CIOs have a long list of tech initiatives, product deliveries, and IT projects planned for the year ahead. Each one is, of course, important in its own right. Taken all together, though, they\u2019re collectively driving some greater good for the enterprise.\n\nWith that in mind, we asked multiple CIOs to share their overarching objectives and goals \u2014 or, in the spirit of the New Year, to share their resolutions \u2014 for 2022.\n\nHere\u2019s a look at what they want to achieve and how they\u2019re planning to succeed.\n\n1. Maximize people power\n\nBooz Allen Hamilton believes its staff is its greatest resource, so CIO Brad Stone lists enabling each of them as his No. 1 objective for 2022. The goal, he explains, is \u201cproviding the services and digital environment that every one of our users wants so they can maximize who they are.\u201d\n\nThat\u2019s a big lift for a company with 29,000 employees, who \u2014 like employees at many other organizations \u2014 will continue in a work-from-anywhere environment.\n\n\u201cWe\u2019ve learned a lot about what a hybrid environment means, but we still have a lot of unknowns. We don\u2019t always know what our users want, what work means for them, but we still want to make sure our people are supported no matter where they are or what they\u2019re doing,\u201d Stone says.\n\nHe plans to build worker personas, look for commonalities across them, and tap into the user communities to identify needs and then deliver options to meet them \u2014 but without creating an overwhelming sprawl of choices.\n\nThis objective, he adds, \u201cties to our core business objective, which is attracting, retaining, and expanding our people.\u201d\n\n2. Be more empathetic\n\nAbha Dogra, senior vice president of digital technology and North America CIO for Schneider Electric, traveled to Mexico in early December to visit workers she hadn\u2019t yet met in person. She considers the trip an early start on her 2022 goal of using more of her emotional quotient, or EQ.\n\n\u201cAs tech leaders, we can be IQ-oriented; my behavior is driven by the IQ side of my brain. I don\u2019t believe that will change, but I\u2019d like to give myself a goal to really up my EQ side, where I should now be much more present to my team, physically, emotionally, to really help them evolve,\u201d she says.\n\nShe traveled to Monterrey specifically to visit a team working in the company\u2019s digital hub, which opened just months before the start of the COVID pandemic. Dogra says she made it a point to keep open time on her calendar and sit in open spaces, such as the office kitchen, so she could engage with staffers on a personal level and let workers know she\u2019s available to guide, mentor, and teach as much as to lead.\n\n3. Drive customer experience to the next level\n\nRJ Juliano, chief information and marketing officer for Parkway, a Philadelphia-based company that has been buying, selling, managing, and leasing real estate and parking facilities, has big ideas on how to build a customer-centric future for this nearly century-old company.\n\nJuliano says he envisions building a frictionless customer experience that delivers highly accurate information and directions to where they want to go \u2014 and that connects them with the other places they need to be on their journeys.\n\n\u201cWe\u2019re part of a big chain and we want to be a frictionless piece of that,\u201d he says, explaining that his vision requires working with other businesses to connect platforms to offer the services customers need.\n\nJuliano\u2019s idea isn\u2019t new, but it was sidelined for a time during the pandemic as other needs took priority. But Juliano is making customer experience a central part of his 2022 plans, building on capabilities, such as new apps for touchless services, that were delivered during the pandemic.\n\nHe says he doesn\u2019t have time to waste: \u201cI think customer expectations will double at a high pace now; they expect a fully connected world.\u201d\n\nOthers see that, too: The 2022 Tech Trends report from Info-Tech Research Group found that 69% of surveyed IT practitioners believe changing customer expectations will disrupt business in the next 12 months.\n\n4. Retain newfound agility\n\nOrganizations that made it through 2020 and 2021 did so, in many cases, because they were able to adapt and adjust through nearly two years of tumult and disruption.\n\n\u201cWe all figured out how to be nimble by force. We don\u2019t want to now lose that momentum. I don\u2019t want to see people go back to being overly risk-adverse,\u201d Juliano says.\n\nHe believes organizations, including his own, could backslide into past processes that required more steps to approve and make changes. Although he acknowledges the importance of processes and controls to ensure good decisions are made, he wants to see them nimble enough to sustain the same speed they enabled during the pandemic.\n\n\u201cLet\u2019s not forget the lesson we learned: We can move fast. We figured out how to think and flex really quickly. Let\u2019s keep doing it,\u201d he says.\n\n5. Get ready for growth\n\nIT drove a lot of the growth that business saw during the past year.\n\nExpect that to continue, according to the Snow Software 2022 IT Priorities Report, which lists \u201cdriving company growth\u201d at No. 7 on its survey of top 12 CIO priorities for 2022.\n\n\u201cArmed with plenty of newfound experiences and reshaped perspective, 2022 will be the year for IT to take all that has been learned, set new baselines, and drive toward new levels of growth,\u201d the report states.\n\nSteve Heilenman, CIO of Benefix.us, a startup in the insurance tech space, has driving growth at the top of his list of resolutions for the upcoming year. The 5-year-old company has seen 121% year-over-year growth in its short history, and Heilenman says IT is essential to enabling the company to continue on that path of rapid growth.\n\nHeilenman says Benefix.us IT is working to stabilize the company\u2019s platform to accommodate that growth while also adding new features, such as the analytics capabilities that customers want and the automation internal teams need to keep pace with the increasing workloads that come with growth.