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IN
OU
R1
TH
YE
AR
Introduction 3
The Big Questions Infographic
4
Executive Summary
6
The CIO of the Future
8
1. Global Results
1.1 The CIO Role
1.2 Skills
1.3 Innovation & Digital
1.4 Managing IT
1.5 CIO Careers
1.6 CIO Diversity
10
12
16
20
24
28
33
2. Regional Results
2.1 APAC
2.2 Australia
2.3 China / Hong Kong
2.4 Finland
2.5 France
2.6 Germany
2.7 Ireland
2.8 The Netherlands
2.9 Norway
2.10 Poland
2.11 Scotland (UK)
2.12 Sweden
2.13 Switzerland
2.14 UK
2.15 US
2.16 Vietnam
35
36
38
40
42
44
46
48
50
52
54
56
58
60
62
64
66
Albert Ellis,
Chief Executive,
Harvey Nash plc
The 2014 CIO Survey is the largest survey we have ever undertaken
in almost two decades of researching the market. With more than
3,200 CIOs and technology leaders taking part globally, it is one of
the largest studies of its kind ever produced and I am grateful to
everyone who contributed to making this happen.
We are seeing a new spirit of optimism amongst CIOs. Growing
budgets, a shift from cost saving to investment, innovation a key
objective, digital transformation and an increasingly strategic role
for many CIOs all point to a positive sense of expectation about
new opportunities that lie ahead.
This year I am delighted to welcome Dr Jonathan Mitchell,
recently appointed Chairman of Harvey Nashs Global CIO
Practice and former CIO of Rolls-Royce, to the CIO Survey team.
Jonathans advice and insights have helped shape and improve
this years report and his Executive Summary on page 6 makes
compelling reading.
I do hope you are able to find the 2014 Harvey Nash CIO Survey
a valuable resource in your career and business planning.
As always, I and the Harvey Nash team are here to support
you, in facing the challenges presented by the market and also
in taking advantage of the many opportunities for technology
leaders during 2014 and beyond.
All companies
40% CEO
22% CIO
16% CMO
7% of all companies
MARKETING
80%
77%
$100m+ IT budgets
IT
50%
56%
2014
2013
Larger companies
52% CEO
20% CIO
20% CMO
IS 'UNAUTHORISED' IT
SPEND INCREASING?
2005 38%
50%
2006 44%
2007 45%
40%
2008 46%
2009 46%
2010 42%
30%
2011 50%
23%
2011
2012 52%
2013 54%
20%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
40%
2013
31%
2014
2014 50%
33%
2012
EXECUTIVE SUMMARY
In the years to come
we will probably
recognise 2014 as the
point of watershed
after the financial
crisis. For the first
time in years, CIOs
across the world
are looking forward
to the future with
renewed optimism.
Budgets are rising
and in some hotspot
areas, particularly
Asia, many leaders are starting to worry about skills
shortages the first time in nearly a decade.
Dr Jonathan Mitchell
Non-Executive Chairman of Global CIO
Practice, Harvey Nash
Twice as likely
to be female
(Gender progress: 13 per cent future
CIOs are female, compared to
7 per cent of CIOs)
1.GLOBAL RESULTS
1. GLOBAL RESULTS
18%
19%
11%
11%
23%
24%
32%
32%
10
CEO
CFO
COO
CIO
2014
2013
20%
43% 44%
44%
38% 39%
32%
31%
14%
11%
10%
0
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
CIO
12
1. GLOBAL RESULTS
2009 4 6%
2010 4 2%
2011 50%
2012 52%
2013 54 %
2014 50%
0
10
20
30
40
50
Chart 3: CIOs indicating that they are a member of the executive board 2005 - 2014
10
20
30
40
50
60
70
80
Chart 4: Top operational priority for board, and percentage CIOs that selected it 2005 - 2014
13
1. GLOBAL RESULTS
2013
Variation
Increasingoperational efficiencies
64%
68%
4%
59%
60%
1%
58%
70%
12%
Saving costs
57%
71%
14%
50%
53%
3%
45%
42%
+3%
42%
51%
9%
42%
48%
6%
40%
41%
1%
37%
33%
+4%
31%
36%
5%
29%
31%
2%
24%
33%
9%
24%
26%
2%
16%
17%
1%
11%
N/A
N/A
Achieving sustainable/green IT
9%
9%
0%
8%
13%
5%
Table 1: What key business issues is the Board looking for IT to address?
