IT/CIO Priorities 2023 – [ Download ]
Engage cross-functional leadership to seize opportunities while protecting the organization from volatility.
CIOs are facing these challenges in 2023
- Trying to understand the implications of external trends.
- Determining what capabilities are most important to support the organization.
- Understanding how to help the organization pursue new opportunities.
- Preparing to mitigate new sources of organizational risk.
Critical Insight
- While functional leaders may only see their next move, as head of the organization with a complete view of all the pieces, the CIO has full context awareness. It's up to them to assess their gaps, consider the present scenario, and then make their next move.
- Each priority carries new opportunities for organizations that pursue them.
- There are also different risks to mitigate as each priority is explored.
Impact and Result
- Inform your IT strategy for the year ahead.
- Identify which capabilities you need to improve.
- Add initiatives that support your priorities to your roadmap.
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Most IT departments should aim to drive outcomes that deliver better efficiency and cost savings
Slightly more than half of CIOs using Info-Tech's CEO-CIO Alignment Program rated themselves at a Support level of maturity in 2022. That aligns with IT professionals' view of their organizations from our Tech Trends and Priorities Survey, where organizations are rated at the Support level on average. At this level, IT departments can provide reliable infrastructure and support a responsive IT service desk that reasonably satisfies stakeholders.
In the future, CIOs aspire to attain the Transform level of maturity. Nearly half of the CIOs select this future state in our diagnostic, indicating a desire to deliver reliable innovation and lead the organization to become a technology-driven firm. However, fewer CxOs aspire to that level of maturity in IT. CxOs are more likely than CIOs to say that IT should aim for the Optimize level of maturity. IT will help other departments become more efficient and lower costs at this level.
Whether a CIO is aiming for the top of the maturity scale in the future, IT maturity is achieved one step at a time. Aiming for outcomes at the Optimize level will be a realistic goal for most CIOs in 2023 and will satisfy many stakeholders.
Current and future state of IT maturity
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Trends indicate a need to focus on leadership and change management
Trends imply new opportunities and risks that an organization must decide on. Organizational leadership determines if action will be taken to respond to the new external context based on its importance compared to the current internal context. To support their organizations, IT must use its capabilities to deliver on initiatives. But if a capability's effectiveness is poor, it could hamper the effort.
We analyzed our trends data to determine what capabilities IT departments may need to improve or create to support their organizations in 2023. Using the opportunities and risks implied by the Tech Trends 2023 report and the State of Hybrid Work in IT: A Trend Report, we've determined the top capabilities IT will need to respond.
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The Most Important Capabilities In 2023
Other Important Capabilities In 2023
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The Five CIO Priorities for 2023
- Adjust IT operations to manage for inflation
- Business Value
- Vendor Management
- Cost and Budget Management
- Prepare your data pipeline to train AI
- Business Intelligence and Reporting
- Data Quality
- Data Architecture
- Go all in on zero-trust security
- Asset Management
- Stakeholder Relations
- External Compliance
- Engage employees in the digital age
- Leadership, Culture, and Values
- Organizational Change Management
- Enterprise Architecture
- Shape the IT organization to improve customer experience
- Enterprise Application Selection & Implementation
- Performance Measurement
- IT Organizational Design
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Emphasize the value of IT in driving revenue
As the new CIO of McDonald's Germany, Salman Ali came on board with an early mandate to reorganize the IT department. The challenge is to merge two organizations: one that delivers core technology services of infrastructure, security, service desk, and compliance and one that provides customer-facing technology such as in-store touchscreen kiosks and the mobile app for food delivery. He is looking to organize this new-look department around the technology in the hands of McDonald's staff and customers.
In conversations with his stakeholders, Ali emphasizes the value that IT drives rather than discussing the costs that go into it. For example, there was a massive cost in integrating third-party meal delivery apps into the point-of-sales system, but the seamless experience it delivers to customers looking to place an order helps to drive a large volume of sales. He plans to reorganize his department around this value-driven approach. The organization model will be executed with clear accountability and key performance indicators to measure success.
"Technology is no longer just an enabler. It's now a strategic business function. When they talk about digital, they are really talking about what's in the customers' hands and what do they use to interact with the business directly. Digital transformation has given the technology a new front seat that's really driving the business."
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