\n\n6. Flex data-driven capabilities\n\nOne of the top goals Eric Johnson, executive vice president and CIO of Momentive (formerly SurveyMonkey), has for himself and his organization: driving more business impact through the company\u2019s data program.\n\nJohnson spent the past year building the groundwork to really seize on that opportunity. \u201cWe focused investments in data infrastructure, hiring key skills and key wins,\u201d he says. \u201cIn 2022 we\u2019ll now push to define larger goals and projects to move the needle on critical business KPIs using data science and [machine learning].\u201d\n\nManagement consulting firm McKinsey & Co. puts data as one of six \u201cmake-or-break priorities\u201d for CIOs for 2022.\n\n\u201cIt\u2019s not much of an exaggeration to say that no important value-creating initiatives for the business are possible without good data. It is literally the lifeblood of the business and should be treated that way,\u201d McKinsey senior partner Aamer Baig writes on the topic, adding that CIOs must focus on quality over quantity and develop \u201can orchestration capability to make the many data linkages needed to enable advanced experiences.\u201d\n\nBooz Allen\u2019s Stone also had a similar resolution involving data, more specifically to continue pushing the company on its path to being a truly data-driven organization.\n\n\u201cWe want to get more value out of the data and to use it more to inform our decisions so we can really achieve better speed of decision-making,\u201d he adds.\n\n7. Optimize the hybrid work culture\n\nFor many CIOs, the hybrid work environment \u2014 that mix of in-person and remote employees \u2014 is here to stay for both their own IT staffers and for their organization\u2019s overall workforce. Thus they\u2019re tasked with both delivering the underlying capabilities and leading and managing the new workplace culture.\n\nBut even after nearly two years working in this mode, challenges remain. The Snow Software IT Priorities Report found that 78% of IT leaders said hybrid work could be a burden as they try to hire, maintain, and adequately manage their organization\u2019s growing remote workforce.\n\nIt\u2019s not surprising, then, that CIOs are resolved to focus on building a workplace culture tailored to the hybrid model.\n\nThomas Phelps, senior vice president of corporate strategy and CIO for Laserfiche, is one such IT leader.\n\n\u201cWith Laserfiche transitioning to a hybrid work environment, we have an opportunity to hire talent to work from almost anywhere and everywhere. The challenge is how do you sustain a company culture when your human interactions may be limited to a two-inch Zoom thumbnail,\u201d he says.\n\nHe adds: \u201cMy resolution is to not just lead technology innovation and business performance, but also find new ways to sustain our company culture for hybrid work with leadership that sets the tone and the right mix of digital \u2014 and sometimes analog \u2014 services and collaboration tools. Some technology solutions will influence what our hybrid work culture looks like, but the biggest impact will come from fostering a culture where teams feel engaged and valued.\u201d\n\n8. Automate, automate, automate\n\nAutomation tops the list for Stephen Franchetti, CIO of tech company Samsara, who wants to use the technology to both drive productivity and simplify the user experience.\n\n\u201cWe want the people we hire to be focused on the job we hire them for. We want our sales folks to be out there selling and our engineers to be cutting code and creating great products, as opposed to working on administrivia,\u201d he says. \u201cSo, automating those repeatable processes through apps, bots, and integrations will be critical for us to remain agile as we grow.\u201d\n\nMoreover, he believes automation is a critical component for future success, seeing it as one way to help his company \u201cevolve, scale effectively, and keep our agile edge in the process.\u201d\n\nOthers share his perspective. The Info-Tech 2022 Tech Trends report found that 79% of surveyed IT leaders see automation providing high value to their organization in the year ahead. The report also listed automation as a service as one of its five tech trends to watch in 2022.\n\n9. Innovate\n\nAccording to the Snow Software report, CIOs put \u201cdriving innovation for competitive advantage\u201d as No. 5 on their list of 12 top priorities for 2022 \u2014 up from the prior year\u2019s No. 9 spot.\n\nRavi Naik, CIO and executive vice president of storage services for Seagate Technology, rates innovation even higher on his list of 2022 resolutions. In fact, he lists innovation \u2014 and more specifically, the ability to innovate within the constraints he has \u2014 as his top resolution.\n\n\u201cIt\u2019s about scaling all we are doing more efficiently and cleanly in order to reinvest resources into the organization,\u201d he says, noting that it\u2019s critical for growth that IT teams question the status quo. \u201cWhen innovation is unleashed, we can unlock the value that is stuck in inefficiencies and allow that value to be reinvested into the company. Of course, CIOs cannot do that by themselves. It\u2019s a behavior that needs to be institutionalized. I encourage the entire IT organization to take on that mindset.\u201d\n\nHe adds: \u201cWe can do more with less not because we are merely starving projects or shutting off the lights, but because we have found a better consumption model thanks to cloud and agility. We need to direct resources where they\u2019re needed most. That is why I want to drive a culture that innovates under constraints.\u201d\n\n10. Simplify\n\nThe Info-Tech Research Group in its 2022 Tech Trends report identifies complexity as a risk factor for CIOs as they drive forward with certain initiatives. Booz Allen\u2019s Stone agrees, which is why he puts \u201csimplify\u201d as another one of his resolutions for the year ahead.\n\n\u201cI want to simplify our enterprise and simplify our operations,\u201d he says.\n\nHe sees the use of more cloud technology as one of the primary ways he\u2019ll drive out complexity, and he believes ridding the organization of bespoke processes and highly tailored applications as another move to make, explaining that both of those can create friction and slow the organization at a time when seamless services and speed are needed to succeed.