in association with
HARVEYNASH
CIO SURVEY 2015
IN ASSOCIATION WITH KPMG
INTO AN AGE OF DISRUPTION
Introduction - The Watering Hole 3
The CIO Survey infographic4
Executive summary 6
The DNA of a disruptive CIO8
CFO or CEO - your boss and your priorities9
1. Global Results11
1.1 CIO priorities12
1.2 People, skills and talent 17
1.3 Digital disruption 22
1.4 Managing the technology function 29
1.5 CIO careers 35
2. Regional Results39
2.1 APAC 40
2.2 Australia 42
2.3 Belgium44
2.4 China / Hong Kong 46
2.5 Finland 48
2.6 France 50
2.7 Germany 52
2.8 Ireland 54
2.9 Italy56
2.10 The Netherlands 58
2.11 The Nordics60
2.12 Norway 62
2.13 Poland 64
2.14 Scotland (UK) 66
2.15 Sweden 68
2.16 Switzerland 70
2.17 UK 72
2.18 US 74
2.19 Vietnam76
Conclusion by KPMG78
About the Survey and Participants
The Harvey Nash CIO Survey 2015, in association with KPMG, collected
data between 6th January and 19th April 2015 and represents the
views of 3,691 technology leaders from more than 30 countries, with
a combined IT spend of over $200bn. Of the respondents, 33 per cent
identified themselves as CIOs, 9 per cent as CTOs, 32 per cent as director
/ VP in technology and the remaining 26 per cent were spread between
a broad range of roles including CEO, COO, CDO and senior executives.
The currency used in this survey is US Dollar (USD); at the launch of the
survey the conversion rate was GBP 1 = USD 1.51 / Euro 1 = USD 1.18.
THE WATERING HOLE
No technology leader needs to be told that the pace of technological
change is quickening. They, perhaps more than any other executive,
see it everywhere. Whether it’s the ‘big’ things like the board looking
for guidance about how technology can create new business models,
to the more prosaic, like walking into an executive meeting and seeing
a peer proudly accessing the network holding a non-standard (and
perhaps non-secure) new device, the CIO sees it all.
In the past, the IT organisation was like a water company; a natural
monopoly strictly plumbed into, and in control of, everything we
did. But things are changing, and today much of what IT does might
be better described as a ‘watering hole’; a place that attracts, unites
and gives fuel to often quite disparate groups of people who are
there by choice, not compulsion. For the CIO, the difference can
be radical; control is replaced by influence, structure by fluidity,
certainty by ambiguity.
This year’s Harvey Nash CIO Survey, published in association
with KPMG, and proudly presenting the views of almost 4,000
technology leaders, shines a light on these important changes. From
board priorities to business relationships to careers, the CIO Survey
provides insights and guidance about how to succeed in this fast-
changing environment.
Despite the world becoming more ambiguous, one thing is for certain:
it has never been a more exciting time to be a technology leader.
Albert Ellis
Chief Executive
Harvey Nash Group
Marc Snyder
Managing Director
CIO Advisory
Global Centre of Excellence
KPMG in the US
WHAT'S
ON YOUR
MIND
CIO PRIORITIES
PEOPLE, SKILLS AND TALENT
IT projects that
MAKE money 66%
IT projects that
SAVE money 34%
Technology
skills shortage is
getting worse
face
skills
shortage59%
BOARD PRIORITIES: TOP THREE:
Improving business processes
Operational efciencies
Delivering consistent and stable IT2BOARD PRIORITIES: FASTEST GROWING:
Delivering business intelligence / analytics
Better engagement with customers/prospects
Reputation management via social media technology
Improving the relationship between IT & Marketing:
only 33% rate it as ‘very strong’, but it is up from 30%
since 2014.2FASTEST GROWING SKILLS DEMAND:
Big data / analytics
Change management
Development2GREATEST FALL IN SKILLS DEMAND
Technical architecture
Enterprise architecture
Business analysis
Competition for talent is erce.
CIOs increasing technology headcount
is at a ve-year high.2the proportion
of women in IT
leadership roles
responding to
the CIO Survey
remains
stubbornly low
8%
2015
7%
2014
9%
2013
7%
2012
CIO salary growth appears to have stalled (three in ten
CIOs enjoyed an increase in salary in 2015, but the vast
majority of CIOs (62%) did not see their salary rise.)
Benets are on ofer for more CIOs (72% receive
benets - including car, short and long term incentive
plans, shares or equity)
DIGITAL DISRUPTION
MANAGING THE TECHNOLOGY FUNCTION
CYBER SECURITY CONCERN IS GROWING
Cyber-attack is a serious threat (nine in ten CIOs agree a
malicious and serious cyber-attack could damage the
operations and positive brand image of the company)
Cyber-attack is a very real threat (one in four CIOs reported
a major IT security incident in the past twelve months)
Cyber-attack is a growing threat (only 23% of CIOs
believe they are ‘very well’ prepared for a serious incident,
down six per cent from 2014)2MOST AFFECTED BY DIGITAL DISRUPTION NOW
Broadcast Media
Advertising
Technology / Telecoms
IT Budgets
are increasing
(for 44% of
CIOs)
CIOs report that
anything between
one per cent and
30 per cent of their
organisation's annual
sales (or public sector
total budget) is spent
on technology.
IT Outsourcing intent
is increasing (three
times as many CIOs
will increase
outsourcing spend in
2015 compared to
those cutting back)
Time to build digital infrastructure: 56% will
focus on this to allow greater innovation / agility
Digital disruption is occurring NOW
for 34% of CIOs and expected within
1-2 years by another 28%2Greater IT
responsibility
for digital
(8% more CIOs
reporting digital
ownership this year)
A new colleague:
the Chief Digital
Ofcer
(17% of organisations
now have one, up
from 7% last year)
CIO CAREERS
Time to move role (almost half of
CIOs - 48% - expect to move role
within the next 24 months)10
The CIO is a
challenging, but a
happy, role (eight
out of ten CIOs
report that they
are either ‘fullled’
or ‘very fullled’, a
slight increase of
two per cent
since 2014.)
。。。以上简介无排版格式，详细内容请下载查看