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ALBERT ELLIS Chief Executive
Harvey Nash Group
2039 participants $104bn spend 15 years of data
MORE POSITIVE TIMES?
% CIOs whose budgets have grown Source: Harvey Nash CIO Survey 2013
33%
26% 25% 28%
39%
44% 43%
38%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
2007 2008 2009 2010 2011 2012 2013 2014
Budget growth flattening
COMPENSATION: RETURN TO GROWTH?
10.3% Salaries
2012 2013
10.3% Salaries
Web dev Engineering Infrastructure Ireland Southwest Midlands
GOOD
10.3% Salaries
NOT SO GOOD
CTO PM’s Helpdesk Northwest Greater London Yorkshire
6%
9%
13%
13%
13%
14%
16%
30%
31%
35%
43%
42%
38%
48%
43%
41%
39%
53%
51%
44%
Lack of support - peers
Too much tech change
Unreliable suppliers
Lack of the right external skills
Lack of support - board
Business not ‘bought into’ IT
Current structure of IT team
Lack of the right internal skills
Changing business priorities
Availability of budgets
Great
Some
To what extent have these factors stopped you achieve your tech vision? Source: Harvey Nash CIO Survey 2013
Barriers to achieving vision
Growth drivers in 2014
Focus of tech team in 2014
“By 2017 the CMO will spend more on technology than the CIO”
Marc Benioff, CEO, Salesforce
IT, 12%
Marketing, 33% Shared, 42%
Other, 13%
Shared ownership of Digital
Who owns the digital strategy? Source: Harvey Nash CIO Survey 2013
Disruption
Which of these disruptors cause a High Advantage / Disadvantage? Source: Harvey Nash CIO Survey 2013
Mobile Cloud
Disruptors
To what extent have the Mobile / Cloud been implemented? Source: Harvey Nash CIO Survey 2013
72% = “not relevant” by 2015
Social media the No 1 “big thing”
Yes !! 65%
No 35%
Fatigued by social media?
How is the IT Estate Changing Shadow IT BYOD Outsourcing Cloud Shared ownership Flexible labour
23%
33%
40%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
2011 2012 2013Companies where 10% of IT budget outside CIO control
Source: Harvey Nash CIO Survey 2013
Growth in Shadow IT
Changing Control Plans in 2014 to maintain or grow investment:
BYOD – 92% Cloud - 94% Outsourcing – 84% Flexible labour – 81%
More influential
CEO Reporting lines: 2009 28% 2013 32%
CIO
“The Naked CIO”
Attributes of the “Naked” CIO
2%
2%
5%
8%
8%
9%
11%
13%
14%
14%
15%
16%
26%
27%
29%
31%
33%
39%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Blue sky thinkerAdvocate of Bleeding Edge Tech
Is hands on on daily detailsProvides challenging work
Is hands off on daily detailsEmotional intelligence
Technical career backgroundGives good feedback
Has a track record of deliveryBusiness acumen
Technical/Technology skillsAbility to delegate
Represents the department wellA strong communicator
Clearly defines roles of teamHonesty / trust
Able to listenSets a strong vision / strategy
What attributes do the technology team look for in their leader?
Source: Harvey Nash Technology Survey 2013
4% 11%
20% 25%
33%
40%
40% 41%
0%
10%
20%
30%
40%
50%
60%
70%
Operations Finance Sales Marketing
OK, but room forimprvt
Not strong
Influencing growth
2000 Lead
Manage Operate
2013 Influence Innovate
Lead / Manage /Operate
Changing CV of the “Naked” CIO
Innovation Gap 71% see ‘great’ innovation potential for their company …but only 2% felt innovation had been fully achieved.
2014/15 Survey
METADATA we go bigger than ever Jonathan Mitchell (CIO Rolls Royce GSK) Benchmark yourself www.harveynash.com
THANK YOU