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 PulseReport 2022 2MuleSofts 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 onlin

2、e 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.Respondents are al

3、l 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 report 3Contents Executive summary0425

4、1018Process:Bringing IT and business teams togetherFrom technology enabler to business leaderPeople:Enhancing the employee experience06Technology:APIs,integration,automation,and low/no-code42Appendix38Measuring future IT successIT LEADERS PULSE REPORT 2022 4Executive summary01Leaders are reevaluatin

5、g their IT operating model and doubling down on automation as a result of the resignations across the IT function and widening skills gaps.K E Y T A K E A W A Y S:The Great Resignation a phenomenon where workers left or switched jobs in mass numbersas a result of shifting personal and professional p

6、riorities 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 employees.At the same time,IT leaders must consider growing economic headwinds and how they can increase business efficiency as

7、they shape their future technology strategies.02IT and business functions are creating fusion teams to increase alignment as organizations focus on creating digital experiences that enhance employee wellbeing and improve customer satisfaction.03Organizations are integrating best-of-breed technologie

8、s and empowering business teams with low/no-code tools to create connected experiences.5The impacts of the pandemic and the current economic climate leave IT leaders no choice:they have to do more with less.The good news is that the tools are there to empower more users to become digital builders,an

9、d help their organizations grow while improving efficiency.MATT MCLARTY,MULESOFT CTO AND VP OF THE DIGITAL TRANSFORMATION OFFICE From technology enabler to business leader S EC T I O N 0101 FROM TECHNOLOGY ENABLER TO BUSINESS LEADER7IT LEADERS PULSE REPORT 2022Experiences become increasingly importa

10、ntAs 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 the

11、 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 PROVIDE

12、S IS AS IMPORTANT AS ITS PRODUCTS AND SERVICES.01 FROM TECHNOLOGY ENABLER TO BUSINESS LEADER8IT LEADERS PULSE REPORT 2022Success relies on tech-enabled experiences Roughly four out of five of respondents agree that improved customer-facing and employee technologies are critical for their organizatio

13、n 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%86%14%85%15%86%14%OF SENIOR IT LEADERS AGRE

14、E 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.9IT LEADERS PULSE REPORT 2022Senior IT leaders are shifting their investment priorities.Across all indus

15、tries,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,best-of-breed technologies,and low/no-cod

16、e 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 EnAbLER TO bUSInESS LEADERPeople:Enhanci

17、ng 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 pandemic,the great Resignation has created

18、 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 and skills gaps that can become increasin

19、gly 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 to center their focus on people.02 PEOPLE:

20、EnhAncIng ThE EmPLOyEE ExPERIEncE11IT LEADERS PULSE REPORT 2022Wellbeing is shaping the future of work02 PEOPLE:ENHANCING THE EMPLOYEE EXPERIENCE12IT LEADERS PULSE REPORT 2022Employee wellbeing now an investment priorityWhile technology remains a standout priority,nine out of ten senior IT leaders a

21、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

22、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

23、2 PEOPLE:ENHANCING THE EMPLOYEE EXPERIENCE13IT LEADERS PULSE REPORT 2022Skills gaps related to implementation and management of new technologies is not a new issue for IT.However,the Great Resignation has made the problem much worse across a wide spectrum of IT functions.Most notably,three out of fi

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

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

26、 PEOPLE:ENHANCING THE EMPLOYEE EXPERIENCE14IT LEADERS PULSE REPORT 202260%58%57%53%51%Many senior IT leaders are turning to automation and self-serve initiatives to address the growing skills gap.Across industries,58%of organizations are tackling this by automating tasks and processes,while 53%are e

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

28、utomationINVESTING IN NEW TECHNOLOGIESAUTOMATING TASKS/PROCESSESOUTSOURCING IT FUNCTIONSEMPOWERING NON-TECHNICAL EMPLOYEES TO MEET THEIR OWN IT NEEDSRESKILLING EXISTING EMPLOYEES02 PEOPLE:ENHANCING THE EMPLOYEE EXPERIENCE15IT LEADERS PULSE REPORT 2022As more people leave their current roles,organiza

