In Concord's 2023 CIO Insights Report, learn how to balance innovation with execution in these CIO-tried strategies for sustainable growth.
Table of Contents
Introduction
2
..................................................................................................................
Survey Demographics
........................................................................................................
3
Understanding the CIO Point of View in 2023
...............................................................................
4
Economic Landscape and Budget Expectations Making the Right Investment Decisions Where are CIOs Investing in 2023? How are CIOs Prioritizing Investments? The Central Role of CIOs in Digital Transformation Variations in Transformation Journeys Digital Transformation Truths Powering Cloud and AI Strategies AI Watchouts According to Technology Leaders in 2023 Reliance on the Right Technology Partners Balancing Operational Excellence with Innovative Growth Finding Equilibrium The Two-Pronged Approach to Growth
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5 7 8
12
14 17 18
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20 25 26 27 28 30
Advancing Innovation & Balancing Operation
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31
CIO INSIGHTS REPORT
1
Introduction
Technology serves as the linchpin of innovation and growth. The role of Chief Information Officers (CIOs) has taken center stage in driving both. This research report provides illuminating insights for top CIOs, offering a deep dive into their perspectives on business and technology priorities, investments and budgeting, emerging technologies and digital transformation, organizational management, and more.
The central purpose of this report is to address fundamental questions that keep CIOs up at night:
• • • • • How should my priorities change with the new context of my business, customers, and macro-economic events? How do I get the greatest return on my investments? How can I build a culture that support my organization’s digital transformation? How should I optimize my technology partner relationships? How do I properly balance growth and innovation while keeping my business fundamentals strong?
This report recognizes the pivotal role that CIO perspectives play in illuminating the path forward, empowering organizations to navigate the last quarter of 2023 and the years beyond with confidence.
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2
Demographics
Responses (n=218)
Job Title
Annual Revenue
Chief Executive Officer
70
Chief Information Officer
60
Chief Technology Officer
50
Chief Digital Officer
40
Chief Data Officer
30
EVP / SVP / VP
20
Director
10
Other
$10M - $100M $101M - $500M $101M - $500M $501M - $999M Over $1B
0
10 20 30
40 50 60 70
5 Ne w E n g land
Company Size
42 Middl e A tlantic
38 Pacific
70 80 90
7 West North Central
2 9 E ast North Central
6 Mountain
60
50
40
3 2 S out h A tlantic
11 E as t S outh Central
30
26 West North Central
20
10
Less than 500 500-999 1,000-4,999 5,000+
22 Did not respond
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3
Understanding the CIO Point of View in 2023 Charged with the critical task of steering their organizations towards success in the digital era, technology leaders face multifaceted expectations. The imperative to make effective investment decisions while balancing the demands of talent management and operations is a formidable challenge on its own. However, the pressure doesn't stop there; CIOs must also spearhead innovation initiatives that drive growth and keep their companies ahead of the curve. Despite these monumental challenges, our research reveals a reassuring trend—66% of technology leaders surveyed have clear priorities for the coming year, signifying a strategic focus, and 63% believe they are operating within a reasonable budget to fulfill their pivotal roles. This blend of determination and cautious optimism underscores the pivotal role CIOs play in shaping their organizations' technological roadmap amidst a backdrop of ever-evolving expectations and opportunities.
66
%
66% of technology leaders surveyed have clear priorities for the next twelve months
63
%
63% of technology leaders believe they are working within a fair budget to get their jobs done
CIO INSIGHTS REPORT
4
“
Economic Landscape and Budget Expectations The economic landscape exerts a profound impact on organizations' investment strategies. According to recent data, many participants (63%) are feeling the strain of the current economic environment. These pressures resulted in a significant shift in their priorities, with 62% of executives indicating that they realigned their focus. Interestingly, only 43% shared that the economic environment has had adverse effects on their strategic outlook. Optimism abounds. The majority of technology leaders do not anticipate a decrease in their investment budgets for the upcoming year. In fact, a notable proportion (63%) of leaders surveyed expressed satisfaction with their current budget. Despite the challenges posed by economic volatility, organizations are committed to maintaining their investment efforts, recognizing that adequate resources are fundamental to achieving strategic objectives and pursuing growth.
