Latest news with #WorldUncertaintyIndex
Forbes
30-07-2025
- Business
- Forbes
How CFOs Are Navigating A World Of Constant Disruption
CFOs are being called upon to chart a course through turbulent times and safeguard their companies' market position. By Carl-Christian von Weyhe, CFO Middle & Eastern Europe, SAP What we often refer to as 'unprecedented times' has, in fact, become a permanent state. The current global situation continues to dominate the front pages of financial and business media. Since 1990, the World Uncertainty Index has been on a steady rise, and the events of the past five years in particular have left CFOs feeling more unsettled than ever. Established trends are being disrupted by a series of unpredictable developments in an increasingly complex global environment. As a result, the ability to make long-term forecasts is diminishing. This persistent uncertainty is having a tangible impact: two out of five business leaders say they do not feel adequately prepared for future market disruptions. CFOs are being called upon to chart a course through those turbulences and safeguard their companies' market position. The following three areas for action have emerged: Comprehensive real-time analysis and scenario-based planning In a volatile environment, traditional forecasting methods have their limits. Based on historical data and linear trends, they cannot adequately account for short-term external influences, such as tariff increases or supply chain disruptions. Nor can they adequately reflect rapidly changing political developments or new legislation – particularly in areas like ESG regulations. To remain competitive in this dynamic economic environment, companies need real-time information, paired with scenario-based modeling tools such as value driver trees. These tools allow CFOs to run real-time simulations and accurately predict the financial impact of external events on revenue and costs. However, many organizations do not yet have the necessary data for such real-time forecasting – leaving valuable potential untapped. A big data solution enables companies to access the required data. By integrating a cloud platform, information from multiple sources – from ERP systems to internet resources and third-party data – can be collated and analyzed. For example, business travel management data can improve forecasting by providing insight into employee expenses, travel costs, and spending trends. With this data, extensive simulations can be carried out, illustrating in detail what the potential effects of changed parameters such as tariff increases may be. With this type of scenario planning, CFOs can not only respond to change, but also anticipate and consciously manage its effects through what-if simulations. In doing so, they strengthen the organization's resilience. AI-powered data analysis and forecasting It is essential to react quickly to unforeseeable market fluctuations. However, many CFOs still rely on time-consuming, partially manual processes, often fragmented across systems, to gather and evaluate data. According to the SAP Concur CFO Insights Report of 2025, 38% state that this represents one of the biggest internal challenges. Artificial intelligence offers a considerable advantage in this regard with its faster and more accurate forecasting models. AI processes large volumes of heterogeneous datasets in real-time, assisting CFOs in making time-sensitive decisions. One significant change is the transition from bottom-up to top-down forecasting models. Instead of laboriously gathering data from individual departments, AI systems analyze CRM data and automatically generate detailed revenue forecasts. This method has often proven to be more accurate than conventional approaches, as it compensates for the tendency of individual managers to underestimate revenue forecasts, which can lead to significant forecast inaccuracies. Finance teams have long played a key role in decision-making. This particular role is evolving – driven by new tools and methodologies – toward deriving actionable insights from AI-generated insights. To tap into the full potential of these technologies, teams must foster active participation across all members and maintain a high-quality data foundation. This is the only way for the company to efficiently deal with a volatile market environment and overcome the challenges of constantly changing conditions. Strategic adaptation and rapid action Real-time data and AI analytics not only prepare finance leaders for times of crisis – they also help resolve them and support the development of new revenue strategies and cost models. For example, in the context of rising tariffs and trade conflicts, inflation and procurement costs can surge rapidly, presenting companies with pressing questions:According to Gartner, 45% of CFOs do not have any immediate adjustment/response plans for significant cost increases, such as those caused by tariffs. At best, this can lead to profit losses; at worst, it can threaten the viability of the organization. To avoid this, CFOs must weigh the extent to which they can absorb additional costs. On average, 73% pass on tariff increases to adjustments depend on factors such as margins, cash buffers, a product's competitive position, and its price sensitivity. High-profit margins and sufficient buffers can absorb temporary cost increases, allowing companies to maintain stable prices. In this way, market shares can be secured and even expanded, especially if competitors lose shares due to the changed market structure. In some cases, keeping prices stable can even be profitable for companies with lower however, is crucial. CFOs need to assess whether the situation is temporary or whether long-term adjustments are required to secure profitability and their market position. According to Gartner, CFOs are increasingly exploring alternative strategies, such as using tariff exemptions, free trade areas, and adjusting the import structure to lower the impact of higher tariffs. Advanced technologies, such as digital twins, can also help companies optimize their supply chains and reduce costs. It is crucial to carefully evaluate all available options, develop a tailored strategy, and implement it swiftly. This helps minimize potential profit losses in the external disruption with foresight In increasingly volatile business environments, CFOs need to be agile and forward-thinking to keep pace with the ongoing dynamics. The key is not to rely on old structures but to seize new opportunities through flexibility and data-driven scenario planning and modeling. Using modern scenario planning tools and AI-powered forecasting is essential. By transforming real-time data into actionable models and scenarios, CFOs can navigate uncertainty effectively. Their role is to harness these tools effectively and help shape forward-looking strategies – because the future belongs to those who are ready and able to adapt quickly and decisively.
