<p><em>一個新的技術領導時代已經到來，但大多數企業尚未做好跟上步伐的準備</em></p>
<p>, /PRNewswire/ --</p>
<p><strong>關鍵要點 |</strong> <strong>探索關鍵見解</strong></p>
<p>繼續閲讀</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>技術領導者不再僅僅通過正常運行時間或交付來衡量，而是通過推動企業價值的能力。</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>在擴展新技術的雄心與能力之間存在着日益擴大的差距</p>
<ul>
<li><strong>任務發生了根本性的轉變：</strong> 大多數技術領導者（79%）將推動業務成果視為首要任務，這標誌着從運行系統到創造企業價值的明確轉變。</li>
<li><strong>技術領導的新標準：</strong> 隨着人工智能提高了風險，成功可能不僅僅依賴於技術專長。今天的技術領導者還應準備好引導人們應對變革，建立人工智能準備團隊，並將技術雄心轉化為商業成果。</li>
<li><strong>雄心超越能力：</strong> 儘管 81% 的領導者對自己能夠擴展人工智能充滿信心，但 75% 的人同時表示，他們的運營模式必須根本改變以推動更大的價值。</li>
<li><strong>領導力現在更注重協調而非權威：</strong> 隨着影響力在不斷擴大的技術高管團隊中分散——71% 的組織擁有五位或更多的技術領導者——這一角色已從控制演變為協調。</li>
</ul>
<p><strong>這為何重要</strong></p>
<p>技術領導者的角色正在經歷深刻的轉變。根據德勤 2026 年全球技術領導力研究，今天的技術領導者不僅被期望管理技術，還要塑造戰略、引領變革、建立人工智能準備團隊，並推動全企業的成果。該研究調查了 660 多位高級技術高管，發現儘管任務發生了變化，但企業本身並未跟上。而領導者則被置於一個充滿雄心的人工智能驅動世界與遺留運營模式、人才和預算的結構現實之間，形成了對領導力的重大考驗。</p>
<p>人工智能時代正在挑戰董事會和領導者重新思考他們的運營、競爭和創造價值的方式，技術不再是唯一的挑戰，企業內部存在結構性滯後。技術領導者擴展的任務與其組織執行能力之間的差距是贏得或失去競爭優勢的關鍵。那些賦予領導者縮小這一差距的權力——通過重新設計工作方式、決策方式和價值創造方式——的組織，可以定義下一個十年。</p>
<p>隨着人工智能提高了風險，成功可能更依賴於將人、優先事項和決策整合在一起的能力，而不僅僅是技術監督。這意味着要引導人機協作，建立信任和人才，並將技術雄心轉化為行動。在協調時代，領導者可以通過將技術深度與判斷力和影響力結合起來，推動有意義的商業成果而脱穎而出。</p>
<p><strong>關鍵引用</strong></p>
<p>&#34;操作技術專家的時代已經結束。這一轉變已經醖釀了十多年，而人工智能是將其聚焦的催化劑。今天的首席信息官不僅僅是在領導技術；他們被要求重新設計業務運作的基本結構。隨着運營模式和投資跟上這一新現實，成功將由判斷力和權衡來定義。這是技術領導者重新定義其任務和組織軌跡的時刻。&#34;</p>
<ul>
<li>Anjali Shaikh，德勤諮詢公司董事總經理，德勤全球首席信息官及美國技術執行項目負責人</li>
</ul>
<p>&#34;多年來，我們一直在追蹤技術領導者向業務中心的旅程。今年的研究表明，他們已經到達，但企業並未完全為他們做好準備。挑戰是巨大的，但機會也是巨大的。今天的領導者以其在高管團隊中協調和將技術轉化為可衡量成果的能力而被定義。那些仍然專注於交付基礎系統的人風險被邊緣化，而那些抓住這一時刻的人可以引領他們的組織走向未來。&#34;</p>
<ul>
<li>Steve Pratt，德勤諮詢公司首席，美國技術執行項目負責人</li>
</ul>
<p><strong>研究揭示了重新定義技術領導力的三大轉變：</strong></p>
<p><strong>1. 價值任務：從正常運行時間到成果</strong></p>
<p>技術的角色已經從支持業務轉變為塑造其戰略。領導者現在被期望在增長、生產力和客户影響方面提供可衡量的企業價值。數據顯示，這不是一個新興趨勢，而是新的標準，因為 79% 的領導者報告稱這是他們的首要任務。然而，42% 的人報告稱人工智能投資的投資回報率低或沒有，顯示出實現這一新價值任務的困難。</p>
<p><strong>2. 能力差距：雄心與現實</strong></p>
<p>領導者的信心與其組織現實之間出現了明顯的矛盾。隨着期望的提高，許多組織仍在追趕所需的基礎數據、人才和運營模式，以將人工智能投資轉化為持續的成果。擴展人工智能的挑戰並不在於技術本身，而在於內部約束，如數據質量差、安全問題、人才短缺和遺留系統，造成了雄心與執行之間的差距。</p>
<p><strong>3. 資源緊縮：更多任務，相同模型</strong></p>
<p>隨着技術領導者現在被期望同時管理、變革、保護和發展業務，平衡競爭優先事項的壓力加大。然而，他們在資金模型和治理結構中運作，這些結構並未跟上步伐。預計技術支出僅會適度上升，41% 的技術領導者報告稱，企業認為他們無法跟上需求，領導者被迫做出艱難的權衡，這可能會抑制變革性創新。</p>
<p>2026 年全球技術領導力研究揭示了技術高管團隊不斷演變的優先事項、雄心和挑戰。</p>
<p>瞭解更多關於我們的技術高管項目，並在 LinkedIn 上與我們聯繫。</p>