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

30、gy 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 EMPLOYEE EXPERIENCE16IT LEADERS PULSE REPORT

31、2022Companies are adapting their people strategy to build a workforce that meets the needs of the business today and tomorrow.This means widening their recruitment criteria 80%of senior IT leaders are seeking developer talent from non-traditional backgrounds and focusing on upskilling and reskilling

32、 workers.At the same time,86%of senior IT leaders agree that business acumen is an important skill for technical talent.Widening recruitment criteria80%20%86%14%OF SENIOR IT LEADERS AGREE THAT THEY SEEK DEVELOPER TALENT FROM NON-TRADITIONAL BACKGROUNDS(E.G.,VETERANS,NON-TECHNICAL PEOPLE CHANGING CAR

33、EERS,ETC.)OF SENIOR IT LEADERS AGREE THAT BUSINESS ACUMEN IS AN IMPORTANT SKILL FOR TECHNICAL TALENT.IT LEADERS PULSE REPORT 2022 17Eighty-six percent of senior IT leaders recognize that they must improve their training and development resources to properly upskill and reskill employees in other are

34、as 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 LEADERS AGREE THAT THEIR ORGANIZATION NEEDS TO IMPROVE THEIR TRAINING AN

35、D SKILL DEVELOPMENT RESOURCES.02 PEOPLE:EnhAncIng ThE EmPLOyEE ExPERIEncEProcess:Bringing IT and business teams together03 PROCESS:BRINGING IT AND BUSINESS TOGETHER19IT LEADERS PULSE REPORT 202298%2%OF SENIOR IT LEADERS AGREE THAT WORKING PROCESSES BETWEEN IT AND BUSINESS TEAMS COULD BE SIGNIFICANTL

36、Y 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 technology.This shift requires IT and business teams to

37、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 PROCESS:BRINGING IT AND BUSINESS TOGETHER20IT LEADERS PULSE

38、 REPORT 2022Where 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 with many reporting that their existing processes are hindering progress.This push to improved

39、 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 PRIORITYMINOR PRIORITY46%48%6%03 PROCESS:BRINGING IT AND BUSINESS TOGETHER21IT LEADERS PULSE REPORT

40、 2022Where 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 hindering innovation,technology adoption,and customer and employee experiences.Existing processes block produc

41、tivity 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 AT ALL03 PROCESS:BRINGING IT AND BUSINESS TOGETHER22IT LEADERS PULSE REPORT 2022Where IT processes need to imp

42、rove 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%4

43、9%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 IMPROVED03 PROCESS:BRINGING IT AND BUSINESS TOGETHER23IT LEADERS PULSE REPORT 2022How organizations are using or planning to use f

44、usion 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%of organizations have create

45、d 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 drive success37%63%OF SENIOR

46、 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 INTRODUCE FUSION TEAMS BEYOND 1

47、2 MONTHSWE ARE INTERESTED IN THE CONCEPT BUT HAVE NO PLANS TO INTRODUCE FUSION TEAMSIT LEADERS PULSE REPORT 2022 24Fusion teams also deliver value across the business via improved efficiency,higher employee and customer satisfaction,increased agility,and accelerated innovation.Both people and proces

48、ses rely heavily on technology to meet business objectives.The next section looks at the ways organizations are using technology to make people and processes more efficient.Fusion teams adding value across the businessExpected outcomes from fusion teams:58%57%53%53%GREATER EFFICIENCY/REDUCED COSTS60

49、%IMPROVED EMPLOYEE SATISFACTIONIMPROVED CUSTOMER SATISFACTIONINCREASED AGILITYACCELERATED INNOVATION03 PROcESS:bRIngIng IT AnD bUSInESS TOgEThERTechnology:APIs,integration,automation,and low/no-code04 TECHNOLOGY:APIS,INTEGRATION,AUTOMATION,AND LOW/NO-CODE TOOLS26IT LEADERS PULSE REPORT 2022ALWAYS ST