Business Journals
01-07-2025
- Business
- Business Journals
Driving success through change: How effective change management fuels growth, resilience and competitive advantage
Organizational changes can be stressful when they affect employees, clients, customers and finances. Since COVID-19, for example, many companies have been impacted by multiple changes. Businesses had to be nimble, operations had to be innovative, restructuring occurred, and the economy was ever-changing. So it's crazy to think the World Uncertainty Index indicates a higher level of uncertainty in the global economy now than in 2020. Getting ahead of a large organizational change by implementing organizational change management (OCM) best practices can save time, money and frustration. NYSTEC offers expertise in change management and can help with this process. expand What's OCM? Change managers work in partnership with project teams, focusing on how an initiative will impact stakeholders (employees/customers), how stakeholders may influence your project and how engaging with them early and often could result in success. OCM principles can be applied to any type of change, including system modernizations, policy/program roll outs and culture shifts, though hopefully not all at once. Why invest in OCM? Does the world feel like it's spinning faster? It isn't just you. Research done by Kotter International Inc. indicates that the pace and rate of change and communication both continue to increase rapidly. You probably recognize this in your organization, with multiple changes happening simultaneously, and it can be a lot for people to absorb. That's why investing in OCM when you initiate a change is valuable. The change manager is a stakeholder advocate on your team; they will help to support your project goals by identifying and remediating stakeholder impacts while there is still time to do so. Involving stakeholders early and investing in OCM saves money and time thanks to faster adoption, better product or system design, and less stakeholder pushback. Integrating change managers into your project team provides them with access to develop an OCM approach to reach stakeholders with the right information at the right time. Too soon and there's a false sense of urgency; too late and there's no time to prepare. Establishing buy-in in your community takes time and is best done in phases. Harness the enthusiasm of your innovators to inspire your early adopters who will, in turn, give confidence to the early majority. You may recognize Roger's Law of Diffusion, which is a reminder that even with OCM, you will not persuade everybody. Who's involved in OCM? NYSTEC offers OCM services that include best practices for leaders, managers and stakeholders on how to handle change initiatives. We also help to answer the question, 'What's my OCM role?' Leadership Prioritize initiatives. Your stakeholders can only manage so much change at once. Be vocal and visible. Clearly articulate how the initiative aligns with your organization's mission and future and don't forget to tell your stakeholders how they fit into that future. Be transparent and authentic. Maybe you can't share all the details, but authenticity and transparency are more effective in building trust than a meticulously scripted announcement. If you don't tell the story, someone will create their own. Trust is a two-way street and so is communication. Let your stakeholders in and use your OCM team to create feedback loops. Your stakeholders have ideas – sometimes the best ideas. Be active during change but accept help and invest in an OCM team. They will help you minimize future challenges. Change managers Find ways to reduce the negative effects of the change on stakeholders. Establish their involvement to promote a positive experience and successful outcome. Increase awareness, foster widespread buy-in and build necessary capabilities. Enable leadership and project team agility by monitoring stakeholder engagement and sentiment. Enthusiasm can burn bright, but it can also burn out. Pivoting is expected. Identify a change network of people who can positively affect adoption of the initiative. People who resist often care deeply about outcomes and can provide invaluable feedback and once included, they can become the strongest advocates. Be creative to balance the needs of the project team, leadership and stakeholders. Stakeholders Participate in feedback sessions, surveys, testing and the change network. Stay aware; read emails, newsletters and social media posts. Talk to your colleagues, and make sure other people know what's happening. Build your capabilities, attend training and ask questions. Advocate for yourself, provide feedback and think critically about the change, but keep an open mind. Imagine your role in the future-state. Even with OCM, change will generate anxiety, but if it's done well, you'll increase your likelihood of success and hopefully generate some excitement. Learn more about NYSTEC and how we can help your organization effectively manage change to fuel growth, resilience and a competitive advantage.
