By W.B. King
Among the takeaways from Info-Tech Research Group’s CIO Priorities ’25 report is advice on developing a future-proof workforce.
“Generative artificial intelligence’s (AI's) rapid rise from OpenAI’s experiment in ChatGPT to an LLM [large language model] integrated into every enterprise vendor’s latest offering, influencing the direction of processing hardware, is just the latest example of how quickly emerging technology can impact organizations,” Info-Tech Research Group Principal Research Director and report author Brian Jackson said. “Exponential technology advancements and shortened commercialization cycles create uncertainty. Therein lies the CIO's opportunity to lead.”
Jackson and his team conducted the “Future of IT 2025 Survey,” which informed the noted report, between May and June of 2024. With a focus on North America, the online survey received 970 responses from IT decision-makers across a broad range of industries and regions. Nearly six out of 10 respondents hold director-level seniority or higher.
Emerging Technologies and Goals
By IT maturity group - a framework that assesses how well an organization uses IT to support its business - the report noted the top three most important skills for an organization through yearend 2025:
Low Maturity IT Group
1. Cybersecurity
2. Problem solving
3. People leadership
Medium Maturity IT Group
1. AI and machine learning (ML)
2. Cybersecurity
3. Data analysis
High Maturity IT Group
1. AI and ML
2. Cybersecurity
3. Data analysis
“By guiding the organization on how emerging technologies lend capabilities that further their goals, CIOs can light the way for the upskilling of not only IT staff, but also across the entire organization. However, CIOs must carry credibility into this effort,” the report noted.
“Low-maturity IT departments aren't ready to hire AI/ML skill sets. Instead, they are focused on more fundamental skill sets, such as cybersecurity, problem solving, and people leadership. But as IT departments get more mature, we see a shift in demand for the skillsets they desire,” Jackson stated. “AI/ML ranks as the most important skill for both medium-and high maturity organizations. Cybersecurity still ranks highly as well, but the demand for data analysis separates these groups from lower maturity group.”
Shifting Focus
When it comes to future hirings, the survey found that respondents were optimistic about growth—but with no more than a 15% increase. CIOs, the report found, are generally more optimistic about hirings as opposed to their superiors.
“CIOs will more often predict increases of between 16-30% or even higher. This shows that most CIOs would benefit from a shift to focus on more internal upskilling and training of their own teams rather than counting on hiring new skills onto the team in the near future,” the report continued. “Where you should focus your upskilling efforts depends on your maturity today. Low maturity IT departments should deliver on the foundations and build credibility with the business. Average-to high-maturity IT departments can shift the focus to emerging technology and delivering business value.”
Suggested opportunities for growth include external training and development initiatives, the report noted.
“CIOs highlight the importance of providing professional training and development opportunities for IT staff. Even years-long programs are seen as viable ways to upskill staff to prepare them for both emerging technologies and more modern ways of working,” Jackson stated. “Professional schools, vendor programs, workshops, training conferences, and online learning platforms are all highlighted as paths to talent development.”
Adapting to changing skills in the workplace requires being nimble and having a highly adaptive workforce, survey results also found.
“IT leaders say upskilling of IT staff and collaborating with stakeholders helps create a more resilient and adaptable workforce that's ready to respond to the challenges and opportunities presented by emerging technologies like AI,” the report said. “When staff depart, it can be viewed as an opportunity to reevaluate the position and determine if it's still the most relevant way to use IT headcount. Identifying staff that show an aptitude for working with AI or data management can provide career progression opportunities, promoting staff into new leadership roles and either backfilling their positions or hiring a junior resource to focus on a new area of need.”
Another CIO 2025 tip is positioning IT as a strategic partner, which includes keeping open lines of communication with senior leaders on topics such as emerging technologies and cybersecurity.
“Rather than order-taking from the business about what AI solutions they think they need, many CIOs are taking a proactive stance and holding sessions with the business to demonstrate ideal use cases,” Jackson noted. “This helps CIOs build credibility as a strategic advisor by linking new technology capabilities to business goals. IT can shift from being seen as a cost center to a driver of business value by participating in strategic conversations with the business.”
Synthesis, Feedback and Evolution
The report also offers CIO advice on four other leading topics:
Distribute Data and AI Access
Extend Identify Assurance with Zero Trust Security
Proactively Mitigate the Risks of Emerging Technology
Build Exponential Product Teams to Realize AI Value
“Success will depend on continuous adaptation of organizational structure, evolution of its people and their talents, and synthesis of feedback from the external environment. As we foster that virtuous cycle on our path to wisdom, we must also be aware of what threatens to destroy knowledge,” Jackson noted. “From protection against data loss and corruption, to filtering out the signal from the noise in our information, to pushing past misinformation and stagnant culture – knowledge assurance involves people, process, and technology working together.”