董事会呼吁更多的数字自主权：首席信息官如何交付（英）

more digital autonomy:How CIOs can deliver A McKinsey survey of technology leaders shows that sovereignty concernsare shaping their IT investment choices. We present six strategies for CIOs tonavigate the waters ahead. by Arnaud Tournesac, Klemens Hjartar, and Matteo Martinelliwith Rossana Lo Re Almost every large company is grapplingwith how to adapt to a more fragmented and fast-changing geopolitical environment. Tariffs, regulatory shifts, and supply chain constraints arejust a few of the obstacles that organizations must navigate. CIOs face a particularly complexchallenge: They must manage risks tied to geopolitical uncertainty while also capturing therewards of digital transformation such as faster innovation and cost efficiencies. Boards arecalling for more technology sovereignty1while also pushing for rapid progress, causing CIOs towalk a tightrope. The discussion about how to balance sovereignty and innovation is deeplystrategic and often starts in the boardroom, but it’s the CIO who must take action in the machineroom. We recently surveyed more than 100 CIOs and other technology leaders in Europe, asking themwhich factors most influence their infrastructure choices—and technology sovereignty was atthe top of the list. While the survey2focused on Europe, CIOs worldwide face similar challenges.Many CIOs seek to build tech autonomy and resiliency. They are looking for ways to reduce theirreliance on global technology platforms to comply with regulations and ensure operationalcontinuity. At the same time, they recognize the innovation benefits of these establishedproviders. Findings from our survey illustrate this dichotomy. Nearly half of European technology leaderswhose companies do not use public clouds cite concerns about security and control of theirinfrastructure as the primary roadblocks. Even in organizations that do use public clouds, datasecurity concerns—along with cost—are seen as barriers to scalability (exhibit). Yet CIOs realizethese risks coexist with tangible benefits; global technology platforms provide innovationvelocity, advanced capabilities, and economies of scale. We identified six strategies that CIOs can deploy to enhance digital autonomy, strengthenresilience, and build a foundation for agentic AI innovation. These strategies aim to helporganizations find their optimal position on the risk–reward frontier, balancing sovereignty andcontrol against agility and innovation. Five types of risk Our work with multinational companies finds that nondiversified reliance on global technologyplatforms can increase resiliency risks in five main ways: —Regulatory complexity:More-stringent national and regional data-protection laws areescalating scrutiny over where data resides, how it is processed, and who can access it.Laws with international scope such as the US CLOUD Act can introduce further complianceconsiderations, challenging the assumption that the region in which data physically residesmaintains legal control over the data. real-time system performance, data movement, and the ability to update or operate mission-critical platforms—highlighting the need for more resilient architectures.—Technical disruption:Geopolitical developments, trade dynamics, and regional uncertaintycan influence the continuity and availability of technology services. These factors may affect Exhibit1 —Intellectual property and data ownership:Governments are increasingly asserting theirrights to access data of national interest, even when hosted abroad.3This raises questionsaround how much control companies have over their intellectual property and data. Theissue can be particularly challenging in cross-border scenarios involving data that areconsidered sensitive, including AI training data, proprietary algorithms, and customerinformation. Companies must navigate complex regulations in situations where one countrydemands access to their data while another prohibits sharing it. —Economic exposure:Export controls, trade measures, and shifts in policy direction, such asproposed digital exit taxes, can result in unanticipated costs for companies. Thesedevelopments may add complexity to IT budgeting, especially alongside broader cost driverssuch as inflation, talent availability, and increased demand for resilient infrastructure. —Reputational risk:While often secondary to regulatory or operational concerns, publicperception of a company can be affected by how well it is seen to manage technologyautonomy and resilience. Limited transparency or unclear governance in this area may affecttrust among customers, partners, and oversight bodies. Six strategies to balance digital autonomy with innovation Advancing digital autonomy and resilience doesn’t happen overnight, but CIOs can adopt amultilayered approach that builds on existing investments and partner relationships. They canincorporate flexibility into their planning to respond to future geopolitical changes. We haveidentified six strategies that c