Fundamentally, traditional
top-down yearly budgeting
processes are incongruent with
the desire to be agile and pivot
based on learnings. As a result,
what is declaratively budgeted is
often off as compared to what is
ultimately delivered, which can
lead to frustrations within the
organization and with
customers if left unchecked.”
Florin Ibrani CEO at Concord
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Making the Right Investment Decisions In tight economic conditions, CIOs are hyper-focused on making the right investment decisions to deliver on customer and workforce expectations around modernization, security, and experience. In today's rapidly evolving business landscape, investment decisions hold the key to an organization's success and competitive advantage. As economic environments fluctuate and technological advancements continue to reshape industries, CIOs find themselves navigating a complex web of factors that influence their investment choices. This chapter delves into the primary drivers of investment decisions for technology executives, shedding light on their priorities, budget expectations, and the factors shaping their strategic directions.
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Modernization, Security, & Customer Experience Where are CIOs Investing in 2023?
“
The factors that drive investment decisions for CIOs are multifaceted, reflecting the evolving priorities of organizations in an increasingly digital age. Two paramount concerns that consistently occupy CIOs' minds are customer experience (CX) and security. Of those surveyed, 45% said they are focusing on making investments that are strategically aimed at modernizing technology infrastructure, while 37% said they were investing to safeguard against security breaches and 36% were concerned with funding to improve overall customer experience. In the pursuit of modernization, organizations focus on updating systems, software, and hardware to streamline processes, drive efficiency, and maintain a competitive edge by moving the technology function from a cost to a profit center. Modernization further entails creating faster speed- to-market features and building automations that allow higher confidence in shorter release cycles – helping companies act and deliver at speed. Leaders need to spend a lot of time in the preparation stage of customer efforts to understand the modernization factors that are most important to their customers. Contextual awareness will inform risk management and improve delivery fidelity.
“Contextually, it’s an arms race
between convenience and ease on
one side and protection and
preservation on the other.
Striking a balance is a bit of an
art and the key reason we’re
indexing much more on shifting
the security discipline to the left
for customers in all our
engineering-heavy efforts.”
Florin Ibrani CEO at Concord
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What are the top
of CXOs today? technology priorities
99 (45%)
Modernizing Technology
81 (37%)
Avoiding Security Breaches
78 (36%)
Enhancing Customer Experience
Integrating Systems
68 (36%)
Improving Data Management
65 (36%)
Gaining Access to Broader Talent Pool
63 (29%)
Developing Better Data Insights/Analytics
57 (26%)
46 (21%)
AI
13 (6%)
Creating Custom Applications
5 (2%)
Other
0
20
40
60
80
100
Responses (n=218)
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In an era where cyber threats loom large, dedicated resources help fortify cybersecurity measures, as breaches can have far- reaching consequences for both an organization's reputation and bottom line. Especially in highly regulated industries where formal audits and reporting are mandatory Simultaneously, organizations place a premium on enhancing the customer experience. Understanding that customer loyalty and brand perception hinge on personalized, seamless interactions, companies are investing heavily in developing technologies that deliver tailored solutions and engage customers on multiple fronts. In 2023, there’s a clear convergence of modern commerce, content, and engagement spaces as businesses turn to micro-interactions, including chat-bots, text messaging, and other one-to-one formats to solve for high-frequency, but process-light, problems. To integrate modern tech, maintain security, and deliver superior customer experience, technology leaders expressed the need for a robust talent strategy, with 41% actively prioritizing its improvement. This strategy enables ambitious technology goals and encompasses fostering a conducive organizational culture and strategically recruiting the right individuals, including data scientists, engineers, business strategists, or other specialized experts.
Alongside talent management, innovation in product-service mix assumes equal importance, reiterating the desire to deliver modernization and high-quality user experiences. Technology leaders cannot achieve talent optimization nor a diversified product mix without a foundational commitment to meeting regulatory and compliance requirements. Skilled professionals help navigate these intricacies and ultimately foster a secure and compliant technology ecosystem.
“
Customers’ attention spans will continue to
shorten and the importance of the first
impression will only increase. With social media
heavily shifting to short-form video, brands that
find meaningful ways to deliver messages that
have traditionally been text format will have an
easier time keeping their user’s attention.”
