<p><em>一个新的技术领导时代已经到来，但大多数企业尚未做好跟上步伐的准备</em></p>
<p>, /PRNewswire/ --</p>
<p><strong>关键要点 |</strong> <strong>探索关键见解</strong></p>
<p>继续阅读</p>
<p><img src="https://imageproxy.pbkrs.com/https://www.prnewswire.com/news-releases/null?x-oss-process=image/auto-orient,1/interlace,1/resize,w_1440,h_1440/quality,q_95/format,jpg" alt="" original-src="https://imageproxy.pbkrs.com/https://www.prnewswire.com/news-releases/null"/></p>
<p>技术领导者不再仅仅通过正常运行时间或交付来衡量，而是通过推动企业价值的能力。</p>
<p><img src="https://imageproxy.pbkrs.com/https://www.prnewswire.com/news-releases/null?x-oss-process=image/auto-orient,1/interlace,1/resize,w_1440,h_1440/quality,q_95/format,jpg" alt="" original-src="https://imageproxy.pbkrs.com/https://www.prnewswire.com/news-releases/null"/></p>
<p>在扩展新技术的雄心与能力之间存在着日益扩大的差距</p>
<ul>
<li><strong>任务发生了根本性的转变：</strong> 大多数技术领导者（79%）将推动业务成果视为首要任务，这标志着从运行系统到创造企业价值的明确转变。</li>
<li><strong>技术领导的新标准：</strong> 随着人工智能提高了风险，成功可能不仅仅依赖于技术专长。今天的技术领导者还应准备好引导人们应对变革，建立人工智能准备团队，并将技术雄心转化为商业成果。</li>
<li><strong>雄心超越能力：</strong> 尽管 81% 的领导者对自己能够扩展人工智能充满信心，但 75% 的人同时表示，他们的运营模式必须根本改变以推动更大的价值。</li>
<li><strong>领导力现在更注重协调而非权威：</strong> 随着影响力在不断扩大的技术高管团队中分散——71% 的组织拥有五位或更多的技术领导者——这一角色已从控制演变为协调。</li>
</ul>
<p><strong>这为何重要</strong></p>
<p>技术领导者的角色正在经历深刻的转变。根据德勤 2026 年全球技术领导力研究，今天的技术领导者不仅被期望管理技术，还要塑造战略、引领变革、建立人工智能准备团队，并推动全企业的成果。该研究调查了 660 多位高级技术高管，发现尽管任务发生了变化，但企业本身并未跟上。而领导者则被置于一个充满雄心的人工智能驱动世界与遗留运营模式、人才和预算的结构现实之间，形成了对领导力的重大考验。</p>
<p>人工智能时代正在挑战董事会和领导者重新思考他们的运营、竞争和创造价值的方式，技术不再是唯一的挑战，企业内部存在结构性滞后。技术领导者扩展的任务与其组织执行能力之间的差距是赢得或失去竞争优势的关键。那些赋予领导者缩小这一差距的权力——通过重新设计工作方式、决策方式和价值创造方式——的组织，可以定义下一个十年。</p>
<p>随着人工智能提高了风险，成功可能更依赖于将人、优先事项和决策整合在一起的能力，而不仅仅是技术监督。这意味着要引导人机协作，建立信任和人才，并将技术雄心转化为行动。在协调时代，领导者可以通过将技术深度与判断力和影响力结合起来，推动有意义的商业成果而脱颖而出。</p>
<p><strong>关键引用</strong></p>
<p>&#34;操作技术专家的时代已经结束。这一转变已经酝酿了十多年，而人工智能是将其聚焦的催化剂。今天的首席信息官不仅仅是在领导技术；他们被要求重新设计业务运作的基本结构。随着运营模式和投资跟上这一新现实，成功将由判断力和权衡来定义。这是技术领导者重新定义其任务和组织轨迹的时刻。&#34;</p>
<ul>
<li>Anjali Shaikh，德勤咨询公司董事总经理，德勤全球首席信息官及美国技术执行项目负责人</li>
</ul>
<p>&#34;多年来，我们一直在追踪技术领导者向业务中心的旅程。今年的研究表明，他们已经到达，但企业并未完全为他们做好准备。挑战是巨大的，但机会也是巨大的。今天的领导者以其在高管团队中协调和将技术转化为可衡量成果的能力而被定义。那些仍然专注于交付基础系统的人风险被边缘化，而那些抓住这一时刻的人可以引领他们的组织走向未来。&#34;</p>
<ul>
<li>Steve Pratt，德勤咨询公司首席，美国技术执行项目负责人</li>
</ul>
<p><strong>研究揭示了重新定义技术领导力的三大转变：</strong></p>
<p><strong>1. 价值任务：从正常运行时间到成果</strong></p>
<p>技术的角色已经从支持业务转变为塑造其战略。领导者现在被期望在增长、生产力和客户影响方面提供可衡量的企业价值。数据显示，这不是一个新兴趋势，而是新的标准，因为 79% 的领导者报告称这是他们的首要任务。然而，42% 的人报告称人工智能投资的投资回报率低或没有，显示出实现这一新价值任务的困难。</p>
<p><strong>2. 能力差距：雄心与现实</strong></p>
<p>领导者的信心与其组织现实之间出现了明显的矛盾。随着期望的提高，许多组织仍在追赶所需的基础数据、人才和运营模式，以将人工智能投资转化为持续的成果。扩展人工智能的挑战并不在于技术本身，而在于内部约束，如数据质量差、安全问题、人才短缺和遗留系统，造成了雄心与执行之间的差距。</p>
<p><strong>3. 资源紧缩：更多任务，相同模型</strong></p>
