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R et ur n t o G ro wt h:2010 Global C IO Report
Theres an increased focus today on growth-oriented IT
projects compared with a year ago, our exclusive survey
of top-level IT leaders finds. CIOs are worried about
having the agility and budget to meet rising demands.
CIOs showed they could cut in the downturn, and now
they need to be ready to grow.
By Chris Murphy
A n a l y t i c s R e p o r t
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CONT
EN
TS
3 Authors Bio
4 Executive Summary
5 Research Synopsis
6 Return To Growth
8 IT Budgets: Still Tight
12 Whats On The Agenda
17 Better Use Of Data
19 Are We Finally Aligned?
21 Appendix
7 Figure 1: Innovation Plans for 2010
8 Figure 2: IT Organization Concerns
9 Figure 3: IT Spending: 2010 vs. 2009
10 Figure 4: Revenue: 2010 vs. 2009
11 Figure 5: Staying Busy
12 Figure 6: Hiring Practices for Permanent IT Staff
13 Figure 7: Current vs. Past IT Strategy for Growth
14 Figure 8: Implementation Plans
15 Figure 9: IT vs. Corporate Culture
16 Figure 10: IT Investment Plans for 2010
18 Figure 11: Primary Opportunity for CIOs
19 Figure 12: Plans for Growth-Oriented IT Projects
21 Figure 13: Impact of the Economy on IT Spending
22 Figure 14: Global IT Worker Presence
23 Figure 15: Job Title
24 Figure 16: Company Revenue
25 Figure 17: Industry
26 Figure 18: Company Size
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Chris Murphy is editor ofInformationWeek, where he has
worked as an editor and writer since 1999. Before joining
InformationWeek, he was editor of the Budapest Business Journal, a
business weekly in Hungary, and a daily newspaper reporter in
Grand Rapids, Mich. Chris holds a BA in economics and
journalism from Michigan State University and an MBA from the University
of Virginia.
3 June 2010 2010 InformationWeek, Reproduction Prohibited
Chris Murphy
InformationWeek
Analytics
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Growth is back on the agenda of IT leaders. Theres still a great deal ofcaution, but thats the conclusion we see in our 2010 Global CIO Surveyof 333 U.S. IT leaders, either C-level or VP.
Last year, just 18% of the senior IT execs we surveyed thought introduc-ing an IT-led product or service would be a main area of IT innovation.
This year, twice as many respondents, 36%, see things that waythe sec-ond most-cited area of innovation, after making business processes moreefficient. (Last year, introducing an IT-led product or service was the No. 8CIO priority.) Cost cutting, meanwhile, has fallen32% now considerthat a top innovation priority, down from 40% last year.
Budgets reflect the trepidation most business leaders feel about this eco-nomic recovery. Half of the business technology leaders we surveyed seetheir budgets rising this year, with more than a third of them seeingincreases of 5% or more. Just under one-fourth see IT budgets decreasing.Furthermore, about two-thirds of the leaders we surveyed think their com-panies revenue will increase this year (17% say significantly), and only11% predict revenue will fall.
Asked what theyre most worried about, CIOs cite the ability to implementfast enough to meet business needs and having sufficient budget to do so.CIOs are worried about having the horses to get growth-oriented projectsdone, yet confidence in growth isnt strong enough to fuel a lot of ITorganization hiring. CIOs need to assess whether their IT teams are readyto meet a rising demand for growth-oriented IT.
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E
xecutiveSumm
ary
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Survey Name: InformationWeek Analytics 2010 Global CIO SurveySurvey Date: May 2010Region: United StatesNumber of Respondents: 333
Purpose:To gain insight into the global IT strategies in use by CIOs and other
upper-level IT executives.
Methodology:InformationWeek Analytics surveyed 333 U.S.-based senior IT executives.The study was conducted online; respondents were recruited via e-mailinvitation with an embedded link to the survey. All survey respondentswork at organizations with customers, suppliers, and/or business opera-tions in multiple countries. Job titles of survey respondents include CIOs,CTOs, executive VPs, and senior VPs of IT. Respondents hail from bothSMBs and large enterprises, and work in a variety of industries.
