Key Takeaways

• Work through autonomous, self-organizing networks of teams to respond to new business conditions. The survey found that 51% of highly composable enterprises empower autonomous, self-organizing networks of teams, compared to only 7% of low-composability enterprises.

• Practice adaptive strategy. Most highly composable enterprises set up strategic planning and budgeting as a continuous activity to adjust to change more easily. Almost two-thirds of high-composability survey respondents practice adaptive strategy to spot and respond to opportunities and threats on a more continuous basis.

• Empower employees to make decisions independently. Decentralized decision making paves the way for faster decision-making during periods of volatility.  

• Shape multidisciplinary teams to align on value. In a composable business, CIOs must proactively work with non-IT teams to meet evolving market demands.

• Embrace distributed accountability for digital outcomes across IT and the business, an imperative in the digital era. 

• Design business processes and technology together to optimize operations.

• Adopt iterative development as a default. As one example, developers can deliver immediate business value and pivot direction as needed with product-centric delivery.  Sixty percent of high-composability enterprises adopt this iterative development as default, compared to only 17% of low-composability enterprises.

• Mobilize technologies to support continuous cross-team collaboration and access to platforms, tools and knowhow to drive better performance. 

• Build out integration capabilities for data, analytics and applications rather than adopt a single instance of a fully integrated technology package. 

Learn more about the 2022 CIO Agenda and Technology Executive Survey findings in the associated Gartner press release.

Key Takeaways

• “Community expectations are high and patience is low. Citizens expect results from digital government transformation; they’re not interested in effort.”

• “Digitally advanced governments are more successful at scaling digital across the organization and more likely to realize more significant benefits across a wider range of areas.”

• “Be more aligned to business drivers - tap into business acumen, really understand the ambition and what’s driving your organization’s digital transformation to achieve the right successful program.”

• “Shift the focus of digital programs to create a more balanced approach across optimization and transformation. Incorporate the right balance into your organization at the right time.”

• “Drive more outcomes across a much wider range of investments and build contemporary practices and skills. You can’t rely on more traditional models of support.”

• “Put in place tangible metrics that allow you to calculate and articulate the benefit of your digital investments.”

Learn more about the state of digital government in the associated Gartner press release.

Key Takeaways

• “Eighty-six percent of IT employees would prefer a hybrid or remote model. Only 1% of HR leaders see no hybrid work in their organization once the pandemic passes.”

• “There’s never been a better time than right now to shed industrial era assumptions that are unnecessarily limiting. Unshackling from rigid hours, office overreliance and meeting mania can unlock hiring anywhere and working everywhere.”

• “Many things we always assumed about work turned out to be wrong. Trust the data, not your gut, to drive the journey to implementation outcomes.”

• “66% of IT employees say their ability to work flexibly will impact their decision to stay at an organization.” CIOs have the most at stake in the quest to keep their IT talent and may need more flexibility than the enterprise-wide work policy.

• “Thinking about hybrid just in terms of locations is not where the money’s at. You risk missing the bigger work design opportunity and being on the wrong end of those talent swings.” A recent Gartner survey found that 65% of IT workers would only consider a new job or position that allows them to work from a location of their choice.

• “A human-centric work design enables a human-deal employee value proposition to win in the overall war for IT talent.”

• “An outcome-driven and adaptive approach is needed to guide the path to outcomes and make the implementation of hybrid work stick.” Gartner recommends CIOs define clear, achievable outcome expectations with their teams and throughout the IT organization.