mckinsey -新的首席信息官使命：战略、速度与规模化智能 The new CIO mandate Strategy,speed,and scaled intelligence

Mckunsey

&company

McKinseyTechnology

ThenewCIOmandate:

Strategy,speed,andscaledintelligence

OurGlobalTechAgenda2026showsthattopCIOsarerewiringtheircompaniesfor

growth,deployingagenticAIanddatamonetizationtocreatemeasurablebusinessvalue.

ThisarticleisacollaborativeefortbyAndréReil-Jerenz,GiulioRomanelli,RahilJogani,andTanguyCatlin,withAnnaHalawaandPranavHimatsingka,representingviewsfromMcKinseyTechnology.

February2026

Astructuralshiftisunderwayinbusiness:Chiefinformationofficers(CIOs)arebecomingstrategy

architects.OurGlobalTechAgenda2026findsthattopCIOsareweavingAIanddataintotheircompanies’operatingmodelstobuildintelligence-drivenenterprises.Theseleadersarenolongerjustmanaging

technology;theyareshapingtheircompanies’futures.

Ourlatestresearch,supportedbya

McKinseyGlobalSurvey

ofmorethan600technologyandbusiness

leaders,1showsadividebetweenCIOswhoaresimplymodernizingtheirtechnologyestateandthosewho

arerewiringtheircompaniesforcompetitiveadvantage.Attop-performingcompanies,2technology’scenterofgravityhasshiftedfromacostcentertoavaluecreator.CIOsatthesecompaniesknowthattechnology

velocity,notjustefficiency,iswhatitwilltaketofuelgrowth.

AIanddatawillunderpinthatgrowth.Forward-thinkingCIOsareinvestinginagenticautomationtochangehowbusinessgetsdoneandin

dataproductizationtogenerateentirelynewrevenues

.Theyarereplacingannualbudgetplanningwithnimblerpracticesthatfuelinnovation,suchasproductandplatformmodels,continuousdecision-making,engineeringexcellence,andcapability-ledtalentmodels.Theresultof

innovation-focusedtechnologyinvestmentishigherEBITDAgrowth

.

Attop-performingcompanies,

technology’scenterofgravityhasshiftedfromacostcentertoa

valuecreator.

1TheonlinesurveywasinthefieldfromSeptember29toNovember10,2025,andgarneredresponsesfrom632participants,allofwhomareC-levelexecutivesorITprofessionalsinavarietyofindustries.Thesampleincludedparticipantsrepresenting69nationsand24industries

andsubindustries.Toadjustfordifferencesinresponserates,thedataareweightedbythecontributionofeachrespondent’sregiontoglobalGDP.Weightinghasbeenadjustedfromtheprioryear’ssurvey(inwhichdatawasweightedatthecountrylevel).

2Topperformersaredefinedasthosecreatingsignificantvalue;theseareorganizationsthat,accordingtorespondents,haveseenanaveragegrowthrateofatleast10percentinbothrevenueandEBIToverthepastthreeyears.Ofthesurveyrespondents,114qualifiedastopperformers.

2ThenewCIOmandate:Strategy,speed,andscaledintelligence

Technologyisstrategy

Technologyleadersareshapingbusinessoutcomes.That’sakeyfindingfromourresearch:Nearlytwo-

thirdsoftop-performingcompaniessaytheirtechnologyleadersare“veryinvolved”incraftingenterprise

strategy,comparedwith52percentofotherorganizations—thosenotidentifiedastopperformers

(Exhibit1).TheelevationoftechnologyleadershipsignalsthatCIOsareincreasinglyresponsibleforcreatingbottom-linegrowth.Technologyexpertisehasbecomestrategyexpertise.

Turningtechnologyintoagrowthleverrequiresclosecollaborationbetweenbusinessandtechnologyleaders.About29percentofrespondentsoverallsaytheirbusinessandtechnologyteamscocreatestrategicplansthroughouttheyear,almostdoubletheshareinourprevioussurvey.Andattop-

performingcompanies,nearlyhalfofrespondentsnowsaythisiterativecocreationtakesplace

(Exhibit2).ThesefindingsrepresentaprofoundculturalchangeforCIOs—fromannualplanningtocontinuousstrategydevelopment.

