IT managers fear their departments lack the skills to keep up with digital transformation.
One in five IT decision makers has little or no confidence in their teams’ ability to effect positive change in the IT department over the next five years, research shows.
A survey of 750 CIOs and other IT managers by software publisher Pegasystems found that confidence in technical teams was “on shaky ground” as companies seek to radically reform their IT functions.
More than half (56%) of IT managers surveyed said they were unsure whether their IT teams could make positive changes within the department over the next five years, nearly one in five (17%) indicating significant concerns or a total lack of confidence.
Don Schuerman, CTO of Pegasystems, said these results reflect less CIOs ‘confidence in their teams’ capabilities than their ever-changing goals and the need for companies to rapidly adopt new technologies and insights.
Don Schuerman told that “while some CIOs and IT executives feel that the pandemic has challenged them, they have also begun to realize that the transformation has no end on the horizon, they are in a period of change, a constant and accelerated change. “
He added: “It means they need different technical skills and soft skills on their teams to be successful in the long term. For example, there is no depth [des connaissances] in DevOps / Agile, AI or cloud native capabilities. Filling this gap requires a considerable skill increase that is difficult to achieve. “
Waste and shadow IT
These concerns are compounded by poor technology decisions and wasteful IT spending, according to the study. Almost two-thirds (58%) of those surveyed said they had wasted between $ 1 million and $ 10 million in the last five years buying the wrong IT solutions. At the same time, only 12% said that all of their IT investments paid off in the last five years.
This sense of waste has been compounded by the pandemic, which has led companies to rapidly implement new technologies without having enough time for planning or impact assessments.
“There were many IT success stories during the pandemic, but the urgency required and the speed of reaction also led to the implementation of certain systems that are now proving difficult to evolve and adapt,” said Don Schuerman. “As a result, some new digital silos have been created and some poorly executed approaches to using technologies like low code have created shadow IT groups. “
This signals bad news for IT managers hoping to get more money for digital transformation projects in the coming months and years, and Pegasystems found that 29% of respondents are concerned that the IT department is underfunded. Unless roles, tasks and budgets are established. more effective.
IT role redesign
According to Pegasystems, the adoption of new automation and cloud computing technologies will also result in a review of leadership roles within the IT department, as well as the types of skills required for leadership positions.
With technology taking on more cleaning tasks and more IT functions automated or pushed to the cloud, human skills and strategy, as opposed to hard technical skills, will dominate job descriptions, the report says.
Data management, for example, was cited as the most important skill by 62% of IT managers today. However, only 33% of them think it will be so important in two years.
Similarly, 39% of respondents cited coding knowledge as an essential part of the job, but only 25% believe it will be a key skill by 2023.
When it comes to leadership skills, executives will experience significant growth, according to Pegasystems. Problem solving skills will be especially important for managers struggling to implement new technologies within complex legacy systems.
More “IT generalists”?
The demand for specialized IT managers with intrinsic expertise in a particular technology or technical skill will also decline. Instead, IT managers are expected to become “IT generalists” with extensive knowledge of the field. As such, more than 70% of IT managers surveyed said that acquiring and learning new skills will have the greatest impact on their jobs.
Greater attention to interpersonal skills could help improve organizational diversity, equality, and inclusion efforts, which have been identified as a major challenge in high-risk, high-value sectors, including healthcare, healthcare (35 %), financial services (33%) and commercial insurance (37%).
“Having a more diverse IT workforce, in terms of gender, disability, sexuality and other marginalized groups, will help these sectors apply a layer of human knowledge and business logic, all in order to provide more accurate and unbiased recommendations.” the report says. “Organizations will need to use different strategies to attract more women and other marginalized identities to the IT industry. However, an increased focus on problem solving and emotional and social skills, coupled with the increasing use of intelligent automation and low-code platforms, could also lower barriers to entry. “
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