卫星通信行业研究报告-PDF版

通信行业深度：头部强者高速成长-221219（38页）.pdf

中 泰 证 券 研 究 所 专 业 领 先 深 度 诚 信 证 券 研 究 报 告/行 业 深 度 报 告 2 0 2 2.1 2.1 9 乘海风起势，头部强者高速成长 海底电缆系列深度报告1 分析师.

2022-12-20 38页 5星级

Mulesoft：2022年通信、媒体和技术IT领袖动向报告（英文版）（43页）.pdf

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:Communications,Media,and Technology 2Contents About this reportForewordExecutive summary:Communications,media,and technology030425101805Process:Bringing IT and business teams togetherFrom technology enabler to business leaderPeople:Enhancing the employee experience06Technology:Empowering the workforce and creating exceptional experiences38Measuring future IT success3We have to think differently about IT.We have to change from our reactive mode of managing our IT to a proactive mode.We have to be a part of the business.Ruy Pinto,Chief Information Officer,SES SAY A BEST-OF-BREED APPROACH HAS LED TO IT COMPLEXITY.82%PLAN TO INCREASE USE OF LOW/NO CODE DEVELOPMENT TOOLS.CONFIRM THAT THE GREAT RESIGNATION HAS WORSENED THE IT SKILLS GAP,WITH THE LARGEST GAPS IN THREE AREAS:61%IT AND SOLUTION ARCHITECTURE.53%CLOUD/INFRASTRUCTURE MANAGEMENT.44%SECURITY/INFOSEC.99%SAY EXISTING IT PROCESSES ARE HINDERING EMPLOYEE EXPERIENCE.94%PLAN TO INVEST IN NEW TECHNOLOGY TO ADDRESS THE SKILLS GAP.68%ARE CREATING FUSION TEAMS BLENDING WORKERS WITH TECHNOLOGY,ANALYTICS,AND DOMAIN EXPERTISE WHO SHARE RESPONSIBILITY FOR BUSINESS AND TECHNOLOGY OUTCOMES.67U%CITE TECHNOLOGY AS THE TOP IT INVESTMENT,AHEAD OF PEOPLE AND PROCESSES(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 numbers as a result of shifting personal and professional priorities following the pandemic has evolved the role of senior IT leaders.Their focus has shifted to creating people-and experience-centric capabilities for customers and employees.The communications,media,and technology sector is no exception.These companies are under increased pressure from unpredictable demand,fierce competition,and heightened customer expectations for a personalized experience.In turn,their IT teams are looking for technology to help deliver customer value faster.The findings of this report reveal the critical need for companies within the communications,media,and technology sector to reevaluate IT operating models,enhance the employee experience,and empower everyone across the enterprise 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 all respondents,147 were senior IT leaders in the communications,media,and technology sector.Below are the statistics specific to this industry.Executive summary:Communications,media,and technology sector 4IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGY5MuleSofts 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 participants 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 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 become 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 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%OF SENIOR IT LEADERS AGREE THAT THE EXPERIENCE AN ORGANIZATION PROVIDES IS AS IMPORTANT AS ITS PRODUCTS AND SERVICES.01 From technology enabler to business leader7IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYSuccess relies on tech-enabled experiences Roughly four out of five of respondents agree that improved customer-facing and employee 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.85%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.01 From technology enabler to business leader8IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGY9IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYSenior 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 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 processesTECHNOLOGYPROCESSESPEOPLE(EMPLOYEES)How organizations plan to prioritize IT investments over the next 12 months:50&$ 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,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 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 consider 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGYWellbeing is shaping the future of workEmployee 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 improving IT employee wellbeing,ahead of upskilling and increasing team headcount.This includes providing enhanced remote and flexible working capabilities.How organizations plan to invest in its IT employees over the next 12 months:87%INVESTING TO IMPROVE IT EMPLOYEE WELLBEINGUPSKILLING EXISTING IT EMPLOYEESINCREASING IT HEADCOUNT82xh%OF SENIOR IT LEADERS AGREE THAT INVESTING IN PEOPLE IS HUGELY IMPORTANT.02 PeoPle:enhancing the emPloyee exPerience12IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYSkills gaps related to implementation and management of new technologies is not a new issue for IT.However,the 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 management.Where has the Great Resignation created skills gaps for IT:Skills gap stretch across IT functionsIT AND SOLUTION ARCHITECTURECLOUD/INFRASTRUCTURE MANAGEMENTSECURITY/INFOSEC60E98844)%3%SOFTWARE DEVELOPMENTDEVOPSNETWORK AND SYSTEMS INTEGRATIONDATABASE ADMINISTRATIONBUSINESS 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGY60XWSQ%Many senior IT leaders are turning to automation and self-serve initiatives 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 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 NEEDSRESKILLING EXISTING EMPLOYEES02 PeoPle:enhancing the emPloyee exPerience14IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYAs 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 talent 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 challenges73%OF ORGANIZATIONS SAY THAT TALENT ACQUISITION CHALLENGES INFLUENCE TECHNOLOGY INVESTMENT DECISIONS.98%OF SENIOR IT LEADERS AGREE THAT ACQUIRING IT TALENT HAS NEVER BEEN HARDER.02 PeoPle:enhancing the emPloyee exPerience15IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYCompanies are adapting their people strategy to build a workforce that meets the needs of the business 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 technical talent.Widening recruitment criteria80 %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.02 PeoPle:enhancing the emPloyee exPerience16IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGY17IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYEighty-six percent of senior IT leaders recognize that they must improve their training and development resources to properly upskill and reskill 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%OF SENIOR IT LEADERS AGREE THAT THEIR ORGANIZATION NEEDS TO IMPROVE 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 between 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 objectives.However,98%of IT leaders said that working processes between IT and business teams could be improved.Learn how IT and business team alignment impacts business outcomes.Download report.03 Process:bringing it and business together19IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYWhere 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 existing 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 PRIORITY46H%6 Process:bringing it and business together20IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYWhere 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,technology adoption,and customer and employee experiences.Existing processes block productivity and transformationCUSTOMER EXPERIENCE32B%EMPLOYEE EXPERIENCE34%TECHNOLOGY ADOPTION349%PRODUCTIVITY31C%INNOVATION368%TO A MAJOR EXTENTTO A MODERATE EXTENTNOT AT ALL03 Process:bringing it and business together21IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYWhere 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 innovation effectively.Innovation hinges on process