According to studies, one in every five IT decision makers has little or no trust in their teams’ capacity to effect good change in the IT department over the next five years.
According to a poll of 750 CIOs and other IT professionals conducted by software startup Pegasystems, faith in IT teams is “on shaky ground” as businesses try to significantly restructure their IT departments.
More than half (56%) of IT managers polled were sceptical that their IT teams could influence positive development in the department over the next five years, with nearly one-fifth (17%) indicating either substantial reservations or no confidence at all.
According to Don Schuerman, CTO of Pegasystems, the findings are less a reflection of CIOs’ trust in their team’s talents and more a result of constantly moving goalposts and the need for enterprises to swiftly adopt new technology – and with it, new expertise.
Schuerman said, “While some CIOs and IT leaders feel that the pandemic positively challenged them, they have also begun to realize that there is no end on the horizon for transformation – they are in a period of constant, accelerating change.”
“That means they need different technical skills and soft skills in their teams to succeed in the long term. For example, there isn’t the depth [of knowledge] in DevOps/Agile, AI or native cloud capabilities. Filling this in requires a considerable upskilling that’s hard to achieve,” he added.
The analysis discovered that poor technology choices and inefficient IT investment are aggravating these concerns. Almost two-thirds (58%) of respondents said they had squandered between $1 million and $10 million on ineffective IT solutions in the previous five years. At the same time, just 12% stated all of their IT investments had paid off in the previous five years.
The coronavirus pandemic has increased this perception of waste by forcing corporations to roll out new technology fast without adequate time for planning or impact evaluations.
“There were many examples of IT success during the pandemic, but the urgency required and speed of response also led to some systems being implemented that are now showing themselves to be difficult to scale and adapt,” stated Schuerman. “Some new digital siloes have been created as a result, and some poorly executed approaches to use of technologies like low-code have created ‘shadow IT’ groups.”
This is bad news for IT leaders hoping to secure more funding for digital transformation projects in the coming months and years, according to Pegasystems, which discovered that 29 percent of respondents were concerned about the IT department being underfunded unless roles, tasks, and budgets were made more efficient.
According to Pegasystems, the adoption of new cloud and automation technologies will also result in a reconfiguration of leadership roles in the technology department, as well as the sorts of talents necessary for senior positions.
People skills and strategy, rather than hard technical abilities, will dominate job descriptions as technology assumes more caretaking roles and more IT operations are automated or moved to the cloud, according to the research.
Data management, for example, is presently ranked as the most crucial ability by 62 percent of IT leaders. However, just 33% thought it would be as relevant in two years.
Similarly, 39 percent of respondents said knowing how to code was an important component of their career, but just 25 percent thought it would be a crucial ability by 2023.
According to Pegasystems, executives’ leadership abilities will improve significantly. Senior directors’ problem-solving abilities will be especially vital as they work to deploy new technology within complicated legacy systems.
Demand for specialised IT managers with inherent experience in a certain technology or technical skill is also on the decline. Instead, IT executives will be required to become “IT generalists” with a comprehensive knowledge of the sector. As a result, more than 70% of IT managers polled claimed that developing and learning new skills will have the greatest influence on their careers.
A higher emphasis on interpersonal skills should help improve organisational diversity, equality, and inclusion initiatives, which were cited as a critical concern in high-risk and high-value industries such as healthcare (35%), financial services (33%), and retail insurance (33%). (37 percent ).
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