Technology is no longer a specialized skill or distinct function; it has become the core DNA of your company. This changes the game for IT, from being a service function to a team-driven effort across business and technology, making the CIO less a functional leader and more a digital architect of the business. This also places the emphasis and pressure on business technology to differentiate and drive growth.

Customer insights
Customer data is powerful, but all too often IT teams have incomplete access to customer insights. That reality has got to change. Business technology and digital experience design depend on an intimate knowledge of the customer. In practical terms, that means change of operations and talent.

Continuous delivery
Current organizational structures and operating models have aged out. Functional and product silos do not reflect customer journeys and preferences; conversely they frustrate customers and complicate innovation. DevOps teams partly overcome that challenge, but how do you take exceptions like DevOps and make it the operational norm?

Orchestration
Technology is the business — it is the underlying capability for virtually all customer experiences and operations. It screams for orchestration of existing tech, new tech, and innovative ecosystem partners. This is not just about technology leadership; this is the orchestration of the business.

Business technology
Business technology is fuel; it is essential to win, serve, and retain empowered customers. Although increasing, it still represents a minority budget for most as teams pay down technical debt. The question is: How do you accelerate business technology spend and impact to stay apace or get ahead in a disruption-rich market?