<p>随着技术领导者现在被期望同时管理、变革、保护和发展业务，平衡竞争优先事项的压力加大。然而，他们在资金模型和治理结构中运作，这些结构并未跟上步伐。预计技术支出仅会适度上升，41% 的技术领导者报告称，企业认为他们无法跟上需求，领导者被迫做出艰难的权衡，这可能会抑制变革性创新。</p>
<p>2026 年全球技术领导力研究揭示了技术高管团队不断演变的优先事项、雄心和挑战。</p>
<p>了解更多关于我们的技术高管项目，并在 LinkedIn 上与我们联系。</p>
<p><strong>方法论</strong> 德勤在 2025 年 12 月至 2026 年 2 月期间对全球 660 多位技术领导者进行了在线调查。参与者根据职称、公司规模、公司收入以及在其组织内设定技术战略方向的责任进行了筛选。</p>
<p><strong>关于德勤</strong> 德勤为全球许多最受尊敬的品牌提供行业领先的审计、咨询、税务和顾问服务，包括近 90% 的《财富》500 强公司和 9000 多家美国私营公司。在德勤，我们努力实现我们的使命，为我们的员工、客户和社区带来重要影响。我们汇聚了不同的人才、技术、学科和联盟生态系统，以帮助应对当今最复杂的商业挑战并推动长期进步。德勤自豪地成为全球最大的专业服务网络的一部分，为我们在最重要市场的客户提供服务。我们的成员公司网络拥有超过 180 年的服务历史，遍布 150 多个国家和地区。了解德勤约 470,000 名员工如何在 www.deloitte.com 上连接以产生影响。</p>
<p>来源：德勤有限公司</p>
<p><img src="https://imageproxy.pbkrs.com/https://rt.prnewswire.com/rt.gif/query-RGF0ZUlkPTIwMjYwNDMwJk5ld3NJdGVtSWQ9Tlk0NzU3MCZUcmFuc21pc3Npb25fSWQ9MjAyNjA0MzAwODE3UFJfTkVXU19VU1BSX19fX19OWTQ3NTcw?x-oss-process=image/auto-orient,1/interlace,1/resize,w_1440,h_1440/quality,q_95/format,jpg" alt="" original-src="https://imageproxy.pbkrs.com/https://rt.prnewswire.com/rt.gif/query-RGF0ZUlkPTIwMjYwNDMwJk5ld3NJdGVtSWQ9Tlk0NzU3MCZUcmFuc21pc3Npb25fSWQ9MjAyNjA0MzAwODE3UFJfTkVXU19VU1BSX19fX19OWTQ3NTcw"/></p>

<p>德勤 2026 年全球技术领导力研究揭示了技术领导力的重大转变，79% 的领导者将商业成果置于传统指标（如正常运行时间）之上。尽管对扩展人工智能充满信心，75% 的人承认其运营模式需要根本性的变化。该研究强调了雄心与能力之间的差距，强调了协调变革和建立人工智能准备团队的重要性。随着技术领导者重新定义他们的角色，组织必须适应以利用这一新的使命来获得竞争优势</p>

<p><em>A new era of technology leadership is here, but most enterprises are not yet equipped to keep pace</em></p>
<div class="lb-trans"><p><em>一个新的技术领导时代已经到来，但大多数企业尚未做好跟上步伐的准备</em></p>
</div><p>, /PRNewswire/ --</p>
<div class="lb-trans"><p>, /PRNewswire/ --</p>
</div><p><strong>Key takeaways |</strong> <strong>Explore Key Insights</strong></p>
<div class="lb-trans"><p><strong>关键要点 |</strong> <strong>探索关键见解</strong></p>
</div><p>Continue Reading</p>
<div class="lb-trans"><p>继续阅读</p>
</div><p><img src="https://imageproxy.pbkrs.com/https://www.prnewswire.com/news-releases/null" alt="" original-src="https://www.prnewswire.com/news-releases/null"/></p>
<p>Tech leaders are no longer measured by uptime or delivery alone but rather their ability to drive enterprise value.</p>
<div class="lb-trans"><p>技术领导者不再仅仅通过正常运行时间或交付来衡量，而是通过推动企业价值的能力。</p>
</div><p><img src="https://imageproxy.pbkrs.com/https://www.prnewswire.com/news-releases/null" alt="" original-src="https://www.prnewswire.com/news-releases/null"/></p>
<p>There is a widening gap between ambition and capability in scaling new tech</p>
<div class="lb-trans"><p>在扩展新技术的雄心与能力之间存在着日益扩大的差距</p>
</div><ul>
<li><strong>The mandate has fundamentally shifted:</strong> The majority of tech leaders (79%) cite driving business outcomes as their top priority, signaling a definitive move from running systems to creating enterprise value.</li>
