The Digital Leadership Report was launched as a live broadcast from Harvey Nash Group’s HQ in London, and streamed online globally.
No-one needs to be told how important speed and agility is. But speed alone does not get you to your destination. And as digital leaders begin to look beyond the pandemic many are realising that their destination, and direction of travel, have changed.
New products, new services, new ways to engage with customers, staff and suppliers have all become priorities, and for many organisations it is fundamentally changing the way they view technology. And who owns it.
So welcome to the Harvey Nash Group Digital Leadership Report, brought to you in collaboration with CIONET and with contributions from MIT CISR
Now in its 23rd year, and building on its heritage as the ‘CIO Survey’, this report brings you the widest ranging insights into the world of digital leadership and everything that comes from it.
We hope it helps you find both speed, and direction.
Bev White
Much of the planned future spend focuses on getting closer to the customer and transformation.
Boards are reliant on digital leaders to drive this change and create the products and services of the future.
Investment in digital continues to grow, both in technology and systems and the people needed to deliver the vision.
More organisations than ever before are reporting success with their digital strategy.
These digitally ‘excellent’ organisations distinguish themselves by being close to their customer, having a strong ability to adapt quickly, and being able to use data to make informed decisions.
Many are struggling to make best use of the data they hold.
The pandemic accelerated the direction of travel for Cloud technologies and Business Managed IT adoption, putting much more power in the hands of disparate areas of the business.
We can also see big leaps in the adoption of the Internet of Things and RPA.
However, few organisations are making the jump to large-scale implementations of AI, RPA and Big Data, where there may be some way to go on the scale of maturity.
Homeworking and hybrid working is here to stay.
This has driven a boost in productivity but also challenges collaboration, engagement and mental wellbeing.
Redesigning the employee offer to maintain the positives and reduce the negatives will be key going forward, but few digital leaders have done it.
Without doubt, technology has an important role to play in improving carbon footprints.
Driven by planned legislation and consumer demands, the board are increasingly asking questions around digital and sustainability.
Despite this, sustainability is not high on the agenda of the digital leader, and few people are aware that tech is a bigger emitter of CO2 than the travel industry.
For boards, the promise of digital ultimatelylies in being close to the customer, adapting and transforming products andservices as the market evolves.
While CIOs have traditionally provided the gateway to digitisation, they no longer have a monopoly. Other leaders are beginning to share the responsibility.
The digital leader who delivers an agile environment driven by data insights will be the most value. But this is no easy task.
Everything is changing. So everything needs to change
You don’t have to look far into this report to see just how quickly things are changing in technology. It’s something that is very much talked about in CIONET’s events and discussion held with our 10,000 members in 25 countries.
Read the CIONET Special Report >>Building the responsive enterprise
Covid-19 has reinforced the need for all enterprises to increase their business responsiveness. And who knows what new disruption or opportunity is just around the corner?
Read the MIT CISR Special Report >>