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Rese
archSyn
opsis
ABOUT US | InformationWeek Analyticsexperienced analysts arm business technology
decision-makers with real-world perspective based on a combination of qualitative and quantitative
research, business and technology assessment and planning tools, and technology adoption best
practices gleaned from experience.If youd like to contact us, write to managing director Art Wittmann at [email protected],
executive editor Lorna Garey at [email protected] and research managing editor Heather Vallis
at [email protected]. Find all of our reports at www.analytics.informationweek.com.
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RETURN TO GROWTHImagine you have just seven days to get to know your customers better. Seven days to under-
stand their needs and wants and fine-tune your product for them. After those seven days,
youve lost the chance to sell them more of what they would have loved to buy.
Thats the challenge and opportunity Royal Caribbean International CIO Bill Martin has on sev-
eral of the companys newest, tech-rich cruise ships.
Once guests are aboard certain ships, a small team on shore has begun running analytics on
passenger demographics, combining those results with real-time sales activity on the ship. For
instance, does a spa have open slots? Royal Caribbean can promote those on in-room interac-
tive TVs to only those guests most likely to take up the offer.
Martin is sending a clear message from the high seas: Opportunity for higher revenue is out
there, and IT is going to help drive it. We see growth coming back, he says, and from around
the world, not just North America.
No ones calling a blockbuster economic recovery. But we surveyed 333 top IT leaders, either
C-level or VP, and theres a marked increase in optimism compared with a year ago.
Last year, just 18% of the senior IT execs we surveyed thought introducing an IT-led productor service would be a main area of IT innovation. This year, twice as many respondents, 36%,
see things that waythe second most-cited area of innovation, after making business processes
more efficient. (Last year, introducing an IT-led product or service was the No. 8 CIO priority.)
Cost cutting, meanwhile, has fallen32% now consider that a top innovation priority, down
from 40% last year.
Are CIOs in a position to deliver growth initiatives? Thats the biggest concern CIOs in our sur-
vey havethat their organizations cant execute fast enough to meet business needs. Theyre
also concerned that they dont have enough budget and people to meet those needs. IT leaders
did their part during the cost cutting, reducing staff and consolidating IT infrastructure. Didthey leave enough muscle to respond to growth opportunities?
Theres one other risk: missing the growth opportunity entirely. Look at the survey numbers
another way and you see that most business technology leaders still arent using IT to drive rev-
enue and new products. IT tends to be most comfortable making business processes more effi-
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48%
Note: Three responses allowed
Base: 333 in May 2010 and 600 in April 2009
Data: InformationWeek Analytics Global CIO Survey of IT executives
Make business processes more efficient
Introduce new IT-led products/services for our customers
Lower IT costs/business costs
Create a new business model/revenue stream for the company
Get better business intelligence to more employees more quickly
Improve customer service
Deeper information sharing with customers, partners and suppliers
Improve Web operations/customer experience
Get better return on IT investments
Engage customers in new ways
Reduce carbon footprint and energy costs of IT environment
Pursue new global opportunities
Improve interaction with partnersand suppliers
Transform skill set of IT organization to emphasize collaboration
49%
36%
18%
32%
40%
28%18%
20%
19%
18%
21%
17%
15%
17%
20%
15%
25%
14%
20%
13%
10%
12%
16%
8%
13%
4%
10%
What are the primary ways your organization plans to innovate in 2010?
Innovation Plans for 2010
2010 2009
Figure 1
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cient, rather than driving sales and creating new products and working with customers. But
with the pressure back on companies to grow, IT needs to do its part.
IT BUDGETS: STILL TIGHT
Although its not raining money for IT projects, the budget slashing of the past 18 months has
eased. Half of the business technology leaders we surveyed see their budgets rising this year,
with more than a third of them seeing increases of 5% or more. Just under one-fourth see IT
budgets decreasing.
Furthermore, about two-thirds of the leaders we surveyed think their companies revenue willincrease this year (17% say significantly), and only 11% predict revenue will fall.
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3.6
3.5
3.4
3.1
2.8
2.7
2.6
2.4
Note: Mean average ratings
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
Cant implement fast enough to meet business goals
IT budgets are insufficient to meet goals
Dont have enough IT people
Dont have the right IT skills
Dont have enough IT infrastructure capacity
Dont have system to prioritize projects
Dont have good business unit relationships
Dont have the right outsourcing relationships
How great a concern are each of the following factors as they relate to your IT organizations ability tosupport business goals? Please use a scale of 1 to 5,where 1 isnot a concernand 5 is major concern.
