12K+的首席信息官同行认为，首席信息官面临的最大挑战

1Q25The CIOReport Gartner answers to topCIO questions Top 5 questions from your CIO peers 1. Scale AI beyondthe pilot phase Today’s CIOs are under enormous pressure to deliveron AI hype and prove the value of investments inthe technology. At the same time, high failure rates,runaway costs, poor-quality data and an ill-equippedtalent pool are putting CIOs in a difficult position. Still, most executive leaders are looking to IT for AIsupport, creating an opportunity for CIOs to cementtheir role as strategic leaders in the organization. CIOs need to be providing strategic guidanceacross the broader organization for effectivetechnical implementation but also creating a culturalunderstanding of reasonable expectations for AI. Focuson developing AI skill sets across the talent workforceand ensure they’re ready to evolve alongside emergingtechnologies and cybersecurity threats. Many organizations struggle to scale AI, but a well-planned strategy executed across the organization inpartnership with other executive roles is a step in theright direction. How do I scale AI projects from early explorationto delivering measurable value? 74% of CEOs say thatAI is the technologythat will most impacttheir industry. Why CIOs need the answer now: 1.CIOs are encountering unexpected costs within AI projects that make it difficultto demonstrate ROI.2.The pressure is on to meet executive AI hype and deliver on planned businessstrategies.3.Rushed AI projects and the pressure to deliver can lead to poor decision making,risking corporate reputation and exposure. 80%More than of independent software vendors willhaveembedded GenAI capabilitiesin their enterprise applicationsby 2026. 20% of CIOs say they include focus onmitigationof potential negative consequences of AIon employee well-being. I believe there is inherent value in the AI productivity use cases we’vedeployed, but it’s hard to measure. My CFO doesn’t care if I’ve savedsomeone time. I’m trying to figure out how to demonstrate valuewhen productivity savings are immeasurable. — CIO, Telecommunications Sample action plan: Develop and execute an AI strategy If you’re interested in learning more about how a Gartner Executive Partnercan help you achieve your goals, connect with one of our specialists today. CIOs are accountable for operationalizing AI to deliveron the hype, but success requires a team effort IT partners CIO responsibilities Business partners Chief data and analytics officer (CDAO):Responsible for building the AI-ready datarequired to realize value from investments Rationalization:Creates AI tech stack that canaccept AI and data coming from everywhere Chief executive officer (CEO):Determineswhere AI can transform the business; expectsthe CIO to realize AI value Build a coherent AI platform:Balances theneed to capture opportunity with the needto reduce duplicative efforts and technology Chief information security officer (CISO):Ensures that tech and AI decisions are secure;analyzes threat vectors and emerging risks todetermine if AI outputs are safe Chief financial officer (CFO):Evaluatesmeaningful returns from AI investments Chief experience officer (CXO) + functionalleaders:Provide CIO with domain knowledgeto guide AI strategy and implementation Manage executive expectations: Briefsboards and tempers hype, demonstratingthe time frame to benefit with slow orunquantifiable ROI Software engineering leader (SWEL):Improves productivity internally and createsmonetizable AI products externally Chief human resources officer (CHRO):Collaborates with CIO to help employeesadopt AI through change management Chief technology officer (CTO) andinfrastructure and IT operations (I&O):Create a stable environment for AI acrossthe organization How do I build a scalable, integrated data-drivenfoundation to support high-impact decisions? 89% of CIOs sayeffective data and analytics(D&A) governance is essentialfor enablingbusiness and technology innovation. Why CIOs need the answer now: 1.CIOs are facing higher costs and lower accuracy of AI- and GenAI-based applications.2.Ineffective D&A strategy can create career-limiting corporate brand and personalreputation damage.3.A poorly executed D&A strategy can result in material data breaches,misinformation and compliance fees. 46% of CIOs report havingstrategic value-oriented KPIs associated with governancepolicy, practices and procedures. In the business context, understanding and leveraging data andgovernance to achieve success with AI is crucial. The board wants toknow our strategy on AI, how we’re proceeding, and what the costsand value will be. It’s crucial to explain the foundational investmentsneeded to the board so that we have a plan and strategy in place. 70% of GenAI pilots fail to move into production duetoinadequate data, lack of governance, highrisk or inability to justify the business value. — CIO, Financial Services Sample action plan: Establish data foundations to accelerate A