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1、Rethinking IT operating models for the modern enterpriseHow organizations are redefining roles for IT and the C-suite in todays technology-fueled enterpriseMany factors are driving companies to reinvent the way they work.Competition.Consumer expectations.Economic headwinds.Climate impacts.Labor mark

2、ets.Sustainability goals.Resilience and cybersecurity.By far,though,the leading driver of change for todays businesses is technology.1Todays C-suite leaders are at a pivotal moment.Artificial intelligence(AI)is transforming the way work is being doneautomating repetitive tasks,optimizing workflows a

3、nd enabling better,data-driven decisions.The stakes are enormous.Organizations that embraced new technologies and pursued AI-fueled reinvention between 2019 and 2024 reported top-line performance that was 15%higher than their peers.That figure could double by 2026.2This explains why 86%of executives

4、 plan to increase their investment in Generative AI in 2025,primarily in the area of information technology(IT).3 And most global C-suite leaders63%plan to reinvent their IT function in the next three years to stay ahead of relentless technology disruptions.4 If youre in that group or soon plan to b

5、e,heres something to consider.The scope and pace of change today,driven mostly by technologies like gen AI and agentic architecture,goes beyond IT.This is not like disruptions of the past;simply updating or transforming your existing IT operating model wont solve the problem.Generative AI is trigger

6、ing a fundamental reassessment of how companies must operate and what ITs role should be.Business leaders today must ask:What is the future of the IT function?How should IT evolve in the age of gen AI,agentic AI and other emerging technologies?And,importantly,how can technology unlock revenue,income

7、 streams,innovations and shareholder value?Over the past few decades,new technologiesand the IT departments role in deploying and managing those technologieshave played a central role in driving market differentiation.But gen AI is changing the landscape.Its driving change in ways that were unimagin

8、able a few years ago,pushing technology strategy beyond the IT department and into the realm of business strategy.Functional areas across the organizationhuman resources(HR),finance,marketing,supply chain,legal,operationsnow have a hand in reinventing their work using gen AI and are influencing deci

9、sions in the C-suite.And“mega processes”are being used to create value and agility across these functions.52Rethinking IT for the modern enterprisePrefaceMany leaders are not prepared for the sweeping and hyper-accelerated changes that technologies like gen AI will bring.Chief executive officers(CEO

10、s)are struggling to understand howor whetheremerging technologies can deliver innovation,revenue and real value.Chief information officers(CIOs)and other technology leaders are grappling with how to restructure their IT departments to deliver value to the organization in the age of AI.This is as tru

11、e for technology leaders in business as it is for those working in public service,defense,healthcare and service-orientated industries.Every business is feeling pressure to evolve beyond traditional ways of working to create a modern,competitive,business technology operating model.This report examin

12、es the changing role of technology and the evolving role of CEOs and technical leaders in todays enterprises and organizations.It explores key considerations for reinvention in the era of AI and beyond,to take advantage not only of existing technologies,such as AI and agentic AI,but also the next wa

13、ve of emerging tech,such as quantum and cognitive digital brains.6Muqsit Ashraf Group Chief Executive StrategyLinkedInIn preparing this report,we drew on firsthand experience delivering AI-powered reinvention across our internal corporate functions at Accenture and for clients that are deploying gen

14、 AI to unlock new sources of value,innovation and growth.We also consulted a range of academics and industry thought leaders for insights on how future organizations will operate in the age of gen AI.Our goal with this report is to provoke thought and spark conversation about the technology-led futu

15、re of enterprise operating models and inspire C-suite leaders to proactively consider the changing realities of technology as they chart a path forward.Well also discuss actions you can take to create a tech-forward foundation for the future,including recommendations that are based on our own reinve

16、ntion at Accenture and our work on thousands of gen AI-led reinventions for clients.Ultimately,this guide provides insights based on experience.Were sharing what weve learned to help you evolve beyond traditional ways of working and lay the foundation for a modern,business technology operating model

17、 that will support your growth ambitions for years to come.3Rethinking IT for the modern enterprisePrefaceMuqsit Ashraf Group Chief Executive StrategyFrdric Brunier Senior Managing Director,Lead Technology Strategy&Advisory,EMEA and Lead Technology StrategyJenica McHugh Managing Director Technology

18、Strategy&AdvisoryAishwarya(Ash)Singh Managing Director Technology Strategy&Advisory4Rethinking IT for the modern enterpriseAuthorsTable of contentsIntroduction Amplified intelligenceDynamic skillsFluid boundariesAdaptable structuresOpportunities for action0609131721255Rethinking IT for the modern en

