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1、R E P O R TM U L E S O F T R E S E A R C HInsights from 1,000 IT leaders on people,processes,and technologyIT Leaders Pulse Report 2022:Retail and Consumer Goods 2Contents About this reportForewordExecutive summary:Retail and consumer goods sector030425101705Process:Bringing IT and business teams to

2、getherFrom technology enabler to business leaderPeople:Enhancing the employee experience06Technology:Empowering the workforce and creating exceptional experiences38Measuring future IT success3Retailers and consumer goods companies face an increasingly difficult list of challenges as they strive to b

3、uild seamless commerce experiences across multiple channels,improve operational efficiency,and meet increasing customer and consumer demands.Already tasked with managing a plethora of networks,devices,and applications critical to business growth,IT teams have now been elevated to a strategic role,ch

4、arged with driving multiple digital transformation initiatives often with little increase in team capacity or resources.These technology challenges are not unique to the retail and consumer goods sector,which means IT leaders are in high-demand.As a result,IT retention grows more challenging every y

5、ear and can impact innovation if unaddressed.But IT teams dont need to throw in the towel leveraging the right technology strategy with easy-to-use tools that empower everyone can help mitigate these challenges and drive improved business results.Aurlie Martin,Manager of Integration and Application

6、Support,SMCP SAY A BEST-OF-BREED APPROACH HAS LED TO IT COMPLEXITY.83%34%PLAN TO INCREASE USE OF LOW/NO CODE DEVELOPMENT TOOLSIN THE NEXT 12 MONTHS.CONFIRM THAT THE GREAT RESIGNATION HAS WORSENED THE IT SKILLS GAP,WITH THE LARGEST GAPS IN THREE AREAS:56%IT AND SOLUTION ARCHITECTURE.43%CLOUD/INFRASTR

7、UCTURE MANAGEMENT.39%SECURITY/INFOSEC.98%SAY EXISTING IT PROCESSES ARE HINDERING EMPLOYEE EXPERIENCE.95%PLAN TO INVEST IN NEW TECHNOLOGY TO ADDRESS THE SKILLS GAP.61%ARE CREATING FUSION TEAMS BLENDING WORKERS WITH TECHNOLOGY,ANALYTICS,AND DOMAIN EXPERTISE WHO SHARE RESPONSIBILITY FOR BUSINESS AND TE

8、CHNOLOGY OUTCOMES.71%56%CITE PEOPLE AND PROCESSES AS THE TOP IT INVESTMENT,AHEAD OF TECHNOLOGY(44%).THE SKILLS GAP INTENSIFIESTECHNOLOGY IS AN INVESTMENT PRIORITYCOMPLEXITY CONTINUESIT AND BUSINESS ARE ALIGNINGThe Great Resignation a recent phenomena where workers left or switched jobs in mass numbe

9、rs as a result of shifting personal and professional priorities following the pandemic has evolved the role of senior IT leaders.Their focus has shifted from technology-centric to creating strategic people-and experience-centric capabilities enabled by the technology for customers and employees.The

10、retail and consumer goods sector is no exception.Retailers and consumer goods companies are under increased pressure from supply chain challenges,inflation implications,and the changing global economy.In turn,their IT teams are feeling the impact of greater demands and are looking to technology stra

11、tegies and investments to help deliver customer value faster.The findings of this report reveal the critical need for companies within the retail and consumer goods sector to reevaluate IT operating models,increase alignment to ease the pressure on IT teams,and empower everyone across the enterprise

12、 to innovate.MuleSofts IT Leaders Pulse Report,in partnership with Vanson Bourne,was produced from interviews with 1,000 senior IT leaders across the globe.Out of 1,000,149 were senior IT leaders from the retail and consumer goods sector.Below are the statistics specific to this industry.Executive s

13、ummary:Retail andconsumer goods sector 4IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODS5MuleSofts IT Leaders Pulse Report,in partnership with Vanson Bourne,was produced from interviews with 1,000 senior IT leaders across the globe.We conducted an online survey during June and July 2022 with p

14、articipants from the United States,the United Kingdom,France,Germany,the Netherlands,Australia,Singapore,Hong Kong,and Japan.We used a rigorous,multi-level screening process to ensure that only suitable candidates participated in the survey.Respondents are all senior IT leaders,which are defined as