50、ANDARD41%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 evaluate their existing processes and standardize them.However,75%of organizati

51、ons 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 requires custom implementation 04 TECHNOLOGY:APIS,INTEGRATION,AUTOMATION,AND LOW/

52、NO-CODE TOOLS27IT LEADERS PULSE REPORT 2022OF 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 solutio

53、ns wherever 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 TOOLS28IT LEADERS

54、 PULSE REPORT 2022Best-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 co

55、mplexity 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 TOOLS29IT LEADERS PULSE REPORT 2022Integration projects take too long and cost too

56、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 data or system integration cr

57、eates 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 BELIEVE DATA OR SYSTEM INTEGRATION

58、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 TOOLS30IT LEADERS PULSE REPORT 2022How integration concerns influence an organizations decision to build a new application or soft

59、ware 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 with existing technology.While roughly 90%say that the decisio

60、n 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 A MAJOR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT

61、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 TOOLS31IT LEADERS PULSE REPORT 2022How organizations plan to use low/no-code tools over the n

62、ext 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.Almost all organizations(96%)currently use low/no-code tools and 36%plan to increase th

63、eir 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%WE CURRENTLY USE THEM AND PLAN TO MAINTAIN USE04 TECHNOLOGY:APIS,INTEGRATION,AUTOMATION,

64、AND LOW/NO-CODE TOOLS32IT LEADERS PULSE REPORT 2022Current 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 b

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

66、ENTED IN THE MAJORITY OF THE BUSINESSMANDATORY COMPANY-WIDE LOW/NO-CODE STRATEGY FOR ALL PROJECTS31%32%26%7%Automation 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

67、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 is dri

68、ving 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 2022How 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%

69、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 PROCESSES AUTOMATEDAROUND HALF OF PROCESSES

70、AUTOMATEDMOST PROCESSES AUTOMATEDFULLY 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

71、 PROCESSES AUTOMATEDMOST PROCESSES 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

72、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 ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PR

73、OCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESEMPLOYEE ONBOARDING04 TEchnOLOgy:APIS,InTEgRATIOn,AUTOmATIOn,AnD LOW/nO-cODE TOOLS34IT LEADERS PULSE REPORT 202204 TECHNOLOGY:APIS,INTEGRATION,AUTOMATION,AND LOW/NO-CODE TOOLS35IT LEADERS PULSE REPORT 2022Top 5 business priorities ove

74、r the next 12 months:Information security#1 priority for businessWith new laws and regulations emerging every year requiring businesses to adhere to complex data control requirements,data privacy and protection remain top of mind.Information security is the most significant business priority for org

75、anizations in the next 12 months,ahead of digital transformation and cloud strategy.DIGITAL TRANSFORMATIONINFORMATION SECURITY CLOUD STRATEGYDATA STRATEGYCUSTOMER EXPERIENCE28%30%24%22%21%04 TECHNOLOGY:APIS,INTEGRATION,AUTOMATION,AND LOW/NO-CODE TOOLS36IT LEADERS PULSE REPORT 2022Security degrading

76、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 securing data can be

77、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 INTERNAL SECURITY AN

78、D 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.IT LEADERS PULSE REPORT 2022 37Eighty-three percent of senior IT leaders say public concerns over data privacy have prompted their organization

79、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 security strategy with 82%saying they are transparent with customers about how thei

80、r 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 CONCERNS OVER DATA PRIVACY HAVE PROMPTED THEIR ORGANIZATION TO INCREASE SECURITY AND G

81、OVERNANCE 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,InTEgRATIOn,AUTOmATIOn,AnD LOW/nO-cODE TOOLSMeasuring futureIT success05 MEASURING FUTURE

82、IT SUCCESS39IT LEADERS PULSE REPORT 2022OF 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 becomes increasingly in

83、tegral 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 leaders84%16%05 MEASURING FUTU

84、RE IT SUCCESS40IT LEADERS PULSE REPORT 202253%52%50%48%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 evalua

