s we examined CIO job descriptions, we

found that the role and expectations for CIOs

vary much more widely than other C level

executives. When we cut the data by the

traditional dimensions of industry, geography and

company size, we found no significant correlation.

So, we turned to Deloitte’s experience in more than

1000 executive transition labs and identified the four

elements that would shape CIO legacy: business

priorities, leadership and talent, relationships and

influence and investment priorities.

Why “legacy”? Especially considering the “legacy

systems” connotation? The analysis clearly showed

that CIOs are laser-focused on understanding how

they’re creating impact and value today—and how

they're shaping their value proposition for the

future. That's our definition of legacy.

Explore your legacy at:

www.dupress.com/global-cio-survey

or visit DUPress.com and search CIO Survey.

The four elements frame a particular time and place. The profiles CIOs assume are not permanent; they will change with business needs and context. There are six journeys a CIO may need to take:

There are foundational issues around reliability and performance.

Today, every company at its core is a technology company, and CIO business priorities are linked to the heart of the business. Percentages represent respondents that identified these objectives as important in the next year.

WHAT IS ON THE TOP OFCIO BUSINESS AGENDAS?

NAVIGATING THELEGACY LANDSCAPE

LOOKING AHEAD

The strength of CIO relationships with internal stakeholders can predict future collaboration and trajectory of business impact. Percentages represent respondents sorted by the reported strength of their business relationships.

WHICH RELATIONSHIPS ARE THE STRONGEST?

WHAT ARETHE 3 CIOPATTERNS?

THE BUSINESS NEEDS A TRUSTED OPERATOR WHEN.. .

The CIO’s risk appetite drives their investment philosophy and ability to create change through technology. Percentages represent respondents that said these technologies would have significant business impact in the next two years.

WHERE DO CIOS INVEST TO SUPPORT THE BUSINESS?

PRIORITIES

BUSINESS PRIORITIES

WHAT CHARACTERISTICS AREMOST IMPORTANT TO CIOS?

LEADERSHIP & TALENT

TECHNOLOGY INVESTMENT PRIORITIESRELATIONSHIPS & INFLUENCE

2 0 1 5 G L O B A L C I O S U R V E Y

TRUSTEDOPERATOR

CHANGEINSTIGATOR

BUSINESS CO-CREATOR

TRUSTEDOPERATOR

CHANGEINSTIGATOR

BUSINESS CO-CREATOR

It is going through cycles of efficiency hunts, cost reduction, and integration.

Times demand a clear vision and complex project management.

There is an organizational mandate for growth and change.

It is experiencing rapid growth and needs a long-term view on tech investments.

Investment in exponentials requires a technology leader with business acumen.

THE BUSINESS NEEDS A CHANGE INSTIGATOR WHEN.. .

THE BUSINESS NEEDS A BUSINESS CO-CREATOR WHEN.. .

INNOVATION

CUSTOMERS

PERFORMANCE

COST

OPERATOR

43215

1 144%

49%

47%

46%

56%

43%

INSTIGATOR

2453

50%

46%

48%

47%

47%

39%

CO-CREATOR

2345

53%

44%

50%

45%

45%

47%

GROWTH

FOCUS ON DRIVING BUSINESS STRATEGY AND BALANCING TIME ACROSS EXECUTION ACTIVITIES.

BUSINESS CO-CREATOR

LEAD TECHNOLOGY-ENABLED BUSINESS TRANSFORMATION AND EMPHASIZE OPERATIONAL EXCELLENCE.

CHANGE INSTIGATOR

DELIVER OPERATIONAL DISCIPLINE AND SUPPORT BUSINESS CHANGE THROUGH ENABLING TECHNOLOGIES.

TRUSTED OPERATOR

GLOBAL AVERAGEPATTERN VALUE PATTERN VALUE

POORGOOD N/AEXCELLENT / VERY GOOD

1,271 TOTAL SURVEYPARTICIPANTS

20% OF PARTICIPANTS FROM A GLOBAL 1000 COMPANY

43% OF US CIO RESPONDENTS FROM FORTUNE 500

CREATING LEGACY

CIOs are expected to be ambidextrous, contributing to business strategy and ensuring operations are running effectively. Percentages represent respondents that identified these attributes as a key personal strength.

INVESTMENTS 20% 40% 60% 80% GLOBAL

77%ANALYTICS

75%DIGITAL

64%CLOUD

58%CYBER

47%CORE

28%EMERGING TECH

OPERATOR INSTIGATOR CO-CREATOR

About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Copyright © 2015 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

CEO

OPERATOR

INSTIGATOR

CO-CREATOR

OPERATOR

CO-CREATOR

BUSINESS UNIT LEADER

CFO

OPERATOR

INSTIGATOR

CO-CREATOR

COO

48%

60%

49%

41%

64%

69%

62%

45%

70%

63%

56%

51%

67% 44%

64% 61%

54% 51%

COMMUNICATION& INTERPERSONALSKILLS

TECHNOLOGY OPERATIONS & EXECUTION

ABILITY TO LEAD IN FAST, COMPLEX ENVIRONMENTS

TECHNOLOGY VISION & LEADERSHIP

INSTIGATOR

COMMUNICATION& INTERPERSONALSKILLS

ABILITY TO INFLUENCESTAKEHOLDERS