Ryan Decker Director of Digital & UX at Concord
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What are the top
of CXOs today? business priorities
Improving Talent Management
89 (41%)
Innovating our Product or Service Mix
88 (40%)
Meeting Regulatory & Compliance Needs
87 (40%)
Generating Greater Returns
75 (34%)
Growing the Business Through M&A
69 (32%)
47 (22%)
Expanding Geographic Reach
8 (4%)
Other
0
60
80
20
40
100
Responses (n=218)
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11
How are CIOs Prioritizing Investments?
The technology executives we surveyed and interviewed cited that determining priorities comes down to building a system around understanding needs – for both the organization and the customer.
“
Business Needs
A central tenet of investment decisions rests on understanding the core needs of an organization. Effective leaders recognize that technology strategies must be in sync with broader business
By evaluating the ‘digital yardstick’
in investment decisions, you can
answer a few key questions: ‘Is it going
objectives to ensure alignment and synergy. In fact, it is critical to develop the two strategies in tandem.
to improve efficiency? Is it going to
generate revenue? Is it going to
increase product visibility?’”
One of the Chief Information Officers we interviewed, Irvin Bishop Jr., follows a concept called the 'digital yardstick.' This approach introduces a set of evaluative criteria encompassing aspects such as efficiency improvement, revenue generation, and enhanced product visibility. By quantifying these dimensions, leaders can objectively assess the potential impact of investments and prioritize initiatives that offer the most significant strategic value to business.
Irvin Bishop Jr. CIO at Black and Veatch
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How are CIOs Prioritizing Investments? continued...
Customer Needs
“
The centrality of customers in shaping investment choices cannot be overstated. Organizations serve two distinct customer bases: end users and corporate buyers. These customers collectively drive decision-making, requiring a customer-centric approach to investments. By placing the customer experience at the forefront, organizations can craft strategies that resonate with their target audiences, ultimately enhancing their market positioning and ability to drive customer loyalty. The drivers of investment decisions for CIOs are multifaceted, reflecting the confluence of economic factors, organizational priorities, and customer imperatives. Many CIOs have their eyes set on modernization, security, and customer experience – which are supported by strong talent recruitment and retention.
Today, to deliver value to your
organization and to deliver value
to clients or differentiation in
the experience, everything must
come together.”
Allen Smith CIO at Baker Tilly
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The Central Role of CIOs in Digital Transformation Surveyed leaders unanimously acknowledge the central role their positions play in the digital transformation journey. An impressive 58% of respondents affirm that their roles are heavily involved in steering their organizations through this transformative process. This involvement underscores the recognition that digital transformation is not merely about adopting advanced technologies; it’s about the fundamental shift in the way organizations operate and deliver value.
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15
How do CXOs characterize their digital transformation journeys split by annual revenue?
Less than $10M $10M – $100M $101M – $500M $501M – $999M
Over $1B
Building
46%
35%
34%
Late
31%
29%
Complete
Early
Planning
Did not answer
Other
Paused
Deprioritized
50 0
50
0
50
0
50
0
50
0
25
25
25
25
25
CIO INSIGHTS REPORT
16
Variations in Transformation Journeys
After examining the transformation journeys of organizations across different sizes and revenue brackets, every leader surveyed claimed their organization had moved past the preliminary planning stages and early conceptualization. It is clear that digital transformation is a priority, irrespective of a company's revenue or size. Companies with revenue surpassing $1 billion report their digital transformation status as either 'late' or 'building,' highlighting their substantial progress. These organizations possess the resources and talent necessary to drive ambitious transformation goals, positioning them as front- runners in the digital transformation race. Surprisingly, on the other end of the spectrum, smaller organizations with revenue under $10 million find themselves at comparable stages in their digital transformation journeys.
Small organizations might find that communication and context is easier than their larger counterparts. While larger enterprises benefit from substantial resources, smaller organizations can capitalize on their agile business models and work unencumbered by legacy tech issues or bureaucratic bottlenecks. This agility enables them to adeptly respond to change, adopt innovative approaches, and, ultimately, characterize their digital transformation journeys in the same way as legacy organizations. A significant cluster of mid-sized organizations, ranging from $10 million to $999 million in revenue, classify their transformation phase as 'building' - indicating they may still be in the throes of growing pains or haven’t quite figured out the right level of process to execute on their digital transformation journey effectively. They may have the challenge of lacking relatively deep pockets of big players, but being too large for the entry-level tooling that small organizations can use effectively.