85、ted 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 productivity.IT now measured by productivity,cost redu

86、ction,and experiencesIT LEADERS PULSE REPORT 2022 41As 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 fr

87、om 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,senior IT leaders can realize value faster,accelerate innovation,and succ

88、essfully 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 SUccESS41IT LEADERS PULSE REPORT 2022AppendixGeographic breakdown

89、sHong Kong(100)APPEnDIxU.K.(100)Germany(100)Japan(100)Singapore(100)U.S.(200)Netherlands(100)Australia(100)France(100)IT Leaders Pulse Report 2022 by the numbersAPPENDIX44IT LEADERS PULSE REPORT 2022Region profile:United StatesTop IT investment priorities:57%TECHNOLOGY43%PEOPLE AND PROCESSESSKILLS:S

90、AY THE GREAT RESIGNATION HAS CREATED SKILLS GAPS IN THEIR IT FUNCTION.SKILLS GAPS:64%IT AND SOLUTION ARCHITECTURE 53%CLOUD/INFRASTRUCTURE MANAGEMENT 42%NETWORK AND SYSTEMS INTEGRATIONARE LOOKING AT INVESTING IN NEW TECHNOLOGIES TO ADDRESS THE SKILLS GAP.IT COMPLEXITY:SAY A BEST-OF-BREED APPROACH MEA

91、NS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.89%41%IT PROCESSES:SAY EXISTING IT PROCESSES ARE HINDERING PRODUCTIVITY,TECHNOLOGY ADOPTION,AND CUSTOMER EXPERIENCE.88%LOW/NO-CODE ADOPTION:PLAN TO INCREASE THEIR USE OF LOW/NO-CODE DEVELOPMENT TOOLS IN THE NEXT 12 MONTHS.99%64%IT AND BUSINESS ALIGN

92、MENT:HAVE CREATED OR ARE IN THE PROCESS OF CREATING AND ROLLING OUT FUSION TEAMS.69%APPENDIX45IT LEADERS PULSE REPORT 2022Region profile:United KingdomTop IT investment priorities:58%TECHNOLOGY42%PEOPLE AND PROCESSESSKILLS:SAY THE GREAT RESIGNATION HAS CREATED SKILLS GAPS IN THEIR IT FUNCTION.SKILLS

93、 GAPS:53%IT AND SOLUTION ARCHITECTURE 50%CLOUD/INFRASTRUCTURE MANAGEMENT 41%DEVOPS ARE LOOKING AT AUTOMATING TASK/PROCESSES TO ADDRESS THE SKILLS GAP.IT COMPLEXITY:SAY A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.78%28%IT PROCESSES:SAY EXISTING IT PROCESSES ARE HIND

94、ERING EMPLOYEE EXPERIENCE.97%LOW/NO-CODE ADOPTION:PLAN TO INCREASE THEIR USE OF LOW/NO-CODE DEVELOPMENT TOOLS IN THE NEXT 12 MONTHS.99%62%IT AND BUSINESS ALIGNMENT:HAVE CREATED OR ARE IN THE PROCESS OF CREATING AND ROLLING OUT FUSION TEAMS.50%APPENDIX46IT LEADERS PULSE REPORT 2022Region profile:Fran

95、ceTop IT investment priorities:56%TECHNOLOGY44%PEOPLE AND PROCESSESSKILLS:SAY THE GREAT RESIGNATION HAS CREATED SKILLS GAPS IN THEIR IT FUNCTION.SKILLS GAPS:39%SECURITY/INFOSEC 38%CLOUD/INFRASTRUCTURE MANAGEMENT 31%IT AND SOLUTION ARCHITECTURE ARE LOOKING AT INVESTING IN NEW TECHNOLOGIES TO ADDRESS

96、THE SKILLS GAP.IT COMPLEXITY:SAY A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.58%38%IT PROCESSES:SAY EXISTING IT PROCESSES ARE HINDERING TECHNOLOGY ADOPTION.87%LOW/NO-CODE ADOPTION:PLAN TO INCREASE THEIR USE OF LOW/NO-CODE DEVELOPMENT TOOLS IN THE NEXT 12 MONTHS.90%