14
1. GLOBAL RESULTS
10
20
30
40
50
60
/api/stylesheets/29?nofonts=1
47%
53%
Yes
No
15
1. GLOBAL RESULTS
1.2 SKILLS
Technology skills
/api/stylesheets/29?nofonts=1
45%
2014
2013
55%
60%
Yes
No
Yes
No
Chart 7: Does the skills shortage prevent your organisation from keeping up
with the pace of change?
54%
58%
50
43%
47%
45%
2012
2013
60%
40
30
20
10
0
2005
2006
2007
2008
2009
2010
2011
2014
Chart 8: Does the skills shortage prevent your organisation from keeping up
Skills short age
with the pace of change? 2005 - 2014
16
1. GLOBAL RESULTS
Technology skills
2014
34%
33%
33%
29%
27%
26%
26%
25%
23%
2013
31%
39%
39%
35%
23%
25%
25%
22%
20%
Variation
+3%
6%
6%
6%
+4%
+1%
+1%
+3%
+3%
22%
22%
0%
21%
21%
0%
10
15
20
25
30
35
17
1. GLOBAL RESULTS
Leadership skills
Technology team
Word-chart: What makes a great candidate stand out from the crowd during
interview for technology leadership roles?
18
1. GLOBAL RESULTS
Retention of talent
35%
55%
Great concern
Some concern
No concern
Chart 11: To what extent will the retention of talent be a concern for you?
/api/stylesheets/29?nofonts=1
10
20
30
40
50
Chart 12: What tactics do you use to retain your top talent?
19
1. GLOBAL RESULTS
77%
Chart 13: What potential for innovation for competitive advantage is there in
your company?
However, the innovation gap that
Only 2 per cent of CIOs see innovation potential being
was identified in the 2013 Harvey
fully realised
Nash CIO Survey has grown
wider,
/api/stylesheets/29?nofonts=1
2%
with even fewer CIOs in 2014 confident
9%
that their organisation can realise its
innovation potential.
28%
CIOs are also intensely pragmatic
about the benefits of innovation.
Almost none see the full potential of
innovation coming to delivery in their
organisations. This may be related to
project capability, the willingness of
the business to make radical changes
or because CIOs have a more realistic
view of how new technologies and
ideas can affect the enterprise.
61%
Fully achieved
Mostly achieved
Partly achieved
Chart 14: To what extent has your company achieved its innovation potential?
20
1. GLOBAL RESULTS
Innovation investment
25%
15%
10%
6%
7%
5%
52%
53%
53%
4 9%
4 6%
34 %
32%
5%
Mobility
More
Same
Social
media
9%
33%
37%
4 1%
44%
4 9%
65%
61%
66%
20
Shadow
BYOD Outsourcing
IT
IT
Less
Chart 15: How will your innovation investment change in the next 12 months?
Cloud
2014
2013
Variation
2014
2013
Variation
No / little extent
20%
20%
0%
19%
21%
-2%
Some extent
53%
53%
0%
34%
34%
0%
Reasonable extent
19%
19%
0%
34%
33%
1%
Great extent
8%
8%
0%
13%
12%
1%
Table 3: To what extent has your company implemented mobile and cloud opportunities?
21
1. GLOBAL RESULTS
28%
Operations Finance
Sales
Legal /
Marketing compliance
HR
35%
10
30%
4 1%
56%
31%
29%
61%
20
30
Not st rong
40
50
Quite strong
60
70
80
90
Very strong
Chart 16: How do you rate the IT department's relationship with other business
functions?
Separate
Function
Shared
IT / Mkting
Marketing
IT
2014 10%
2013 9%
0
10
20
30
40
22
1. GLOBAL RESULTS
/api/stylesheets/29?nofonts=1
CEO 4 0%
CIO 22%
CMO 16%
Divisional/Product Direct or 13%
Operat ions Direct or 5%
Sales Direct or 3%
Chart 18: Who does the Chief Digital Officer report to?
0
10
15
20
25
30
35
23
1. GLOBAL RESULTS
1.4 MANAGING IT
4 6%
4 2%
4 3%
39%
28%
25%
36%
4 3%
4 2%
4 7%
IT budgets
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Increased
Chart 19: Percentage of CIOs
indicating IT budget increase 20052014
90%
80%
70%
60%
50%
40%
30%
20%
10%
0
2009
2010
Decrease
2011
2012
St ay the same
2013
2014
Increase
Chart 20: How do you expect your IT budget to change next year? 20092014
24
1. GLOBAL RESULTS
In a reversal of last years trend, more CIOs control more of their budget in
2014. The proportion of CIOs who control more than 95 per cent of their IT
budget has grown from 38 per cent in 2013 to 46 per cent today.