Invitingtechnologyleaderstoshapestrategyisincreasinglycriticaltospurgrowth.Butcompaniesmust

alsomakedeepchangesinhowtheystructuretheirtechnologyorganizations.Ourresearchshowsthattop-performingcompaniesarequicklyadopting

productandplatformoperatingmodels

thataligntechnologydeliverywithstrategy.Thesemodelscreateafoundationforanintelligencelayer—aunifiedsetofdata,AI

models,anddecisionsystemsthatserveasthecontrolplaneoftheenterprise.

Exhibit1

CIOsareveryinvolvedinshapingenterprisebusinessstrategy.

ShareofrespondentsreportingCIOshighlyinvolvedinshapingenterprisestrategy,1%

ByperformanceByorganization’s2025techspend

Topperformers2

64

Others

52

$50millionto

<$50million

48

<$500million

51

≥$500million

74

1Question:Towhatextent,ifatall,isyourorganization’smostseniortechnologyleader(eg,chiefinformationoficer,chieftechnologyoficer,chiefdigitalandinformationoficer)involvedinshapingtheenterprise-widebusinessstrategyandagenda?

2Topperformersaredefinedasthoseperformingwelleconomically;theseareorganizationsthat,accordingtorespondents,haveseenanaveragegrowthrateofatleast10%inbothrevenueandEBIToverthepast3years.Oftherespondents,114qualifiedastopperformers.

Source:McKinseyGlobalSurveyontechnology,Sept29–Nov10,2025(n=632C-suiteorITparticipants)

McKinsey&Company

ThenewCIOmandate:Strategy,speed,andscaledintelligence3

4ThenewCIOmandate:Strategy,speed,andscaledintelligence

Exhibit2

Halfoftopperformerscocreatestrategyacrosstechnologyandbusinessteams—doublingsinceourprevioussurvey.

Shareofrespondentsreporting

thattechnology/digitalstrategy

iscocreatedbybusinessand

technologyteamsandrevisited

throughouttheyearinaniterativeprocess,1%

100

80

60

40

20

0

Topperformers2

●

Others

20232025

1Question:Whichofthefollowingprocessesbestdescribeshowyourorganizationcurrentlysetsitstechnology/digitalstrategy?

2Topperformersaredefinedasthoseperformingwelleconomically;theseareorganizationsthat,accordingtorespondents,haveseenanaveragegrowthrateofatleast10%inbothrevenueandEBIToverthepast3years.Oftherespondents,114qualifiedastopperformers.

Source:McKinseyGlobalSurveysontechnology,Sept29–Nov10,2025(n=632C-suiteorITparticipants)andSept19–Oct19,2023(n=500C-suiteorITparticipants)

McKinsey&Company

Ourresearchshowsthatnearlyoneintentop-performingcompanieshavefullyadoptedproductand

platformmodelsacrossallteams,whichismorethanfourtimesthatofotherorganizations.Andnearlyhalfofthesecompaniesindicatethatatleasthalfoftheirteamsnowoperatethisway.

Withproductandplatformoperatingmodelsinplace,

productteams

becomecross-functional,anddecisionshappenwithindaysinsteadofmonths.Thus,thenumberofhandofsdropswhilethelowofinformationincreases.Theresultis

higherROIontechnologyspendandfasterinnovation

.

DBSBankexemplifiesthisshift.

Itadoptedaproductandplatformmodelthatreorganizedtheinstitutionintomorethan30customer-andcapability-alignedplatformsjointlyledbybusinessandtechnology.Thisshiftenabledfasterandbettercoordinateddelivery,amodularcloud-readyarchitecture,andanenterprisedataandAIfoundationthatacceleratedinnovation.Asaresult,DBSstrengtheneditsabilitytobuild,scale,andcontinuouslyimprovedigitalproducts,helpingestablishitasoneoftheworld’stopdigitalbanks.

Ofcourse,ittakesacertaintypeofnimbletalent—peoplewithbothtechnologyandbusinessacumen—tomakeproductandplatformmodelssucceed.Accordingtooursurvey,top-performingcompaniesarehiringtechnologyexecutivesatnearlytwicetherateofotherorganizations(37percentversus19percent)and

arealsohiringmorefinancialmanagerstoensuretechnologyinvestmentdeliversmeasurableROI.The

intelligententerprisedoesnotdistinguishbetweenbusinessandtechnology:Theyareoneandthesame.