Forbes
12-06-2025
- Business
- Forbes
The Unofficial #1 On Forbes' 2025 World's Most Influential CMOs List
Wondering if and when the other shoes will drop getty The Unofficial #1 designation is given to a person, force, or condition with outsized influence over CMOs and their ability to influence growth. — Stepping back 125 years to early 20th-century New York City, and you find the origins of an almost apt metaphor for the current state of global affairs and global marketing alike. Returning to your tenement apartment after a day in the factory, you'd sit on your bed and begin getting out of your work clothes. As you took off your first shoe and it dropped to the floor, your downstairs neighbor couldn't help but hear its thud through the tenement's thin ceiling. Then they'd wait for the thud of your other shoe dropping. While these are certainly 'other shoe' times, the metaphor is only almost apt because then, there was a certainty the other shoe would ultimately drop. Today however, nothing is certain, little is inevitable or predictable, most everyone is on edge, and seemingly any crazy thing could happen (or not) in any given moment. In fact, in April and across 142 countries, The International Monetary Fund's World Uncertainty Index, recorded the single highest level of global uncertainty—higher than during the Pandemic or the 2008 economic crisis—since tracking began 17 years ago. While much is uncertain, regardless of your politics or nationality, what's not is that no one and nothing has greater influence over the ripple effects of what happens next from shoes that do or don't fall than the current American president. And so—and not because by any objective measure he is a marketing savant—for his outsized influence on global uncertainty, its near and long-term consequences, and thus on what CMOs and the brands and companies they help steward do and don't next, I've named Donald Trump The Unofficial #1 on the 2025 Forbes World's Most Influential CMOs list. No one and nothing thrive on uncertainty, and the discomfort, wariness, volatility and the should-we-or-shouldn't-we vacillation it creates is good for neither one's best laid marketing plans nor buying behavior. Whether by design or disposition, from Wall Street to Main Streets, China to Chicago, the chaos and radical uncertainty sown by the President's words and deeds finds consumer and corporate sentiment jumpier than Elon at a Trump rally before their break-up. Any semblance of predictability around tariffs, interest rates, taxes, retaliatory taxes, prices, jobs, inflation, recession, geo-political alliances, trade wars and military ones, is confounding capital markets, forecasts, budgets, supply chains, human brains and emotions in real-time. Willingness to spend by consumers and companies alike whose expectations are tossed-about by contradictory signals and volatile moods is throttled. So, corporate guidance and forecasts are being cut, as costs and prices remain in limbo. No small part of why Global GDP is expected to grow at its slowest rate in almost 20 years, and why The World Bank anticipates this being the weakest decade of economic growth in almost 60. Admonishing anyone getty As quick to publicly admonish and/or punish stalwarts of the global economy from Apple to Walmart to Los Angeles as he is to threaten Presidents Zelensky, Ramaphosa and Xi, Greenland and NATO, his all-caps proclamations can have as much near-term impact on global markets—and thus marketing—as any actual policy that may or may not follow. CEOs and CFOs want growth without risk and savings without sales impacts, as if that were a thing. Legal wants safety. Boards want clarity. And no one wants to be wrong. All of which delays corporate actions and decisions, and equally, makes the creative and bold-ideas so essential to value creation and capture feel riskier than they'd otherwise be. While self-help books are replete with counsel about not obsessing over that which you can't control, that's not advice CMOs can heed (at least professionally) at a time when distracted audiences are harder to predict, reach and influence; when longer-term strategies seem disposable, and most everyone is doomscrolling their feeds on the regular to see what was or wasn't said and how this might affect what they do or don't next. Over the past five years, CMOs have learned that this year's plan could become this week's fire drill or act of triage in any given moment. But, thanks to the President, this has never been more so. And so, chief marketers are