improvements DATA MANAGEMENT/ANALYTICS6GG%IT INTEGRATION5IF%SOFTWARE DEVELOPMENT7EI%SECURITY&GOVERNANCE6EI%IT SERVICE MANAGEMENT8FF%THEY COULD BE SIGNIFICANTLY IMPROVEDTHEY COULD BE SOMEWHAT IMPROVEDNO ROOM TO BE IMPROVED03 Process:bringing it and business together22IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYHow 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,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,63%of IT leaders say these teams have helped the business meet its goals.Fusion teams bridge alignment and drive success37c%OF SENIOR IT LEADERS SAY THAT FUSION TEAMS HAVE HELPED THEIR BUSINESS MEET ITS GOALS.28A%6%3%WE HAVE ALREADY CREATED FUSION TEAMSWE ARE IN THE PROCESS OF CREATING AND ROLLING 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGY24IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYFusion 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 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:58WSS%GREATER EFFICIENCY/REDUCED COSTS60%IMPROVED EMPLOYEE SATISFACTIONIMPROVED 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$%MOSTLY CUSTOMIZED9%ALWAYS CUSTOMIZED1%Processes IT organizations 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 senior 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGYOF SENIOR IT LEADERS PREFER TO UPDATE OR UPGRADE EXISTING SOLUTIONS WHEREVER POSSIBLE,RATHER THAN REPLACING THEM.72(%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 organizations 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:COMMUNICATIONS,MEDIA,AND TECHNOLOGYBest-of-breed approach can lead to greater IT complexityOrganizations 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 AGREE A BEST-OF-BREED APPROACH MEANS THEIR ORGANIZATION STRUGGLES WITH IT COMPLEXITY.81 technology:aPis,integration,automation,and loW/no-code tools28IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYIntegration projects take too long and cost too muchIn order to create connected experiences,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,which damages customer loyalty and retention.682%OF SENIOR IT LEADERS LEADERS AGREE THAT A LACK OF DATA OR SYSTEM INTEGRATION CREATES A DISCONNECTED CUSTOMER EXPERIENCE WITHIN THEIR ORGANIZATION.664%OF SENIOR IT LEADERS BELIEVE DATA OR SYSTEM INTEGRATION PROJECTS TAKE TOO LONG.691%OF SENIOR IT LEADERS BELIEVE DATA OR SYSTEM INTEGRATION PROJECTS ARE TOO EXPENSIVE.04 technology:aPis,integration,automation,and loW/no-code tools29IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYHow integration concerns influence an organizations decision to build a new application or software in-house:Integration 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 is 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:37S%8%1%TO A MAJOR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALL599%2%TO A MAJOR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALLTO A MAJOR EXTENTTO A MODERATE EXTENTTO A MINOR EXTENTNOT AT ALL41P%8%1 technology:aPis,integration,automation,and loW/no-code tools30IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYHow organizations plan to use low/no-code tools over 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 increase their use over the next 12 months.WE CURRENTLY USE THEM AND PLAN TO INCREASE USEWE CURRENTLY USE THEM AND PLAN TO DECREASE USE36S%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,automation,and loW/no-code tools31IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYCurrent 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 their 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 BUSINESSUPFRONT STRATEGY THAT IS IMPLEMENTED IN THE MAJORITY OF THE BUSINESSMANDATORY COMPANY-WIDE LOW/NO-CODE STRATEGY FOR ALL PROJECTS312&%7 technology:aPis,integration,automation,and loW/no-code tools32IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYautomation maturity is growing as more organizations 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,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 loW/no-code tools33IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYHow automated are the following business functions:543%77%66%6%4%68%6$5 %5!6$%63!%NO AUTOMATED PROCESSES AT ALLMINORITY OF PROCESSES AUTOMATEDAROUND 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 PROCESSES 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 PROCESSES 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 PROCESSES 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,automation,and loW/no-code tools34IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYTop 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 privacy 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 EXPERIENCE280$! technology:aPis,integration,automation,and loW/no-code tools35IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYSecurity 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 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.637%OF SENIOR IT LEADERS BELIEVE THAT THEIR ORGANIZATIONS SECURITY AND GOVERNANCE CONTROLS DEGRADE CUSTOMER EXPERIENCE.77#%OF SENIOR IT LEADERS AGREE THAT INTERNAL SECURITY AND GOVERNANCE RISKS ARE AS HIGH AS EXTERNAL RISKS.83%OF SENIOR IT LEADERS SAY THAT THEIR ORGANIZATION MONITORS HOW EMPLOYEES ACCESS AND USE CUSTOMER DATA.04 technology:aPis,integration,automation,and loW/no-code tools36IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGY37IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYEighty-three percent of senior IT leaders say public concerns over data privacy have prompted their organization to increase security 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 privacy concerns driving security and governance investments82%OF SENIOR IT LEADERS SAY THEY ARE TRANSPARENT WITH CUSTOMERS ABOUT HOW THEIR DATA IS USED.83%OF SENIOR IT LEADERS SAY PUBLIC CONCERNS OVER DATA PRIVACY HAVE PROMPTED THEIR ORGANIZATION TO INCREASE SECURITY AND GOVERNANCE INVESTMENTS.84%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 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 organizational 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 measuring Future it success39IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGY53RPHFE%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 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 success40IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGY41IT LEADERS PULSE REPORT 2022:COMMUNICATIONS,MEDIA,AND TECHNOLOGYAs 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%)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 leaders can realize value faster,accelerate innovation,and successfully support their organization navigate todays challenging landscape.IT burdened withproject backlogs74&%OF SENIOR IT LEADERS AGREE THAT PROJECT BACKLOGS PREVENT THEM FROM WORKING ON STRATEGIC INITIATIVES.05 measuring Future it success41Want 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 how digital transformation has become a critical driver of customer engagement and employee productivity.Read the report5G monetization:Realize ROI faster with an API-led strategyLearn how CSPs can leverage API-led connectivity to create new revenue streams with value-added services,extend and secure their network,and achieve 5G monetization faster.Watch the webinarImprove the customer experience through digital transformationLearn how AT&T connected 50 systems,saved 2 million work hours annually,and accelerated time to market by 8x all enabled by API-led connectivity.Read the customer storySalesforce,the global CRM leader,empowers companies of every size and industry to digitallytransform and 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 applications 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.