97、72%IT AND BUSINESS ALIGNMENT:HAVE CREATED OR ARE IN THE PROCESS OF CREATING AND ROLLING OUT FUSION TEAMS.68%APPENDIX47IT LEADERS PULSE REPORT 2022Region profile:Germany Top IT investment priorities:43%TECHNOLOGY57%PEOPLE AND PROCESSESSKILLS:SAY THE GREAT RESIGNATION HAS CREATED SKILLS GAPS IN THEIR

98、IT FUNCTION.SKILLS GAPS:56%IT AND SOLUTION ARCHITECTURE 44%SOFTWARE DEVELOPMENT 39%CLOUD/INFRASTRUCTURE MANAGEMENT ARE LOOKING AT INVESTING IN NEW TECHNOLOGIES TO ADDRESS THE SKILLS GAP.IT COMPLEXITY:SAY A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.85%32%IT PROCESSE

99、S:SAY EXISTING IT PROCESSES ARE HINDERING INNOVATION AND EMPLOYEE EXPERIENCE.96%LOW/NO-CODE ADOPTION:PLAN TO INCREASE THEIR USE OF LOW/NO-CODE DEVELOPMENT TOOLS IN THE NEXT 12 MONTHS.92%62%IT AND BUSINESS ALIGNMENT:HAVE CREATED OR ARE IN THE PROCESS OF CREATING AND ROLLING OUT FUSION TEAMS.86%APPEND

100、IX48IT LEADERS PULSE REPORT 2022Region profile:NetherlandsTop IT investment priorities:40%TECHNOLOGY59%PEOPLE AND PROCESSESSKILLS:SAY THE GREAT RESIGNATION HAS CREATED SKILLS GAPS IN THEIR IT FUNCTION.SKILLS GAPS:58%IT AND SOLUTION ARCHITECTURE 44%NETWORK AND SYSTEMS INTEGRATION 39%SOFTWARE DEVELOPM

101、ENT ARE LOOKING AT AUTOMATING TASKS/PROCESSES TO ADDRESS THE SKILLS GAP.IT COMPLEXITY:SAY A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.79%26%IT PROCESSES:SAY EXISTING IT PROCESSES ARE HINDERING CUSTOMER AND EMPLOYEE EXPERIENCE.95%LOW/NO-CODE ADOPTION:PLAN TO INCREAS

102、E THEIR USE OF LOW/NO-CODE DEVELOPMENT TOOLS IN THE NEXT 12 MONTHS.99%61%IT AND BUSINESS ALIGNMENT:HAVE CREATED OR ARE IN THE PROCESS OF CREATING AND ROLLING OUT FUSION TEAMS.58%APPENDIX49IT LEADERS PULSE REPORT 2022Region profile:AustraliaTop IT investment priorities:43%TECHNOLOGY57%PEOPLE AND PROC

103、ESSESSKILLS:SAY THE GREAT RESIGNATION HAS CREATED SKILLS GAPS IN THEIR IT FUNCTION.SKILLS GAPS:70%IT AND SOLUTION ARCHITECTURE 50%CLOUD/INFRASTRUCTURE MANAGEMENT 41%DEVOPS ARE LOOKING AT AUTOMATING TASKS/PROCESSES TO ADDRESS THE SKILLS GAP.IT COMPLEXITY:SAY A BEST-OF-BREED APPROACH MEANS THEIR ORGAN

104、IZATION STRUGGLES WITH IT COMPLEXITY.90%34%IT PROCESSES:SAY EXISTING IT PROCESSES ARE HINDERING INNOVATION AND TECHNOLOGY ADOPTION.98%LOW/NO-CODE ADOPTION:PLAN TO INCREASE THEIR USE OF LOW/NO-CODE DEVELOPMENT TOOLS IN THE NEXT 12 MONTHS.100%65%IT AND BUSINESS ALIGNMENT:HAVE CREATED OR ARE IN THE PRO

