in association withHARVEY NASHCIO SURVEY 2015IN ASSOCIATION WITH KPMGINTO AN AGE OF DISRUPTION Introduction - The Watering Hole 3 The CIO Survey infographic 4 Executive summary 6The DNA of a disruptive CIO 8CFO or CEO - your boss and your priorities 91. Global Results 111.1 CIO priorities 12 1.2 People, skills and talent 17 1.3 Digital disruption 22 1.4 Managing the technology function 291.5 CIO careers 352. Regional Results 392.1 APAC 402.2 Australia 422.3 Belgium 442.4 China / Hong Kong 462.5 Finland 482.6 France 50 2.7 Germany 522.8 Ireland 542.9 Italy 562.10 The Netherlands 582.11 The Nordics 602.12 Norway 622.13 Poland 642.14 Scotland (UK) 662.15 Sweden 682.16 Switzerland 702.17 UK 722.18 US 742.19 Vietnam 76Conclusion by KPMG 78About the Survey and Participants The Harvey Nash CIO Survey 2015, in association with KPMG, collected data between 6th January and 19th April 2015 and represents the views of 3,691 technology leaders from more than 30 countries, with a combined IT spend of over $200bn. Of the respondents, 33 per cent identified themselves as CIOs, 9 per cent as CTOs, 32 per cent as director / VP in technology and the remaining 26 per cent were spread between a broad range of roles including CEO, COO, CDO and senior executives. The currency used in this survey is US Dollar (USD); at the launch of the survey the conversion rate was GBP 1 = USD 1.51 / Euro 1 = USD 1.18. THE WATERING HOLENo technology leader needs to be told that the pace of technological change is quickening. They, perhaps more than any other executive, see it everywhere. Whether it’s the ‘big’ things like the board looking for guidance about how technology can create new business models, to the more prosaic, like walking into an executive meeting and seeing a peer proudly accessing the network holding a non-standard (and perhaps non-secure) new device, the CIO sees it all.In the past, the IT organisation was like a water company; a natural monopoly strictly plumbed into, and in control of, everything we did. But things are changing, and today much of what IT does might be better described as a ‘watering hole’; a place that attracts, unites and gives fuel to often quite disparate groups of people who are there by choice, not compulsion. For the CIO, the difference can be radical; control is replaced by influence, structure by fluidity, certainty by ambiguity. This year’s Harvey Nash CIO Survey, published in association with KPMG, and proudly presenting the views of almost 4,000 technology leaders, shines a light on these important changes. From board priorities to business relationships to careers, the CIO Survey provides insights and guidance about how to succeed in this fast-changing environment.Despite the world becoming more ambiguous, one thing is for certain: it has never been a more exciting time to be a technology leader.Albert EllisChief ExecutiveHarvey Nash GroupMarc SnyderManaging DirectorCIO AdvisoryGlobal Centre of ExcellenceKPMG in the US WHAT'SON YOUR MIND?CIO PRIORITIESPEOPLE, SKILLS AND TALENTIT projects thatMAKE money 66%IT projects thatSAVE money 34%Te c h n o l o g y skills shortage is getting worse face skills shortage59% BOARD PRIORITIES: TOP THREE:Improving business processes Operational efficienciesDelivering consistent and stable IT 123BOARD PRIORITIES: FASTEST GROWING:Delivering business intelligence / analyticsBetter engagement with customers/prospectsReputation management via social media technologyImproving the relationship between IT & Marketing:only 33% rate it as ‘very strong’, but it is up from 30% since 2014.123FASTEST GROWING SKILLS DEMAND:Big data / analytics Change managementDevelopment123GREATEST FALL IN SKILLS DEMANDTechnical architectureEnterprise architectureBusiness analysisCompetition for talent is fierce.CIOs increasing technology headcount is at a five-year high.123the proportion of women in IT leadership roles responding to the CIO Survey remainsstubbornly low8%20157%20149%20137%2012 CIO salary growth appears to have stalled (three in ten CIOs enjoyed an increase in salary in 2015, but the vast majority of CIOs (62%) did not see their salary rise.)Benefits are on offer for more CIOs (72% receive benefits - including car, short and long term incentive plans, shares or equity)DIGITAL DISRUPTIONMANAGING THE TECHNOLOGY FUNCTIONCYBER SECURITY CONCERN IS GROWINGCyber-attack is a serious threat (nine in ten CIOs agree a malicious and serious cyber-attack could damage the operations and positive brand image of the company)Cyber-attack is a very real threat (one in four CIOs reported a major IT security incident in the past twelve months)Cyber-attack is a growing threat (only 23% of CIOs believe they are ‘very well’ prepared for a serious incident, down six per cent from 2014)123MOST AFFECTED BY DIGITAL DISRUPTION NOWBroadcast MediaAdvertisingTechnology / TelecomsIT Budgets are increasing(for 44% of