2022-12-19 43页 5星级

中国移动：中国移动隐私计算应用白皮书2.0（2022）（69页）.pdf

点击查看更多中国移动：中国移动隐私计算应用白皮书2.0（2022）（69页）.pdf精彩内容。

2022-12-15 69页 5星级

中国移动：网格数智化转型白皮书（2022）（36页）.pdf

点击查看更多中国移动：网格数智化转型白皮书（2022）（36页）.pdf精彩内容。

2022-12-15 36页 5星级

普华永道（PwC）：2022年第四季度TMT（科技、媒体和通信行业）洞察报告（英文版）（12页）.pdf

点击查看更多普华永道（PwC）：2022年第四季度TMT（科技、媒体和通信行业）洞察报告（英文版）（12页）.pdf精彩内容。

2022-12-15 12页 5星级

中国移动研究院：手机直连、星地融合加速打造天地一体网络（16页）.pdf

点击查看更多中国移动研究院：手机直连、星地融合加速打造天地一体网络（16页）.pdf精彩内容。

2022-12-14 16页 5星级

通信行业深度报告：运营商赋能数字经济提高股东回报-221213（15页）.pdf

有关分析师的申明，见本报告最后部分。其他重要信息披露见分析师申明之后部分，或请与您的投资代表联系。并请阅读本证券研究报告最后一页的免责申明。通信行业 行业研究|深度报告 云业务等云业务等第二第二引擎.

