As the race for top-tier AI, cybersecurity and emerging tech skills intensifies in a highly competitive talent market, Guidant Global – leading workforce solutions providers, powered by Impellam Group – has provided a comprehensive analysis of the strategies, challenges, and priorities that will shape tech talent strategies from 2025 to 2027.
The report, based on a survey of over 240 Chief Information Officers (CIOs) and Chief Technology Officers (CTOs), offers valuable insights into workforce planning, the rise of AI and cybersecurity skills, and the evolution of Employer Value Proposition (EVP) and Diversity, Equity, and Inclusion (DEI) initiatives.
Here we explore the findings of the report in detail and delve into how businesses are adapting their project delivery models, managing critical skills and capability gaps, and leveraging strategic partnerships to achieve transformation goals faster and more effectively.
Workforce Planning: A proactive approach
The research reveals that 68% of CIOs and CTOs have already mapped out their workforce requirements and plans for the coming year. Of the 68% majority, 38% are planning their workforce needs for the next 6-12 months, while 30% are even looking to do so in less than 6 months.
With an additional 19% planning for the next one to two years, the findings indicate a growing trend toward long-term planning too.
This proactive planning – whether for immediate or future action – is crucial for anticipating skill shortages, identifying delivery capacity and aligning talent acquisition with business goals.
Evolving workforce models
When asked which workforce models are currently being used to meet their project needs, the responses from CIOs and CTOs highlights a potential shift away from traditional hiring models, with only 34% of respondents relying primarily on permanent staff.
Instead, nearly a third (32%) signalled an intention to ramp up project capability through outsourcing in the next 12-24 months, while 26% plan to expand their use of flexible or contingent workforce models. This highlights the potential for moves towards hybrid delivery ecosystems – blending in-house teams with external specialists and managed services to deliver critical technology projects at pace and scale.
Additionally, 23% of organisations plan to creatively restructure teams and roles to meet business demands, while only 8% plan to increase in-house recruitment. This suggests that accessing capability through partnerships is now the preferred approach for organisations understanding the need to innovate rapidly while maintaining cost efficiency and control.
Project challenges and priorities for CTOs & CIOs
As CTOs and CIOs struggle to source and secure top tech talent with the skills, experience and expertise needed to drive innovation and project progression, they are increasingly looking elsewhere to find the support they need.
The report underlines several persistent challenges for CIOs and CTOs – including the escalating cost and competition for skilled professionals, and the pressure to accelerate delivery.
Rather than competing in an overheated hiring market, many organisations are now engaging Project Delivery partners who assume responsibility for scope, milestones, and outcomes under a SoW framework.
Such a partnership enables the rapid deployment of tech and project teams who manage scope and governance, adapting accordingly as demands and desired outcomes change, and ensure delivery outcomes without adding to permanent headcount or administrative burden.
Prioritising AI and Cybersecurity skills
AI and cybersecurity skills are becoming increasingly critical focus areas across sectors and organisations.
According to the research, the hardest roles to fill currently are cybersecurity specialists, AI/Machine Learning engineers, and software engineers/developers. Looking ahead, CIOs and CTOs expect AI/ML skills to become the most critical, followed by cybersecurity and "green" technology.
This highlights the growing importance of these skills in driving innovation and maintaining competitive advantage. Additionally, roles such as cloud engineers/DevOps and IT support/infrastructure are also challenging to fill.
For many organisations, the answer lies not in hiring these niche skills permanently, but in partnering with external specialists who can embed expertise through defined Statements of Work, a solution that can ensure capability is delivered where and when it’s needed, while transferring knowledge internally over time.
For example, a managed AI project might involve a team delivering a defined automation or analytics capability, while simultaneously building in-house understanding and operational readiness.
Upskilling and Reskilling: A strategic imperative
As organisations respond to their hiring challenges and the growing demand for niche tech skills, upskilling and reskilling are emerging as key elements of tech talent strategies, with 73% of tech leaders reporting that upskilling is a significant or core part of their talent strategy.
Specifically, nearly three-quarters (74%) of respondents stated they are already investing in AI-focused upskilling programs, while 43% are redesigning roles to incorporate AI capabilities.
36% of organisations are hiring AI/ML specialists directly, whilst 35% are partnering with external AI solution providers, understanding that a comprehensive approach to upskilling and reskilling is crucial for maintaining a competitive edge.
This highlights a trend in which organisations are increasingly combining internal development with external project support; blending permanent teams with consultants and delivery specialists who not only execute transformation programmes but also upskill internal teams through collaboration.
Such a delivery model helps organisations build long-term capability while maintaining agility in fast-moving areas like AI, data, and cybersecurity.
Aligning Project Delivery with DEI and EVP Goals
Organisations that promote diversity within their teams, and provide opportunities for people from all backgrounds, benefit from a wider scope of skills, opinions, experience, and expertise. As a result, there is an emphasis on EVP and DEI initiatives, with action being taken to improve DEI across tech workforces.
Over half (58%) of tech companies are forging partnerships with organisations dedicated to advancing DEI, highlighting a growing trend towards working with partners that not only deliver outcomes, but also reflect their values.
Working with a project delivery partner is an example of the success such connections can have; as projects and their outcomes are planned in accordance with a company’s requirements, there is an emphasis on ensuring teams are assembled, managed, and developed throughout the journey too.
What makes a strong project partnership?
As CTOs and CIOs navigate the ever-changing tech and talent landscapes, the role of technology project experts such as Impellam Project Services is becoming increasingly valuable.
According to the findings, speed of delivery is valued most by tech leaders, followed by global reach and access to niche skills. Surprisingly, cultural alignment is a low priority, cited by less than 1% of respondents.
For those who find attracting and retaining tech talent extremely difficult (7%), speed of hiring is the biggest challenge (26%),
This reinforces the growing importance of Project Services and SoW models - offering companies the ability to:
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Rapidly mobilise specialist delivery teams
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Scale up or down in line with project scope
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Maintain control through defined milestones and governance
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Achieve results faster, without increasing fixed costs
For organisations struggling to meet delivery deadlines or access emerging tech skills, this model provides a measurable, outcome-focused alternative to traditional hiring or contingent labour.
Next steps...
The pressure on tech leaders to deliver transformation at speed has never been greater.
By embracing flexible, project-based delivery models, CIOs and CTOs can mitigate skills shortages, manage costs, and accelerate progress on key initiatives - from AI adoption and cybersecurity resilience to digital transformation.
In the years ahead, strategic partnerships will play a defining role in enabling organisations to execute with confidence, ensuring that critical outcomes are achieved, not just resourced.