2025年首席信息官议程：领导力、组织和技术优先事项

2025 CIO Agenda Unlock superior business outcomes with4 innovative leadership actions. About theCIO Agenda Insights From 4,200+ Executives Heads of IT functions+3,100 CIOs C-suite leaders outside of IT+1,100 CxOs Our annual CIO and Technology Executive Survey (CIO Survey)is the largest of its kind in the world, revealing the top prioritiesand initiatives of your CIO peers for the coming year. This year we also analyzed the voices of more than 1,100 CxOs,leaders of business areas and corporate functions outside of IT,to capture the voice of the C-suite and provide you a CxOperspective on the CIO-CxO engagement patterns that leadto successful business outcomes. The 2025 CIO Agenda will help you navigate changes in technologyleadership, build stronger support for CxOs and technology userswithin and beyond IT, and advance your own career. Introduction No rest for the weary! Our survey of more than 3,100 CIOs around the world found wide differences in how CIOsand CxOs think about and manage technology investments and digital opportunities. Demand for IT continues togrow. These differences helped us pinpoint a clear group of digital outperformers. We call thesehigh-performing CIOs and CxOsDigital Vanguards— a cohort we first identified in our2024 CIO Survey but studied in more detail for 2025. Domore with less. Showvalue for money. Digital Vanguards:A group of digital outperformers whoconsistently achieve excellent results from their digitalinvestments. These leaders are1.5 to 2 times more likelyto meet or exceed outcome targets on digital initiativescompared to their counterparts. Deliverexecution excellence. Becost-efficient. Drivetechnology innovation. Their winning behaviors will be even more critical in 2025, when the demandson IT continue to increase but budgets are unlikely to outpace inflation. What differentiatesCIOs who are digitaloutperformers? Here’s what’s unique about the outperformers: Strategically, they take a two-pronged approach to growth that makes it easier for: •Other CxOs to lead digital with them.•Partners outside of IT to build digital capabilities together with IT. Tactically, they: •Seek to craft a compelling platform experience for all technology users across the business,not just those in IT. They prioritize data, integration and development platforms that make iteasier for IT and non-IT technology users to build architecturally sound and secure solutions.•Instill architectural awareness. They encourage CxO engagement in IT decisions (from usecases to vendors) and provide business areas with technology vendor management, totalcost of ownership, cybersecurity or enterprise architecture (EA) advice.•Incubate and scale business innovation. All CIOs will continue to deploy emergingtechnologies such as AI in 2025, but Digital Vanguard CIOs help CxOs identify innovationopportunities, spot AI use cases and enable business-led innovation.•Develop business and IT technology users. Digital Vanguard CIOs are almost three times morelikely to prioritize helping business areas forecast their own technology skills requirements. The 2025 CIO Survey found thatonly 48%of digital initiatives enterprisewide meetor exceed their business outcome targets. 71%of digital initiatives owned by Digital Vanguards meet or exceedoutcome targets in the enterprise. They do two things differently: Co-own digital delivery Democratize digital capabilities CIOs who drive CxO co-ownership of digital achieve better businessoutcomes from digital investments. Digital Vanguard CIOs make it easier forCxOs to co-lead digital with them, and they make it easier for employees inbusiness areas to build digital capabilities with IT. Despite a growing understanding of the importance of IT for digital business,just 48% of digital initiatives enterprisewide meet or exceed their businessoutcome targets. However, the 2025 CIO Agenda revealed a cohort of CIOsand CxOs consistently delivering results: the Digital Vanguard. The Digital Vanguard CIO co-owns the digital delivery with their CxO, orbusiness leader counterpart, from beginning to end to: Digital Vanguard CIOs and CxOs co-own digital delivery end to end .As co-owners they are equally accountable for digital business outcomes.Their fortunes are inextricably intertwined: One cannot succeed withoutthe other. •Help facilitate the process for CxOs to co-lead digital initiatives with CIOs•Build digital initiatives along with the IT teams Further, they perform multiple activities in their digital delivery, including: •Lead project/product initiatives as product owners•Deliver solutions in low-code programming•Execute complex technology work When CIOs co-own digital delivery alongside CxOs, they arebetween 1.5 and 2 times more likely to maximize the valuefrom investments in digital. The CIO is responsible for nurturing the CxO Digital Vanguard relationship.Behind every Digital Vanguard CxO there is a CIO guiding them, enablingthem, enabling their team