2025年基础设施和IT运营领导者的三大趋势

Leadership Vision for 2025 Top 3 StrategicPriorities forInfrastructure &IT Operations Introduction Key questions addressed Today’s infrastructure and operations (I&O) leaders are facing amyriad of complex challenges in the near future. After years of digital transformation, enterprises are seeing theactual arrival of business-led IT. In fact, 55% of CIOs plan todeploy GenAI, 41% are introducing AI/ML tech, 30% say they willbe rolling out low-code/no-code development platforms, and 26%are driving distributed cloud digital technologies forward. Thiswill shift how I&O teams support the business. What are themajor trendsdefining theI&O landscape in 2025? What are thetop challengesfor headsof I&O in the year ahead? Next, the evolution of AI, automation and other technology hasrapidly accelerated the displacement of IT talent. I&O leadersneed to reframe the skill sets required for this new order and howto move their teams to higher-value tasks. Whatactionsdo heads of I&O and theirteams need to take to succeed? Finally, the move toward diversification of technology ininfrastructure is rising, leaving I&O leaders to manage increasinglycomplex IT infrastructure. I&O leaders must carefully manage technology, talent and time todeliver on goals and strategies for 2025, and can use this researchas an action plan to meet challenges and inspire success. Top Trends and Prioritiesfor Infrastructure andIT Operations Leaders 3 Key Trends Shaping the I&O Landscape Technology diversification Talent displacement Business-led IT The wide-scale introduction of AI,automation and other technologiespromises to augment employeeproductivity and maximize their impact.This accelerates the need to reskill andredefine roles as technology makesexisting skills insufficient or obsolete. Infrastructure is becoming morecomplex and diverse. This complexityis compounded by the need to deployresilient, distributed infrastructureconsistently, all in the face ofunpredictable customer demand. It’s increasingly common that businessteams are taking the lead in identifying,selecting and implementing technologysolutions that directly support theirspecific goals and needs. They’re oftendoing so with minimal direct oversightfrom the central IT department. 3 Challenges and Actions for I&O Leaders 01CHALLENGES ACTION An average of 41% of systems are considered“beyond end of life or support,” and an average of38% are incompatible with target architectures andnew projects. Sprawling technical debt serves as ablocker to I&O modernization. It can be difficult to get all business units inagreement on how to tackle technical debt.Partner with stakeholders to identify wheretrue risks to the enterprise exist. Tackle spiralingtechnical debt Collaborate andprioritize ACTION 02CHALLENGES Only 15% of IT teams are very effective at meetingfuture business skill requirements. As AI and otheremerging tech shift the role of IT, I&O leadersstruggle to attract, engage and retain a workforcethat can grow with the business. In today’s world, I&O teams need skill setsthat go beyond just technical. Strategic,interpersonal relationships are key to themodern work environment. Focus I&O teamson developing nontechnical competencieslike creative thinking, collaborating andcommunication. Build the rightworkforce Go beyond thetechnical skills ACTION 03CHALLENGES Infrastructure technology diversification aims tomitigate risks associated with dependency on asingle technology or vendor, improve scalability, andenable the organization to leverage the best toolsand solutions available for different aspects of itsoperations. However, this strategy brings complexitiesand additional risks. I&O leaders must focus on being flexible,adaptive and resilient in today’s complex,constantly evolving environment. Adopt amore flexible governance model with adaptivegovernance and focus on resilient hybridinfrastructure that can grow with the company. Manageinfrastructurediversification Create a resilientarchitecture ACTION01Collaborate and Prioritize Most I&O leaders are weighed down by a problematicamount of technical debt. Teams create technicaldebt when they “borrow” against long-term quality bymaking short-term sacrifices, taking shortcuts or usingworkarounds to meet delivery deadlines. The eventualbuild up of debt hampers modernization and creates alot of risk for the enterprise. Technical debt is a distributed problem and requiresa collaborative solution. However, the agendas andpriorities of various business units and IT will varygreatly when it comes to technical debt. This canmake creating and executing a plan particularlychallenging. A productive solution requires all partiesto come to an agreement on risk, effort, budget andresource allocation. Often, the most effective way to address these concernsis to agree on the enterprise risk appetite. This will create an aligned starting point whereall stakeholders can agree on an acceptable riskposture and prior