IT Organization Concerns
1 Not a concern Major concern 5
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The tension between spending to drive growth and spending to keep the lights on remains a
top concern for IT leaders. Asked about the primary areas they spend their time, one-third of
survey respondents cite this problem of reducing spending on ongoing operations so they can
spend more on new initiatives.
After a year of skimping on spending, often stretching the life cycle of their PCs and servers,
some IT leaders do worry about keeping the lights on. The business is asking for growth rev-
enue goals that are a real stretch, says one IT leader, who wanted to stay anonymous. IT
budgets are advertised as increasing and as budgeted for investment, without sufficient monies
being placed on keeping the foundations stable.
At Appleton Paper, an almost $900 million-a-year specialty paper maker, that tension between
growth and maintenance drove the decision this year to outsource application support offshore.
Ive freed up my people to spend more time on growth projects, says Dave Satish, head of the
companys IT. Satish also is putting a big emphasis on speed at the company. Instead of taking
A n a l y t i c s . I n f o r m a t i o n W e e k . c o m
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
Using your best estimate, how will your organizations IT spending this year compare with 2009?
IT Spending: 2010 vs. 2009
Up5%to10%
Up more than 10% 21%
15%
9%
6%Down more than 10%
Down5% to10%
Down less than 5%
Upless than5%
Flat
14%
8%
27%
Figure 3
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weeks of back-and-forth meetings and approvals to spec out a major project, the team uses a
kaizen approach where everyone with a stake in the project focuses entirely on the require-
ments for several days, and defines 90% of the requirements in a week, Satish says.
Confidence in growth isnt strong enough to fuel a lot of IT organization hiring, even though
CIOs are worried about having the horses to get projects done.
One-third say hirings still frozen, though only 4% say theyre more likely to lay off than hire.
About a third say theyre looking to hire, but only for very specialized skills. Just 11% of the
CIOs we surveyed are looking to hire across many areas.
Theres no stampede to outsourcing, either. Among the business technology leaders we sur-
veyed, 57% say theyre holding steady on outsourcing, 23% say theyre scaling it back, and
20% say theyre investing in it. Among companies expecting revenue growth, just 38% say
theyll use more IT contractors compared with past growth periods, rather than hire.
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Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
Using your best estimate, how will your organizations revenue this year compare with 2009?
Revenue:2010 vs. 2009
Upmoderately
Downsignificantly17%
Up significantly
Downmoderately
Flat
3%
8%
21%
51%
Figure 4
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42%
Note: Three responses allowed
Base: 333 in May 2010 and 600 in April 2009
Data: InformationWeek Analytics Global CIO Survey of IT executives
Driving global technology and process standards
Spending time with my CEO/senior executives,focusing on a strategic agenda in these meetings
Measuring IT processes,output,performance
Driving initiative to reduce spending on operations and maintenance in favor of spending for new initiatives
Educating myself about the next wave of technologies (e.g.,social media,programmable Web, wireless broadband)
Managing and planning global IT budget and procurement
Negotiating with vendors and service providers
Driving global business or sourcing opportunities, global supply chains or trading networks
Meeting with external customers
Developing key potential successors and team members
Spending time with my CFO discussing long- and short-term financial issues
Recruiting IT talent
27%
37%
31%
35%
41%
34%
35%
28%
34%
20%
28%
19%
25%
14%
11%
14%
21%
13%
14%
8%
9%
8%
6%
What are the primary areas on which you spend your time?Staying Busy
2010 2009
Figure 5
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Bottom line, business technology leaders seem content to squeeze the teams they have to meet
growing IT demands.
WHATS ON THE AGENDA
Facilitating collaboration, improving information security, and upgrading desktops are the
most-cited major implementations planned this year. Forty percent of the business technology
leaders we surveyed have a major collaboration project scoped out for this year.
One example is mutual fund company Vanguard, which in the past few weeks began letting
employees access work e-mail from their personal iPhones and Android-based phones, usingGood Technology for encryption and smart token authentication. Vanguard is also trying to
make company-issued BlackBerrys more useful. The companys strategy had been to lock down
every feature that wasnt expressly needed for work. That led to some awkward conversations
for IT, like when a top Vanguard exec in the U.K., lost in a city in Ireland, called an IT princi-
A n a l y t i c s . I n f o r m a t i o n W e e k . c o m
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
What is your organizations current approach to hiring permanent IT staff?