pushed to 'do more with less,' (not unreasonable in and of itself) and to just 'wait and see.' Yet so it goes during this second Trump presidency, and so it goes for CMOs wondering when another all-caps tweet will drop. Or not. As Tom Petty sang, 'the waiting is the hardest part,' which is why this year, for his outsized influence on markets, marketers and marketing (to say nothing of humanity), Donald Trump is The Unofficial #1 on the 2025 Forbes World's Most Influential CMOs list. Thank you for your attention to this matter. ... Note. I'd finished writing this when reminded that Mr. Trump was also named Time's Person of the Year, in December. Reminded, I considered going in another direction but, despite the redundancy, decided no one/nothing is a more appropriate choice. Under no illusion about the difference in attention the two designations get; I also hope to offer a reminder to the CEOs, CFOs and Board Directors reading this that anyone or anything influencing global conversations and sentiment influences what CMOs do and don't in turn. ... For those interested, in 2022, I named 'Anyone' the Unofficial #1 because 'Anyone' with a keyboard can change the trajectory of a brand and business in an instant. In 2023, Sam Altman was recognized as proxy for the then (and still) TBD implications of GAI on marketing. Last year, 'The CEO' was the Unofficial #1 for their oft unwitting and unintentionally but ultimately marketing-ignorant influence over the expertise and actions of CMOs.
Yahoo
11-06-2025
- Business
- Yahoo
Info-Tech LIVE 2025 Day 1 Highlights: Key Insights Shared on Exponential IT, Agentic AI, and Emerging IT Trends
The first day of Info-Tech LIVE 2025 in Las Vegas set the stage for transformative discussions on Exponential IT, IT process advancements, and critical 2025 trends, featuring insights from industry experts and thought leaders from the three-day IT conference in Las Vegas. TORONTO, June 11, 2025 /CNW/ - Global research and advisory firm Info-Tech Research Group kicked off day one of Info-Tech LIVE 2025 with headline keynotes that offered expert insights and strategic direction for IT executives navigating rapidly evolving technology landscapes. The firm's highly anticipated annual IT conference has brought together thousands of CIOs, CISOs, CDOs, and IT leaders at Bellagio in Las Vegas for a series of compelling sessions on Exponential IT, AI strategy, and leadership in uncertain times. From the CEO Dr. Tom Zehren's opening call to action to expert perspectives on Exponential IT and agentic AI to leading through disruption and innovation strategy, the keynotes from Day 1 of Info-Tech LIVE 2025 delivered a practical roadmap for IT leaders navigating today's heightened uncertainty. Key Highlights from Day 1 Featured Keynotes at LIVE 2025 1. Transform IT. Transform Dr. Tom Zehren, CEO, Info-Tech Research Group Dr. Tom Zehren opened the conference with a powerful call to action for IT leaders navigating today's unprecedented global uncertainty. Citing a 481% spike in the World Uncertainty Index in just six months, now 40% higher than its COVID-era peak, the firm's CEO outlined how two massive forces have collided: the rapid acceleration of technology and widespread geopolitical, social, and economic volatility. Zehren urged IT leaders to seize "IT's moment" by transforming their role into that of "Enterprise Technology Officers (ETOs)," capable of driving organization-wide change. A key focus was the "Rise of Agentic AI," a new era in which AI agents can execute entire workflows and make decisions independently, with orchestration becoming a core capability. The keynote introduced the firm's newly launched Research Center for IT's Moment, which included six steps for IT transformation: Lead the Organization, Not Just IT Fund Innovation by Cutting Costs Pursue IT Excellence Build an Adaptive IT Workforce Slash Your AI Transformation Timeline Execute and Prepare to Pivot Under the "Pursue IT Excellence" pillar, Zehren unveiled IT Playbooks, an ecosystem of capability-based tools and training resources for Security, Infrastructure & Operations, and Data to enhance IT performance, develop team skills, and assess organizational maturity. The new collection, which is connected to the firm's previously launched CIO Playbook & IT Department Assessment, represents a critical part of Info-Tech's broader transformation toolkit. 