19、terpriseFigure 1:A technology-first focus across the C-suiteSource:Accenture 2025BusinesstechnologyoperatingmodelBusinessprioritiesTechnologystrategyCEOHow do I use technology to drive growth?CXOHow do I use technologyto make my function moreproductive and efficient?CIOHow do I use technologyto deli

20、ver value tothe business?You might remember a clever ad campaign that Intel ran a little over a decade ago.It was called Sponsors of Tomorrow and featured the tagline,“Our rock stars are not like your rock stars.”The ads focused on the amusingly weird,often mysterious,proudly nerd-centered culture o

21、f a major global company whose entire brand is built on IT.The ads marked a departure point for IT.The heroes of the adsIntels IT“rock stars”were shown theatrically in slow motion,strutting out of the shadows and into an adoring corporate spotlight.The techies who kept odd hours,spoke their own lang

22、uage and worked on the fringes of the organization were now entering the corporate mainstream.IT was finally getting the recognition it deserved as a major driver of business success.The ads were a hit.And they reflected reality.In a world where every company is focused on technology,the people who

23、control that technology and drive it forward are some of the most important and influential people in the organization.They belong in the C-suite,helping influence corporate strategy and advising the CEO on business strategy and execution.Thats the role many technology leaders play todaywhether they

24、 focus on information,technology,innovation,data or artificial intelligence.But with generative AI and other emerging technologies,the levers of control are starting to change.Whereas technology leaders used to have sole discretion in how an organizations technology was deployed,that control is now

25、in the hands of more people outside the IT department,many of whom are influencing major investments and managing how and where new technologies are used.Such is the impact of gen AI,agentic AI and other emerging tech:Companies are morphing at lightspeed and rethinking traditional roles.Perhaps more

26、 than any other period in history,technology is upending norms and changing how businesses operate and interact with technology.Thats why its not enough to simply adjust current IT processes and approaches to try to stay ahead of tech-led disruption.Corporate and public-sector leaders must rethink h

27、ow technology and its users in every corner of their organizations are guided,managed,measured and incentivized to make use of emerging tech.IT continues to play a key role,acting as advisors to the C-suite and guiding technology deployments across the organization.But IT departments are also pivoti

28、ng away from traditional IT operating models toward specialized services and leaner teams as technology practitioners disperse across the organization(see Table 1,below).6Rethinking IT for the modern enterpriseIntroductionRethinking technology and the role of ITBusinesses are reconsidering IT roles

29、and responsibilities.While technology leaders will continue to advise the C-suite,some IT practitioners will diffuse into the organization,reporting to business units that deploy and manage enterprise technology independent of the IT department.7Rethinking IT for the modern enterpriseTable 1From a t

30、raditional IT operating modelto a business technology operating modelOne large,dedicated IT team handles an organizations technology needs,overseen and directed by the CIO.More focused IT teams perform strategic,high-value activities and help drive technology innovation strategy while gen AI handles

31、 many routine IT tasks.The CIO is typically responsible for IT governance,technology selection,end-to-end solution delivery,application maintenance and infrastructure.The CIO is a regulator of technology and infrastructure,responsible for defining standards and policies for governance and cybersecur

32、ity.The enterprise is empowered to perform some IT activities that were traditionally the province of the CIO.IT practitioners have organization-wide duties,handling tasks such as system maintenance,software development,tech support,employee training and supplier management.IT practitioners handle b

33、usiness-critical IT activities such as managing data and cloud architecture,and overseeing teams of AI agents.They train teams on responsible AI use.Some IT practitioners who used to be part of the IT department are now embedded in business units(BUs)across the organization.The CIO manages the enter

34、priseIT budget and allocation.Spending on enterprise-wide IT investments continues to be assessed and guided by the CIO,but some business-technology investments are now governed and funded by the BUs.IT budget is allocated as a percentage of overall revenue.“Keep the lights on”activities are priorit

35、ized over innovation.Investment governance and funding are managed by the CIO.Technology budget is measured as value delivered per unit of investment.Technology budgets prioritize innovative tech and processes,such as deploying AI agents and enabling cognitive digital brains to improve human+machine

36、 interaction.Investment governance and funding decisions are made at the enterprise level,supported by the CIO.Four lenses provide a framework for rethinking the role of technology and the evolving nature of IT in the modern tech-led enterprise:Amplif fied intelligencehow human+machine capabilities

37、will drive new efficiencies and significant change in how tech is managed and governed.Dynamic skillshow new tools,service delivery models and roles are driving the need for continuous learning and upskillingand unleashing the power of IT.Fluid boundarieshow access to data and technology is democrat

38、ized across the business,resulting in flatter organizations and cross-functional teams.Adaptable structureshow AI is changing employee motivation and resetting expectations of how teams are structured and its dynamics as humans and machines collaborate.These lenses,originally defined in an Accenture