Hiring Practices for Permanent IT Staff
Actively looking to staff up,but only for very specializedtech or business skills
Other
34%
Actively looking to staffup across many areas
More likely to lay off than hire
Hiring is frozen
2%
4%
11%
33%16%
Looking to hire outsourcers andcontractors before full-time staff
Figure 6
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pal who leads the companys collaboration efforts to complain about not having GPS on his
BlackBerry. Now employees get more of those non-work tools, including GPS and a camera,
though every feature goes through a compliance and security screen.
Collaboration efforts like these provide only indirect support for growth, by making employees
more productive. But Vanguard looks for a more direct link, treating employees as a proving
ground for technology it plans to bring to customers.
For instance, Vanguard is experimenting with an internal SharePoint site for IT projects that
potentially could be extended to clients, says Abha Kumar, an IT principal who leads the com-
panys Web 2.0 efforts. Vanguard investment advisers and clients could potentially collaborateon a similar site, or clients could interact with one another therefor example, people who are
newly retired or close to sending kids to college could gather to discuss investment issues. By
using the SharePoint site internally first, Vanguard gets the bugs out and identifies which fea-
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38%
35%
31%
29%
18%
2%
22%
Note: Multiple responses allowed
Base: 228 respondents predicting their organizations revenue will increase in 2010
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
Use more contract IT talent, rather than hire
Centralize IT resources as we expand
Use more software as a service
Use more on-demand infrastructure (cloud-based CPUs,storage, etc.)
Hire full-time staff more quickly
Other
No change in IT strategy compared with past growth periods
How does your IT strategy for business/revenue growth differ from past growth periods?
Current Vs.Past IT Strategy for Growth
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Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
Increasing server virtualization
Improving information security
Implementing ERP
Implementing CRM
Providing videoconferencing
Improving systems for regulatory compliance
Expanding business intelligence
Re-architecting data centers
Improving collaboration among employees
Providing unified communications
Upgrading desktops (hardware and/or software)
Consolidating/reducing applications
Using more software as a service
Getting applications on mobile devices
What are your organizations plans for the following technologies and initiatives?
Implementation Plans
Major implementationin place
Major implementationplanned this year
Major implementationplanned in next 24 months
No plans
13%43%
16%38%
13%36%
30%
34%
10%
14%
12%
41%
26%36%
31%31%
19%
19%
19%
19%
26%30%
19%27%
26%
26%
18%
28%
32%25%
17%24%
23%
40%
20%
19%
27%23% 22% 28%
18%23%
26%19%
34%
31%
25%
24%
33%17%
33%15%
25%
26%
25%
26%
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tures are most useful. Then we have real experience as we expand outside, Kumar says. We
get to play around with the technology and actually start to see how it impacts what we do.
Another big innovation priority for CIOs in our survey is the mobile Internet. Although just
15% of survey respondents say they have a major application on mobile devices today, more
than a fourth of them plan to do a major implementation this year. And for companies like
spice maker McCormick, such apps are changing ITs role.
Remember how 36% of the business technology leaders we surveyed say they expect IT to
drive products and services this year? Jerry Wolfe, CIO of McCormick, says that a couple of
years ago he would have struggled with whether IT had that kind of role in new products.Now, theres no doubt. Hes working with the companys sales and marketing teams to have a
different set of discussions with our retail partners, as they both figure out how to build closer
ties with customers using the Web, particularly the mobile Web.
A n a l y t i c s . I n f o r m a t i o n W e e k . c o m
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
How would you compare the culture of your IT organization with your companys corporate culture?
IT Vs.Corporate Culture
Consistent:Both are generallyaggressive in strategy and executionInconsistent:Other company
departments are moreaggressive than IT
32%
Inconsistent:IT department ismore aggressive than the
rest of the company
12%
21%
35%Consistent:Both are generallyconservative in strategy and execution
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McCormick has an iPhone recipe app, for example, and Wolfe, whos also head of supply chain
operations, thinks that app could be co-branded with a retailer. Its working with one retailer to
tie McCormicks recipe-driven Web site in with the retailers campaign for the summer grilling
season. McCormick offers a virtual recipe box download to bring together all a consumers
recipes.