ThenewCIOmandate:Strategy,speed,andscaledintelligence5

AI:Thenextgrowtharchitecture

AIisnolongerseenasjustanexperiment.AIhassurpassedbothcybersecurityandinfrastructure

modernizationascompanies’topareaofinvestmentforthenexttwoyears(Exhibit3).HalfofallcompaniesidentifyAIasapriorityinvestment.Amongtopperformers,thatnumberrisesevenhigher:54percentnameAIasatopinvestmentarea.Thefindingspointtoonetruth:AIhasbecomeabusinessimperative.

InvestmentinAImaypowerlong-termgrowth,butintheshortterm,it’sstrainingtechnologybudgets.Halfoftherespondentsplantoincreasetheirtechnologybudgetsbymorethan4percentin2026compared

with2025.Topperformersplantoinvestevenmore:28percentofthosecompaniesplantoincrease

budgetsbymorethan10percentin2026,comparedwithjust3percentofothercompanies(Exhibit4).

Thesesubstantialbudgetincreasesrelectanewreality:Leadingcompaniesareinvestingheavilyto

scale

agenticAI

systemsthatautonomouslyplan,decide,andactacrossworklows.

Exhibit3

CompaniesareprioritizingAIastheirtoptechnologyinvestment,surpassingcybersecurityandinfrastructuremodernization.

Shareofrespondentsreportingtheirorganizationsareplanningonpursuingtechtransformationinitiativesinthenext2years,1%

●Topperformers2●Others

020406080100

TransformingITfunctionusingAI

Strengtheningcyberresilienceanddataprivacydefenses

Modernizinginfrastructure

Transformingtalentmanagementandsourcingpartnerships

Redesigningtechorganizationandoperatingmodel

Scalingdataasaservice

Shapingatech-backedbusinessstrategy

FocusingIT’sdeliverymodeloncoreengineeringprinciples

OverhaulingITarchitecture

1Question:Whichofthefollowingtechnologytransformationinitiatives,ifany,isyourorganizationplanningtopursueinthenext2years?

2Topperformersaredefinedasthoseperformingwelleconomically;theseareorganizationsthat,accordingtorespondents,haveseenanaveragegrowthrateofatleast10%inbothrevenueandEBIToverthepast3years.Oftherespondents,114qualifiedastopperformers.

Source:McKinseyGlobalSurveyontechnology,Sept29–Nov10,2025(n=632C-suiteorITparticipants)

McKinsey&Company

Web<2026>

Iuiviy

Exhibit<4>of<6>

6ThenewCIOmandate:Strategy,speed,andscaledintelligence

Morethanaquarteroftopperformersplantoincreasetechbudgetsbymorethan10percentin2026comparedwith3percentofothers.

Expectedchangetoorganization’stechspendin2026,1%ofrespondents

Topperformers2

Others

Decrease/nochange≤10%increase>10%increase

115

56

28

130

66

3

Don’tknow

1Question:Relativetoyourorganization’stechnologyspendingin2025(includingcapitalexpenditureandoperatingexpenditures),howwillitsspendingchangein2026?

2Topperformersaredefinedasthoseperformingwelleconomically;theseareorganizationsthat,accordingtorespondents,haveseenanaveragegrowthrateofatleast10%inbothrevenueandEBIToverthepast3years.Oftherespondents,114qualifiedastopperformers.

Source:McKinseyGlobalSurveyontechnology,Sept29–Nov10,2025(n=632C-suiteorITparticipants)

McKinsey&Company

Forinstance,UKinsurancecompany

Avivadeployedmorethan80AImodels

acrossitsend-to-endclaimsjourney.Thiswasdonealongsideafulloperatingmodelandculturaltransformationtohelpfrontline

teamsmakefaster,moreaccuratedecisionsateverystepoftheclaimsprocess.Bytakingadomain-wide

approach,Avivamateriallyimprovedbusinessandcustomeroutcomes:liability-assessmenttimedroppedby23days;routingaccuracyimproved30percent;customercomplaintsfell65percent;andtheircustomersatisfactionscoreincreasedsevenfold.

However,noteventopperformersaremovingasfastastheywouldlikewithAI,especiallywhenitcomestoagenticAI.One-quarterofthesecompaniessaytheylackthedatafoundationsnecessarytosecurelyandreliablyscaleagenticAI.AndnearlyathirdofallcompaniesstrugglewithAI-relatedtalentandcapability

gaps,aswellasproblemsintegratingAIintoexistingsystems(Exhibit5).