2022-12-14 15页 5星级

工业通信设备专题分析报告：产业升级重塑蓝海国产厂商发展先机-20220613（90页）.pdf

点击查看更多工业通信设备专题分析报告：产业升级重塑蓝海国产厂商发展先机-20220613（90页）.pdf精彩内容。

2022-12-12 90页 5星级

中国联通研究院：信息通信产业发展新趋势（2022）（30页）.pdf

中国联通研究院 2022 年 7 月 信息通信产业发展信息通信产业发展 新趋势新趋势 版权声明版权声明 本报告版权属于中国联合网络通信有限公司研究院，并受法律保护。转载、摘编或利用其他方式使用本报告文.

2022-12-06 30页 5星级

卫星互联网行业深度报告：天似穹庐笼盖四野-221205（49页）.pdf

本公司具备证券投资咨询业务资格，请务必阅读最后一页免责声明 证券研究报告 1 卫星互联网深度报告 天似穹庐，笼盖四野 2022 年 12 月 05 日 通信技术迭代见证社会生活深刻变迁，6G 接棒助力.

2022-12-06 49页 5星级

通信行业投资策略：通信赋能“军工、新能源”齐闪耀-221205（28页）.pdf

通信通信 请务必参阅正文后面的信息披露和法律声明 1/28 通信通信 2022 年 12 月 05 日 投资评级：投资评级：看好看好（维持维持）行业走势图行业走势图 数据来源：聚源 国防信息化强确定性.

2022-12-06 28页 5星级

国务院新闻办：新时代的中国北斗白皮书（2022）（20页）.pdf

新时代的中国北斗（2022年11月）中华人民共和国国务院新闻办公室目录前言一、北斗发展进入新时代（一）走出自主发展的中国道路（二）更好服务全球、造福人类（三）铸就新时代北斗精神（四）展望北斗发展新愿景.

2022-11-30 20页 5星级

Salesforce：2022年全球通信行业趋势报告（英文版）（17页）.pdf

Trends in the Communications IndustryStreamlined experiences,network monetization and better service.

2022-11-23 17页 5星级

通信行业深度报告-科技专题研究：北斗白皮书发布关注产业链发展机遇20221107（21页）.pdf

免责声明和披露以及分析师声明是报告的一部分，请务必一起阅读。1 证券研究报告 科技 科技 北斗白皮书发布北斗白皮书发布;关注产业链发展机遇关注产业链发展机遇 华泰研究华泰研究 通信 通信 增持增持 .

2022-11-11 21页 5星级

国信通信行业专题：卫星互联网开始加速关注低轨卫星产业链机会20221030（79页）.pdf

请务必阅读正文之后的免责声明及其项下所有内容证券研究报告证券研究报告|202|2022 2年年1010月月3030日日行业研究行业研究 深度研究深度研究通通 信信 通信设备通信设备投资评级：超配（维持.

2022-11-10 79页 5星级

中国卫通-国内卫星通信运营核心龙头全面布局掘金千亿市场-221108（28页）.pdf

上市公司 公司研究/公司深度 证券研究报告 国防军工 2022 年 11 月 08 日 中国卫通(601698)国内卫星通信运营核心龙头，全面布局掘金千亿市场 报告原因：首次覆盖 买入（首次评级）投.

2022-11-09 28页 5星级

通信行业商业小卫星产业研究报告：星光璀璨继扬而航（55页）.pdf

请务必阅读正文后的声明及说明请务必阅读正文后的声明及说明 Table_Info1Table_Info1 通信通信 Table_Date 发布时间：发布时间：2022-11-07 Table_Inve.

2022-11-08 55页 5星级

通信行业专题：卫星互联网开始加速关注低轨卫星产业链机会-221030（79页）.pdf

请务必阅读正文之后的免责声明及其项下所有内容证券研究报告证券研究报告|202|2022 2年年1010月月3030日日行业研究行业研究 深度研究深度研究通通 信信 通信设备通信设备投资评级：超配（维持.

2022-10-31 79页 5星级

上奇：2022光电通信产业分析报告（27页）.pdf

全国产业分析报告(省市版)目 录目 录一、产业定义.1二、企业总量.2（一）企业总量.2（二）区域分布.3（三）企业结构.5（四）上市企业.7（五）新增企业.8三、创新要素.9（一）全量专利.9（二）.

2022-10-28 27页 5星级

通信行业深度报告：FTTH和FWA殊途同归海外固网建设迎来高景气-221020（26页）.pdf

本公司具备证券投资咨询业务资格，请务必阅读最后一页免责声明 证券研究报告 1 通信行业深度报告 FTTH 和 FWA 殊途同归，海外固网建设迎来高景气 2022 年 10 月 20 日 FTTH 和 .

2022-10-21 26页 5星级