Wolfe offers a key takeaway: This mobile revolution, and the importance of forming more-
interactive relationships with customers, is happening worldwide, even if the execution might
be fine-tuned locally. Says Wolfe, These ideas are not only growth strategies. Theyre global
strategies.
At Ford Motor, the mobile Internet has a different meaning. Its about giving drivers relevant
Internet services and social networking, safely, in their vehicles. To experiment, Ford let a
group of University of Michigan students, as part of their coursework, develop social network-
ing applications for the Sync in-vehicle personal tech system in the new Fiesta compact car.
The applications arent in production, but one example is an app that lets people traveling in a
multivehicle caravan share information about their location and stops, helping everyone stay
together on a road trip. Ford also partners with Google so that Google Maps users can click a
send to Sync button to send directions to their vehicle, and its partnering with other content
A n a l y t i c s . I n f o r m a t i o n W e e k . c o m
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
New application development (i.e., new software projects)
Infrastructure upgrades (i.e.,hardware investment,such as servers,PCs,etc.)
End-user technology (e.g.,Web 2.0-related projects)
New outsourcing engagements
What is your organizations approach this year to the followinggeneral types of IT projects or investments?
IT Investment Plans for 2010
Investing Holding s teady Sc aling back
12%49%
9%46%
13%28%
39%
45%
59%
23%20% 57%
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providers to extend Sync beyond media players and phones, CIO Nick Smither says.
Ford also is letting employees use their personal BlackBerry to access work e-mail, and its test-
ing personal iPhone use. Smither believes employees increasingly will expect that kind of
mobility. Its part of a larger Ford initiative called Digital Worker, which includes use of video-
conferencing and the social media capabilities of SharePoint to let people around the world col-
laborate more easily. With a diverse employee base split across time zones and geographies,
Smither says, the whole social media is a huge opportunity.
BETTER USE OF DATACollaboration and mobility are at the center of innovation for IT teams, but we also asked CIOs
what their single biggest opportunity is personally. The No. 1 answer: Use data to influence
new products and drive growth, cited by 29%.
Martin at Royal Caribbean is just getting started with such an effort. Not all the data the cruise
line collects has to be analyzed to be valuable. Some of it just needs to be shared, like how
many people are standing in line for a restaurant.
Royal Caribbeans Oasis of the Seas is the biggest cruise ship ever launched, and one of the
companys guiding principles is zero tolerance for lines, Martin says. So at each of the 24restaurants on the ship, shape-recognition cameras count the number of people waiting to get
in and broadcast that information as red-yellow-green signals to 300 digital signs around the
ship, so that people can select the least-crowded venues.
Royal Caribbean ships collect more data than ever during a cruise, over a converged, 10-Gbps
IP network that connects every cash register and booking system, so analysts know whats hap-
pening in real time. And with interactive TV in each guest room, Royal Caribbean can deliver
customized messages. Were still learning how best to use that, Martin says.
The cruise line is also trying to get to know guests better before they board, via new Web site
features that let them plan and book activities ahead of time. And its putting more technology
in front of passengers while on the ship. Guests on Oasis of the Seas, for example, can outfit
their children with a wristband that sends a signal to one of 900 wireless access points on the
ship. The wristband is connected to an iPhone app that shows parents where their little
stinkers are playing by displaying a blip on a diagram of the ship.
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To look for data-driven revenue opportunities more actively, Martin created what he calls a
business information group of half a dozen people. Rather than implement IT projects or
support IT operations, group members look at the data various operating units generate and
help them figure out what else those units need to make better decisions. Weve had the tools.
Weve never leveraged them as well as we do with this, says Martin, whose team makes use of
Oracles OBIEE analytics and dashboard software.
ARE WE FINALLY ALIGNED?
Its also interesting to note what isnt a big worry for business technology leaders. Far down the
list of concerns for survey respondents is having the right business unit relationships and hav-ing a system to prioritize IT projectsthe age-old business-IT alignment issues.
Other survey results, however, raise questions about whether IT organizations are focused on
A n a l y t i c s . I n f o r m a t i o n W e e k . c o m
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
How would you characterize your organizations IT plans this year,in terms of projects intended to drive or support revenue growth?
