As 2016 draws to a close, it's fair to ask what CIOs plan to spend their money on for 2017. So we did: IT executives polled by CIO.com say they plan to automate more business processes, facilitate platform strategies and beef up their analytics capabilities.\n\n\nCloud migration and cybersecurity continues to be a major emphasis, with CIOs renting more software via the internet and investing in more proactive approaches for defending their corporate castles.\n\n\nAnd as CIO.com noted Tuesday, digital remains an ongoing focus, with companies in various stages of their transformations to technologies and process that help win new customers. Here is what some of your peers will be up to in 2017.\n\n\nMichael Giresi, CIO of Royal Caribbean Cruise Lines\n\n Royal Caribbean Cruise Lines \n\nMichael Giresi, CIO of Royal Caribbean Cruise Lines.\n\n\n\nRoyal Caribbean Cruise Lines is in the midst of a long-term digital transformation. While cruise fans are well-aware of Royal's splashy forays into augmented reality and RFID luggage tags on new cruise ships, few know that CIO Michael Giresi is also refactoring Royal's entire application architecture. Giresi tells CIO.com the current infrastructure lacks the stability to juggle the loads of transactions generated by the cruise company's disparate property management systems.\n\n\nGiresi says that he\u2019s figured out which apps he wants to continue to use and which ones he expects to sunset. The challenge is in the execution: Completing the work without disrupting the customer experience. \u201cThe architecture that we have\u2026 it can\u2019t scale, it doesn\u2019t meet expectations and it has to be more or less completely be redone with data and guests being at the absolute heart of it,\u201d Giresi says.\n\n\nThe application architecture also needs to be significantly stronger to support the increasing number of digital capabilities Royal is generating. In the on-demand era defined by the likes of Amazon.com, Uber and others, customers expect a frictionless experience, Giresi says.\n\nJay Ferro, CIO of EarthLink\n Earthlink \n\nJay Ferro, CIO of EarthLink.\n\n\n\nWhen Ferro started working at EarthLink he didn't anticipate going back to the future on the mergers and acquisitions front. But that\u2019s exactly what\u2019s happening at the \u201890s ISP star, which is being acquired by rival Windstream. A mere four months after leaving American Cancer Society, where he helped combine 12 cancer-combatting entities into one, Ferro has embarked on another M&A journey.\n\n\nYet Ferro says little is changing as far as his strategic remit for 2017. He's still phasing out 20-year-old applications rolled up from acquisitions EarthLink made over the years. He also remains focused on Earthlink's crucial push into software-defined wide area networks (SD-WAN), which the company views as the next frontier for growth as corporate customers pursue cloud migrations.\n\n\nFerro says the combination will help him tackle technology choice challenges. For example, while Ferro has been mulling how to upgrade EarthLink\u2019s existing quote-to-cash system, Windstream has recently done it. \u201cThey had a terrific product so that accelerates that transformation,\u201d Ferro says. The synergies are hardly one-directional. EarthLink has a head start over Windstream in selling SD-WAN services, which is part of what made the company so attractive to its acquirer, Ferro says.\n\nRhonda Gass, CIO of Stanley Black & Decker\n Stanley Black & Decker \n\nRhonda Gass, CIO of Stanley Black & Decker.\n\n\n\nDigital is one of the broader initiatives for Stanley Black & Decker, whose CIO Rhonda Gass is looking to add new productivity tools for employees while supporting customer initiatives, including internet of things (IoT) capabilities for the company\u2019s tools and other hardware.\n\n\nStandardizing business software stands out as essential for Stanley\u2019s digital transformation. Gass says she must reduce more than 100 ERP systems, accrued from 100 acquisitions over the past decade, to improve business agility. The company is also adopting technology business management (software to better align IT costs with business value.\n\n\nGass also says the shifts to digital are forcing Stanley to continually evaluate its risk profile, particularly as the tools industry embraces IoT. \u201cThere are concerns around IoT and the world that that opens,\u201d Gass says. \u201cI think that\u2019s an area where no one really sleeps well at night,\u201d Gass says.\n\nBob Worrall, CIO of Juniper Networks\n Juniper Networks \n\nBob Worrall, CIO of Juniper Networks.\n\n\n\nJuniper Networks CIO Bob Worrall says he expects to complete a transition to the cloud that began before he arrived at the networking equipment maker in 2015. Juniper has reduced its data center count from 18 to one and currently uses only 36 server racks to manage its corporate applications and IT services. Worrall estimates the company will be fully in the cloud by June, a remarkable feat for a major provider of routers, switches and other gear that populates data centers.\n\n\nWorrall also says he\u2019s looking to automate corporate business processes, including anything from automatic password resets and onboarding new employees. He also expects to apply automation in congress with big data analytics and machine learning, which could automatically tune the performance of Juniper's security, firewall, routers and switch products. "The march toward automation\u2019s next big frontier," Worrall says.\n\n\nUnderpinning all of this work is a relentless focus on upgrading cybersecurity technology. Worrall says he's looking to bolster his predictive analytics and advance threat protection capabilities in 2017.\n\nSanjib Sahoo, XPO Logistics\n XPO Logistics \n\nSanjib Sahoo, XPO Logistics.\n\n\n\nFor Sanjib Sahoo, CIO of XPO Logistics\u2019 Transport-North America business, the 2017 strategy includes automating several business processes and building a holistic platform ecosystem for its shipping and carrier customers.\n\n\nLike most logistics companies, XPO\u2019s business processes and logic have traditionally been manual and labor-intensive. In 2017, Sahoo plans to construct an API-based platform that will expose useful logistics data to XPO\u2019s shipper and carrier customers.\n\n\nIn support of this initiative, Sahoo is creating different \u201cstreams of IT,\u201d a nod to the bimodal or multi-modal approach many CIOs are taking. Some IT workers will focus on cultivating innovation while others will be maintaining and supporting XPO\u2019s core IT. \u201cWe must balance calculated risk and innovations while making sure our systems are working fine,\u201d Sahoo says.\n\n\nAnd that, Sahoo says, remains a priority for all CIOs in 2017. \u201cWe have to match speed and agility with quality,\u201d he says.