Is the cloud talent shortage holding your organization back?
Worldwide Strategy & Portfolio, Cross Industry (Supply Chain, ESG, Engineering, Customer Experience, Intelligence Automation, ERP) in Manufacturing, 1,001 - 5,000 employees
I think that the talent shortage is indicative of the IT world or workforce in general. You have industry 4.0, the digital acceleration—especially post-COVID—where there are a certain amount of people that have accelerated and then the rest of the workforce is coming up to meet them, all while everybody's trying to remain competitive. It's catching what we're doing and the infrastructure still hasn't caught up, not just in security but everywhere. We're just trying to get ourselves to a point where we can not tread water and really propel forward, but it takes a lot of that infrastructure and upskilling to get there.Senior Director, Technology Solutions and Analytics in Telecommunication, 51 - 200 employees
I don't think there is a shortage of cloud talent. Talent is everywhere and snowballing. The problem is that candidates expect better than the market and competitive benefits that fit into the new generations. Organizations need to think long and hard about cloud talent and hiring policies to attract good talent. E.g., student loans are a considerable burden on younger professionals. Organizations need to realize that they can't just sit around and wait for people to apply for good talent. They need a recruiter who can search LinkedIn for people actively looking for new opportunities and not. People that we have scooped up not looking for opportunities are some of our best employees.
Director of IT in Healthcare and Biotech, 10,001+ employees
Not talent shortage, but lack of long term vision and planning along with investment is what holding organizations back.Content you might like
Slow recovery response times34%
Data availability is limited49%
Too expensive to scale effectively52%
Difficult to manage for widespread use37%
Prone to misconfiguration12%
No - There are no drawbacks7%
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Chief Information and Technology Officer, 1,001 - 5,000 employees
It always goes back to the requirements. As an example: we just went through a privileged account management RFI that we then moved to RFP and one of the requirements was that it needed to be highly available. In other words, ...read moreChief Information and Technology Officer, 1,001 - 5,000 employees
We utilize our Gartner executive partner for this. As an example, our CISO and myself were creating a deck for our Board, but we thought it probably wouldn’t resonate. Our EP helped us provide visuals to bring it all together ...read more
At least for my organization, one of the things that I've been requesting is deployment training so that we can make a true transformational pivot from on-prem. To get out of the deprecated hardware or software, what has to change is the thought process and behaviors. You don't want to lift and shift junk to your new environment, so that means you have to learn new ways of developing and capturing those user experiences to make sure you're not rearchitecting functionality in a way that's just not going to work in the cloud. It's a different beast.
That hands-on deployment training is the missing component. We tick the box because we provided all this training but then we didn't really enable the transformation because the employees aren't skilled to be deployment-ready. It's a big gap. Then we sit back and we wonder why we're not moving fast enough.