Gartner-2022年首席信息官议程：银行与投资视角（英）-21页_279kb

2022 CIO Agenda: A Banking and Investment Perspective Summary

Core Content

The 2022 Gartner CIO and Technology Executive Survey highlights the importance of business composability in helping banks and investment firms navigate indefinite volatility. Composability is defined as a combination of mindset, practices, and tools that enable organizations to sense and respond to changing business conditions.

The survey reveals that a small percentage of organizations, referred to as "highly composable", are significantly outperforming their peers in terms of revenue growth, risk management, and cost optimization. These organizations are characterized by their ability to recreate business models, customer needs, and workforce expectations through a flexible and adaptive approach.

Key Findings

• Highly composable organizations use the principles of composable thinking, business architecture, and technologies extensively.
• Only 6% of all respondents (including financial services) are classified as highly composable, with 7% of banks and investment firms falling into this category.
• These organizations are more likely to outperform in business performance by a minimum of 18 percentage points.
• Digital revenue and digitized processes are significantly higher in highly composable firms, with 70% of their processes expected to be optimized by 2023.
• Banks and investment firms are increasing technology spending similarly to highly composable organizations, but they are not changing their operating models to achieve ongoing resilience.

Main Recommendations

To improve digital business strategy and innovation, CIOs in banking and investment firms should:

• Manage the IT organization according to the principles of composability rather than just advocating for increased spending.
• Achieve composable thinking by fostering a high-trust culture that empowers employees, external allies, and business partners to work autonomously and collaboratively.
• Design a composable business architecture by:
  • Creating multidisciplinary teams focused on value and transparency.
  • Aligning business processes with technology capabilities.
  • Distributing accountability for digital outcomes across the organization.
• Leverage composable technologies by:
  • Using iterative development techniques.
  • Enabling continuous sharing of ideas across functions and partners.
  • Implementing dynamic integration capabilities for data and applications.

Key Practices of Highly Composable Organizations

The survey identified nine key practices that distinguish highly composable organizations, which can be categorized into three domains:

Composable Thinking

• Practice adaptive strategy to respond to opportunities and threats.
• Promote a high-trust culture that empowers decision-making.
• Enable autonomous, self-organizing networks among internal and external stakeholders.

Composable Business Architecture

• Shape multidisciplinary teams for value alignment and collaboration.
• Design business processes in parallel with technology capabilities.
• Distribute accountability for digital outcomes beyond the IT department.

Composable Technologies

• Establish iterative development techniques as the default.
• Enable continuous sharing of ideas and access to platforms.
• Create dynamic integration capabilities for connecting data and applications.

Technology Investment Trends

• Banks and investment firms are increasing spending on cybersecurity, API architecture, cloud platforms, and business intelligence.
• Legacy systems are seeing the largest reductions in investment, with 19% cutting spending on legacy application modernization and 38% reducing spending on legacy infrastructure.
• Highly composable organizations are more likely to invest in emerging technologies such as responsible AI, SASE, edge computing, multiexperience platforms, and 5G.

Revenue and Budget Expectations

• Highly composable firms expect a 7.7% revenue increase in 2022 and plan a 4.2% IT budget increase.
• Banks and investment firms have similar expectations for revenue and IT budget increases, but they have not yet adopted the full composable business model.
• IT budget increases alone are not sufficient to achieve the same level of performance as highly composable organizations.

Industry Comparison

• Highly composable organizations are more prevalent in high-tech and other financial services (e.g., insurance).
• Banks and investment firms compare somewhat favorably to healthcare and education, but still lag behind in the adoption of composable principles.

Conclusion

The survey emphasizes that composability is a critical factor in achieving high business performance in times of uncertainty. While banks and investment firms are increasing technology spending, they need to focus on operational model changes and adoption of composable practices to align with the strategies of highly composable organizations and achieve sustainable success.