2014
46%
23%
17%
9%
5%
2013
38%
22%
22%
11%
7%
Variation
+8%
+1%
-5%
-2%
-2%
2013
20%
21%
30%
19%
10%
Variation
-2%
0%
-1%
+2%
+1%
Less than 5%
510%
1125%
2650%
More than 50%
2014
18%
21%
29%
21%
11%
25
1. GLOBAL RESULTS
8%
4%
8%
7%
23%
25%
42%
33%
49%
35%
49%
49%
52%
54%
10
55%
60%
20
IT
Dept
IT BPO
Service/ Systems
Software
Data
Software
IT
Development Centers Maintenance Infrastructure HelpDesk Integration
2014
2013
10%
0
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Of f shoring t o Increase
Chart 22: Are you planning to increase outsourcing / offshoring spend next year?
26
1. GLOBAL RESULTS
IT security
22%
78%
Yes
No
Chart 23: Has your organisation experienced a major IT security or cyber attack in
the last two years?
Yes
No
Unsure
Chart 24: Is the risk of exposure to IT security threats from 'open' technologies
worth the potential competitive advantage they can bring?
27
1. GLOBAL RESULTS
10
15
20
25
10
15
28
20
25
30
1. GLOBAL RESULTS
5%
17%
33%
4 5%
Quite f ulf illing Not very f ulf illing Not at all f ulf illing
40%
Actively seeking & applying Would take call f rom head hunters
Keeping an eye on the market Would not consider any roles presented
29
1. GLOBAL RESULTS
4 3%
39%
33%
19%
16%
16%
13%
Logistics 10%
Digital 6%
0
10
20
30
40
Chart 29: What careers / functions have you worked in outside IT / technology?
32%
30
1. GLOBAL RESULTS
CIO remuneration
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70
60
50
40
30
24%
22%
Decreased
20%
Decreased
10%
Stayed same
Increased
10%
2014
Increased
20%
2%
2%
60%
61%
Decreased
30%
5%
6%
2%
3%
10
0
1%
2%
20
1%
1%
Increased
30%
2013
62%
31
1. GLOBAL RESULTS
60
50
2005
32
2006
2007
2008
2009
2010
2011
2012
2013
2014
Chart 33: CIO job fulfilment, salary satisfaction and perceived strategic influence
tracked together
1. GLOBAL RESULTS
71%
Yes
No
33
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2. REGIONAL RESULTS
35
2. COUNTRY PROFILES
Increasingly
strategic
in outlook
70 per cent see the role of the
CIO becoming more strategic,
4 per cent more than the
global average (66 per cent)
More affected by
skills shortage
76 per cent believe skills
shortage will have an impact, 16
per cent higher than the global
average (60 per cent)
More likely to
increase
headcount
49 per cent plan to increase IT
headcount, 7 per cent higher
than the global average (42 per
cent)
Less restless
about innovation
investment
More likely to
have a Chief
Digital Officer
More exposed to
major IT security
attack
More likely to
outsource
More likely to
have received a
pay rise
More concerned
about diverse IT
leadership
NOTE: The APAC region for the 2014 Harvey Nash CIO Survey includes the insights of CIOs from China,
Hong Kong, India, Japan, Singapore, Thailand and Vietnam.