15、those who hold a departmental or intermediate managerial position or above within the IT function.All respondents work at an enterprise organization in the public or private sector with at least 1,000 employees.About the reportFrom technology enabler to business leader S EC T I O N 01Experiences bec

16、ome increasingly importantAs digital transformation increasingly drives business strategy,senior IT leaders are moving from acting as IT operators to business leaders with deep technical expertise.Organizations are now realizing the importance of creating positive employee experiences to attract and

17、 retain talent after the Great Resignation.This type of exceptional experience is also expected for customer interactions.Today,86%of senior IT leaders agree that the experience an organization provides is as important as its products and services.86%14%OF SENIOR IT LEADERS AGREE THAT THE EXPERIENCE

18、 AN ORGANIZATION PROVIDES IS AS IMPORTANT AS ITS PRODUCTS AND SERVICES.01 From technology enabler to business leader7IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSSuccess relies on tech-enabled experiences Roughly four out of five of respondents agree that improved customer-facing and employ

19、ee technologies are critical for their organization to compete.This means that senior IT leaders are now making important business decisions with technology-enabled experiences in mind.This includes everything from technology investments to workplace environments to team structures and opportunities

20、.85%15%OF SENIOR IT LEADERS AGREE THAT IMPROVED CUSTOMER-FACING TECHNOLOGY IS CRITICAL FOR THEIR ORGANIZATION TO COMPETE.OF SENIOR IT LEADERS AGREE THAT IMPROVED EMPLOYEE TECHNOLOGY IS CRITICAL FOR THEIR ORGANIZATION TO COMPETE.85%15%01 From technology enabler to business leader8IT LEADERS PULSE REP

21、ORT 2022:RETAIL AND CONSUMER GOODS9IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSSenior IT leaders are shifting their investment priorities.Across all industries,IT investment priorities over the next 12 months are evenly split,with half going toward technology and the remainder being spent

22、on people and processes.The remainder of this report highlights the ways organizations are using or plan to use automation,best-of-breed technologies,and low/no-code tools to empower their employees and create market-winning experiences.IT investing in technology,people,and processesTECHNOLOGYPROCES

23、SESPEOPLE(EMPLOYEES)How organizations plan to prioritize IT investments over the next 12 months:50%26%24%01 From technology enabler to business leaderPeople:Enhancing the employee experienceC U S T O M E R S P O T L I G H Tits a new era for the world of work.as people recalibrate their lives,values,

24、and priorities,many are leaving their jobs in search of better employment conditions and opportunities.accelerated by the pandemic,the great resignation has created new expectations for senior it leaders.Workers today want employers that offer work-life balance,remote-or hybrid-working policies,more

25、 meaningful work,flexible hours,or higher pay.and as companies lose talent,they experience short-term business disruptions and skills gaps that can become increasingly difficult to fill.to appeal to top talent in todays job market,companies must offer more than a competitive salary they must also co

26、nsider employee wellbeing.many senior it leaders are already recognizing this and are urgently adjusting their operations to center their focus on people.02 PeoPle:enhancing the emPloyee exPerience11IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSWellbeing is shaping the future of workEmployee

27、 wellbeing now an investment priorityWhile technology remains a standout priority,nine out of ten senior IT leaders agree that investment in people is hugely important and theyre reevaluating their investment budgets accordingly.Over the next 12 months,the majority of respondents plan to invest in i

28、mproving IT employee wellbeing,ahead of upskilling and increasing team headcount.This includes providing enhanced remote and flexible working capabilities.IT team investment priorities over the next 12 months:87%13%INVESTING TO IMPROVE IT EMPLOYEE WELLBEINGUPSKILLING EXISTING IT EMPLOYEESINCREASING

29、IT HEADCOUNT82%78%68%OF SENIOR IT LEADERS AGREE THAT INVESTING IN PEOPLE IS HUGELY IMPORTANT.02 PeoPle:enhancing the emPloyee exPerience12IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSSkills gaps related to implementation and management of new technologies is not a new issue for IT.However,t