<li><strong>There's a new standard for tech leadership:</strong> As AI raises the stakes, success will likely require more than technical expertise. Tech leaders today should also be ready to lead people through change, build AI-ready teams, and turn technology ambition into business results.</li>
<li><strong>Ambitions are outpacing capabilities:</strong> While 81% of leaders are confident they can scale AI, 75% simultaneously state their operating model must fundamentally change to drive greater value.</li>
<li><strong>Leadership is now about orchestration over authority:</strong> As influence becomes distributed across an expanding tech C-suite—71% of organizations have five or more tech leaders —the role has evolved from control to coordination.</li>
</ul>
<div class="lb-trans"><ul>
<li><strong>任务发生了根本性的转变：</strong> 大多数技术领导者（79%）将推动业务成果视为首要任务，这标志着从运行系统到创造企业价值的明确转变。</li>
<li><strong>技术领导的新标准：</strong> 随着人工智能提高了风险，成功可能不仅仅依赖于技术专长。今天的技术领导者还应准备好引导人们应对变革，建立人工智能准备团队，并将技术雄心转化为商业成果。</li>
<li><strong>雄心超越能力：</strong> 尽管 81% 的领导者对自己能够扩展人工智能充满信心，但 75% 的人同时表示，他们的运营模式必须根本改变以推动更大的价值。</li>
<li><strong>领导力现在更注重协调而非权威：</strong> 随着影响力在不断扩大的技术高管团队中分散——71% 的组织拥有五位或更多的技术领导者——这一角色已从控制演变为协调。</li>
</ul>
</div><p><strong>Why this matters</strong></p>
<div class="lb-trans"><p><strong>这为何重要</strong></p>
</div><p>The role of the technology leader is undergoing a profound transformation. Today's tech leaders are not only expected to run technology, but to shape strategy, lead change, build AI-ready teams, and drive enterprise-wide outcomes, according to Deloitte's 2026 Global Technology Leadership Study. The research, which surveyed more than 660 senior technology executives, finds that while the mandate has changed, the enterprise has not. And leaders are caught between the bold ambition of an AI-driven world and the structural reality of legacy operating models, talent, and budget, creating a critical test of leadership.</p>
<div class="lb-trans"><p>技术领导者的角色正在经历深刻的转变。根据德勤 2026 年全球技术领导力研究，今天的技术领导者不仅被期望管理技术，还要塑造战略、引领变革、建立人工智能准备团队，并推动全企业的成果。该研究调查了 660 多位高级技术高管，发现尽管任务发生了变化，但企业本身并未跟上。而领导者则被置于一个充满雄心的人工智能驱动世界与遗留运营模式、人才和预算的结构现实之间，形成了对领导力的重大考验。</p>
</div><p>The AI-era is challenging boards and leaders to rethink how they operate, compete, and create value, and the technology is no longer the only challenge, but there is structural lag within the enterprise. The gap between a tech leader's expanded mandate and their organization's ability to execute is where competitive advantage can be won or lost. The organizations that empower their leaders to close this gap — by redesigning how work gets done, how decisions are made, and how value is created — can define the next decade.</p>