2. Bending the Exponential IT Curve: Exciting Advancements in IT Process ImprovementSpeaker: Aaron Shum, VP of Research & Advisory, Info-Tech Research Group Aaron Shum delivered a timely session exploring how IT leaders can advance process maturity and deliver greater value by embracing the principles of Exponential IT. As technology continues to accelerate and expectations rise, Shum emphasized that IT must evolve beyond operational excellence to enable exponential outcomes across the business. Building on Info-Tech's Exponential IT framework, the session detailed how organizations are progressing through five transformation milestones, with some IT domains approaching maturity while others remain in the early stages of the journey. Shum highlighted to the audience how real value is being delivered in industries such as manufacturing, higher education, and the public sector through purpose-built AI and automation. Key Takeaways: Generative AI is accelerating the adoption of exponential technologies and enabling capabilities like predictive analytics and intelligent automation, while also introducing more sophisticated cybersecurity threats. Early adopters of automation are better positioned to capitalize on AI; however, organizational inertia remains a significant barrier. CIOs must lead the reconfiguration of their organizational operating model, such as augmenting data, empowering AI, and driving adaptive workforce development, to fully realize the benefits of Exponential IT. 3. Malcolm Gladwell's Perspective on Leadership and InnovationSpeaker: Malcolm Gladwell, Author of Eight New York Times Bestsellers Malcolm Gladwell's keynote was a masterclass in turning uncertainty into opportunity. Rather than fixating on having the perfect answer, he urged leaders to stay curious when the path ahead is unclear. Pulling stories from behavioral science and his own reporting, Gladwell showed that big breakthroughs often start in odd corners; by poking at "wrong" ideas or asking questions no one else thinks to ask. Gladwell pushed back on the myth that leaders must always appear sure‑footed. Real progress, he argued, comes from admitting what you don't know, placing small experimental bets, and giving teams the freedom to challenge the status quo. In other words, innovation flourishes when people feel safe to test, tinker, and occasionally fail. Gladwell left the audience with a simple takeaway: leadership isn't about being infallible; it's about staying open to surprises, contradictions, and insights from unexpected places. 4. The Rise of AI AgentsSpeaker: Robert Garmaise, VP of AI Research, and Martin Bufi, Research Director, Info-Tech Research Group Rob Garmaise and Martin Bufi led a high-impact session on the rise of AI agents and what it takes to succeed in this rapidly evolving space. They emphasized that modern AI agents have moved far beyond chatbots and are now capable of autonomously executing end-to-end tasks, dynamically directing processes, and integrating deeply across enterprise workflows. While interest in agentic AI is surging, the speakers warned that most organizations will fail to scale these efforts unless they adopt a disciplined, enterprise-level approach to design and deployment. Key Takeaways: AI agents are action-oriented systems that dynamically manage their own tools and workflows; they are not just chatbots but rather autonomous problem solvers. The "myth of the one-click agent" leads to underperformance; real value depends on deeper foundations such as orchestration, memory design, integration, and safety. Six common failure points were discussed: poor task design, weak planning and reasoning, tool integration issues, lack of evaluation frameworks, cost concerns, and limited scalability. A true agent development lifecycle is essential, including foundational design, capability development, alignment and safety, and robust evaluation and iteration processes. Organizations should conduct a rigorous suitability assessment before deploying agents, analyzing factors such as complexity, regulatory risk, return on investment (ROI), and integration feasibility. 