30、he Great Resignation has made the problem much worse across a wide spectrum of IT functions.Most notably,three out of five(60%)senior IT leaders say they now have skills gaps within their IT and solutions architecture function,while almost half(45%)see gaps when it comes to cloud and infrastructure

31、management.Where has the Great Resignation created skills gaps for IT:Skills gap stretch across IT functionsIT AND SOLUTION ARCHITECTURECLOUD/INFRASTRUCTURE MANAGEMENTSECURITY/INFOSEC60%45%40%39%38%38%34%34%29%3%SOFTWARE DEVELOPMENTDEVOPSNETWORK AND SYSTEMS INTEGRATIONDATABASE ADMINISTRATIONBUSINESS

32、 ANALYSIS/INTELLIGENCEPROJECT MANAGEMENTNO SKILLS GAPS HAVE BEEN CREATED DUE TO RECENT DISRUPTIONS IN THE LABOR MARKET02 PeoPle:enhancing the emPloyee exPerience13IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODS60%58%57%53%51%Many senior IT leaders are turning to automation and self-serve init

33、iatives to address the growing skills gap.Across industries,58%of organizations are tackling this by automating tasks and processes,while 53%are empowering non-technical employees to meet their own needs.Other strategies include outsourcing IT functions and reskilling existing employees.Empower your

34、 organization with an end-to-end automation strategy.Watch now.How organizations are addressing the IT skills gap:Addressing the skills gap with automationINVESTING IN NEW TECHNOLOGIESAUTOMATING TASKS/PROCESSESOUTSOURCING IT FUNCTIONSEMPOWERING NON-TECHNICAL EMPLOYEES TO MEET THEIR OWN IT NEEDSRESKI

35、LLING EXISTING EMPLOYEES02 PeoPle:enhancing the emPloyee exPerience14IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSAs more people leave their current roles,organizations struggle to hire people with the right skills.Nearly three quarters(73%)of senior IT leaders agree that acquiring IT talen

36、t has never been harder.As a result,the challenge of talent acquisition now influences technology choices for 98%of organizations.and reskilling existing employees.Technology choices driven by talent acquisition challengesOF ORGANIZATIONS SAY THAT TALENT ACQUISITION CHALLENGES INFLUENCE TECHNOLOGY I

37、NVESTMENT DECISIONS.98%OF SENIOR IT LEADERS AGREE THAT ACQUIRING IT TALENT HAS NEVER BEEN HARDER.73%26%02 PeoPle:enhancing the emPloyee exPerience15IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSCompanies are adapting their people strategy to build a workforce that meets the needs of the busi

38、ness today and tomorrow.This means widening their recruitment criteria 80%of senior IT leaders are seeking developer talent from non-traditional backgrounds and focusing on upskilling and reskilling workers.At the same time,86%of senior IT leaders agree that business acumen is an important skill for

39、 technical talent.Widening recruitment criteria80%20%86%14%OF SENIOR IT LEADERS AGREE THAT THEY SEEK DEVELOPER TALENT FROM NON-TRADITIONAL BACKGROUNDS(E.G.,VETERANS,NON-TECHNICAL PEOPLE CHANGING CAREERS,ETC.)OF SENIOR IT LEADERS AGREE THAT BUSINESS ACUMEN IS AN IMPORTANT SKILL FOR TECHNICAL TALENT.0

40、2 PeoPle:enhancing the emPloyee exPerience16IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODS17IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSEighty-six percent of senior IT leaders recognize that they must improve their training and development resources to properly upskill and reskill

41、employees in other areas or as an incentive to attract new talent.While people are an important piece of the puzzle,an IT and business strategy also requires efficient processes to be successful.Move to improvedevelopment resources86%14%OF SENIOR IT LEADERS AGREE THAT THEIR ORGANIZATION NEEDS TO IMP

42、ROVE THEIR TRAINING AND SKILL DEVELOPMENT RESOURCES.02 PeoPle:enhancing the emPloyee exPerienceProcess:Bringing IT and business teams together98%2%OF SENIOR IT LEADERS AGREE THAT WORKING PROCESSES BETWEEN IT AND BUSINESS TEAMS COULD BE SIGNIFICANTLY IMPROVED.Improved collaborative processes needed b

