Enterprises are increasingly leveraging technology to improve operations, evolve business models, and ultimately enhance stakeholder experience. This technology leverage is changing the very way organizations are operating, and, consequently, expectations from IT are changing significantly as well.

One area that is impacted across the board is the QA function, which must also transform to support enterprises at various stages in their transition from automating traditional QA for legacy technologies to implementing cutting-edge QA for emerging technologies. The QA function and QA roles are becoming much more complex, including managing digital complexities, reducing time-to-value, minimizing risk, and assuring positive experiences. It is no surprise, then, that evolving the QA talent and operating models is a strategic priority. Our recent survey with global IT leaders indicates the need to upskill the existing talent base is an urgent requirement that needs to be supported strongly by meaningful changes in the QA operating model.

While automation and DevOps will continue to create headwinds for traditional QA talent and operating models, there is an exciting road ahead with numerous opportunities for QA to explore. New quality roles are embracing a broader spectrum of skills across next-generation technologies, capable of solving more open-ended problem statements. Navigating this journey successfully will require strong leadership and capable change management teams underpinned by strategy orientation.

Contents

In this report we cover the following topics:

• Key priorities to support evolving IT and business goals alignment
• The impact of changing IT expectations on the QA function
• The need for change in the QA talent model
• The QA talent model of the future
• Key measures required to lead the QA change

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