5. Run IT by the Numbers: Budget with Clarity and Spend with PurposeSpeaker: Jack Hakimian, SVP, Research & Development Jack Hakimian explained the importance of IT Financial Management (ITFM) as a core capability that distinguishes leading organizations. As technology increasingly becomes the primary driver of enterprise value, Hakimian emphasized that CIOs must adopt a CEO-level mindset and "Run IT by the Numbers" because in 2025 and beyond, every organization is a tech organization. Hakimian outlined for attendees the four major challenges IT leaders must overcome: Lack of meaningful spend data: Due to system ownership by finance, improper taxonomies, and limited financial acumen within IT teams, IT spend often lacks clarity. Hakimian introduced Info-Tech's Five-Lens ITFM Taxonomy and highlighted how ML-enabled tools can help map staffing and spend data into actionable insights. Ineffective budgeting and forecasting: Rigid annual cycles and immature budgeting practices hinder fiscal agility. Hakimian recommended adopting rolling forecasts, embedding finance into planning cycles, and using real-time analytics to make proactive decisions. Inability to quantify IT's ROI: IT is often treated as a cost center. To shift this perception, Hakimian urged leaders to measure IT's contribution to organizational objectives using dashboards that track revenue impact, efficiency gains, and improvements in customer satisfaction. Excessive spend on technical and data debt: On average, 82.6% of IT spend goes toward "keeping the lights on." Shifting resources to innovation requires structured cost optimization, vendor rationalization, and reprioritization of backlogged projects. Looking Ahead to Day 2 at Info-Tech LIVE 2025The momentum continues with Day 2 of Info-Tech LIVE 2025 in Las Vegas on June 11, which is set to feature sessions that explore the evolution of IT leadership, AI disruption, and bold strategic moves in the hyper-digital era. Keynotes are expected from industry thought leaders such as John Rossman, Zack Kass, Steve Reese, Geoff Nielson, and Rob Meikle. Day 2 will also include sessions that examine the organizational impact of accelerated technology. Media Access to Info-Tech LIVE 2025For media inquiries, including requests for onsite interviews with featured speakers and experts at LIVE 2025 or for access to session recordings and additional content, please contact pr@ For conference-related press releases and images, please visit the online Info-Tech LIVE 2025 Media Kit. About Info-Tech Research GroupInfo-Tech Research Group is one of the world's leading research and advisory firms, proudly serving over 30,000 IT and HR professionals. The company produces unbiased, highly relevant research and provides advisory services to help leaders make strategic, timely, and well-informed decisions. For nearly 30 years, Info-Tech has partnered closely with teams to provide them with everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations. To learn more about Info-Tech's divisions, visit McLean & Company for HR research and advisory services and SoftwareReviews for software-buying insights. Media professionals can register for unrestricted access to research across IT, HR, and software and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact pr@ For information about Info-Tech Research Group or to access the latest research, visit and connect via LinkedIn and X. View original content to download multimedia: SOURCE Info-Tech Research Group View original content to download multimedia: Sign in to access your portfolio
Yahoo
11-06-2025
- Business
- Yahoo
Info-Tech LIVE 2025 Day 1 Highlights: Key Insights Shared on Exponential IT, Agentic AI, and Emerging IT Trends
The first day of Info-Tech LIVE 2025 in Las Vegas set the stage for transformative discussions on Exponential IT, IT process advancements, and critical 2025 trends, featuring insights from industry experts and thought leaders from the three-day IT conference in Las Vegas. TORONTO, June 11, 2025 /CNW/ - Global research and advisory firm Info-Tech Research Group kicked off day one of Info-Tech LIVE 2025 with headline keynotes that offered expert insights and strategic direction for IT executives navigating rapidly evolving technology landscapes. The firm's highly anticipated annual IT conference has brought together thousands of CIOs, CISOs, CDOs, and IT leaders at Bellagio in Las Vegas for a series of compelling sessions on Exponential IT, AI strategy, and leadership in uncertain times. From the CEO Dr. Tom Zehren's opening call to action to expert perspectives on Exponential IT and agentic AI to leading through disruption and innovation strategy, the keynotes from Day 1 of Info-Tech LIVE 2025 delivered a practical roadmap for IT leaders navigating today's heightened uncertainty. Key Highlights from Day 1 Featured Keynotes at LIVE 2025 1. Transform IT. Transform Dr. Tom Zehren, CEO, Info-Tech Research Group Dr. Tom Zehren opened the conference with a powerful call to action for IT leaders navigating today's unprecedented global uncertainty. Citing a 481% spike in the