<div class="lb-trans"><p>人工智能时代正在挑战董事会和领导者重新思考他们的运营、竞争和创造价值的方式，技术不再是唯一的挑战，企业内部存在结构性滞后。技术领导者扩展的任务与其组织执行能力之间的差距是赢得或失去竞争优势的关键。那些赋予领导者缩小这一差距的权力——通过重新设计工作方式、决策方式和价值创造方式——的组织，可以定义下一个十年。</p>
</div><p>As AI raises the stakes, success will likely depend less on technical oversight alone and more on the ability to bring people, priorities, and decisions together across the enterprise. That means leading human-AI collaboration, building trust and talent, and translating technology ambition into action. In the orchestration era, leaders can stand out by combining technical depth with the judgment and influence to drive meaningful business outcomes.</p>
<div class="lb-trans"><p>随着人工智能提高了风险，成功可能更依赖于将人、优先事项和决策整合在一起的能力，而不仅仅是技术监督。这意味着要引导人机协作，建立信任和人才，并将技术雄心转化为行动。在协调时代，领导者可以通过将技术深度与判断力和影响力结合起来，推动有意义的商业成果而脱颖而出。</p>
</div><p><strong>Key quotes</strong></p>
<div class="lb-trans"><p><strong>关键引用</strong></p>
</div><p>&#34;The era of the operational technologist is over. This shift has been building for over a decade, and AI is the catalyst bringing that into focus. Today's CIO isn't just leading technology; they are being asked to redesign the very fabric of how the business runs. As operating models and investments catch up to this new reality, success will be defined by judgment and trade-offs. This is the moment for tech leaders to redefine their mandate and their organization's trajectory.&#34;</p>
<div class="lb-trans"><p>&#34;操作技术专家的时代已经结束。这一转变已经酝酿了十多年，而人工智能是将其聚焦的催化剂。今天的首席信息官不仅仅是在领导技术；他们被要求重新设计业务运作的基本结构。随着运营模式和投资跟上这一新现实，成功将由判断力和权衡来定义。这是技术领导者重新定义其任务和组织轨迹的时刻。&#34;</p>
</div><ul>
<li>Anjali Shaikh, Managing Director, Deloitte Consulting LLP, Leader of Deloitte Global CIO &amp; US Tech Executive Programs</li>
</ul>
<div class="lb-trans"><ul>
<li>Anjali Shaikh，德勤咨询公司董事总经理，德勤全球首席信息官及美国技术执行项目负责人</li>
</ul>
</div><p>&#34;For years, we've tracked the tech leader's journey toward the center of the business. This year's study shows they have arrived, but the enterprise wasn't fully prepared for them. The challenge is significant, but the opportunity is immense. Today's leaders are defined by their ability to orchestrate across the C-suite and translate technology into measurable outcomes. Those who remain focused solely on delivering underlying systems risk being sidelined, while those who embrace this moment can lead their organizations into the future.&#34;</p>
<div class="lb-trans"><p>&#34;多年来，我们一直在追踪技术领导者向业务中心的旅程。今年的研究表明，他们已经到达，但企业并未完全为他们做好准备。挑战是巨大的，但机会也是巨大的。今天的领导者以其在高管团队中协调和将技术转化为可衡量成果的能力而被定义。那些仍然专注于交付基础系统的人风险被边缘化，而那些抓住这一时刻的人可以引领他们的组织走向未来。&#34;</p>