Despitethesechallenges,layeringagenticAIintothetechstackmaybetheeasypart.Teachingpeople

howtouseitefectivelyandinspiringthemtoembraceitintheirdailyworklowsisharder.Nearlyaquarteroftopperformers—comparedwithjust15percentofothercompanies—cite

changemanagement

asacorechallengetoscalingagenticAI.

To

equiptheirteamswithgenAIsuperpowers

,leadingcompaniesarepullingthreeleversatonce:

insourcing,reskilling,andtargetedhiring.Theirleadersunderstandthatoutsourcingbuildscapacity,but

insourcingbuildscapability.Whenitcomestotheirtalent-relatedstrategiesoverthenexttwoyears,nearlyhalfofthetopperformersplantoincreaseinsourcingtobringstrategictechnologyexpertisebackin-house,comparedwith37percentofotherorganizations.Abouthalfoftopperformersarealsoinvestinginreskillingtheirownworkforces,ensuringthatcoreemployees,notjustthird-partyvendors,candeliverthenextwaveofchange.

Web<2026>

Iuiviy

Exhibit<5>of<6>

ThenewCIOmandate:Strategy,speed,andscaledintelligence7

NearlyathirdofrespondentssaytheircompaniesstrugglewithAI-relatedtalentandcapabilitygaps.

ReportedchallengesinadoptingagenticAI,1%ofrespondents

Talentorcapabilitygaps31

Integrationcomplexitywithexistingsystemsandtools29

Concernsaboutsecurity,reliability,orhallucinations26

Regulatory,privacy,orcomplianceconcerns24

Lackofmoderndatafoundations21

Lackofclearbusinessusecases18

DificultyinmeasuringROIorvalue17

Internalresistance/changemanagementchallenges16

100%

1Question:WhatarethemostsignificantchallengesyourorganizationhasfacedinadoptingagenticAI?Respondentswhoanswered“other,”“notapplicable,”or“don’tknow”arenotshown.

Source:McKinseyGlobalSurveyontechnology,Sept29–Nov10,2025(n=632C-suiteorITparticipants)

McKinsey&Company

Incontrast,companiesnotidentifiedastopperformerscontinuetorelyheavilyonvendorsandoutsourcedteamstodelivertechnologywork.About40percentofthesecompaniesexpecttoincreasetheir

outsourcingoflower-demandworkinthenexttwoyears.Whilethesechoicesboosttechteamcapacityin

theshortterm,theydolittletodeveloplong-termtransformation.Weseeawideningmaturitygap:Themostsuccessfulcompaniesarebecominglearningorganizations,whileothersarestillmanagingtechnologyas

outsourcedlabor.Aninterestingobservationacrossallcompaniesisthatapproximately40percentsaytheyareopeningorexpandingglobaldeliverycenterstoaccessinternationaltalentpools,whichcouldofset

someoutsourcing.

Rewiringtheenterpriseforvelocity

Thetrendisclear:Topperformershaveshiftedtheirfocusfromefficiencytovelocity.Thisdrivescompetitiveadvantage.Forthesecompanies,infrastructuremodernizationisnolongerastrategy;it’sastall.Tocapturethefullbenefitsofdigitalinnovation,leadingcompaniesareweavingtechnologyintotheveryfabricof

theiroperatingmodels.Three-quartersoftop-performingorganizationshaveshiftedtechnologyspendingpatternstocaptureeitherdigitalorbusinessbenefitsandtomeettheircompanies’growingdemandfor

technology,comparedwithjusthalfofothercompanies—whicharestillmorefocusedonmodernizingtechnologyfoundationsandcuttingcosts.

8ThenewCIOmandate:Strategy,speed,andscaledintelligence

Investingintechnologytospurinnovationiscritical,butmakingeverydollarcountisstillimportant.

Organizationshaveshiftedfromafocusonachievingepisodicefficiencygainstoincreasingorganizationalvelocity.Whilehalfofallcompaniesfocusedonrenegotiatingwithvendorsforone-ofcostcutsinour

previoussurvey,thisyearthetopefficiencyleverscenteronacceleratinghowworkgetsdone.Companiesaremakingteamsmoreproductive,streamliningworklows,andrestructuringtechnologyandoperatingmodels(Exhibit6).Theseshiftsunderscorehowimportantitisforcompaniestorewiretheirentirewaysofworking.Movingfastistheonlywaytocaptureinnovationatscale.

