“Diversity, equity and inclusion (DEI) programs can help I&O leaders address their most important challenges: talent shortages, innovation bottlenecks and change resistance.”

“I&O leaders work in a monoculture which is fragile. That needs to change for I&O leaders to adapt to unpredictable and changing conditions.”

“To be successful in DEI, you need to adopt three principles. Be curious. Be collaborative. Be courageous.”

“Diversity is the outcome of inclusion and equity. To make your team more diverse, you need to make your team more inclusive. To attract and retain non-traditional talent, you must have equity and inclusion.”

Gartner research shows that culture change is the top challenge for 33% of I&O leaders.

“Since changing the culture of I&O is something that is keeping you up at night, you need to think and act differently. Facilitate psychological safety, and to understand psychological safety you need to understand agile DevOps.”

“Set goals to recognize your team members. Learn how each employee likes to be recognized and better understand your team.”

“The biggest challenge that IT has today, which was created by IT itself, is the expectation from the business that IT can work miracles. For instance, I&O is not allowed any downtime. It’s the new baseline.” 

“In today’s world, anywhere operations is not an option. It’s an imperative.”

“Anywhere operations is an IT operating model designed to support customers everywhere, enable employees anywhere and manage business services across infrastructures anywhere you need them.” 

“The speed at which you can deploy infrastructure equates to business value. It’s a prerequisite to succeed in a post-pandemic economic environment.” 

“The organic growth that the enterprise infrastructure mesh is experiencing drives chaos that needs to be met with a consistent, repeatable delivery process.” 

“A workload placement strategy driven by business factors such as risk and agility, rather than IT factors, will guide organizations through the chaos.”  

“To define the infrastructure of the future, I&O leaders need to define the possibilities and answer: Where will work be delivered from (e.g., colocation, cloud, edge) and for what reason (e.g., innovation, cost transparency)?” 

“As the majority of workers have increased expectations for workplace flexibility, I&O leaders need to consider how they can support a distributed enterprise. A big part of this is end-user computing (EUC).” 

“There are four core areas of the future of EUC in a digital, distributed workplace.”

Cloud powered EUC: IT leaders are increasing cloud-powered EUC investments in technologies such as UEM, DaaS and digital employee experience (DEX) management. 

User experience (UX) management: Workers prioritize tasks differently and organizations need to consider this in their UX EUC strategy. Work with HR to align worker needs with technology offerings to ensure worker productivity and well-being.

EUC support: Minimizing touch, reducing incidents and accelerating resolution speeds are a few aspects of a remote-first support environment. By 2024, endpoint analytics and automation will help digital workplace service staff shift 30% of time spent on endpoint support and repair to continuous engineering.  

EUC organization: Security compliance - or ensuring systems are patched and updated - is one of the biggest I&O challenges today. As the number of updates is expected to increase 5x by 2025, enterprises need to evolve into a continuous endpoint engineering cycle rather than the traditional linear approach.