43、etween IT and business teams IT is no longer just a technology enabler;IT now solves business-critical problems,tackles major business objectives,and helps develop competitive advantages with technology.This shift requires IT and business teams to work in closer collaboration for strategic objective

44、s.However,more than half of respondents(54%)think that working processes between IT and business teams could be significantly improved while only 2%said there was no room for improvement.Learn how IT and business team alignment impacts business outcomes.Download report.03 Process:bringing it and bus

45、iness together19IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSWhere do process improvements fall for IT organizations:Forty-six percent of senior IT leaders say making process improvements is a major priority for their organization over the next 12 months with many reporting that their exist

46、ing processes are hindering progress.This push to improved processes is particularly prevalent in the communications,media,and technology(CMT)industry(60%),as well as the public sector(52%).Process improvements are a key priority for ITMAJOR PRIORITYMODERATE PRIORITYMINOR PRIORITY46%48%6%03 Process:

47、bringing it and business together20IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSWhere IT processes are hindering the organization:Nine out of ten(91%)senior IT leaders say that existing IT processes are blocking their teams productivity.Process challenges are also hindering innovation,techn

48、ology adoption,and customer and employee experiences.Existing processes block productivity and transformationCUSTOMER EXPERIENCE32%42%18%EMPLOYEE EXPERIENCE34%40%18%TECHNOLOGY ADOPTION34%39%19%PRODUCTIVITY31%43%18%INNOVATION36%38%18%TO A MAJOR EXTENTTO A MODERATE EXTENTNOT AT ALL03 Process:bringing

49、it and business together21IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSWhere IT processes need to improve to support innovation:Most IT leaders believe processes need to improve across a range of IT functions including data management,integration,and security and governance to support innov

50、ation effectively.Innovation hinges on process improvements DATA MANAGEMENT/ANALYTICS6%47%47%IT INTEGRATION5%49%46%SOFTWARE DEVELOPMENT7%45%49%SECURITY&GOVERNANCE6%45%49%IT SERVICE MANAGEMENT8%46%46%THEY COULD BE SIGNIFICANTLY IMPROVEDTHEY COULD BE SOMEWHAT IMPROVEDNO ROOM TO BE IMPROVED03 Process:b

51、ringing it and business together22IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSHow organizations are using or planning to use fusion teams:To address process challenges,senior IT leaders are looking to create fusion teams.These are multi-disciplinary teams that blend workers with technology

52、,analytics,or domain expertise and who share responsibility for business and technology outcomes.Already 69%of organizations have created or are in the process of rolling out fusion teams,and an additional 22%plan to do so within the next 12 months.Of organizations with fusion teams already in place

53、,63%of IT leaders say these teams have helped the business meet its goals.Fusion teams bridge alignment and drive success37%63%OF SENIOR IT LEADERS SAY THAT FUSION TEAMS HAVE HELPED THEIR BUSINESS MEET ITS GOALS.28%41%22%6%3%WE HAVE ALREADY CREATED FUSION TEAMSWE ARE IN THE PROCESS OF CREATING AND R

54、OLLING OUT FUSION TEAMSWE ARE PLANNING TO INTRODUCE FUSION TEAMS IN THE NEXT 12 MONTHSWE ARE PLANNING TO INTRODUCE FUSION TEAMS BEYOND 12 MONTHSWE ARE INTERESTED IN THE CONCEPT BUT HAVE NO PLANS TO INTRODUCE FUSION TEAMS03 Process:bringing it and business together23IT LEADERS PULSE REPORT 2022:RETAI

55、L AND CONSUMER GOODS24IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSFusion teams also deliver value across the business via improved efficiency,higher employee and customer satisfaction,increased agility,and accelerated innovation.Both people and processes rely heavily on technology to meet

56、business objectives.The next section looks at the ways organizations are using technology to make people and processes more efficient.Fusion teams adding value across the businessExpected outcomes from fusion teams:58%57%53%53%GREATER EFFICIENCY/REDUCED COSTS60%IMPROVED EMPLOYEE SATISFACTIONIMPROVED

