This essentials guide offers a curated set of reports, actionable best practices, and downloadable templates to help your organization identify, measure, and remediate technical debt while controlling IT sprawl.

Organizational controls that apply to all changes, without regard to risk, introduce needless delay. What High-Performing DevOps Organizations Do Differently DevOps maturity begins with understanding what a scalable high-performing DevOps shop looks like. Bad news first: There is no golden path to DevOps nirvana. All high-performing DevOps organizations excel in their own way, and mechanical copy-paste approaches almost always fail.

As cloud environments grow in scale and complexity, organizations lean on a variety of advanced automations including GPU capacity routing and ladder stepping. Strengthen governance and financial discipline. CCMO solutions help organizations establish consistent policies, budget controls, and accountability mechanisms across technology teams.

The report helps readers understand how adopting CDEs can mitigate risks and enhance developer experience while maintaining organizational control.

Succeed With Cloud Through Industry-Specific Tooling And Open Source Forrester has worked with hundreds of financial services organizations over the past decade on various aspects of their cloud strategies. Through these interactions, organizations have shared recommendations and lessons learned. To help financial services adopt cloud services at scale, we’ve compiled these best practices to power the next iteration of your organization’s cloud usage. Start with digital services.

Business Units Have Some Control Over Tech Spending In Forrester’s Priorities Survey, 2026, business and technology professionals at financial services organizations reported that, when it comes to technology products or services, budget ownership or purchasing decisions most commonly lie equally between IT and business units (39%) or mostly with IT (36%), with a modest share saying these decisions are made by IT only (7%) (see Figure 1).

(ITSM manager, a large metropolitan IT services organization) Clearly defined goals and business outcomes. Successful migrations are grounded in a clear understanding of what the organization hopes to achieve, including measurable goals such as reducing ticket resolution times, increasing self-service adoption, improving user satisfaction, or enabling cross-departmental service delivery.

As a customer service leader, you must rethink: Organizational design: What are the structure, roles, span of control, success measures? AI will restructure your current-volume-based operations into flatter, more collaborative teams, consisting of more specialized talent. There will be fewer escalation layers and less middle management.

Business Units Are Gaining Greater Control Over Tech Spending In Forrester’s Priorities Survey, 2025, 55% of business and technology professionals — who have seniority level of manager or above — at financial services organizations worldwide reported that budget ownership or tech purchasing decisions lie mostly or entirely with the business or are shared equally between IT and the business (see Figure 1). In contrast, only 11% said that IT retains full control over all tech spending.

This offering aligns well to buyer needs: In Forrester’s Automation Survey, 2025, 53% of automation decision-makers at enterprises said that their organization has implemented automation for customer service; a further 42% are currently implementing or planning to implement it in the next 18 months. Moreover, 34% expect their organization to accelerate its investment in AI agents for customer self-service in the coming year.