39、 report titled Reinventing enterprise models in the age of generative AI,provide a framework for thinking through the practicalities of reinventing core IT business functions and creating a reinvention-ready enterprise for the age of gen AI.7IT operatingmodel forthe modernenterpriseAmplifiedintellig

40、enceFluidboundariesAdaptablestructuresDynamicskillsContinuous ReinventionAnchor on purpose and experiencesnot on events as goalpostsconstantly changeAI is changing employee motivation and resetting expectations of how teams are structured and its dynamics as humans and machines collaborateNew tools,

41、service delivery models and roles are driving the need for continuous learning and upskillingand unleashing the power of ITAccess to data and technology is democratized across the business,resulting in flatter organizations and cross-functional teamsFigure 2:Four lenses for rethinking the role of te

42、chnology in organizationsSource:Accenture 20258Rethinking IT for the modern enterpriseIntroductionHuman+machine capabilities will drive new efficiencies and significant change in how tech is managed and governedAmplified intelligenceThe integration of human+machine capabilities,working together and

43、sharing tasks,will bring vast new efficiencies to the enterpriseand drive significant changes in how technology must be managed and governed across the enterprise.9Rethinking IT for the modern enterpriseRethinking IT for the modern enterpriseKey insights:Breakthroughs in human+machineintelligence re

44、quire that business leadersimprove their fluency and technical acumen.AI agents and cognitive digital brainswill deliver a generational leap forward inthe way that IT teams are supported bytechnology.A culture of trust is needed for newtechnologies to deliver business value,driving the need for resp

45、onsible AI at scale.Gen AI is changing the nature of IT:Its driving CIOs to focus on defining responsible policies and governance models to build trust in the technology.And its driving an urgent need for executives at every level,up to and including the CEO,to improve their technical fluency and ac

46、umen.Deep knowledge of emerging tech is vital for understanding where the tools can realistically deliver value.Its also a factor in building trust:those who deeply understand the technology are better equipped to get outputs that are accurate,meaningful and real.Amplifying human+machine intelligenc

47、eAmplified intelligence is a world where people and machines work better,faster and smarter together to improve efficiency across the organization.Its a great example of where the sum of the partshuman+machinedelivers a greater whole:a more capable,resilient and competitive enterprise.Generative AI,

48、agentic architectures and other breakthroughs are allowing more people in more areas of the business to select and deploy technology,blurring the line between business and tech.The natural language interface of gen AI tools allows non-tech users to easily interact with data and generate insights.As

49、technology improves,it is increasingly able to self-manage,work autonomously and fix its own defects without developer intervention.10Amplified intelligenceThe rise of AI agents and the cognitive digital brainThe single most important feature of AI is its ability to learn.With AI,companies take a te

50、chnology that has broad general knowledge and an intrinsic ability to learn and teach it about parts of the business.As people use the technology across their organization,theyre further teaching it about their likes and needs.All these AI-teaching activities can be used to create a“cognitive digita

51、l brain”that contains workflows,institutional knowledge,value chains,social interactions and other crucial data about the business.A cognitive digital brain is a system that can understandand increasingly actat a higher level than ever before.It will become the central nervous system for enterprise

52、decision-making and continuous learning.Cognitive digital brains are comprised of four interconnected layers:8 Knowledge:Technologies like knowledge graphs and vectordatabases gather,organize and structure data from acrossthe enterprise and beyond.Models:Large-scale gen AI models,as well as classicm

53、achine-learning and deep-learning models,performcritical thinking and reasoning tasks to turn data into action.Agents:These problem-solvers can tackle tasks withminimal human input,learn and grow over time and makerecommendations for planning and adaptation.Architecture:A comprehensive backbone turn

54、s AIexperiments into enterprise solutions,democratizingintelligence across the organization in a repeatable way sosolutions can be made once and reused.This is the future were heading toward.Its a future where AI doesnt just respond to prompts or coded instructions but also learns,improves and works

55、 as part of a team.One early example includes“intelligent AI coaches,”which use agentic architecture to process unstructured data and automate dynamic tasks without supervision.Another intriguing example may soon be found in development operations(DevOps),where individual AI agents that specialize i

56、n vertical disciplines like design,testing and documentation are controlled by AI“super agents”to build software-driven systems from the ground up.This is a generational leap beyond early-generation AI solutions that merely automate tasks.Today,agentic AI is not just answering questionsits creating.