57、 CUSTOMER SATISFACTIONINCREASED AGILITYACCELERATED INNOVATION03 Process:bringing it and business togetherTechnology:APIs,integration,automation,and low/no-codeALWAYS STANDARD41%MOSTLY STANDARDROUGHLY EVEN SPLIT BETWEEN STANDARD AND CUSTOMIZED26%24%MOSTLY CUSTOMIZED9%ALWAYS CUSTOMIZED1%Processes IT o

58、rganizations use to adopt new software:Implementing new software allows organizations to evaluate their existing processes and standardize them.However,75%of organizations require customized processes when adopting new software to meet their business requirements.This is one of many considerations s

59、enior IT leaders face as they look to future-proof their technology stack.New software requires custom implementation processes04 technology:aPis,integration,automation,and loW/no-code tools26IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSOF SENIOR IT LEADERS PREFER TO UPDATE OR UPGRADE EXIST

60、ING SOLUTIONS WHEREVER POSSIBLE,RATHER THAN REPLACING THEM.72%28%IT is leaning in to existing investments,rather than buying new technologyMost IT leaders(72%)prefer to update or upgrade existing solutions wherever possible,rather than replacing them.With growing economic headwinds,many organization

61、s are looking to extract further value from their existing infrastructure instead of making investments in brand new technology.04 technology:aPis,integration,automation,and loW/no-code tools27IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSBest-of-breed approach can lead to greater IT complex

62、ityOrganizations are using best-of-breed technologies to create new customer and employee experiences.While a best-of-breed strategy can increase agility,81%of respondents say that this approach correlates to struggles with IT complexity especially within the healthcare sector(87%).OF IT LEADERS AGR

63、EE A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.81%19%04 technology:aPis,integration,automation,and loW/no-code tools28IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSIntegration projects take too long and cost too muchIn order to create connected experiences,

64、organizations need integration.Two-thirds(66%)of IT leaders believe data or system integration projects take too long and 69%of them say they are too expensive.At the same time,68%of senior IT leaders recognize that a lack of data or system integration creates a disconnected customer experience,whic

65、h damages customer loyalty and retention.68%32%OF SENIOR IT LEADERS LEADERS AGREE THAT A LACK OF DATA OR SYSTEM INTEGRATION CREATES A DISCONNECTED CUSTOMER EXPERIENCE WITHIN THEIR ORGANIZATION.66%34%OF SENIOR IT LEADERS BELIEVE DATA OR SYSTEM INTEGRATION PROJECTS TAKE TOO LONG.69%31%OF SENIOR IT LEA

66、DERS BELIEVE DATA OR SYSTEM INTEGRATION PROJECTS ARE TOO EXPENSIVE.04 technology:aPis,integration,automation,and loW/no-code tools29IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSHow integration concerns influence an organizations decision to build a new application or software in-house:Integ

67、ration now major factor in purchasing decisionsIntegration struggles are now influencing buying decisions.Most(98%)of senior IT leaders say that new technology investments are influenced by a tools ability to integrate with existing technology.While roughly 90%say that the decision to build or buy i

68、s influenced by integration concerns.How integration with existing technology influence IT investment decisions:How integration concerns influence an organizations decision to buy a new application or software:37%53%8%1%TO A MAJOR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALL59%39%2%TO A MAJ

69、OR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALLTO A MAJOR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALL41%50%8%1%04 technology:aPis,integration,automation,and loW/no-code tools30IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSHow organizations plan to use low/no-code tools ove

70、r the next 12 months:Low/no-code tools play a key role in IT strategy Faced with a lack of coding talent,many senior IT leaders are turning to low/no-code tools to enable business users to build and test new experiences.Almost all organizations(96%)currently use low/no-code tools and 36%plan to incr

71、ease their use over the next 12 months.WE CURRENTLY USE THEM AND PLAN TO INCREASE USEWE CURRENTLY USE THEM AND PLAN TO DECREASE USE36%53%WE DONT CURRENTLY USE THEM,BUT PLAN TO7%3%WE CURRENTLY HAVE NO PLANS TO USE THEM2%WE CURRENTLY USE THEM AND PLAN TO MAINTAIN USE04 technology:aPis,integration,auto

