CIO’s Top 4 concerns for 2022

With businesses picking up and the economy regaining momentum, a lot needs to be done to stay competitive and increase productivity. In the coming year 2022, CIOs will be concerned about four key areas to help guide their organization toward success.

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1. Adapt your technology to your customer’s needs. Remember, Only one boss rules. Your customer:

Until a greater effort is made to understand the customer, the CIO and IT departments will be the strategists, not the shapers. Interestingly, fewer than half of technology leaders believe that their organizations have led the design of e-commerce and online experience well. IT is more likely to misunderstand what customers value and how technology can help deliver it if it is farther away from the customer.

Organizations that focus on technology often bring developers into direct contact with product managers and customers. We find that developer teams are just as skilled at spotting functional needs as product teams, with the added advantage that they can act on those observations immediately by turning them into code.

Incorporating this level of technology begins with CEOs making sure that technology experts form a core group and embed developers in product and sales teams to develop the products customers want.

2.  Cloud computing should be at the center of your technology strategy:

When it comes to performance and effectiveness through cloud migration, these can yield substantial financial benefits, but they primarily equate to enhancements over what information technology already offers. IT directors must focus on the greater goal of facilitating or driving new businesses, innovative techniques, and new revenue streams enabled by the cloud.

Business leaders should master cloud economics and aim for business areas that will benefit from the rapidity, agility, and scalability associated with cloud computing.

3. Develop a talent strategy that emphasizes developer experience:

A business’s ability to produce great results can be greatly influenced by top-notch tech talent. According to recent research, rethinking people and managing talents are among the most valuable investments an organization can make. The majority, however, focus too much on finding top tech talent rather than creating a world-class workplace. Over 80 % of chief technology leaders stated that locating the right skilled talent is their top concern.

For CIOs, attracting and retaining talent begins with creating an inner organizational culture that appeals to developers. In terms of technology’s effect on business productivity, there is no better enabler than creating an environment of psychological comfort (where developers feel comfortable bringing up issues openly).

CIOs can play key roles in exhibiting and supporting certain behaviors, such as showing support for coworkers rather than just employees and regularly seeking opinions from them that can contribute to psychological well-being.

The best companies empower developers even further with top-of-the-line planning and development tools. As a key indicator of success, CIOs can leverage the developer experience to drive cultural change.

Also, organizations must ensure their brightest developers are doing the most valuable tasks. Also, these chief information leaders must allow developers the flexibility to make choices about the projects they want to work on.

4. The fastest learners will prevail:

Darwin observed that it isn’t the strongest or the smartest species that survives but the most adaptable one.

This means that the survival of the fittest and the most intelligent will not be determined by their strength; rather it will be determined by their ability to adapt to change. In order to succeed, companies must be able to adapt quickly, whether they learn a new programming language, integrate technology, or transform their business strategy.

The CIO must embrace an extensive understanding of learning that extends further than workshops and certifications. Establishing periodic skill forecasts, creating training programs on “relevant skills,” collaborating with external institutions to create opportunities for their people to develop new skills, and building an environment that allows people to exchange knowledge are all part of the plan. 

It will also determine how well businesses generate value if non-tech people, including CEOs and board members, can use technology. Thus, CIOs should prioritize & strive to improve tech literacy in the organization. However, an adult learns faster through experience, so CIOs should collaborate with business leaders to recruit tech champions who can troubleshoot with the tech they already own. The CIO should also push departments to become more tech-savvy.


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