1、The Future Face of Tech LeadershipEmerging technologies and their impact on the CIO role10 YEAR ANNIVERSARY SPECIAL EDITION3LogicaLis gLoBaL cio REPoRT 2024Executive summaryP 4Navigating the next era of security with hypervigilant curiosityP 12Visionary leadership in the face of the fourth industria

2、l revolutionP 6P 18Balancing profit and purpose in sustainable tech leadershipMastering the balancing actP 22ContentsForeword,Bob Bailkoski,CEO Logicalis Group P 3 The fuTure face of Tech leadership3LogicaLis gLoBaL cio REPoRT 2024Its been ten years since the Logicalis CIO report was launched.It was

3、 designed as a pulse check on the mood in the industry,to identify common CIO challenges and ambitions,and to serve as a reminder that we are part of an ever-changing ecosystem that evolves each year.Back in 2013 CIOs were dealing with the legacy of the financial crisis,budgets being scrutinised for

4、 immediate ROI as well as long-term value to the business.Since then the CIO has had their fair share of ups and downs,from becoming business transformation experts overnight during COVID to operating on a shoestring in the aftermath.Over the years,weve tracked the strategic influence of the CIO and

5、 just last year we celebrated the meteoric rise of technology leaders,from the basement to the boardroom.This year,that elevated responsibility,combined with emerging technologies,brings a new set of leadership challenges.Disruptive forces,from the rise of AI and advancing security threats,to global

6、 economic uncertainty and the mounting need for climate action,are upending the status quo.Amid so much change,this year were exploring the future face of the CIO,the attitude and actions that define modern technology leaders.Our research among one thousand CIOs across the world,shows that the commu

7、nity is leaning into the changes ahead and rising to the challenges.An overwhelming number are actively grasping the opportunities of AI,taking a leading role in sustainability,and getting on the front foot against fierce new cyber threats.Todays CIO recognises that safeguarding and steering their o

8、rganisations into the future requires a decisive yet divergent leadership style.Bob BailkoskiCEO Logicalis GroupForeword45LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024Our tenth CIO Report comes at a time when the industry is heading towards an uncertain future.Slow growth in the g

9、lobal economy,increasingly sophisticated security threats and seismic technological advancements have collided to create a complex landscape for any technology leader.As the remit of the CIO becomes even broader and more business-critical,theres a need to balance competing priorities to meet both sh

10、ort and long term business goals;maintaining stability while delivering change.Facing the disruptive forces within the technology arena requires a range of leadership qualities to address the opportunities and threats that the evolving landscape serves up.The future tech leader must hone their uniqu

11、e style,so they can harness the opportunities driven by the disruptive forces at play and leave a lasting legacy.VisionaryGenerative AIs eruption into the public consciousness in 2023 was cause for concern and excitement in equal measure,a reaction mirrored among our CIOs.89%of respondents are alrea

12、dy actively seeking opportunities to incorporate AI into their business along Executive summaryexecuTive summarywith other next-generation technologies like Private 5G.Despite economic caution being exercised elsewhere,certain projects are getting a free pass with 85%of CIOs earmarking budgets solel

13、y for AI development.This commitment to investment demonstrates just how significant AI could be in reshaping industry and how todays CIOs are putting themselves front and centre in the fourth industrial revolution.HypervigilantThe security threats that have been building over the last decade have r

14、isen exponentially in recent months.The rise of quantum computing and AI,enabling more sophisticated attacks,are playing out for almost every business.A staggering 83%of CIOs reported experiencing a cyber hack in the last year and almost all of those surveyed experienced business damage as a consequ

15、ence.Despite the efforts businesses are putting into safeguarding their operations,less than half of respondents feel completely prepared to handle another major security breach.Technology leadership in todays security environment requires a level of hypervigilance somewhere between intense curiosit

16、y and paranoia.SustainableLast year we highlighted the growing recognition among CIOs of their role in sustainability.This year,the dial has shifted further in the right direction and CIOs are moving from acknowledgement to action.92%of respondents are increasing investment in environmental sustaina

17、bility initiatives and,perhaps more importantly,96%say their function has a voice in the companys overall sustainability planning and target setting.With technology being such a critical enabler of environmental progress,CIOs are leading with consideration,being decisive in the balance between profi

18、t and purpose in delivering sustainable IT for future generations.AdaptiveOne of the biggest challenges for the CIO throughout the year ahead will be balancing priorities.A slow global economy continues to constrain spending but with once in a generation opportunities and fundamental threats on the