105、CESS OF CREATING AND ROLLING OUT FUSION TEAMS.67%APPENDIX50IT LEADERS PULSE REPORT 2022Region profile:SingaporeTop IT investment priorities:48%TECHNOLOGY52%PEOPLE AND PROCESSESSKILLS:SAY THE GREAT RESIGNATION HAS CREATED SKILLS GAPS IN THEIR IT FUNCTION.SKILLS GAPS:63%IT AND SOLUTION ARCHITECTURE 49

106、%DEVOPS 47%CLOUD/INFRASTRUCTURE MANAGEMENT ARE LOOKING AT INVESTING IN NEW TECHNOLOGIES AND OUTSOURCING IT FUNCTIONS TO ADDRESS THE SKILLS GAP.IT COMPLEXITY:SAY A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.93%47%IT PROCESSES:SAY EXISTING IT PROCESSES ARE HINDERING I

107、NNOVATION,TECHNOLOGY ADOPTION,AND CUSTOMER EXPERIENCE.97%LOW/NO-CODE ADOPTION:PLAN TO INCREASE THEIR USE OF LOW/NO-CODE DEVELOPMENT TOOLS IN THE NEXT 12 MONTHS.100%59%IT AND BUSINESS ALIGNMENT:HAVE CREATED OR ARE IN THE PROCESS OF CREATING AND ROLLING OUT FUSION TEAMS.70%APPENDIX51IT LEADERS PULSE R

108、EPORT 2022Region profile:Hong KongTop IT investment priorities:53%TECHNOLOGY47%PEOPLE AND PROCESSESSKILLS:SAY THE GREAT RESIGNATION HAS CREATED SKILLS GAPS IN THEIR IT FUNCTION.SKILLS GAPS:82%IT AND SOLUTION ARCHITECTURE 59%SECURITY/INFOSEC 50%DEVOPS ARE LOOKING AT AUTOMATING TASKS/PROCESSES TO ADDR

109、ESS THE SKILLS GAP.IT COMPLEXITY:SAY A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.76%43%IT PROCESSES:SAY EXISTING IT PROCESSES ARE HINDERING CUSTOMER AND EMPLOYEE EXPERIENCE.90%LOW/NO-CODE ADOPTION:PLAN TO INCREASE THEIR USE OF LOW/NO-CODE DEVELOPMENT TOOLS IN THE N

110、EXT 12 MONTHS.98%72%IT AND BUSINESS ALIGNMENT:HAVE CREATED OR ARE IN THE PROCESS OF CREATING AND ROLLING OUT FUSION TEAMS.80%APPENDIX52IT LEADERS PULSE REPORT 2022Region profile:JapanTop IT investment priorities:44%TECHNOLOGY56%PEOPLE AND PROCESSESSKILLS:SAY THE GREAT RESIGNATION HAS CREATED SKILLS

111、GAPS IN THEIR IT FUNCTION.SKILLS GAPS:64%IT AND SOLUTION ARCHITECTURE 46%SECURITY/INFOSEC 45%SOFTWARE DEVELOPMENT ARE LOOKING AT OUTSOURCING IT FUNCTIONS TO ADDRESS THE SKILLS GAP.IT COMPLEXITY:SAY A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.69%28%IT PROCESSES:SAY

112、EXISTING IT PROCESSES ARE HINDERING PRODUCTIVITY AND INNOVATION.98%LOW/NO-CODE ADOPTION:PLAN TO INCREASE THEIR USE OF LOW/NO-CODE DEVELOPMENT TOOLS IN THE NEXT 12 MONTHS.99%66%IT AND BUSINESS ALIGNMENT:HAVE CREATED OR ARE IN THE PROCESS OF CREATING AND ROLLING OUT FUSION TEAMS.77%53Salesforce,the gl

113、obal 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 or other press releases or public statementsare not currently ava

114、ilable 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.