Exhibit6

ToreduceITcosts,morethanhalfofcompaniesplantoimproveproductivity,comparedwithonlyaquarterthatwillrenegotiatewithvendors.

ActionsorganizationsexpecttotaketoreduceunitcostofITinthefollowingyear,1%ofrespondents

Improve

Consolidate

Restructure

productivity

and/or

ITtech

Renegotiate

ofinternal

standardize

organizationand

Streamline

Outsource

ordowngrade

Insource

resources

ITwork

operatingmodel

ITdemand

ITactivities

currentservices

ITactivities

100

80

60

40

20

0

20232025

100

80

60

40

20

0

1Question:Whataction,ifany,doyouexpectyourorganizationwilltaketoreduceitsunitcostofITnextyear?

Source:McKinseyGlobalSurveysontechnology,Sept29–Nov10,2025(n=632C-suiteorITparticipants)andSept19–Oct19,2023(n=500participants);in2025,thisquestionwasaskedtoallrespondents,andin2023,itwasaskedonlytothosewhosaidtheiroverallITspendwasgoingtodecrease(n=84)

McKinsey&Company

ThenewCIOmandate:Strategy,speed,andscaledintelligence9

AsidefromplacingAIatthecenteroftheirtechnologystrategy,CIOscanfurtherboostinnovation

byinvestinginpeople.

The2026CIOplaybook

Thenextgenerationoftechnologyleaderswillnotjustmanagetechnology;theywilldesigntheircompaniesaroundit.Butsteppingintothatstrategicpositioniseasiersaidthandone.Itrequiresspendingon

technologywithintent:investinginagenticAIautomation,hiringtoptalent,andbuildingteams’capabilities.ForCIOswhowanttodrivesustainedgrowthattheircompanies,thatpathbeginsbyadoptingfourstrategicimperativesin2026.

1.Puttechnologyatthecenterofstrategy

ThemostsuccessfulCIOsarecollaboratorswithCEOsinshapingbusinessstrategy.Nearlyone-thirdoftopperformerswillprioritizetechnology-ledbusinessmodelinnovationoverthenexttwoyears,showingjust

howtightlytechnologyisbeingwovenintogrowthplans.CIOswhodonotyetfullyparticipateinstrategic

decision-makingcanapproachtheirCEOswithacriticalrequest:Becomeembeddedintobusinessstrategydesign.Theycandesignnotjusttechnologyroadmaps,butalsostrategicplansthatclearlyillustratehow

technologywilladvancethecompany’sbusinessobjectives.Thisensuresthattechnologyprioritiesandbusinessgoalsmoveinlocksteptodelivermaximumvalue.

2.Cocreatecontinuously

Organizationsthatdevelopbusinessandtechnologystrategiesiterativelythroughouttheyearare

growingfasterthanthosethatplaninyearlycycles.Nearlyhalfoftopperformerssaytheirtechnology

planningcyclesarenowfullyintegratedwithbusinessplanning(upfrom18percentinourprevious

survey),underscoringhowbusiness–technologyalignmentisbecomingabuilt-instrategydiscipline.In

companieswheretechnologydecisionsarestilldecidedonceayear,CIOscanarchitectastrategicshift.Theycanstartsmallbyintroducingquarterlybusiness–techreviews.Overtime,CIOscanworkwiththe

restoftheC-suitetocreatewholesaleculturalchange—transformingtechnologyplanningfromanannualeventintoacontinualpractice.

3.UseAItodriveinnovation

LeadingcompaniesarefocusingtheirtechnologytransformationinitiativesheavilyongenAI—andthat

spursinnovation.Ourresearchshowsthathighperformersaremuchmorelikelythanotherstosaythat

theirtechnologytransformationshaveincreasedinnovation.AsidefromplacingAIatthecenteroftheir

technologystrategy,CIOscanfurtherboostinnovationbyinvestinginpeople.Theycanhirenewteam

memberswhoembodyalearningmindset,andtheycanreskillexistingemployeestoensureAIbecomesa