19、horizon,CIOs need to identify where their time and resources can deliver the most value and where efficiencies can be sought.Strong technology leadership throughout 2024 requires CIOs to become masters of the balancing act,thinking long term,short term and immediate as well as recognising the import

20、ance of strategically identifying the resources to execute and whether theyre insourced or outsourced.67LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 20247Visionaryleadership in theface of the fourth industrial revolutionThe explosion of next-generation technologies fuelling the fourth

21、 industrial revolution requires CIOs to become visionary leaders,able to clearly see future opportunities and guide their organisations confidently through disruption.6LogicaLis gLoBaL cio REPoRT 202489LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024Causing equal concern and exciteme

22、nt,AI has launched global debate,new businesses,and whole industries in the space of just a few months.The research found that AI is the number one priority area for CIOs in 2024 and 89%are actively seeking opportunities to incorporate AI capabilities into their companies.The enthusiasm for AI integ

23、ration goes beyond the IT function,with 87%of respondents reporting substantial demand from across their organisations for the technology.In response,CIOs are moving rapidly:87%have established working groups dedicated wholly to AI 86%have committed to developing stronger AI skill sets among employe

24、es 85%have earmarked budgets solely for AI development and implementationAccording to a recent study from Gartner,one in ten businesses have already put generative AI solutions into production showing that CIOs recognise theres no time to waste.visionary leadership in The face of The fourTh indusTri

25、al revoluTion93%of CIOs reported investing in or planning to invest in Private 5GAI is the number one priority area for CIOs in 2024With perceived benefits including improved efficiency,better customer experiences,and higher productivity,this holistic commitment demonstrates the significance AI coul

26、d have in revolutionising industries.The role of the CIO is rapidly evolving to spearhead the integration of AI within IT,navigating the landscape of emerging AI solutions,while capitalising,on opportunities for innovation and efficiency.While challenges such as data governance and talent acquisitio

27、n may arise,CIOs are strategically positioning their departments to navigate these hurdles and unlock future opportunities,ensuring their organisations,remain at the forefront of technological advancement.Fadi Barghouthy,Senior Director Partner Technology,Microsoft9LogicaLis gLoBaL cio REPoRT 2024A

28、quieter revolution While AI dominates the headlines a broader wave of innovations is quietly changing the business landscape.The standout is IoT,which almost every CIO surveyed had invested in.Its applications from enhancing workplace safety,remote monitoring,and asset tracking,have the potential to

29、 deliver huge business benefits.However,75%of respondents cited connectivity infrastructure as a key barrier still to be overcome.According to the research,the advent of Private 5G to provide faster,more 1011LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024dependable connectivity is a

30、 key area of focus.Strikingly,93%of CIOs reported investing in or planning to invest in Private 5G for uses including improving customer and employee experiences,real-time inventory and asset oversight,connecting remote areas,and even enabling new monetisation models.Healthy caution To be truly visi

31、onary,tech leaders must also acknowledge legitimate complexities.AI is in its infancy and as with all revolutions,the scale of change is likely to create winners as well as losers.Our research found 64%of technology leaders expressed worries about AI threatening their core business propositions,and

32、72%were apprehensive about the challenges of effectively regulating AI use internally.With the use of public generative AI posing a privacy risk this is a valid concern.Prudently,in response,86%have kicked off formal AI policies.As the public face of tech innovations,visionary CIOs must take respons

33、ibility 72%of CIOs are apprehensive about the challenges of regulating AIfor educating executives and boards on the nuances of AI and 4IR advances.This includes transparently conveying implementation challenges,ethical concerns,and risks of inaction.In addition to the inherent risks,other downsides

34、need to be considered such as the environmental impact.According to analysis from data scientist Alex de Vries,a continuation of the current trends in demand for AI would require more visionary leadership in The face of The fourTh indusTrial revoluTionelectricity usage annually than some small count

35、ries.The statistics paint a picture of cautious optimism regarding AIs unfolding potential.While the lasting impacts on businesses are unknown,its clear that CIOs have a considerable task assessing all the critical considerations.Generative AIs launch is not an isolated event,its the frontman of a m

36、uch larger technology revolution on the horizon.While controls remain necessary,leaders are charging ahead assertively to harness this emerging age of acceleration across AI,Private 5G,IoT,robotics and more,to transform their businesses.Where it ultimately leads is still to be seen but the statistic