57、And its changing everything about how technology-led enterprises must design,deploy and manage new technologies moving forward.11Rethinking IT for the modern enterpriseAmplified intelligenceTrust:The new currency of AINobody talked about“responsible cloud”or“responsible internet”when those technolog

58、ies came on the scene.But today,“responsible AI”is part of every companys technology strategy,and for good reason.Without responsible AI,trust in the tools is lost and the advantages of human+machine interactions are limited.When Accenture surveyed more than 4,000 executives at some of the worlds la

59、rgest companies,77%said they believe the true benefits of AI are achievable only when AI is built on a foundation of trust;an even higher share of respondents(81%)said their organizations trust strategy must be well-defined and evolve in parallel with their technology strategy.9 Governance models an

60、d policies must adapt to this reality.The risks and uncertainties introduced by gen AI,agentic AI and other emerging technologies are putting pressure on current governance models.Governance exists today to manage risks around data,confidentiality and security.Gen AI adds a new range of risks relate

61、d to bias,harm,unreliable output and other anomalies.That makes responsible AI a priority for organizations.CIOs and IT teams will increasingly be tasked with building trust between AI-led systems and those who use the systems,including employees,clients and partners.One key will be delivering great

62、er transparency for AI outputs and creating deeper understanding for how the technology actually works.One example:gen AI doesnt“think”or“understand.”It offers probable responses based on context drawn from large language models(LLMs),which can make its behavior either amazingly helpful or frustrati

63、ngly inaccurate.Since AI outputs often seem plausible,incorrect information can be hard to spot and even harder to explain.Some 75%of knowledge workers report using gen AI tools,according to research by Microsoft,so its essential to make sure they understand the technology theyre using.10 Moving for

64、ward,IT teams will have the role of communicating to their organizations how gen AI is making its decisions and how context influences its outputs.This depth of understanding will be crucial for building trust across the enterprise,especially as the deployment and management of AI tools increasingly

65、 moves to the business.“Our current investments in generative AI are focused on risk and governance,namely creating the right kind of controls and policies for its effective use.Our value case is delayed since were investing in a foundation for the future and standing-up the right governance for usi

66、ng the technology.”ChiefInformationOfficerandGlobalWealthManagerInternationalwealthmanagementgroup12Rethinking IT for the modern enterpriseAmplified intelligenceDynamic skillsNew tools,service delivery models and roles are driving the need for continuous learning and upskilling across the businessan

67、d unleashing the power of IT.13Rethinking IT for the modern enterpriseRethinking IT for the modern enterpriseDriving revenue up and costs downWhen used effectively,AI tools can super-charge growth.Since 2022,companies with the highest AI maturitymeaning those that deeply understand and deploy the te

68、chnologyhave been growing three percentage points more each year compared to companies with the lowest level of AI maturity.That represents a growth rate that is 4.7 times faster for top-performing AI adopters.11On the other side of the ledger,AI tools can also super-charge operational cost savings.

69、At Accenture,for example,our sales teams have used gen AI to transform workflows,including drafting and updating proposals.This has boosted productivity by 35%.Some 93%of employees reported that they complete tasks faster using M365 Copilot.And in application architecture,our AI-enabled developers a

70、re coding faster,leading to increased project completion rates.12The same types of changes are appearing across IT departments.By augmenting workflows and automating tasks,AI allows leaner IT teams to complete more tasks faster and focus their superpowers on strategic activities that can further dri

71、ve revenue and remove costs.More reliance on AI-enabled partnersTechnology spending is predicted to increase across all industries and sectors.But that doesnt mean IT budgets will increase.In the past,IT budgets were typically allocated as a percentage of the annual operating budget.The trend moving

72、 forward is for IT budgets to be calculated as a percentage of business value delivered back to the organization.As a result,IT budgets will no longer be seen as a cost that is set to a percentage of revenue.Instead,they will be seen as a floating unit cost that changes based on how much value is de

73、livered.And as IT workers migrate to business units or other functional areas,that value will inevitably need to be delivered with leaner teams.These shifts are whats behind a trend toward managed IT services delivered through AI-enabled ecosystem partners.Intelligent managed services,powered by AI,

74、are taking over key IT tasks such as legacy system maintenance.For example,AI-driven tools can analyze and refactor outdated code and do it more efficiently and with less risk compared to manual processes.Advanced AI is facilitating the automated migration of workloads to modern,cloud-based architec

75、tures,significantly reducing the time Key insights:AI-augmented workflows allow leanerIT teams to focus their superpowers ondriving growth and reducing costs forthe organization.Managed services from AI-enabledpartners will allow IT teams to automatekey workloads,deliver services faster andclose kno

76、wledge gaps as workers retireor redeploy.The relationship between the CEO andtechnology leaders will evolve as techstrategy and business priorities converge.14Dynamic skillsDynamic skills“The IT department of every company is going to be the HR department of AI agents in the future.”JensenHuang,CEO

77、ofNVIDIA,CES2025keynoteaddressand complexity involved in these transitions.AI is also now playing a crucial role in capturing,documenting and transferring knowledge about legacy systemsthereby closing the knowledge gap created when workers with knowledge of legacy systems retire or redeploy to other