World Uncertainty Index in just six months, now 40% higher than its COVID-era peak, the firm's CEO outlined how two massive forces have collided: the rapid acceleration of technology and widespread geopolitical, social, and economic volatility. Zehren urged IT leaders to seize "IT's moment" by transforming their role into that of "Enterprise Technology Officers (ETOs)," capable of driving organization-wide change. A key focus was the "Rise of Agentic AI," a new era in which AI agents can execute entire workflows and make decisions independently, with orchestration becoming a core capability. The keynote introduced the firm's newly launched Research Center for IT's Moment, which included six steps for IT transformation: Lead the Organization, Not Just IT Fund Innovation by Cutting Costs Pursue IT Excellence Build an Adaptive IT Workforce Slash Your AI Transformation Timeline Execute and Prepare to Pivot Under the "Pursue IT Excellence" pillar, Zehren unveiled IT Playbooks, an ecosystem of capability-based tools and training resources for Security, Infrastructure & Operations, and Data to enhance IT performance, develop team skills, and assess organizational maturity. The new collection, which is connected to the firm's previously launched CIO Playbook & IT Department Assessment, represents a critical part of Info-Tech's broader transformation toolkit. 2. Bending the Exponential IT Curve: Exciting Advancements in IT Process ImprovementSpeaker: Aaron Shum, VP of Research & Advisory, Info-Tech Research Group Aaron Shum delivered a timely session exploring how IT leaders can advance process maturity and deliver greater value by embracing the principles of Exponential IT. As technology continues to accelerate and expectations rise, Shum emphasized that IT must evolve beyond operational excellence to enable exponential outcomes across the business. Building on Info-Tech's Exponential IT framework, the session detailed how organizations are progressing through five transformation milestones, with some IT domains approaching maturity while others remain in the early stages of the journey. Shum highlighted to the audience how real value is being delivered in industries such as manufacturing, higher education, and the public sector through purpose-built AI and automation. Key Takeaways: Generative AI is accelerating the adoption of exponential technologies and enabling capabilities like predictive analytics and intelligent automation, while also introducing more sophisticated cybersecurity threats. Early adopters of automation are better positioned to capitalize on AI; however, organizational inertia remains a significant barrier. CIOs must lead the reconfiguration of their organizational operating model, such as augmenting data, empowering AI, and driving adaptive workforce development, to fully realize the benefits of Exponential IT. 3. Malcolm Gladwell's Perspective on Leadership and InnovationSpeaker: Malcolm Gladwell, Author of Eight New York Times Bestsellers Malcolm Gladwell's keynote was a masterclass in turning uncertainty into opportunity. Rather than fixating on having the perfect answer, he urged leaders to stay curious when the path ahead is unclear. Pulling stories from behavioral science and his own reporting, Gladwell showed that big breakthroughs often start in odd corners; by poking at "wrong" ideas or asking questions no one else thinks to ask. Gladwell pushed back on the myth that leaders must always appear sure‑footed. Real progress, he argued, comes from admitting what you don't know, placing small experimental bets, and giving teams the freedom to challenge the status quo. In other words, innovation flourishes when people feel safe to test, tinker, and occasionally fail. Gladwell left the audience with a simple takeaway: leadership isn't about being infallible; it's about staying open to surprises, contradictions, and insights from unexpected places. 