36
2. COUNTRY PROFILES
10
20
30
40
50
60
13%
13%
25%
41%
2 - 5 years
5 - 10 years
37
2. COUNTRY PROFILES
AUSTRALIA
Compared to the global average, a CIO from Australia is
Increasingly
strategic in
outlook
Less affected
by skills
shortage
Less likely
to increase
headcount
Likely to have
greater intent to
innovate
Less likely to
have a Chief
Digital Officer
Less exposed to
major IT security
attack
More likely to
outsource
More likely to
have received a
pay rise
Equally
concerned about
diversity
38
2. COUNTRY PROFILES
Chart:
Top priorities of CIOs in Australia: 2014 vs 2013
80
70
60
50
40
30
47%
54%
48%
32%
48%
40%
49%
63%
54%
65%
60%
70%
10
66%
65%
20
2014
2013
1%
36%
34 %
22%
2 - 5 years
5 - 10 years
39
2. COUNTRY PROFILES
CHINA/HONG KONG
Compared to the global average, a CIO from China/Hong Kong is
Increasingly
strategic in
outlook
73 per cent see the role of the
CIO becoming more strategic,
7 per cent more than the global
average (66 per cent)
Equally likely
to increase
headcount
42 per cent plan to increase IT
headcount, the same percentage
as the global average (42 per cent)
Less restless
about innovation
investment
More likely to
have a Chief
Digital Officer
More exposed to
major IT security
attack
More likely to
outsource
More likely to
have received a
pay rise
More diverse IT
leadership
40
More affected by
skills shortage
2. COUNTRY PROFILES
10
20
30
40
50
60
70
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6%
12%
13%
28%
4 0%
2 - 5 years
5 - 10 years
41
2. COUNTRY PROFILES
FINLAND
Compared to the global average, a CIO from Finland is
Increasingly
strategic in
outlook
70 per cent see the role of the
CIO becoming more strategic,
4 per cent more than the global
average (66 per cent)
Less likely
to increase
headcount
35 per cent plan to increase IT
headcount, 7 per cent less than
the global average (42 per cent)
Likely to have
greater intent to
innovate
More likely to
have a Chief
Digital Officer
More exposed
to major IT
security attack
Less likely to
outsource
Less likely to
have an IT
budget increase
Less anxious
about diversity
42
Less affected by
skills shortage
2. COUNTRY PROFILES
/api/stylesheets/29?nofonts=1
10
20
30
40
50
60
/api/stylesheets/29?nofonts=1
1%
18%
23%
80
35%
24 %
70
2 - 5 years
5 - 10 years
43
2. COUNTRY PROFILES
FRANCE
Compared to the global average, a CIO from France is
Increasingly
strategic in
outlook
79 per cent see the role of the
CIO becoming more strategic, 13
per cent higher than the global
average (66 per cent)
Less likely
to increase
headcount
14 per cent plan to increase IT
headcount, 28 per cent lower
than the global average (42 per
cent)
Likely to have
greater intent to
innovate
More likely to
have a Chief
Digital Officer
More exposed to
major IT security
attack
Less likely to
outsource
Equally likely to
have received a
pay rise
More concerned
about diversity
44
Less affected by
skills shortage
2. COUNTRY PROFILES
pi/stylesheets/29?nofonts=1
80
60
46%
16%
2014
33%
25%
Operational
efficiencies
50%
69%
71%
62%
79%
50%
20
58%
44%
40
2013
9%
14 %
9%
36%
32%
2 - 5 years
5 - 10 years
45
2. COUNTRY PROFILES
GERMANY
Compared to the global average, a CIO from Germany is
Concerned about
strategic outlook
More affected by
skills shortage
Less restless
about innovation
investment
Less likely to
have a Chief
Digital Officer
More exposed to
major IT security
attack
Equally as likely
to outsource
More likely to
have received a
pay rise
More concerned
about diversity
46
More likely
to increase
headcount
44 per cent plan to increase IT
headcount, 2 per cent higher
than the global average (42 per
cent)
2. COUNTRY PROFILES
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80
70
60
50
40
30
2014
2013
30%
23%
32%
29%
36%
43%
50%
63%
54%
70%
54%
69%
10
0
59%
70%
20
Driving
revenue
growth
/api/stylesheets/29?nofonts=1
16%
22%
14%
22%
27%
Less than 1 year 1 - 2 years
2 - 5 years
5 - 10 years
47
2. COUNTRY PROFILES
IRELAND
Compared to the global average, a CIO from Ireland is
48
Concerned about
strategic outlook
Less affected by
skills shortage
More likely
to increase
headcount
Less restless
about innovation
investment
Less likely to
have a Chief
Digital Officer
Less exposed to
major IT security
attack
Marginally
less likely to
outsource
Less likely to
have received a