78、 parts of the business.More and more companies are also relying on AI-enabled partners to help handle complex tasks across the enterprise.This has long-term implications on training and skilling enterprise-wide,especially in IT,where teams must differentiate between mission-critical skills that shou

79、ld stay in-house and outsourced skills that can be delivered on-demand by AI-enabled partners and platform providers.The evolving relationship between the CEO and technology leadersAs AI tools transform more and more of ITs remit,the role of the technology executive will evolve in significant ways.W

80、e see two broad paths based on how Accenture clients are reinventing their organizations.In one scenario,CIOs/CTOs focus less on“keep the lights on”activities and more on expanding the use of next-generation technologies to drive the companys business strategy forward.These technology executives wor

81、k closely with the CEO as a trusted advisor,helping their technology-led organizations modernize and evolve to meet key business objectives.15Rethinking IT for the modern enterpriseDynamic skillsCorporate organizational structures are shifting as a result,with the tech leaders sitting on the executi

82、ve board and reporting directly to the CEO.In another scenario,the role of CIO remains focused on more traditional IT tasks,but expands to include additional duties that are mission-critical in a technology-led enterprise.Some CIO roles evolve into a chief data information officer(CDIO)role,or the r

83、ole of CIO may merge with the chief technology officer(CTO)to become a chief technology information officer(CTIO).Here again,corporate organizational structures are shifting to accommodate the fact that technology leaders are key advisors reporting directly to the CEO.In the future,organizations may

84、 consider a chief business and technology officer(CBTO)to excel with their tech transformations.In both scenarios,the human+machine model will affect the technology executives role just as it affects the rest of the organization.Everyone in the organization,including tech leaders and their teams,wil

85、l be interacting with AI agents on a frequent basis.Jensen Huang,CEO of NVIDIA,shared his vision of that future at the Consumer Electronics Show 2025 in Las Vegas:“In a lot of ways,the IT department of every company is going to be the HR department of AI agents in the future.Today,they manage and ma

86、intain a bunch of software from the IT industry.In the future,they will maintain,nurture,onboard and improve a whole bunch of digital agents and provision them to the companies to use.”13Moving forward,technology strategy and business priorities will continue to converge until they are nearly indist

87、inguishable.This will require that business leaders have an intimate understanding of the technology that is driving their business transformation.Similarly,CIOs and other technology leaders must evolve into key strategic business partners,guiding innovation and digital transformation to drive busin

88、ess strategy across the organization.The skillsets of technology executives will naturally evolve to include responsibilities that are core to business success,such as driving digital transformation,overseeing data stewardship,scaling AI initiatives,and managing AI risk and governance.“Early in our

89、careers,I used to hire software engineers that were curious about compilers.But there is very limited use for that skill set anymore.Caring about the compiler is like caring about the engine while driving a car.Do I really need to know how the engine works?Only,if the engine breaks,which is not all

90、the time.Then I will need a specialist who can solve complex problems.Will I hire for those rare times?No,because I can call cloud hyperscalers or platform providers for those rare failures to help me solve the super complex problems.”ChiefInformationOfficerandGlobalWealthManagerInternationalwealthm

91、anagementgroup16Rethinking IT for the modern enterpriseFluid boundariesAs access to data and technology is democratized across the organization,formerly siloed departments will work more closely to drive the business forward.17Rethinking IT for the modern enterpriseRethinking IT for the modern enter

92、priseKey insights:The wide availability of gen AI tools willblur the line between business and ITteams,resulting in integrated business-technology functions.The C-suite and board will becomemore fluent in technology todrive growth.Modernizing the data foundationwill be key to achieving results withn

93、ew technologies.Greater interaction across LOBsCloud computing,the Internet of Things,data-driven analytics,5G,augmented reality and other technologies began blurring the lines between business and IT years ago.Gen AI is accelerating the trend.Gen AI is now so integrated across lines of business(LOB

94、s)that naming strategies have changed.Its now common practice for IT teams to stand up integrated business-technology teams such as marketing technology(“martech”),human resources technology(“HR tech”),finance technology(“fintech”),regulatory tech(“reg tech”)and sales technology(“sales tech”).Theres

95、 still a place for IT to own specialized tasks while AI tools cover simpler tasks.For example,no-code/low-code software development is great for handling simple coding assignments that traditionally were the purview of IT,but it is not well suited to creating highly customized user interfaces.Thus,t

96、he IT function in a technology-led enterprise will shift its focus to areas of specialization like training large language models and automating complex business workflows.As access to technology,data and gen AI tools increases,organizational hierarchies and functions will continue to flatten and co