<p><strong>方法論</strong> 德勤在 2025 年 12 月至 2026 年 2 月期間對全球 660 多位技術領導者進行了在線調查。參與者根據職稱、公司規模、公司收入以及在其組織內設定技術戰略方向的責任進行了篩選。</p>
<p><strong>關於德勤</strong> 德勤為全球許多最受尊敬的品牌提供行業領先的審計、諮詢、税務和顧問服務，包括近 90% 的《財富》500 強公司和 9000 多家美國私營公司。在德勤，我們努力實現我們的使命，為我們的員工、客户和社區帶來重要影響。我們匯聚了不同的人才、技術、學科和聯盟生態系統，以幫助應對當今最複雜的商業挑戰並推動長期進步。德勤自豪地成為全球最大的專業服務網絡的一部分，為我們在最重要市場的客户提供服務。我們的成員公司網絡擁有超過 180 年的服務歷史，遍佈 150 多個國家和地區。瞭解德勤約 470,000 名員工如何在 www.deloitte.com 上連接以產生影響。</p>
<p>來源：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 年全球技術領導力研究揭示了技術領導力的重大轉變，79% 的領導者將商業成果置於傳統指標（如正常運行時間）之上。儘管對擴展人工智能充滿信心，75% 的人承認其運營模式需要根本性的變化。該研究強調了雄心與能力之間的差距，強調了協調變革和建立人工智能準備團隊的重要性。隨着技術領導者重新定義他們的角色，組織必須適應以利用這一新的使命來獲得競爭優勢</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>一個新的技術領導時代已經到來，但大多數企業尚未做好跟上步伐的準備</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>關鍵要點 |</strong> <strong>探索關鍵見解</strong></p>
</div><p>Continue Reading</p>
<div class="lb-trans"><p>繼續閲讀</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>技術領導者不再僅僅通過正常運行時間或交付來衡量，而是通過推動企業價值的能力。</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>在擴展新技術的雄心與能力之間存在着日益擴大的差距</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>任務發生了根本性的轉變：</strong> 大多數技術領導者（79%）將推動業務成果視為首要任務，這標誌着從運行系統到創造企業價值的明確轉變。</li>
<li><strong>技術領導的新標準：</strong> 隨着人工智能提高了風險，成功可能不僅僅依賴於技術專長。今天的技術領導者還應準備好引導人們應對變革，建立人工智能準備團隊，並將技術雄心轉化為商業成果。</li>
<li><strong>雄心超越能力：</strong> 儘管 81% 的領導者對自己能夠擴展人工智能充滿信心，但 75% 的人同時表示，他們的運營模式必須根本改變以推動更大的價值。</li>
<li><strong>領導力現在更注重協調而非權威：</strong> 隨着影響力在不斷擴大的技術高管團隊中分散——71% 的組織擁有五位或更多的技術領導者——這一角色已從控制演變為協調。</li>
</ul>
</div><p><strong>Why this matters</strong></p>
<div class="lb-trans"><p><strong>這為何重要</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>技術領導者的角色正在經歷深刻的轉變。根據德勤 2026 年全球技術領導力研究，今天的技術領導者不僅被期望管理技術，還要塑造戰略、引領變革、建立人工智能準備團隊，並推動全企業的成果。該研究調查了 660 多位高級技術高管，發現儘管任務發生了變化，但企業本身並未跟上。而領導者則被置於一個充滿雄心的人工智能驅動世界與遺留運營模式、人才和預算的結構現實之間，形成了對領導力的重大考驗。</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>人工智能時代正在挑戰董事會和領導者重新思考他們的運營、競爭和創造價值的方式，技術不再是唯一的挑戰，企業內部存在結構性滯後。技術領導者擴展的任務與其組織執行能力之間的差距是贏得或失去競爭優勢的關鍵。那些賦予領導者縮小這一差距的權力——通過重新設計工作方式、決策方式和價值創造方式——的組織，可以定義下一個十年。</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>隨着人工智能提高了風險，成功可能更依賴於將人、優先事項和決策整合在一起的能力，而不僅僅是技術監督。這意味着要引導人機協作，建立信任和人才，並將技術雄心轉化為行動。在協調時代，領導者可以通過將技術深度與判斷力和影響力結合起來，推動有意義的商業成果而脱穎而出。</p>
</div><p><strong>Key quotes</strong></p>