72、mation,and loW/no-code tools31IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSCurrent IT strategies for low/no-code tools:Variety of low/no-code strategies usedIT leaders have various approaches for implementing low/no-code tools.An upfront strategy is used by 32%of organizations in parts of t

73、heir business,31%have adopted a bottom-up approach driven by developers or systems integrators,while 26%have implemented an upfront strategy across a majority of the business.BOTTOMS-UP APPROACH DRIVEN BY DEVELOPMENT TEAMS/SYSTEM INTEGRATORSUPFRONT STRATEGY THAT IS IMPLEMENTED IN PARTS OF THE BUSINE

74、SSUPFRONT STRATEGY THAT IS IMPLEMENTED IN THE MAJORITY OF THE BUSINESSMANDATORY COMPANY-WIDE LOW/NO-CODE STRATEGY FOR ALL PROJECTS31%32%26%7%04 technology:aPis,integration,automation,and loW/no-code tools32IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSautomation maturity is growing as more o

75、rganizations turn to automation to enhance customer experiences and product/service quality.two-thirds of organizations(67%)have either automated their it operations and many have introduced automation across other business functions including finance,customer support,marketing,sales,and hr.however,

76、fully automated processes remain quite low with an average of 23%of organizations saying theyve reached this across business functions.Automation is driving process efficiencySee how automation is already revolutionizing the way the world works.Read more.04 technology:aPis,integration,automation,and

77、 loW/no-code tools33IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSHow automated are the following business functions:5%11%17%34%33%7%12%22%37%22%6%14%22%36%22%6%13%25%34%22%6%14%19%38%22%6%15%24%35%20%5%14%21%36%24%6%16%22%33%21%NO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDARO

78、UND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESIT OPERATIONSNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESCUSTOMER SUPPORTNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESS

79、ES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESMARKETINGNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESSALESNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESS

80、ES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESENGINEERINGNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESHRNO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSE

81、S AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESFINANCENO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND HALF OF PROCESSES AUTOMATEDMOST PROCESSES AUTOMATEDFULLY AUTOMATED PROCESSESEMPLOYEE ONBOARDING04 technology:aPis,integration,automa

82、tion,and loW/no-code tools34IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSTop 5 business priorities over the next 12 months:Information security#1 priority for businessWith new laws and regulations emerging every year requiring businesses to adhere to complex data control requirements,data p

83、rivacy and protection remain top of mind.Information security is the most significant business priority for organizations in the next 12 months,ahead of digital transformation and cloud strategy.DIGITAL TRANSFORMATIONINFORMATION SECURITY CLOUD STRATEGYDATA STRATEGYCUSTOMER EXPERIENCE28%30%24%22%21%0

84、4 technology:aPis,integration,automation,and loW/no-code tools35IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSSecurity degrading customer experienceMore than three-quarters(77%)of senior IT leaders agree that internal security and governance risks are as high as external ones with 83%saying

85、they monitor how employees access and use customer data.However,maintaining high-quality customer experiences while securing data can be a challenge.Sixty-three percent of IT leaders say their security and governance controls degrade the customer experience.63%37%OF SENIOR IT LEADERS BELIEVE THAT TH

86、EIR ORGANIZATIONS SECURITY AND GOVERNANCE CONTROLS DEGRADE CUSTOMER EXPERIENCE.77%23%OF SENIOR IT LEADERS AGREE THAT INTERNAL SECURITY AND GOVERNANCE RISKS ARE AS HIGH AS EXTERNAL RISKS.83%17%OF SENIOR IT LEADERS SAY THAT THEIR ORGANIZATION MONITORS HOW EMPLOYEES ACCESS AND USE CUSTOMER DATA.04 tech

87、nology:aPis,integration,automation,and loW/no-code tools36IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODS37IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSEighty-three percent of senior IT leaders say public concerns over data privacy have prompted their organization to increase securit

88、y and governance investments.For 84%,data protection regulations such as GDPR and CPRA have influenced investment decisions.Most organizations are also communicating with customers about their data security strategy with 82%saying they are transparent with customers about how their data is used.Data