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17
Digital Transformation Truths
“ Digital transformation is a never- ending journey, and that's really
When engaging leaders from organizations of varying sizes, a collection of prominent themes emerged.
because there is always
It Started Decades Ago & Will Continue for Decades Ahead
opportunity to streamline that
Whether labeled differently in the past or simply misrepresented, digital transformation has been consistently championed by technology leaders for decades. The notion of a "journey" is the most apt metaphor to encapsulate its enduring nature. Far from being a fixed destination, technology leaders we surveyed and spoke to highlighted that it’s an ongoing pursuit rooted in year-over-year progress. Many leaders pushed the narrative that organizations are never truly "done."
experience, to make it more
enjoyable, to delight customers,
and have them experience things
that they haven't before."
John Pelant CTO at CWT
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18
It’s About So Much More Than Technology Implementation
It’s a Team Sport
A crucial element of our research surrounded the role of change management and how it impacts digital transformation. The process extends beyond simply introducing new technologies and training employees to navigate them. Instead, it involves cultivating a collective mindset that fosters a willingness to learn, adapt, and embrace agility. Effective change management is essential in propelling organizations to transition seamlessly into new paradigms, ensuring that every member of the team is aligned with the dynamic nature of the digital age.
Digital transformation necessitates close collaboration between leaders spanning diverse disciplines and teams across all echelons of an organization. It is imperative that stakeholders from various departments buy in to effectively navigate the process. From executive leadership to frontline teams, success hinges upon the shared commitment of the entire organization to collectively drive change, ushering in a new era of agility, efficiency, and competitive advantage.
“
“
The biggest organizational transformation
In digital transformation, the first thing you
that's happened in the last ten or twenty years
have to do is clearly explain why. You can't
is the fact that you can no longer operate in a
underestimate the importance of organizational
silo and provide value to your organization.
change management."
That's true universally.”
Allen Smith CIO at Baker Tilly
Irvin Bishop Jr. CIO at Black and Veatch
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Powering Cloud and AI Strategies
What are the top three drivers of organization’s current cloud strategies?
The integration of cloud-based and artificial intelligence (AI) technologies has emerged as a central pillar of modern organizations' digital transformations. Our conversations with technology leaders unveiled the pivotal factors that propel their transformation agendas. The top three drivers identified include security (48%), cost optimization (46%), and risk management (44%). Diving deeper into specific sectors, a nuanced picture emerges. In financial services and healthcare, leaders predominantly emphasize risk management (62%) as a significant driving force for cloud strategy adoption. Conversely, in high-tech and manufacturing domains, security assumes prominence.
100 (48%)
Security
96 (46%)
Cost Optimization
92 (44%)
Risk Management
Scalability
Mobility
Application Consolidation
N/A
Other
20
40
60
80
100
120
0
CIO INSIGHTS REPORT
20
“
Powering Cloud and AI Strategies
I would watch for technologies
continued...
that provide advanced email
Technology leaders shared that cybersecurity is all about protecting identities and end-users – and that job gets tougher as technology empowers consumers with data and everywhere-access. The corporate firewall once protected corporate systems, but now applications are available on any device, anywhere. That’s where two-step authentication becomes paramount, as does educating everyday consumers of the threats and their impacts. The reality is, security companies continue to innovate and routinely expand the space with new-and-improved technologies. However, ever- evolving threat actors counter these innovations by finding new ways to exploit vulnerabilities and humans. To stay up-to-date with current threats, security teams across industries need to embrace a steep learning curve and invest in technologies that have inputs from different sources.
curation using AI and natural
language processing. Filtering
out social engineering
attempts, detecting business
email compromises and
removing content before it
reaches the end-user will help
protect against fraudulent
financial transactions.”