</div><ul>
<li>Steve Pratt, Principal, Deloitte Consulting LLP, US Tech Exec Programs Leader</li>
</ul>
<div class="lb-trans"><ul>
<li>Steve Pratt，德勤咨询公司首席，美国技术执行项目负责人</li>
</ul>
</div><p><strong>The research revealed three shifts redefining technology leadership:</strong></p>
<div class="lb-trans"><p><strong>研究揭示了重新定义技术领导力的三大转变：</strong></p>
</div><p><strong>1. The Value Mandate: From Uptime to Outcomes</strong></p>
<div class="lb-trans"><p><strong>1. 价值任务：从正常运行时间到成果</strong></p>
</div><p>Technology's role has evolved from enabling the business to shaping its strategy. Leaders are now expected to deliver measurable enterprise value across growth, productivity, and customer impact. The data shows this is not an emerging trend, but the new standard, as 79% of leaders report it is their top priority. However, 42% report low or no ROI on AI investments, demonstrating the difficulty of delivering on this new value mandate.</p>
<div class="lb-trans"><p>技术的角色已经从支持业务转变为塑造其战略。领导者现在被期望在增长、生产力和客户影响方面提供可衡量的企业价值。数据显示，这不是一个新兴趋势，而是新的标准，因为 79% 的领导者报告称这是他们的首要任务。然而，42% 的人报告称人工智能投资的投资回报率低或没有，显示出实现这一新价值任务的困难。</p>
</div><p><strong>2. The Capability Gap: Ambition vs. Reality</strong></p>
<div class="lb-trans"><p><strong>2. 能力差距：雄心与现实</strong></p>
</div><p>A stark paradox has emerged between leaders' confidence and their organizational reality. As expectations rise, many organizations are still catching up on the foundational data, talent, and operating models needed to translate AI investments into sustained outcomes. Challenges to scaling AI are not the technology itself, but internal constraints like poor data quality, security concerns, talent shortages, and legacy systems, creating a gap between ambition and execution.</p>
<div class="lb-trans"><p>领导者的信心与其组织现实之间出现了明显的矛盾。随着期望的提高，许多组织仍在追赶所需的基础数据、人才和运营模式，以将人工智能投资转化为持续的成果。扩展人工智能的挑战并不在于技术本身，而在于内部约束，如数据质量差、安全问题、人才短缺和遗留系统，造成了雄心与执行之间的差距。</p>
</div><p><strong>3. The Resource Squeeze: More Mandate, Same Model</strong></p>
<div class="lb-trans"><p><strong>3. 资源紧缩：更多任务，相同模型</strong></p>
</div><p>Balancing competing priorities is intensifying as tech leaders are now expected to run, change, protect, and grow the business simultaneously. However, they are operating within funding models and governance structures that have not kept pace. With tech spending projected to rise only modestly and 41% of tech leaders reporting the business sees them as unable to keep up with demand, leaders are being forced to make difficult trade-offs that can stifle transformational innovation.</p>
