The role of IT teams has changed as a result of the recent two years’ fast digital transformation. Digital user experience (UX) has never been more crucial, more businesses and workloads are moving to the cloud, and previously compartmentalised IT workers are now a key component of business decision-making. But it makes sense that many businesses are finding it difficult to keep up with these changes.

The businesses that revamp their IT operations to respond to market changes will succeed. These businesses, which we’ll refer to as the leaders of today’s IT industry, are in a better position than those that haven’t focused their attention on the important things.

To sustain a competitive advantage in 2022 and beyond, innovation and growth must be a major priority rather than merely getting by.

Recent market study examines many key priority areas, from new business development to security, that top IT firms are emphasising over the coming few years. How well a company’s leadership adapts to shifts in market trends and conditions is the key differentiator between leading IT organisations and “followers” (defined as organisations that didn’t rate themselves a 5/5 on questions regarding innovation, goal achievement, and cross-company collaboration).

To determine whether your priorities are on the correct track, think about these five ideas that were formed from the best practises of modern IT businesses.

Since the world’s priorities have changed over the past two years, digital strategy is now relevant to almost every discussion, from company objectives to developing new revenue sources. “Identifying new business prospects” was regarded as the top priority for IT organisations by executives at top IT companies. Respondents from organisations who are trailing behind indicated “technology deployment” as their main priority. Leading companies are thinking critically about innovation and brand-new business opportunities in addition to the usual tactical duties of IT teams.

Offering a better product or service depends significantly on user experience (UX) and customer experience (CX). Leading IT companies are aware that prior to beginning an implementation, they must first understand what the clients want. Top businesses do this by incorporating user research early in the software development cycle and investing in UX.

How can the software be made better? Ask your team, your employees, and other teams from around the company. To differentiate your product or service, take into account the user journey at every stage.

While some businesses still have siloed IT departments, forward-thinking IT organisations are collaborating with other departments to find new prospects for business and revenue growth. Find specific measures to gauge IT success and think about whether your IT goals are connected to the delivery of business value. Metrics like mean time to recovery or projected lead time, for instance, might show how well you’re advancing company objectives.

Set aside the notion that IT is a cost centre and consider it to be a revenue generator instead, as this is what the best IT firms are doing. Being perceived as a money producer was the top goal for leading IT leaders, while followers placed it third. By leveraging data and optimising cloud use, cutting-edge IT firms may commit resources and energy to exploring innovation with a cross-functional team. This typically leads to an increase in revenue.

While some businesses still have siloed IT departments, forward-thinking IT organisations are collaborating with other departments to find new prospects for business and revenue growth. Find specific measures to gauge IT success and think about whether your IT goals are connected to the delivery of business value. Metrics like mean time to recovery or projected lead time, for instance, might show how well you’re advancing company objectives.

The data that emanates from a company’s software is its most valuable asset. Every employee should be knowledgeable on best security practises and given the proper tools in order to safeguard networks, systems, and data rather of relying solely on IT and security teams (like multi-factor authentication).

Cybersecurity was identified as the top skill needed to implement technological strategies by 58 percent of IT leaders, yet it was only their fourth top priority for resource allocation. This serves as a crucial reminder to match the resource allocation of your organisation with business and IT objectives. You need a sufficient security budget to perform corporate training sessions and buy the necessary security hardware and software.

Due to the tech talent shortage, many businesses are finding it difficult to attract and keep top people. Compared to only 50% of followers, nearly 70% of IT leaders claim to be “very effective” at luring top talent. Offering competitive rates, extensive perks, and transparency regarding pay and the attributes they’re looking for in a candidate have helped leading firms find success in hiring top personnel.

Ask current and prospective hires what they believe their talent is worth and encourage them to bring other offers to the table. If you are unable to pay a candidate more, emphasise the other strengths of your business, such as potential for professional advancement or the possibility to work on interesting projects.

Examine your organization’s performance in relation to the five focus areas of leading organisations. Are your IT priorities in line with the corporate objectives? Do all employees in your company understand the finest security procedures? You need to ask questions like these frequently if you don’t want to become an IT laggard. IT’s function is evolving, and the businesses who embrace this new direction will succeed.