37、s suggest CIOs believe the opportunities outweigh the risks.With disruption ahead,the time is now for CIOs to unleash their inner visionary.1213LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024Navigating the next era of security with hypervigilant curiosity13LogicaLis gLoBaL cio REPoR

38、T 202412LogicaLis gLoBaL cio REPoRT 20241415LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 202483%of CIOs reported that their business experienced a cyber-attack within the past yearnavigaTing The nexT era of securiTy wiTh hypervigilanT curiosiTyCyber security threats have been steadily

39、 growing over the past decade,but in recent months these threats have risen exponentially,putting businesses of all sizes at risk and escalating security issues from the basement to the boardroom.Todays CIO cant afford to be any less than hypervigilant in the face of such severe and relentless attac

40、ks.According to our research,a staggering 83%of CIOs reported that their business experienced a cyber-attack within the past year.With the rise of more advanced hacking technologies like quantum computing and AI,attackers have more sophisticated tools at their disposal than ever before.The most comm

41、on types of attacks businesses faced were almost equally distributed among fraud,third party-related compromises,hacktivism and digital defacement,denial of service,data exfiltration,ransomware and cryptojacking.So while the old mainstay of malware is still prevalent,new attack vectors like ransomwa

42、re and cryptojacking also make up a significant portion of cyber incidents today.But regardless of the specific type of attack,the consequences faced by victim companies were similarly severe.Almost all those who experienced cyber-attacks dealt with issues like unscheduled downtime,reputation damage

43、,loss of revenue,and loss of both customer and employee data.Some companies even suffered regulatory fines.Many of these consequences have long-lasting effects and are expensive to recover from.With AI offering criminals the tools to make attacks more precise and automated and quantum computing As C

44、IOs continue spending more time in front of the board,they have to be armed to meet the evolving cybersecurity challenges in the era of AI.Cyber-attacks are moving laterally across the network,and their velocity and sophistication are on the rise.Attackers have become too good at emulating real user

45、 and application behavior that we have to look more broadly across multiple domains.AI is unlocking security capabilities and augmenting teams,that until recently was not possible.Using AI analytics tools that allow us to look across multiple domains,attack patterns become very clear.CIOs must embra

46、ce this new era and rethink the way security is built and delivered in their organisation to help reduce risk and increase resiliency.Tom Gillis,SVP and GM Security at Cisco15LogicaLis gLoBaL cio REPoRT 20241617LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024if leaning on a managed s

47、ervice partner is the way to go,to have the confidence that their business is in safe hands while internal teams focus on delivering business value.navigaTing The nexT era of securiTy wiTh hypervigilanT curiosiTyproviding the ability to break current encryption standards,its unsurprising that only 4

48、3%of CIOs reported feeling their business was fully equipped to handle another major security breach.These concerns are not unfounded,with recent high-profile cyber events like the MOVEit ransomware attack affecting supply chains globally and millions of individuals data being compromised.The increa

49、sing digitalisation of business opens more vulnerabilities and requires a level of hypervigilance from the CIO,somewhere between intense curiosity and paranoia.In a period of economic pressure and with so many competing priorities,this can feel like a heavy insurance burden.But deprioritising securi

50、ty at a time of intensified risk almost guarantees even costlier breaches down the line.This is where the CIO can use insights to determine their security posture and weigh up between costs pre-or post-incident.A key factor here is understanding if they have the skills and capacity in-house to deliv

51、er an adequate level of protection for the organisation,or Top three threats in the year ahead:1.Malware and ransomware2.Data breaches3.Phishing attacks 1819LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024Balancing profitand purpose insustainabletech leadership19LogicaLis gLoBaL cio

52、REPoRT 202418LogicaLis gLoBaL cio REPoRT 20242021LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024Perhaps the most encouraging finding is that 96%of CIOs say their function is involved in their companys overall sustainability planning and target setting,and a significant 59%say their

53、function is integral to the process.This shows that CIOs are no longer on the sidelines of sustainability.They are at the table,driving the conversation and making decisions.The optimism of CIOs in their capacity to drive sustainability is palpable.According to the research,93%believe IT is core to

54、the success of their organisations sustainability goals and respondents are walking the talk,with 89%confirming they have clear targets to reduce carbon With sustainability ascending strategic agendas,CIOs now face growing pressures to limit environmental impacts amid traditional demands to control

55、costs.Navigating this dichotomy requires tech leaders to embrace their emerging role as cham-pions for sustainability through decisive action.By assertively supporting the business in balancing environmental priorities with profits,tech leaders demonstrate the belief that what is good for the planet