<div class="lb-trans"><p><strong>關鍵引用</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;操作技術專家的時代已經結束。這一轉變已經醖釀了十多年，而人工智能是將其聚焦的催化劑。今天的首席信息官不僅僅是在領導技術；他們被要求重新設計業務運作的基本結構。隨着運營模式和投資跟上這一新現實，成功將由判斷力和權衡來定義。這是技術領導者重新定義其任務和組織軌跡的時刻。&#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，德勤諮詢公司董事總經理，德勤全球首席信息官及美國技術執行項目負責人</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;多年來，我們一直在追蹤技術領導者向業務中心的旅程。今年的研究表明，他們已經到達，但企業並未完全為他們做好準備。挑戰是巨大的，但機會也是巨大的。今天的領導者以其在高管團隊中協調和將技術轉化為可衡量成果的能力而被定義。那些仍然專注於交付基礎系統的人風險被邊緣化，而那些抓住這一時刻的人可以引領他們的組織走向未來。&#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，德勤諮詢公司首席，美國技術執行項目負責人</li>
</ul>
</div><p><strong>The research revealed three shifts redefining technology leadership:</strong></p>
<div class="lb-trans"><p><strong>研究揭示了重新定義技術領導力的三大轉變：</strong></p>
</div><p><strong>1. The Value Mandate: From Uptime to Outcomes</strong></p>
<div class="lb-trans"><p><strong>1. 價值任務：從正常運行時間到成果</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>技術的角色已經從支持業務轉變為塑造其戰略。領導者現在被期望在增長、生產力和客户影響方面提供可衡量的企業價值。數據顯示，這不是一個新興趨勢，而是新的標準，因為 79% 的領導者報告稱這是他們的首要任務。然而，42% 的人報告稱人工智能投資的投資回報率低或沒有，顯示出實現這一新價值任務的困難。</p>
</div><p><strong>2. The Capability Gap: Ambition vs. Reality</strong></p>
<div class="lb-trans"><p><strong>2. 能力差距：雄心與現實</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>領導者的信心與其組織現實之間出現了明顯的矛盾。隨着期望的提高，許多組織仍在追趕所需的基礎數據、人才和運營模式，以將人工智能投資轉化為持續的成果。擴展人工智能的挑戰並不在於技術本身，而在於內部約束，如數據質量差、安全問題、人才短缺和遺留系統，造成了雄心與執行之間的差距。</p>
</div><p><strong>3. The Resource Squeeze: More Mandate, Same Model</strong></p>
<div class="lb-trans"><p><strong>3. 資源緊縮：更多任務，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>隨着技術領導者現在被期望同時管理、變革、保護和發展業務，平衡競爭優先事項的壓力加大。然而，他們在資金模型和治理結構中運作，這些結構並未跟上步伐。預計技術支出僅會適度上升，41% 的技術領導者報告稱，企業認為他們無法跟上需求，領導者被迫做出艱難的權衡，這可能會抑制變革性創新。</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 年全球技術領導力研究揭示了技術高管團隊不斷演變的優先事項、雄心和挑戰。</p>
</div><p>Learn more about our Tech Executive Programs and connect with us on LinkedIn.</p>
<div class="lb-trans"><p>瞭解更多關於我們的技術高管項目，並在 LinkedIn 上與我們聯繫。</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>方法論</strong> 德勤在 2025 年 12 月至 2026 年 2 月期間對全球 660 多位技術領導者進行了在線調查。參與者根據職稱、公司規模、公司收入以及在其組織內設定技術戰略方向的責任進行了篩選。</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>關於德勤</strong> 德勤為全球許多最受尊敬的品牌提供行業領先的審計、諮詢、税務和顧問服務，包括近 90% 的《財富》500 強公司和 9000 多家美國私營公司。在德勤，我們努力實現我們的使命，為我們的員工、客户和社區帶來重要影響。我們匯聚了不同的人才、技術、學科和聯盟生態系統，以幫助應對當今最複雜的商業挑戰並推動長期進步。德勤自豪地成為全球最大的專業服務網絡的一部分，為我們在最重要市場的客户提供服務。我們的成員公司網絡擁有超過 180 年的服務歷史，遍佈 150 多個國家和地區。瞭解德勤約 470,000 名員工如何在 www.deloitte.com 上連接以產生影響。</p>
</div><p>SOURCE Deloitte LLP</p>
<div class="lb-trans"><p>來源：德勤有限公司</p>
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從運營者到指揮者：德勤 2026 年全球技術領導力研究揭示了技術領導者的新使命