2022-02-18-Gartner-2022_CIO议程_一个英国和爱尔兰的视角（英）_22页_315kb

2022 CIO Agenda: A U.K. and Ireland Perspective

Core Content

The 2022 Gartner CIO and Technology Executive Survey highlights the importance of business composability for enterprises to thrive in volatile environments. U.K. and Ireland CIOs are advised to leverage this concept to drive business value amidst ongoing disruptions such as Brexit and COVID-19.

Business composability is defined as an approach that allows enterprises to not only survive but create new value in times of uncertainty. It is supported by three domains and four principles:

• Composable thinking: Encouraging the creation and reuse of modular business capabilities.
• Composable business architecture: Combining business elements in new ways to create value.
• Composable technologies: Using modular components like APIs and microservices to automate and modularize technology capabilities.

At the heart of composability is modularity, which enables the reconfiguration of business components to adapt quickly to change.

Key Findings

• U.K. and Ireland enterprises are lagging behind global peers in terms of composability.
• Only 4% of U.K. and Ireland enterprises are classified as highly composable, one of the lowest figures globally.
• 71% of U.K. and Ireland enterprises have moderate composability, compared to 81% in the global sample.
• 25% of U.K. and Ireland enterprises are in the low composability group, higher than the global average of 13%.
• U.K. and Ireland CIOs expect a 2.4% increase in IT budgets for 2022, which is among the lowest globally.
• Enterprises with high composability outperform U.K. and Ireland counterparts by 24–32 percentage points on four performance dimensions: overall business performance, revenue/funding, cost, and risk.

Main Recommendations

1. Promote Composability: CIOs should actively advocate for composability by showing how it helps create value in uncertain times.

2. Use Self-Assessment Tools: Leverage the self-assessment tool to determine where the enterprise stands on the composability scale and develop a tailored action plan.

3. Focus on Key Practices: Improve composability by adopting the nine key practices that distinguish highly composable enterprises:

   • Composable thinking:
     • Practice adaptive strategy to respond to opportunities and threats.
     • Promote a high-trust culture that empowers employees.
     • Enable autonomous self-organizing networks across internal and external functions.
   • Composable business architecture:
     • Shape multidisciplinary teams aligned on value.
     • Design business processes in parallel with technology capabilities.
     • Distribute accountability for digital outcomes beyond IT.
   • Composable technologies:
     • Enable continuous sharing of ideas and tools.
     • Use iterative development techniques like DevOps.
     • Create dynamic integration capabilities for data and applications.

4. Leverage Emerging Technologies: Increase the use of emerging technologies such as AI, machine learning, and integration tools by running pilots with business units to demonstrate value and support future IT investment.

5. Align with Business Priorities: While U.K. and Ireland CIOs prioritize areas like security, cloud platforms, and legacy modernization, highly composable enterprises focus more on AI, data analytics, and integration.

6. Adopt Adaptive Strategy: CIOs should develop an adaptive strategy to align with changing environments, with specific actions depending on the enterprise's current composability level:

   • Low-composability enterprises: Establish a continual planning process for strategy and scan the business context regularly.
   • Moderate-composability enterprises: Develop an options-based strategy using modular capabilities.
   • High-composability enterprises: Refine and adjust strategies dynamically based on insights from experiments and crowdsourcing.

Key Insights

• The digital gap between U.K. and Ireland enterprises and highly composable ones is significant, particularly in digitizing processes and generating digital sales revenue.
• The low IT budget growth in U.K. and Ireland may hinder large-scale adoption of emerging technologies, making collaboration with business units essential for funding and showcasing value.
• Composability is a strategic imperative for U.K. and Ireland enterprises to adapt to a future where volatility is the norm.

Conclusion

U.K. and Ireland CIOs have a critical role to play in advancing their enterprises toward high composability. This requires a shift in mindset, investment in emerging technologies, and collaboration with business units to drive change and create value in a volatile environment. The path to composability is not uniform and must be tailored to each enterprise's current capabilities and goals.