Allen Smith CIO at Baker Tilly
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21
Embracing AI
“
Within the spectrum of technological investments, AI emerges as the dominant priority over the upcoming year, resonating with 34% of respondents. This emphasis on AI is closely followed by investments in applications, analytics, and data management. Notably, intriguing parallels surface between companies' characterization of their AI journeys and their digital transformation trajectories, accentuating the interconnection between the two initiatives. AI is unequivocally established as a pivotal catalyst for digital transformation – redefining processes, augmenting decision-making, and fueling innovation. Smaller entities with revenues below $10 million and their larger counterparts exhibit a tendency to classify their artificial intelligence journeys as either 'late' or 'building,' signifying considerable advancement toward completion. Conversely, medium-sized organizations predominantly align with the 'building' phase, indicative of a pivotal midway point in their AI journey. This divergence underscores the variances in available resources, strategic priorities, and the complexities faced by organizations of differing scales.
The recent floodgates of
generative AI have turned the
AI world on its head. It's too
soon to determine the impact,
but all companies should at
least be considering a
medium-term strategy around
generative AI.”
Jeff Rogers Director of Data Management at Concord
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How do most CXOs characterize their split by annual revue? artificial intelligence journeys
Less than $10M $10M – $100M $101M – $500M $501M – $999M
Over $1B
Building
46%
35%
34%
Late
31%
29%
Complete
Early
Planning
Paused
Deprioritized
Did Not Answer
Other
20 0
20
0
20
0
20
0
20
0
10
10
10
10
10
CIO INSIGHTS REPORT
23
“
Embracing AI
continued...
AI without data is like a car
The potential of AI and machine learning in enhancing data management and transformation is vast. The automation of data quality checks, AI-driven monitoring, and the application of Large Language Models (LLM) hold promise for the future and supply high levels of excitement for technology leaders today. Particularly notable is the utilization of AI to identify and rectify data quality issues early in the data engineering process, showcasing the significant downstream impacts. A few technology leaders highlighted how the rapid advancement of Generative AI is putting companies in a difficult spot. They have to balance very real data security risks with the need for innovation. While many companies do not yet have an enterprise AI plan, their employees are already using AI as individual contributors – whether Grammarly is helping them write emails or ChatGPT is debugging their code. As employees become more empowered with AI tools, enterprise technology leaders need to create systems to keep their business’ data strategy consistent and secure. In other words, the effectiveness of AI and machine learning (ML) hinges on a robust data management infrastructure that encompasses data aggregation, curation, and considerations of privacy, governance, and provenance.
with no fuel, and using only the
publicly available model without
any enrichment is about as
personalized as public
transportation. You’ll get there,
but never any quicker than your
competitors. Data engineers,
data scientists, business analysts,
and strategists are all crucial for
a successful AI program.”
Krissy Tripp Senior Director of Decision Science at Concord
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AI Watchouts According to Technology Leaders in 2023
Compliance Threats AI exposes organizations to potential legal liabilities, inviting lawsuits regarding copyrighted or safeguarded content, information, and data.
Reputation Hazards AI has the capacity to magnify biases and create opaque systems, concealing user insight into inputs and processes.
Skill Demands AI demands a distinctive skill set that must be intentionally sought through the development of existing talent or by partnering with academia or startups. Legal Consequences Generative AI can introduce legal challenges tied to intellectual property and privacy issues, encompassing concerns like copyright violations, trade secret misappropriation, data privacy breaches, model biases, and model security breaches.
Incorrect Outcomes Generative AI, and specifically ChatGPT, may display instability, exhibit flawed reasoning, fail to grasp complete contexts, lack transparency and traceability, and exhibit biases.
Data Vulnerability Your confidential data and intellectual property may be exploited to craft responses for external users, including service provider personnel and malicious hackers.
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Reliance on the Right Technology Partners
Tech partners are critical to project efficiency, managing data systems and technology integration. A significant 59% of technology leaders surveyed entrust external partners to finalize their technology initiatives and 65% of participants asserted that these partnerships contribute to the streamlined completion of their projects.