Plans for Growth-Oriented IT Projects
Steady state;the same numberof growth-oriented projectscompared with a year ago
38%
Investing;rising number
of growth-oriented projectscompared with a year ago
8%50%
4%
Frozen;virtually no growth-orientedprojects in the works
Contracting;declining numberof growth-oriented projects
compared with a year ago
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R e t u r n t o G r o w t h
A n a l y t i c s R e p o r t
the right mission. Among companies that expect revenue to grow this year, only half of them
are increasing the number of growth-oriented IT projects they have going compared with a
year ago. Thirty-eight percent say theyre holding the number of projects steady, while 12% are
either cutting them back or have no such projects in the works.
That 50-50 split is puzzling. Is IT not an integral part of those companies growth agendas? Are
they too internally focused, running an ever-more efficient IT operation while not looped into
customer and revenue opportunities? Are they not up to the job, or perhaps considered too
slow or overworked to be trusted by business partners with vital, growth-oriented initiatives?
Business technology leaders need to do a gut check about their teams capabilities and howthey tie into their companies goals. Given the chance, are we really ready for growth?
A n a l y t i c s . I n f o r m a t i o n W e e k . c o m
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A n a l y t i c s R e p o r t
Appe
ndix
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
In response to concerns about the economy,is your organization being asked to ratchet backspending on IT this year, either as a portion of the overall budget or on a project-by-project basis?
Impact of the Economy on IT Spending
Yes,were being askedto cut specific projects
Yes,were being asked to cut a
percentage of our IT budget
16%
No,concerns about theeconomy havent affected our
IT budget or spending plans
29%
25%
30% Yes,were being askednot to increase spending onIT as much as we had planned
Figure 13
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Appe
ndix
36%
Base: 333 in May 2010 and 600 in April 2009
Data: InformationWeek Analytics Global CIO Survey of IT executives
None
1%to9%
10% to24%
25% to49%
50% to74%
75% to99%
100%
40%
17%
19%
26%
20%
12%
11%
7%
7%
2%
2%
0%
1%
What percentage of your IT workers are outside of the country?
Global IT Worker Presence
2010 2009
Figure 14
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R e t u r n t o G r o w t hA n a l y t i c s . In for ma t i on W e e k .c om
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Appe
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40%
20%
13%
6%
4%
3%
3%
2%
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
CIO
VP of IS/IT
CTO
Senior VP of IS/IT
Chief technical architect
Business analyst/process (VP/Sr.VP/EVP)
ExecutiveVP of IS/IT
CSO/CSIO
Other IT VP
Line-of-business technology executive ( VP/Sr.VP/EVP)
Other IT executive
Services (VP/Sr.VP/EVP)
Engineering/systems development (VP/Sr.VP/EVP)
Networking/telecommunications (VP/Sr.VP/EVP)
2%
2%
2%
1%
1%
1%
Which of the following best describes your job title?
JobTitle
Figure 15
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Appe
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Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
Which of the following dollar ranges includes the annual revenue of your entire organization?
Company Revenue
$50million to$99.9 million
Dont know/decline to say
8%Less than$6million
$6million to $49.9million
$5 billion ormore
Government/non-profit
$100million to $499.9million
$1 billion to $4.9 billion
$500million to$999.9million
9%
15%
14%
9%
5%
2%
23%15%
Figure 16
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17%
2%
10%
3%
2%
2%
2%
2%
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
Banking
Construction/engineering
Consulting and business services
Consumer goods
Distributor
Education
Electronics
Energy
Financial services, insurance
Financial services, other
Government
Healthcare/medical
Insurance/HMOs
IT vendors
Manufacturing/industrial, non-computer
Media/entertainment
Non-profit
Retail/e-commerce
Securities and investments
Telecommunications/ISPs
Other
3%
3%
6%
3%
2%
5%
9%
4%
3%
3%
5%
2%
12%
What is your organizations primary industry?
Industry
Figure 17
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Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
Approximately how many employees are in your organization?
Company Size
Less than 50
10,000 or more11%
5,000-9,999
1,000-4,999
50-99
100-499
500-999
29%
7%
19%
5%
20%
9%
Figure 18