89、 privacy concerns driving security and governance investments82%18%OF SENIOR IT LEADERS SAY THEY ARE TRANSPARENT WITH CUSTOMERS ABOUT HOW THEIR DATA IS USED.83%17%OF SENIOR IT LEADERS SAY PUBLIC CONCERNS OVER DATA PRIVACY HAVE PROMPTED THEIR ORGANIZATION TO INCREASE SECURITY AND GOVERNANCE INVESTMEN

90、TS.84%16%OF SENIOR IT LEADERS AGREE THAT DATA PROTECTION REGULATIONS,SUCH AS GDPR AND CPRA,HAVE PROMPTED THEIR ORGANIZATION TO INCREASE SECURITY AND GOVERNANCE INVESTMENTS.04 technology:aPis,integration,automation,and loW/no-code toolsMeasuring futureIT successOF SENIOR IT LEADERS SAY THEYVE HAD TO

91、DEVELOP NON-IT SKILLS TO BECOME MORE STRATEGIC WITHIN THEIR ORGANIZATION.The role of senior IT leaders has shifted dramatically in recent years more than any other enterprise function.As technology becomes increasingly integral to business success,so has the senior IT leaders influence in shaping or

92、ganizational strategies in the modern digital era.In a post-pandemic world,senior IT leaders require a skill set that is much broader than technology expertise.The evolving role of senior IT leaders84%16%05 measuring Future it success39IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODS53%52%50%4

93、8%46%45%25%SERVICE AVAILABILITY/SYSTEM PERFORMANCEEMPLOYEE PRODUCTIVITYCOST REDUCTION/OPTIMIZATIONCUSTOMER EXPERIENCEEMPLOYEE EXPERIENCEPROJECT DELIVERYSALESKPIs IT leaders are being measured on:Roughly half of all senior IT leaders are now evaluated on employee productivity(52%),cost reduction and

94、optimization(50%),and customer(48%)and employee experience(46%).This varies between industries;for financial services and insurance,for example,62%of senior IT leaders are measured on employee productivity.IT now measured by productivity,cost reduction,and experiences05 measuring Future it success40

95、IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODS41IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSAs economic conditions remain volatile,senior IT leaders are under pressure to empower their organization to remain agile while focusing on meeting business goals.However,three-quarters(74%)

96、of respondents say project backlogs are preventing them from working on strategic initiatives.To overcome these challenges,organizations need to leverage APIs,automation,and low/no-cost tools to create connected customer and employee experiences.By automating processes where feasible,senior IT leade

97、rs can realize value faster,accelerate innovation,and successfully support their organization navigate todays challenging landscape.IT burdened withproject backlogs74%25%OF SENIOR IT LEADERS AGREE THAT PROJECT BACKLOGS PREVENT THEM FROM WORKING ON STRATEGIC INITIATIVES.05 measuring Future it success

98、41it leaders Pulse rePort 2022:retail and consumer goods42IT LEADERS PULSE REPORT 2022:RETAIL AND CONSUMER GOODSWant to learn more?The state of digital transformation for retail and consumer goodsTake a look at the Connectivity Benchmark Report data through a retail and consumer goods lens to see ho

99、w digital transformation has become a critical driver of customer engagement and employee productivity.Read the reportBuild the connected retail experienceLearn how leading retailers use APIs to implement a strategy that enables agility,accelerated delivery,and automated security.Download the eBookO

100、wn your brand experienceDiscover how MuleSoft helps consumer goods companies accelerate new channel launches and create connected customer experiences.Watch the webinar05 measuring Future it successSalesforce,the global CRM leader,empowers companies of every size and industry to digitallytransform a

101、nd create a 360 view of their customers.For more information about Salesforce(NYSE:CRM),visit .Any unreleased services or features referenced in this or other press releases or public statementsare not currently available and may not be delivered on time or at all.Customers who purchaseSalesforce ap

102、plications should make their purchase decisions based upon features that arecurrently available.Salesforce has headquarters in San Francisco,with offices in Europe and Asia,and trades on the New York Stock Exchange under the ticker symbol“CRM”.For more information please visit ,or call 1-800-NO-SOFTWARE.MULESOFT IS A REGISTERED TRADEMARK OF MULESOFT,INC.,A SALESFORCE COMPANY.ALL OTHER MARKS ARE THOSE OF RESPECTIVE OWNERS.