAJOR EXTENTTO A MODERATE EXTENTNOT AT ALL03 Process:bringing it and business together21IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEWhere IT processes need to improve

50、 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 support innovation effectively.Innovation hinges on process improvements DATA MANAGEMENT/ANALYTICS6%47%47%IT INTEGRATION5%49%46

51、%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 IMPROVED03 Process:bringing it and business together22IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEHow organizations a

52、re 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 technology,analytics,or domain expertise and who share responsibility for business and technology outcomes.Already 69

53、%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 place,63%of IT leaders say these teams have helped the business meet its goals.Fusion teams bridge alignment and

54、 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 ROLLING OUT FUSION TEAMSWE ARE PLANNING TO INTRODUCE FUSION TEAMS IN THE NEXT 12 MONTHSWE ARE PLANNING TO IN

55、TRODUCE 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:FINANCIAL SERVICES AND INSURANCE24IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEFusion teams also

56、 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.The next section looks at the ways organizations are using technology to

57、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 SATISFACTIONINCREASED AGILITYACCELERATED INNOVATION03 Process:bringing it and busin

58、ess 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 adopt new software:Implementing new software allows organizations to eval

59、uate 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 as they look to future-proof their technology stack.New software requir

60、es custom implementation processes04 technology:aPis,integration,automation,and loW/no-code tools26IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEOF SENIOR IT LEADERS PREFER TO UPDATE OR UPGRADE EXISTING SOLUTIONS WHEREVER POSSIBLE,RATHER THAN REPLACING THEM.72%28%IT is leaning in to e

61、xisting 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 value from their existing infrastructure instead of m

62、aking investments in brand new technology.04 technology:aPis,integration,automation,and loW/no-code tools27IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEBest-of-breed approach can lead to greater IT complexityOrganizations are using best-of-breed technologies to create new customer an

63、d 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 ORGANIZATION STRUGGLES WITH IT COMPLEXI

64、TY.81%19%04 technology:aPis,integration,automation,and loW/no-code tools28IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEIntegration projects take too long and cost too muchIn order to create connected experiences,organizations need integration.Two-thirds(66%)of IT leaders believe data

65、 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 IT LEADERS LEAD

66、ERS 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 EXPENSIVE.04 te

67、chnology:aPis,integration,automation,and loW/no-code tools29IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEHow integration concerns influence an organizations decision to build a new application or software in-house:Integration now major factor in purchasing decisionsIntegration strugg

68、les 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 influenced by integration concerns.How integration with existin

69、g 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 EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALLTO A MAJO

70、R 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:FINANCIAL SERVICES AND INSURANCEHow organizations plan to use low/no-code tools over the next 12 months:Low/no-code tools play a key role in

71、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 over the next 12 months.WE CURRENTLY USE TH

72、EM 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%WE CURRENTLY USE THEM AND PLAN TO MAINTAIN USE04 technology:aPis,integration,automation,and loW/no-code tools31IT LEADERS PULSE REPORT 2022

73、:FINANCIAL SERVICES AND INSURANCECurrent 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 adopted a bottom-up approach

74、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 IMPLEMENTED IN THE MAJOR

75、ITY 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:FINANCIAL SERVICES AND INSURANCEautomation maturity is growing as more organizations turn to automation to enhance c

76、ustomer 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 low w

77、ith 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 REPORT

78、2022:FINANCIAL SERVICES AND INSURANCEHow 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 P

79、ROCESSES AUTOMATEDFULLY 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

80、AUTOMATEDMOST 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

81、AUTOMATEDMOST 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 A

82、UTOMATEDMOST PROCESSES 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 LEADER

83、S PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCETop 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 t

84、op 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 TRANSFORMATIONINFORMATION SECURITY CLOUD STRATEGYDATA STRATEGYCUSTOMER EXPERIENCE28%30%24%22%21%04 technology:aPis,integration,

85、automation,and loW/no-code tools35IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCESecurity 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 employ

86、ees 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 and governance controls degrade the customer experience.63%37%OF SENIOR IT LEADERS BELIEVE THAT THEIR ORGANIZATIONS SECUR

87、ITY 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 LEADERS SAY THAT THEIR ORGANIZATION MONITORS HOW EMPLOYEES ACCESS AND USE CUSTOMER DATA.04 technology:aPis,integration

88、,automation,and loW/no-code tools36IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCE37IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEEighty-three percent of senior IT leaders say public concerns over data privacy have prompted their organization to increase security and gov

89、ernance 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 security strategy with 82%saying they are transparent with customers about how their data is used.Data privacy

90、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 CONCERNS OVER DATA PRIVACY HAVE PROMPTED THEIR ORGANIZATION TO INCREASE SECURITY AND GOVERNANCE INVESTMENTS.84%16%

91、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,integration,automation,and loW/no-code toolsMeasuring futureIT successOF SENIOR IT LEADERS SAY THEYVE HAD TO DEVELOP N

92、ON-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 becomes increasingly integral to business success,so has the senior IT leaders influence in shaping organizatio

93、nal 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 leaders84%16%05 measuring Future it success39IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCE53%52%50%48%

94、46%45%25%SERVICE AVAILABILITY/SYSTEM PERFORMANCEEMPLOYEE PRODUCTIVITYCOST REDUCTION/OPTIMIZATIONCUSTOMER 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 op

95、timization(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 productivity.IT now measured by productivity,cost reduction,and experiences05 measuring Future it success40IT

96、 LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCE41IT LEADERS PULSE REPORT 2022:FINANCIAL SERVICES AND INSURANCEAs 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-q

97、uarters(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 connected customer and employee experiences.By automating processes where feasible,sen

98、ior 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 PROJECT BACKLOGS PREVENT THEM FROM WORKING ON STRATEGIC INITIATIVES.05 measuring Futur

99、e it success41it leaders Pulse rePort 2022Want to learn more?The state of digital transformation for financial servicesTake a look at the Connectivity Benchmark Report data through a financial services lens to see how digital transformation has become a critical driver of customer engagement and emp

100、loyee productivity.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 T1The state of digital transformation for financial servicesIn coll

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103、3 key steps to unlock bigger results WHITEPAPERSalesforce,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 referenced in this o

104、r 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.