97、mpress.New titles are emergingsuch as chief AI ethics officerto reflect combined responsibilities,with implications for IT roles,skills and ways of working.“We dont talk any more about the relationship between the technology department and the business.Its one.Technology is a part of the business.Th

98、eres no technology group that would consider themselves not part of the business.”Senior-levelexecutiveMultinationalchemicalcompany18Fluid boundariesFluid boundariesMany Accenture clients are integrating processes to eliminate siloed operations by creating“mega processes”that drive efficiency and sc

99、ale.These processes align with governance,strategy and outcomes while maintaining existing knowledge and functional expertise.The collaboration shifts to a more interconnected enterprise that supports agentic AI architectures by simplifying value narratives and governance.This integration has led to

100、 an 80%reduction in data processing time and a 40%improvement in time to market for new products and services.14Greater tech fluency in the C-suiteTechnical fluency is an imperative for technology-led companies,and this applies to everyone in the organization.Senior leadership,including the CEO and

101、board of directors,must deeply understand the technology and embrace continuous learning to know how emerging technologies can deliver value to the organization.The stakes are higher than many realize.Without a deep grasp of technologyhow it works,what it can do,who needs it,what it will change,what

102、 success looks likeorganizations will limit the benefits and return on investment of AI tools,and future growth will be compromised.Accenture research found that 75%of tech-forward companies have both a tech-fluent CEO and tech-fluent C-suites.15 These leaders have taken responsibility to develop ou

103、tlooks on the business potential of emerging technologies,such as gen AI.They can speak with confidence about how these technologies relate to the companys current strategy and strategic alternatives.These technically-focused companies use technology for competitive advantage.Theyre laser focused on

104、 using technology to grow and innovate,and are better at capitalizing on their technology investment to drive strategy.Modernizing the data foundationHaving the right,connected data in the right format is essential for success with new technologies.Tech leaders benefit from an enterprise-wide perspe

105、ctive when it comes to data,enhancing data-driven decision-making when collaborating with business leaders.Its crucial that data be easy to find and accurate and that it carries the right policy disclaimers.Organizations in every industry,including most Accenture clients,are advancing data moderniza

106、tion as a top business priority,focusing on the digital core and the critical data that is most relevant to business growth.The importance of a strong digital core cant be overstated.Digital core combines cloud,data,AI and security in a set of interoperable platforms,making it a key foundational com

107、ponent for a successful AI strategy.19Rethinking IT for the modern enterpriseFluid boundariesBlurring the lines between business and ITByAlanThorogood,MassachusettsInstituteofTechnology,CenterforInformationSystemsResearchDespite this shift,corporate IT remains crucial.Instead of focusing on technolo

108、gy selection,integration and software development,corporate IT now regulates how business units use technology.This role involves controlling costs,securing systems,setting standards,and ensuring conformance to enterprise architecture.One CIO described this as“community policing,”highlighting the ne

109、ed for corporate IT to maintain order and consistency in a tech-driven environment.With business units making technology decisions,corporate IT is undergoing significant transformation.Enterprises must examine their IT organization to ensure they have the right skills both in IT and business units.M

110、any CIOs noted the rapid growth of“biztechs,”individuals who combine business and IT expertise,helping business units achieve a seamless integration of business and technology.Is your organization set up to get the best out of these biztechs?In 2025,organizational structures and processes should be

111、adapted to this new reality.Its time to enable business units through standards,enterprise architecture,development platforms,API libraries,CI/CD pipelines and technology SMEs.Its important that these resources be accepted,relevant,transparent and available.Strong compliance monitoring and enforceme

112、nt are also necessary,and should be executed collaboratively and in proportion to the corresponding risk,with an explicit goal of improving business performance.In a 2024 research project on the future of organizational IT,research scientists at MIT Sloans Center for Information Systems Research(CIS

113、R)interviewed over 40 CIOs and their peers.These CIOs described how business unit performance now intertwines with technology in many ways,with business unit strategies increasingly including technology in their scope.They emphasized that IT is critical to every aspect of a business units performanc

114、e.Business units now incorporate technologies like AI throughout their operations.They take ownership of data and its acceptable uses,and are moving into low-and no-code software development,systems engineering and integration.You can even imagine them taking over legacy system management and update

115、s at some point,although the CIOs interviewed doubt the near-term feasibility.20Rethinking IT for the modern enterpriseAdaptable structuresAccelerated AI workflows will reset expectations for how technology is used and how teams are structured.21Rethinking IT for the modern enterpriseRethinking IT f

116、or the modern enterpriseKey insights:Incentives and a culture of trust willnormalize AI and drive adoption.Thoughtful changes to employee culture willhelp drive adoption and trust.Compressed delivery cycles will alter agileworkflows and staffing models.Building trust to normalize AIPeople have been