4. The Rise of AI AgentsSpeaker: Robert Garmaise, VP of AI Research, and Martin Bufi, Research Director, Info-Tech Research Group Rob Garmaise and Martin Bufi led a high-impact session on the rise of AI agents and what it takes to succeed in this rapidly evolving space. They emphasized that modern AI agents have moved far beyond chatbots and are now capable of autonomously executing end-to-end tasks, dynamically directing processes, and integrating deeply across enterprise workflows. While interest in agentic AI is surging, the speakers warned that most organizations will fail to scale these efforts unless they adopt a disciplined, enterprise-level approach to design and deployment. Key Takeaways: AI agents are action-oriented systems that dynamically manage their own tools and workflows; they are not just chatbots but rather autonomous problem solvers. The "myth of the one-click agent" leads to underperformance; real value depends on deeper foundations such as orchestration, memory design, integration, and safety. Six common failure points were discussed: poor task design, weak planning and reasoning, tool integration issues, lack of evaluation frameworks, cost concerns, and limited scalability. A true agent development lifecycle is essential, including foundational design, capability development, alignment and safety, and robust evaluation and iteration processes. Organizations should conduct a rigorous suitability assessment before deploying agents, analyzing factors such as complexity, regulatory risk, return on investment (ROI), and integration feasibility. 5. Run IT by the Numbers: Budget with Clarity and Spend with PurposeSpeaker: Jack Hakimian, SVP, Research & Development Jack Hakimian explained the importance of IT Financial Management (ITFM) as a core capability that distinguishes leading organizations. As technology increasingly becomes the primary driver of enterprise value, Hakimian emphasized that CIOs must adopt a CEO-level mindset and "Run IT by the Numbers" because in 2025 and beyond, every organization is a tech organization. Hakimian outlined for attendees the four major challenges IT leaders must overcome: Lack of meaningful spend data: Due to system ownership by finance, improper taxonomies, and limited financial acumen within IT teams, IT spend often lacks clarity. Hakimian introduced Info-Tech's Five-Lens ITFM Taxonomy and highlighted how ML-enabled tools can help map staffing and spend data into actionable insights. Ineffective budgeting and forecasting: Rigid annual cycles and immature budgeting practices hinder fiscal agility. Hakimian recommended adopting rolling forecasts, embedding finance into planning cycles, and using real-time analytics to make proactive decisions. Inability to quantify IT's ROI: IT is often treated as a cost center. To shift this perception, Hakimian urged leaders to measure IT's contribution to organizational objectives using dashboards that track revenue impact, efficiency gains, and improvements in customer satisfaction. Excessive spend on technical and data debt: On average, 82.6% of IT spend goes toward "keeping the lights on." Shifting resources to innovation requires structured cost optimization, vendor rationalization, and reprioritization of backlogged projects. Looking Ahead to Day 2 at Info-Tech LIVE 2025The momentum continues with Day 2 of Info-Tech LIVE 2025 in Las Vegas on June 11, which is set to feature sessions that explore the evolution of IT leadership, AI disruption, and bold strategic moves in the hyper-digital era. Keynotes are expected from industry thought leaders such as John Rossman, Zack Kass, Steve Reese, Geoff Nielson, and Rob Meikle. Day 2 will also include sessions that examine the organizational impact of accelerated technology. Media Access to Info-Tech LIVE 2025For media inquiries, including requests for onsite interviews with featured speakers and experts at LIVE 2025 or for access to session recordings and additional content, please contact pr@ For conference-related press releases and images, please visit the online Info-Tech LIVE 2025 Media Kit. About Info-Tech Research GroupInfo-Tech Research Group is one of the world's leading research and advisory firms, proudly serving over 30,000 IT and HR professionals. The company produces unbiased, highly relevant research and provides advisory services to help leaders make strategic, timely, and well-informed decisions. For nearly 30 years, Info-Tech has partnered closely with teams to provide them with everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations. To learn more about Info-Tech's divisions, visit McLean & Company for HR research and advisory services and SoftwareReviews for software-buying insights. Media professionals can register for unrestricted access to research across IT, HR, and software and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact pr@ For information about Info-Tech Research Group or to access the latest research, visit and connect via LinkedIn and X. View original content to download multimedia: SOURCE Info-Tech Research Group View original content to download multimedia: Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