pay rise
More diverse IT
leadership
2. COUNTRY PROFILES
60
50
40
30
2014
49%
39%
54%
57%
54%
63%
54%
69%
58%
51%
10
0
59%
66%
20
2013
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10%
13%
16%
26%
35%
2 - 5 years
5 - 10 years
49
2. COUNTRY PROFILES
THE NETHERLANDS
Compared to the global average, a CIO from the Netherlands is
Increasingly
strategic in
outlook
74 per cent see the role of the
CIO becoming more strategic,
8 per cent more than the global
average (66 per cent)
Less likely
to increase
headcount
27 per cent plan to increase IT
headcount, 15 per cent lower
than the global average (42 per
cent)
Likely to have
greater intent to
innovate
Equally likely
to have a Chief
Digital Officer
Equally exposed
to major IT
security attack
Equally likely to
outsource
Less likely to
have received a
pay rise
More concerned
about diversity
50
Less affected by
skills shortage
2. COUNTRY PROFILES
/29?nofonts=1
70
60
50
40
30
34%
26%
35%
34%
35%
31%
38%
48%
50%
49%
60%
56%
60%
67%
60%
70%
10
0
61%
56%
20
Business Saving costs Stable IT Operational Enabling Developing Risk and Business Revenue
new compliance intelligence growth
processes
performance efficiencies business
change products
2014
2013
pi/stylesheets/29?nofonts=1
6%
17%
14 %
26%
37%
2 - 5 years
5 - 10 years
51
2. COUNTRY PROFILES
NORWAY
Compared to the global average, a CIO from Norway is
Equally strategic
in outlook
65 per cent see the role of the
CIO becoming more strategic,
1 per cent below the global
average (66 per cent)
Less likely
to increase
headcount
27 per cent plan to increase IT
headcount, 15 per cent lower
than the global average (42 per
cent)
Likely to have
greater intent to
innovate
Equally likely
to have a Chief
Digital Officer
More exposed to
major IT security
attack
More likely to
outsource
Less likely to
have an IT
budget increase
More concerned
about diversity
52
Less affected by
skills shortage
2. COUNTRY PROFILES
60
50
40
30
44%
50%
29%
29%
27%
45%
Improving
time to
market
Driving
revenue
growth
56%
59%
50%
57%
62%
58%
68%
64%
10
47%
42%
20
Norway Global
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7%
23%
23%
3%
4 5%
2 - 5 years
5 - 10 years
53
2. COUNTRY PROFILES
POLAND
Compared to the global average, a CIO from Poland is
More strategic
in outlook
68 per cent see the role of the
CIO becoming more strategic,
2 per cent above the global
average (66 per cent)
Restless about
innovation
investment
68 per cent believe too little
time is invested in innovation,
1 per cent lower than the global
average (69 per cent)
Equally likely to
outsource
50 per cent expect to increase
outsourcing, 1 per cent more
than the global average (49 per
cent)
54
Less affected by
skills shortage
57 per cent believe skills
shortage will have an impact,
3 per cent lower than the
global average (60 per cent)
Less likely
to increase
headcount
36 per cent plan to increase IT
headcount, 6 per cent lower than
the global average (42 per cent)
Less likely to
have a Chief
Digital Officer
More exposed to
major IT security
attack
Less likely to
have received a
pay rise
Less anxious
about diversity
2. COUNTRY PROFILES
/api/stylesheets/29?nofonts=1
10
20
30
40
50
api/stylesheets/29?nofonts=1
8%
16%
12%
20%
44%
2 - 5 years
5 - 10 years
55
2. COUNTRY PROFILES
SCOTLAND (UK)
Compared to the global average, a CIO from Scotland is
Concerned about
strategic outlook
More affected by
skills shortage
Less restless
about innovation
investment
Less likely to
have a Chief
Digital Officer
Equally exposed
to major IT
security attack
Less likely to
outsource
35 per cent expect to increase
outsourcing, 14 per cent less
than the global average (49 per
cent)
56
Less likely to
have received a
pay rise
23 per cent received a pay rise
in the past year, 8 per cent less
than the global average (31
per cent)
More likely
to increase
headcount
44 per cent plan to increase IT
headcount, 2 per cent more than
the global average (42 per cent)
Less anxious
about diversity
60 per cent believe women are
under-represented in IT, 11 per
cent less than the global average
(71 per cent)
2. COUNTRY PROFILES
/api/stylesheets/29?nofonts=1
80
70
60
50
40
30
2014
49%
40%
52%
42%
55%
60%
60%
65%
61%
73%
65%
63%
10
73%
76%
20
2013
/api/stylesheets/29?nofonts=1
4%
13%
27%
34 %
22%
2 - 5 years
5 - 10 years