117、hearing that AI is going to take their jobs.The reality is that AI will transform work,taking over parts of jobs that most people dont want to do while creating entirely new roles and new opportunities.Still,the resistance and worry are real.Leaders need to normalize gen AI through training and lead

118、ing by example.Only then will the worry subside,making scaled implementation possible.Normalizing human+machine collaboration at scale and creating positive models for using AI will require training workers to use the technology effectively.A reimagined approach to learning and development is essent

119、ial to support employees and foster dynamic skills and roles at both individual and organizational levels.In place of traditional,infrequent assessments,people will receive real-time feedback and information on their performance,skill relevance and learning opportunities.“These big room planning eve

120、nts that occur every 90 days are not frequent enough for us to plan AI work.90 days is an eternity,given our pace of development.”ProductManagementLeaderJohnWiley&Sons,Inc.22Adaptable structuresWhen seeking to normalize AI,trust can take two forms.Workers must trust the technology itselfsomething IT

121、 can address through governance,data and responsible AI strategies.At the same time,workers must trust the organization and its AI strategy.To address this,the C-suite can foster a corporate culture that embraces emerging technologies such as gen AI and provides an incentive framework to reward empl

122、oyees for learning and using the technologies.Without such a framework,adoption will be compromised,productivity gains will be inconsistent and the vast potential of the technology will be lost.CEOs play an important role here by leading by example,supporting a culture of experimentation and enablin

123、g collaboration in human+machine teams.Adaptable structuresImpact of gen AI on employee cultureThe rise of gen AI will create real impacts for workers enterprise-wide,requiring flexible approaches to managing employee expectations.For example,gen AI can provide insights into employee utilization and

124、 productivity levels,potentially sowing distrust and undermining adoption rates.Frequent communication with employees and the thoughtful evolution of corporate culture can help reduce pockets of resistance and help employees embrace new technologies.Organizations that reward users with performance i

125、ncentives can further drive adoption and get people familiar with the technology.It speaks to the importance of having a well-defined talent strategy that reflects your corporate culture.Organizations that successfully reinvent and get the full value of gen AI are 2.9 times more likely than their le

126、ss successful counterparts to have a comprehensive talent roadmap that addresses how gen AI will reshape their workforce.And they are 2.8 times more likely to have tailored gen AI learning paths for both technical and non-technical roles.16“Its important to focus on eliminating undesirable tasks rat

127、her than solely on metrics.People are eager to use tools that make their jobs less tedious and more engaging.When employees are encouraged to minimize tedious work,they can dramatically reduce time spent on processesfrom two weeks to just 30 minutes.Ultimately,this mindset drives efficiency and enha

128、nces job satisfaction.”FormerExecutiveVicePresidentandChiefMarketingOfficerMicrosoft23Rethinking IT for the modern enterpriseAdaptable structuresNew team dynamic for compressed delivery cyclesIT teams are the vanguard when it comes to the impact of gen AI on how they work.Most technology delivery wo

129、rk today is done using some type of agile framework,like the Scaled Agile Framework(SAFe)or the Scrum framework.Agile practices are designed to focus on outcomes and provide the ability to adjust quickly to dynamically changing environments.Unfortunately,over time,the practices have become more abou

130、t planning and the ability to manage workflows.Microsoft uses employee feedback to smooth Copilot rolloutThanks to strong relationships with its works councils,Microsoft is receiving real-world feedback to accelerate adoption of new technology with employees.The company is addressing questions raise

131、d by teams in Germany and France,engaging them early in the process and working with internal councils to formalize feedback.The deployment of Microsoft 365 Copilot was a key example of this collaboration.Initially,Microsofts German team had concerns about AIs potential to evaluate individual perfor

132、mance.Through open communication and a unified approach,Microsoft addressed these concerns and enabled a tolerance phase for Copilot.France followed suit,implementing a technology council to oversee AI integration,helping drive adoption,feedback and product improvements.The councils subsequently shi

133、fted from oversight to becoming proactive partners in innovation,helping to identify potential issues and enhance product development for their teams.It underscores the importance of involving employees early,communicating transparently,and providing training to capture feedback at every phase of te

134、chnology deployment.17As increasingly complex tasks get automated,cycle times and overall delivery frameworks will compress,reducing reliance on traditional agile practices and triggering the development of new practices.A range of factors will affect team success in this accelerated world of gen AI

135、.Experience gaps,onboarding times and a traditional approach to staffing models,where persistent teams are maintained across the life of a project,must be considered.IT leaders will have to ask whether teams really need to remain intact for 12 to 24 months in a work environment where delivery cycles

136、 are heavily compressed,and how those people can be redeployed for more innovative work.24Rethinking IT for the modern enterpriseOpportunities for action25Rethinking IT for the modern enterpriseOpportunities for actionCEOs and their leadership teams can take immediate action to create a foundation f