<div class="lb-trans"><p>随着技术领导者现在被期望同时管理、变革、保护和发展业务，平衡竞争优先事项的压力加大。然而，他们在资金模型和治理结构中运作，这些结构并未跟上步伐。预计技术支出仅会适度上升，41% 的技术领导者报告称，企业认为他们无法跟上需求，领导者被迫做出艰难的权衡，这可能会抑制变革性创新。</p>
</div><p>The 2026 Global Technology Leadership Study unpacks the evolving priorities, ambitions, and challenges of the tech C-suite.</p>
<div class="lb-trans"><p>2026 年全球技术领导力研究揭示了技术高管团队不断演变的优先事项、雄心和挑战。</p>
</div><p>Learn more about our Tech Executive Programs and connect with us on LinkedIn.</p>
<div class="lb-trans"><p>了解更多关于我们的技术高管项目，并在 LinkedIn 上与我们联系。</p>
</div><p><strong>Methodology</strong> Deloitte conducted an online survey among more than 660 technology leaders across the globe from December 2025 to February 2026. Participants were screened based on title, company size, company revenue, and responsibility for setting the strategic direction of technology within their organization.</p>
<div class="lb-trans"><p><strong>方法论</strong> 德勤在 2025 年 12 月至 2026 年 2 月期间对全球 660 多位技术领导者进行了在线调查。参与者根据职称、公司规模、公司收入以及在其组织内设定技术战略方向的责任进行了筛选。</p>
</div><p><strong>About Deloitte</strong> Deloitte provides industry-leading audit, consulting, tax and advisory services to many of the world's most admired brands, including nearly 90% of the Fortune 500® and more than 9,000 U.S.-based private companies. At Deloitte, we strive to live our purpose of making an impact that matters for our people, clients, and communities. We bring together distinct talents, technologies, disciplines, and an ecosystem of alliances to help tackle today's most complex business challenges and drive long-term progress. Deloitte is proud to be part of the largest global professional services network serving our clients in the markets that are most important to them. Bringing more than 180 years of service, our network of member firms spans more than 150 countries and territories. Learn how Deloitte's approximately 470,000 people worldwide connect for impact at www.deloitte.com.</p>
<div class="lb-trans"><p><strong>关于德勤</strong> 德勤为全球许多最受尊敬的品牌提供行业领先的审计、咨询、税务和顾问服务，包括近 90% 的《财富》500 强公司和 9000 多家美国私营公司。在德勤，我们努力实现我们的使命，为我们的员工、客户和社区带来重要影响。我们汇聚了不同的人才、技术、学科和联盟生态系统，以帮助应对当今最复杂的商业挑战并推动长期进步。德勤自豪地成为全球最大的专业服务网络的一部分，为我们在最重要市场的客户提供服务。我们的成员公司网络拥有超过 180 年的服务历史，遍布 150 多个国家和地区。了解德勤约 470,000 名员工如何在 www.deloitte.com 上连接以产生影响。</p>
</div><p>SOURCE Deloitte LLP</p>
<div class="lb-trans"><p>来源：德勤有限公司</p>
</div><p><img src="https://imageproxy.pbkrs.com/https://rt.prnewswire.com/rt.gif/query-RGF0ZUlkPTIwMjYwNDMwJk5ld3NJdGVtSWQ9Tlk0NzU3MCZUcmFuc21pc3Npb25fSWQ9MjAyNjA0MzAwODE3UFJfTkVXU19VU1BSX19fX19OWTQ3NTcw" alt="" original-src="https://rt.prnewswire.com/rt.gif?NewsItemId=NY47570&amp;Transmission_Id=202604300817PR_NEWS_USPR_____NY47570&amp;DateId=20260430"/></p>

从运营者到指挥者：德勤 2026 年全球技术领导力研究揭示了技术领导者的新使命