“
It’s easy to try to skimp on
When it comes to selecting partners, there are three core considerations technology leaders prioritize: cost, skillsets/capabilities, and industry expertise.
dialogue and mutual
understanding, but it ends
poorly. Leaders and partners
While 60% of technology leaders expressed satisfaction with their partners, contrasting signals are apparent. A noteworthy 48% of surveyed participants actively seek fresh technology collaborations and 40% have contemplated terminating a technology partnership within the past year, suggesting a level of dissatisfaction. ‘Overpromising’ and ‘poor communication’ came up as common themes amidst strained partner relationships. Partners should be held to a high standard of both execution and strategy – while keeping an open and constant line of communication on what they can and cannot deliver with their current capabilities. In examining geographical trends in workforce distribution, the contours of onshore and offshore preferences come into view. Western Europe, Eastern Asia, and Eastern Europe stand out as key focal points for offshore locations, signifying a pronounced geographic concentration of tech workforce distribution in these regions.
need to come to the table with
what they need, and what they
need to be successful, and
figure out how they can help
each other meet their goals.”
Dave Cyr Director of Architecture at Concord
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Balancing Operational Excellence with Innovative Growth
Finding Equilibrium
For CIOs, finding the equilibrium between promoting business innovation and ensuring seamless operational performance is no simple feat. A sizable 54% of those surveyed express the difficulty of achieving this balance. While innovation is essential for staying competitive in an ever-changing market, the imperative to continuously enhance existing processes and internal operations to deliver consistency to customers cannot be overlooked. This challenge is exacerbated by the rapid pace at which technological advancements occur and the customer expectations that continue to escalate. In recent times, the role of CIOs has discernibly shifted, reflecting a growing emphasis on innovation and digital transformation. As technology continues to reshape industries, 63% of technology leaders acknowledged this shift towards focusing on innovation within their roles. There’s also pressure to ‘control costs’ at all costs. Technology leaders need to think how they are pooling resources, managing conflicts to avoid the ‘noisy neighbor’ problem, and building in metrics and processes for planning, seeing, and acting on costs. It all comes down to a relentless focus on the future – making sure your innovation investments have management and operational investments to back them post go-live.
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28
“
54
%
Ultimately, leaders need to have a strong
vision of governance to ensure that new things
54% of those surveyed expressed the difficulty of achieving the balance between operational excellence and innovative growth
are built in a way where the cost curve is
better than linear with growth. The work or
getting things done matters, but you must
make sure you’re spending money on high
value things and that you’re building things
with an eye towards the future.”
63
%
Dave Cyr Director of Architecture at Concord
63% of technology leaders acknowledged this shift towards focusing on innovation within their roles
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The Two-Pronged
Shift the Operating Model As the focus shifts toward innovation, an accompanying change in the operating model is often necessary. This shift ensures that innovation efforts are properly integrated into the organization's structure, processes, and culture. Make Data the Core A common thread in successful innovation is a relentless focus on data. Utilizing data-driven insights allows organizations to make informed decisions, optimize processes, and deliver superior services. Nurture Cultural Alignment Engaging existing employees in the transformation journey is crucial. Rallying the workforce behind the idea of change fosters a shared commitment to innovation and operational excellence. Lead by Example CIOs play a pivotal role in leading by example, demonstrating the equal importance of technology to business and vice versa. This leadership showcases the symbiotic relationship between technology innovation and overall business success. De v elop a Robu s t Talent Strateg y Organizations need a pool of skilled professionals, including high-performing engineers and data experts. A comprehensive talent strategy ensures the acquisition and retention of such crucial expertise.
Approach to Growth
Maintaining a two-pronged approach— continuously innovating while ensuring smooth ongoing operations—requires a nuanced understanding of the organization's needs. This involves recognizing that innovation should not come at the expense of a well- functioning business.
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30
Acknowledgements
Thank you to everyone who contributed their expertise and insights to the report. Specifically, we’d like to thank the following people for their contributions:
Our Research
Allen Smith, CIO at Baker Tilly
This independent research report was 100% funded by Concord. This report is published under the principle of open research to advance the industry at no cost. This report is intended for you to read and share with others; if you do so, please provide attribution.
David Cyr, Director of Architecture at Concord
Irvin Bishop Jr., CIO at Black and Veatch
Jeff Holschuh, CIO at Sun Country Airlines
John Pelant, CTO at CWT
Krissy Tripp, Senior Director of Decision Science at Concord
Ryan Decker, Director of Digital & UX at Concord
We’d also like to thank members of the Concord Analytics and Marketing team – Sean Miller, Michelle Galliani (Galliani Creative LLC), Steve Bubb, and Natalie Sheffield – for conducting research, fielding interviews, performing analysis, and shaping how we packaged the outpouring of insights.
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