137、or a new business technology operating model.These steps reflect lessons learned from our own reinvention at Accenture and over 2,000 gen AI-led projects for our clients worldwide.When combined with the four lenses outlined above,they create an essential roadmap to help organizations reinvent in the

138、 age of AI and prepare for new,emerging waves of technology transformation.Here are the key actions leaders can take now:Connect every point of your IT strategyto the business agenda and createclear metrics that link every technologyinitiative to a specific business outcome.Identify specific points

139、where AI,dataand emerging technologies can delivervalue throughout your organization.Double down on product-oriented teamsand use these to create a new portfolioof digital products to drive revenuegrowth.Implement secure technologyplatforms as part of your digital core.These should include enterpris

140、e-wideDevSecOps capabilities,automatedsecurity and compliance controls,andself-service technology platforms.Explore how you can use agentic AIin your business,particularly in yourenterprise architecture.1.|Reimagine your businessthrough technology2.|Flatten hierarchies with a tech-adeptleadership an

141、d workforce3.|Accelerate AI adoptionwith partnerships Create new,hybrid roles that combinebusiness and technical expertise.Build AI and automation capabilitiesacross the organization,underpinnedwith an ethical framework for AIdeployment.Establish technology fluency as a coreleadership competency at

142、board andC-suite levels.Develop tech and AIliteracy programs for your workforce.Ensure there is clear executiveownership and accountability fortechnology-driven transformation.Support your people with continuouslearning programs for emergingtechnologies and incentivize themto use new technologies.Us

143、e this tounderpin a global talent acquisition anddevelopment strategy.Build a strategic technology partnerecosystem with complementarycapabilities that fill talent andtechnology gaps.Implement a clear partner frameworkthat will manage partner relationshipsand measure value.Create platform teams focu

144、sed onscaling priority initiatives using AI.Create joint innovation programs withkey partners,and use their capabilitiesto rapidly scale your innovations.26Rethinking IT for the modern enterpriseContributorsTomas Castagnino Managing Director Accenture ResearchAjoy Menon Senior Managing Director Tech

145、nologySurya Mukherjee Senior Manager Accenture ResearchKoenraad Schelfaut Senior Managing Director and Lead Technology Strategy&AdvisoryAshish Vimal Managing Director Technology Strategy&AdvisoryAcknowledgmentsThe authors are grateful for the support and insight from Dr.Alan Thorogood,Massachusetts

146、Institute of Technology,Center for Information Systems Research,as well as the senior executives who were interviewed for this report.The authors would also like to thank Neeraj Arora,Jakub Bakowski,Ryan Howarth,Igor Knezevic,Jennifer Kohl,Laurence Mackin,Smrity Pathak,Kestas Sereiva,Andrew Sinclair

147、,Parul Singh and Yiannos Theodoridis for their efforts in publishing this report.References1 Accenture(March 2025),Making Reinvention Real with Gen AI2 Accenture(March 2025),Reinventing Enterprise Models in the Age of Generative AI3 Accenture(January 2025),Pulse of Change Quarterly C-Suite Survey da

148、ta set,n=3,4504 Accenture(January 2024),Reinvention in the Age of Generative AI5 Accenture(May 2024),Reinventing the Consumer Goods Value Chain6 Accenture(January 2025),Technology Vision 20257 Accenture(March 2025),Reinventing Enterprise Models in the Age of Generative AI8 Accenture(January 2025),Te

149、chnology Vision 20259 Ibid.10 Microsoft and LinkedIn(May 2024),2024 Work Trend Index Annual Report:AI at Work is Here.Now Comes the Hard Part.Retrieved from:https:/ Accenture(September 2024),Going for Growth12 Accenture(November 2024),Strengthening Accentures Digital Core to Accelerate Reinvention.R

150、etrieved from:https:/ NVIDIA(January 2025),NVIDIA CEO Jensen Huang Keynote at CES 2025.Retrieved from:https:/ Accenture(May 2024),Reinventing the Consumer Goods Value Chain15 Accenture(July 2023),Strategy at the Pace of Technology16 Accenture(March 2025),Making Reinvention Real with Gen AI17 Microso

151、ft(February 2025),Deploying Microsoft 365 Copilot and AI at Microsoft with our Works Councils.Retrieved from:https:/ IT for the modern enterpriseAccenture is a leading global professional services company that helps the worlds leading businesses,governments and other organizations build their digita

152、l core,optimize their operations,accelerate revenue growth and enhance citizen servicescreating tangible value at speed and scale.We are a talent-and innovation-led company with approximately 801,000 people serving clients in more than 120 countries.Technology is at the core of change today,and we a

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