57
2. COUNTRY PROFILES
SWEDEN
Compared to the global average, a CIO from Sweden is
Concerned about
strategic outlook
More affected by
skills shortage
More likely
to increase
headcount
Likely to have
greater intent to
innovate
More likely to
have a Chief
Digital Officer
More exposed to
major IT security
attack
/a
Less likely to
outsource
41 per cent expect to increase
outsourcing, 8 per cent less than
the global average (49 per cent)
58
Less likely to
have an IT
budget increase
37 per cent saw an increase in
IT budget last year, 9 per cent
lower than the global average
(46 per cent)
More concerned
about diversity
73 per cent believe women are
under-represented in IT, 2 per
cent higher than the global
average (71 per cent)
2. COUNTRY PROFILES
80
70
60
50
40
30
29%
24%
30%
35%
39%
32%
50%
62%
54%
59%
54%
76%
10
0
63%
81%
20
api/stylesheets/29?nofonts=1
2%
12%
29%
31%
27%
2 - 5 years
5 - 10 years
59
2. COUNTRY PROFILES
SWITZERLAND
Compared to the global average, a CIO from Switzerland is
Concerned about
strategic outlook
More affected by
skills shortage
Less likely
to increase
headcount
Likely to have
greater intent to
innovate
Less likely to
have a Chief
Digital Officer
More exposed to
major IT security
attack
Less likely to
outsource
47 per cent expect to increase
outsourcing, 2 per cent less than
the global average (49 per cent)
60
Less likely to
have received a
pay rise
24 per cent received a pay rise
in the past year, 7 per cent less
than the global average (31
per cent)
More concerned
about diversity
83 per cent believe women
are under-represented in IT,
12 per cent more than the
global average (71 per cent)
2. COUNTRY PROFILES
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80 Chart: Top
70
60
50
40
30
2014
2013
40%
33%
40%
40%
49%
45%
49%
55%
56%
48%
66%
74%
67%
67%
10
71%
64%
20
/api/stylesheets/29?nofonts=1
10%
16%
22%
22%
31%
2 - 5 years
5 - 10 years
61
2. COUNTRY PROFILES
UNITED KINGDOM
Compared to the global average, a CIO from the United Kingdom is
Concerned about
strategic outlook
Affected by
skills shortage
Likely to have
greater intent to
innovate
Equally likely
to have a Chief
Digital Officer
Less exposed to
major IT security
attack
Equally as likely
to outsource
Less likely to
have received a
pay rise
Concerned
about diversity
62
More likely
to increase
headcount
47 per cent plan to increase IT
headcount, 5 per cent higher
than the global average (42 per
cent)
2. COUNTRY PROFILES
70
60
50
40
30
44%
39%
47%
49%
51%
49%
55%
71%
57%
60%
58%
60%
62%
73%
10
0
66%
73%
20
2014
2013
api/stylesheets/29?nofonts=1
3%
10%
31%
30%
26%
2 - 5 years
5 - 10 years
63
2. COUNTRY PROFILES
UNITED STATES
Compared to the global average, a CIO from the United States is
Concerned about
strategic outlook
Less affected by
skills shortage
Likely to have
greater intent to
innovate
More likely to
have a Chief
Digital Officer
More exposed to
major IT security
attack
Less likely to
outsource
Equally likely to
have received a
pay rise
More diverse IT
leadership
64
More likely
to increase
headcount
46 per cent plan to increase IT
headcount, 4 per cent higher
than the global average (42 per
cent)
2. COUNTRY PROFILES
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80
70
60
50
40
30
Driving
revenue
growth
2014
50%
45%
Business
processes
50%
54%
59%
44%
55%
73%
61%
57%
65%
69%
10
61%
69%
20
Stable IT
Business
Risk and
performance intelligence compliance
2013
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10%
23%
15%
18%
35%
2 - 5 years
5 - 10 years
65
2. COUNTRY PROFILES
VIETNAM
Compared to the global average, a CIO from Vietnam is
More strategic in
outlook
More affected by
skills shortage
Less restless
about innovation
investment
More likely to
have a Chief
Digital Officer
More exposed to
major IT security
attack
More likely to
outsource
More likely to
have received a
pay rise
More diverse IT
leadership
66
More likely
to increase
headcount
61 per cent plan to increase IT
headcount, 19 per cent higher
than the global average (42 per
cent)
2. COUNTRY PROFILES
60
50
40
30
Business
processes
Vietnam
38%
42%
Stable IT
performance
39%
42%
51%
64%
Saving costs
43%
40%
53%
59%
56%
58%
10
68%
57%
20
Global
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4%
12%
22%
18%
44%
2 - 5 years
5 - 10 years
67