56、 can align with business performance.This year,that recognition has shifted into action with 92%of CIOs ramping up sustainability investments.Balancing profiT and purpose in susTainaBle Tech leadershipical.No single company can tackle this alone,so its encouraging that almost all respondents are ali

57、ve to the need for collaboration and see the value in assessing the sustainability credentials of new suppliers.By working closely with vendors who share their environmental priorities,companies can pool resources and brains to map out strategies to reduce emissions throughout the value chain.With C

58、IOs demonstrating both readi-ness and capability to drive sustainability results through action and collaboration,organisations that leverage IT strengths will pull ahead of the pack.emissions from IT along with a roadmap to actually achieve those reductions.But despite the progress,there are still

59、barriers standing in the way,including lack of clarity on priorities and difficulties in collecting comprehensive data.Toby Alcock,CTO,Logicalis says:“Data is the key to both benchmarking and target setting across all sustainability initiatives including assessing the energy consump-tion and carbon

60、emissions of the digital estate.Visibility of performance over time is critical to drive improvements”.With complex scope 3 emissions regu-lations incoming,collaboration within the technology industry will prove crit-89%of CIOs have clear targets to reduce carbon emissions from IT 2223LogicaLis gLoB

61、aL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024Mastering the balancing act23LogicaLis gLoBaL cio REPoRT 202422LogicaLis gLoBaL cio REPoRT 20242425LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024masTering The Balancing acTIn todays dynamic IT landscape,success hinges on skillful re

62、source management and a collaboration of internal and external expertise.Crucial roles like enterprise architecture,business enhancement,demand management,and cybersecurity should be handled in-house.External skills can be engaged for short-term needs and specific projects.Strategic outsourcing,espe

63、cially for non-core functions like service desk operations and development,ensures predictability in outcomes and costs.Real success goes beyond delivery,laying the foundation for sustainable growth and excellence,with a focus on preserving essential in-house skills and competencies.Catarina Ceitil,

64、CIO,Data and Transformation at Galp25LogicaLis gLoBaL cio REPoRT 2024A slow global economy continues to limit technology spending,so effectively balancing priorities and resources will be vital as CIOs are pulled between innovating and protecting the business.Despite ambition among tech leaders to t

65、ackle everything,there are practical barriers,beyond budget,that could stand in the way of success:time,talent and visibility.Our respondents report splitting their time almost equally between strategic direction and day-to-day technology management.With AI presenting such a complex challenge of opp

66、ortunity and risk,it will be necessary for CIOs to be close to the detail,but with AI just one aspect of the job,additional support will be needed.The skills gap continues to grow leaving CIOs without the specialised expertise needed for emerging technologies.With tight budgets,hiring more staff may

67、 not be feasible.To find areas for improvement,you have to know where to look and the data deluge continues to make this a challenge.Our research shows 80%of technology leaders struggle to analyse performance across 62%of CIOs said that theyd experienced or anticipated digital transformation project

68、s being cancelled or delayed due to cost constraintstheir digital footprint.This lack of visibility is not only a time drain but a barrier to finding opportunities to bring down cost,enhance service and deliver maximum value back to the business.A key question for the adaptive CIO needs to be what s

69、kills do I build,and what do I buy?Toby Alcock,CTO,Logicalis says:“At such a major digital juncture for businesses,nows the time for CIOs to bring in support from partners that can enhance their existing digital ecosystem and free up time by taking on complex or time consuming projects and digital m

70、anagement.”Moving forward,Digital MSPs can act as the CIOs enablers of change,not just cost optimisation.Offering visibility into infrastructure performance,filling 2627LogicaLis gLoBaL cio REPoRT 2024LogicaLis gLoBaL cio REPoRT 2024masTering The Balancing acTskill gaps and managing connectivity inf

71、rastructure for innovations like IoT,this type of partnership gives CIOs the ability to scale and develop new digital business models efficiently.By outsourcing the coordination of complex technology partnerships,CIOs can trust providers to get the most from their vendor relationships instead of wre

72、stling with multiple fragmented contracts.Likewise,with security pressures mounting,CIOs need to know they are on the front foot and sufficiently equipped to combat the latest threats.The future demands a master of all trades,by carefully deciding where and when to partner,CIOs can secure their orga

73、nisations future footing while coping with constraints.80%of technology leaders struggle to analyse performance across their digital are Architects of Change.We help organisations succeed in a digital-first world.At Logicalis,we harness our collective technology expertise to help our clients build a blueprint for success,so they can deliver sustainable outcomes that matter.