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INTERNAL USE ONLY
2
ABOUTTHE SURVEY
4,500
RESPONSES
US$1/3 trn
IT budget
TWO
DECADES
86
COUNTRIES
Here we provide a high level overview of the key
findings from this year’s survey.
Come along to one of our CIO events aro...
5
64%
Are adapting tech plans
due to wider/global
political, business and
economic uncertainty
AYEAR OFTURBULENCE?
6
8%
11%
26%
39%
45%
49%
52%
Moving offshore resources
onshore
Restricting investment on
innovation
Reducing longer-term (...
7
BOARD PRIORITISES ‘THE BASICS’
What are the key business
issues that your
management board is
looking for IT to address?...
8
43%47% 42%
36%
25% 28%
39% 43% 42% 46% 44% 45% 46%
34%
34% 42%
44%
33% 29%
31%
29% 30%
31% 32% 33% 33%
INVESTMENT GROWIN...
9
38%
44% 45% 46% 46%
42%
50% 52% 54%
50% 51%
57%
62%
67%
75%
61%
56%
64% 64%
69% 68% 68% 66% 68% 67%
71%
0%
10%
20%
30%
4...
10
CYBER THREAT GROWS
Greater threat
Major cyber attack in last 2 years
Less prepared
CIOs feeling ‘very well prepared’
32...
11
ANALYTICS REMAINS MOST SCARCE SKILL
In which areas are you
suffering from a skills
shortage?
2016 2017 % change
Big dat...
12
DIGITAL STRATEGIES GROW
27%
35%
41%
2015 2016 2017
Proportion of
organizations with
enterprise-wide digital
strategies
13
ONLY A SMALL GROUP OF ORGANIZATIONS ARE DRIVINGTRUE
COMPETITIVE ADVANTAGE
How effective has your
organization been in
u...
THE DIGITAL LEADER
THE DIGITAL LEADER
1. Builds a stable and secure
infrastructure
2. Makes aggressive investments in agil...
15
Lisa Heneghan
Global Head of Technology, Management
Consulting
KPMG International
Lisa.Heneghan@kpmg.co.uk
Marc Snyder
...
© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of
the KPMG network of independ...
Harvey Nash / KPMG CIO Survey 2017
Harvey Nash / KPMG CIO Survey 2017
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Harvey Nash / KPMG CIO Survey 2017

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Summary of key findings from the Harvey Nash / KPMG CIO Survey 2017

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Harvey Nash / KPMG CIO Survey 2017

  1. 1. INTERNAL USE ONLY 2 ABOUTTHE SURVEY 4,500 RESPONSES US$1/3 trn IT budget TWO DECADES 86 COUNTRIES
  2. 2. Here we provide a high level overview of the key findings from this year’s survey. Come along to one of our CIO events around the world to hear the in-depth results and a panel debate discussing the findings. Register for an event, or request the full report at: www.hnkpmgciosurvey.com
  3. 3. 5 64% Are adapting tech plans due to wider/global political, business and economic uncertainty AYEAR OFTURBULENCE?
  4. 4. 6 8% 11% 26% 39% 45% 49% 52% Moving offshore resources onshore Restricting investment on innovation Reducing longer-term (3+ years) planning Working more with trusted partners Investing more in cyber security Finding a way to work with restrictued budgets Creating a more nimble technology platform CHANGEABLETIMES REQUIRE MORE NIMBLETECHNOLOGY How have you adapted your technology plans to deal with uncertainty?
  5. 5. 7 BOARD PRIORITISES ‘THE BASICS’ What are the key business issues that your management board is looking for IT to address? 2016 2017 Change past 12 months Delivering consistent and stable IT performance to the business 52 63 21% Increasing operational efficiencies 58 62 7% Improving business processes 57 59 3% Saving costs 50 54 8% Developing innovative new products and services 42 51 21% Delivering business change 46 46 0% Enabling business change 43 42 -2% Driving revenue growth 40 40 0% Cyber security 41 40 -2% Managing operational risk and compliance 36 34 -6% Better engagement with customers/prospects 38 31 -18%
  6. 6. 8 43%47% 42% 36% 25% 28% 39% 43% 42% 46% 44% 45% 46% 34% 34% 42% 44% 33% 29% 31% 29% 30% 31% 32% 33% 33% INVESTMENT GROWING Increased Same Proportion of IT budgets that have increased or remained static over the last year.
  7. 7. 9 38% 44% 45% 46% 46% 42% 50% 52% 54% 50% 51% 57% 62% 67% 75% 61% 56% 64% 64% 69% 68% 68% 66% 68% 67% 71% 0% 10% 20% 30% 40% 50% 60% 70% 80% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 % saying strategic influence of CIO is growing % of IT Leaders who sit on Exec Board STRATEGIC INFLUENCE GROWS… BUTTHERE’S MOREWORKTO DO… 60% believe the IT leader should be leading innovation 26% actually are
  8. 8. 10 CYBER THREAT GROWS Greater threat Major cyber attack in last 2 years Less prepared CIOs feeling ‘very well prepared’ 32%2017 28%2016 25%2015 22%2014 21%2017 22%2016 23%2015 29%2014
  9. 9. 11 ANALYTICS REMAINS MOST SCARCE SKILL In which areas are you suffering from a skills shortage? 2016 2017 % change Big data / analytics 39% 42% 8% Business analysis 29% 34% 17% Enterprise architecture 27% 34% 26% Technical architecture 27% 32% 19% Security and resilience 27% 28% 4% Project management 32% 26% -19% Development 27% 25% -7% IT strategy 24% 23% -4% Change management 25% 22% -12% Digital 23% 21% -9% Business relationship management 18% 18% 0%
  10. 10. 12 DIGITAL STRATEGIES GROW 27% 35% 41% 2015 2016 2017 Proportion of organizations with enterprise-wide digital strategies
  11. 11. 13 ONLY A SMALL GROUP OF ORGANIZATIONS ARE DRIVINGTRUE COMPETITIVE ADVANTAGE How effective has your organization been in using digital technologies to advance its business strategy? 19% 63% 18% Very effective Not very effective Moderately effective “DIGITAL LEADERS”
  12. 12. THE DIGITAL LEADER THE DIGITAL LEADER 1. Builds a stable and secure infrastructure 2. Makes aggressive investments in agile and disruptive technologies 3. Aligns business and IT strategy, from front to back office 4. Focused on innovation and growth Lisa Heneghan Global Head ofTechnology Management Consulting KPMG International Organizations have moved on from a world of strategizing and talking about digital, to one in which they are actually making it happen, and we are now seeing widespread and active implementation of large scale digital transformation..
  13. 13. 15 Lisa Heneghan Global Head of Technology, Management Consulting KPMG International Lisa.Heneghan@kpmg.co.uk Marc Snyder Managing Director, Head of Technology Centre of Excellence KPMG in the US msnyder@kpmg.com Come along to one of our CIO events around the world, to find out more. Register for an event, or request the full report at: www.hnkpmgciosurvey.com
  14. 14. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name and logo are registered trademarks or trademarks of KPMG International. Produced by Create Graphics UK | CRT079745F The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation

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