WEBVTT

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Now,
I'd like to take a moment to thank our

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Innovator sponsor BCG for their support
of Dreamforce.

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Joining me now is Rohit Nalgirkar,
managing director and senior partner and

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global co-lead of tech functions at BCG.

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Welcome to Dreamforce.

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Thank you, Monica. Third day,
we're having a great day.

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So I would love to talk to you because
you all are doing the IT spending pulse

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report,
and it's showing that cost control is now

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rivaling as a top-growth priority for IT
leaders.

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How are you seeing CIOs shift their
strategies to

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to balance that?

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Sure, wonderful to be here.
CIOs have been living in this world,

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I call it a schizophrenic world,
of pressure on reducing costs

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continuously but also now investing in
the newer technologies.

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But AI has just intensified this
dichotomy even more.

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And I think what they are doing is they
are continuing to become more efficient

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on their normal technology spend.

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But at the same time,
they found a new friend in AI tools where

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AI can be a very big driver to drive the
efficiency,

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at the same time build new capabilities
for the business.

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That's important on the efficiency gains
there.

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So where are you seeing the most
compelling opportunities for CIOs to lock

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the value that they're seeing in AI?

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Sure.

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If you look at the shop that CIOs lead
within their own technology function,

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I think there are some areas which have
become table stakes,

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like the software development life cycle.

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We're actually seeing 65% of the
companies doing some experimentation and

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some improvement in that.

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We're seeing the usual suspects like IT
help desk,

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as well as some compliance areas,
with very high experimentation.

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But I think the biggest value they're
going to get when they tackle the

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difficult areas,
like legacy technology modernization,

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that's where they're going to get more
value.

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But this is all in the tech function.

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I think the biggest value they can add is,
of course, on the business side,

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in the core,
core functionality of the business.

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Yeah, that's super key.

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And so how is the role of the CIO
evolving in this environment?

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Yes,
the CIO role is a very interesting one.

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I think they have to have so many hats
all at the same time.

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And in this new intensified world,
I think they have to do three things.

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I think, number one,
they have to be the biggest cheerleader

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for technology, what AI can truly be,
and show that to all of their colleagues

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and business leaders.

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I think number two,
they have to walk the talk.

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They cannot just talk about how AI is
great,

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but show how AI can truly change in their
own technology function but also helping

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the business.

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And then last but not the least,
I think it is truly about making a

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difference to the day-to-day lives of its
own employees.

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Like making sure AI is not seen as a
threat,

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but truly as a best friend that people
can use to accelerate themselves.

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Humans and AI

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together.

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We're saying that all week.

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So,
the race for top talent is intensifying,

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right?

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So what should CIOs do now to prepare
their teams for what's coming next?

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Well, that is a very long answer.

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Talent is going to be key,
and it's going to be scarce and so on.

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I would say, you know, it's, number one,
when we think about talent,

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it's not just the technology skills of,
are they well-versed in all of the best

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technologies,
but I would say also hire people and

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train people for the right attitude.

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And I would say adoptability,
somebody called it adoptability quotient,

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is going to be the most important thing.
Because what I learned three weeks ago is

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already probably obsolete. With AI, yeah.

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So we need people who are skilled,
but we need people who are able to adopt

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and change very, very quickly.

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So for me,
focusing on those two areas and then

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truly getting the best talent on your
biggest problems,

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that to me is what unlocks value.

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Great points,
and I know everyone watching is going to

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learn a lot from your insights.

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Thank you again for being here and for
being a sponsor for us.

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Thank you guys for watching.

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Thank you, Monica.