A Peek @ Trends'15 - SIMposium'14 FINAL 2post

A PEEK @
SIMposium
Panelists
p
4‐November‐2014
Bill Peterson, LiquidHub
Caren Shiozaki, Thornburg Mortgage
Jennie Zamberlan, Avantia
Joseph Pucciarelli, IDCJoseph Pucciarelli, IDC
Presenters
Leon Kappelman
Eph McLean
Vess Johnson
Comprehensive Report
http://www simnet org/?ITTrendsStudyhttp://www.simnet.org/?ITTrendsStudy
1© 2014 SIM International & Leon Kappelman, Primary Investigator

IT
TechnologiesTechnologies
Organizations
Management
© 2014 SIM International and Leon Kappelman, Primary Investigator
People

IT Trends: The Research Project
• Focus is IT management in organizations• Focus is IT management in organizations
• Collaboration of academics and practitioners
• Population: SIM members (c4800 senior IT executives)• Population: SIM members (c4800 senior IT executives)
• Duration: 10 months, annually
• Deliverables: Reports (full personal) SIMposium MISQE• Deliverables: Reports (full, personal), SIMposium, MISQE
• SIM has specific objectives:
• Value proposition for existing membersValue proposition for existing members
• Create unique intellectual capital
• Publicity and branding: “SIM, the voice of IT leadership”
• Attract new members
• Academics have objectives too:
D t h t h l titi• Do great research to help practitioners
• Get access to amazing data for publications and teaching
© 2014 SIM International and Leon Kappelman, Primary Investigator 4

The SIM IT Trends Study Process
© 2014 SIM International & Leon Kappelman, Primary Investigator 5

THE BOTTOM LINE
Results show we’re in a time of profound change for business,
technology, IT departments, and IT leadership.
• Focus of organizations and IT leaders changing. Emphasis
on business value, strategy, innovation, and speed.
• How IT dollars are being spent is changing.
• How IT is being delivered in changing.
• With whom IT leaders spend their time is changing.
• What IT leaders do with their time is changing.
Not all organizations, CIOs, or C‐suite denizens will successfully
k i h h h l f hi i i i dmake it through the gauntlet of this transition period.
“It is quite likely that the CIO position is the most complicated and
It is quite likely that the CIO position is the most complicated and
demanding job in organizations today. “ – 2015 SIM IT Trends Report

THE BOTTOM LINEChangingResults show we’re in a time of profound change for business,
Changing
Thi k Bi• Focus of organizations and IT leaders changing. Emphasis
Think Bigon business value, strategy, innovation, and speed.
Be Nimble• How IT is being delivered in changing.
Be Nimble
k i h h h l f hi i i i d
Move Fastmake it through the gauntlet of this transition periods.
Challenging
demanding job in organizations today. “ – 2015 SIM IT Trends ReportChallenging

2015 theme song:2015 theme song:
“The times they are a‐changin’”
“If your time to you is worth savin’;If your time to you is worth savin ;
Then you better start swimmin’ or you’ll
sink like a stone; For the times they are
a‐changin’”a‐changin .
– Bob Dylan

2015 SIM IT Trends Study
• 35th Anniversary of SIM IT Trends
Study
• 1002 complete responses is the largest
sample since study began in 1980
• 717 unique “Organizations”
represented by a “Senior IT Leader”
451 “CIO ” i th l• 451 “CIOs” in the sample
• Average revenue of 717 is $5.6 billion
• Total revenue $4 trillion or 25 percent• Total revenue $4 trillion or 25 percent
of the U.S. economy’s GDP.
• Average IT budget of 717, $287 millionAverage IT budget of 717, $287 million
• $200 billion in 2014 IT spending.

35th Anniversary SIM IT Trends Study
Organization Trends:
IT Spending, Staffing, and Structure
“We shape our buildings; thereafter they shape us ” Winston ChurchillWe shape our buildings; thereafter they shape us. – Winston Churchill

IT Organization Structure 2006 ‐ 2014
2006 2007 2008 2009 2010 2011 2012 2013 2014
74%
77%80%
90%
2006 2007 2008 2009 2010 2011 2012 2013 2014
74%
69%
72%
69%
66%
63%
65%
71.1%
60%
70%
80%
37%
35%40%
50%
60%
26%
23%
31%
28%
31%
34%
37%
35%
28.9%
20%
30%
40%
0%
10%
20%
717 U i O i i R i
0%
Centralized Decentralized/Federated/Hybrid
9 yr. average: 69.7% 30.3%
717 Unique Organizations Reporting

Percentage of Revenue Allocated to IT Budget
6%
4.9% 4.9%
5.1%
5%
3.6% 3.6% 3.5%
3.8% 3.8% 3.9%
3.6%
4%
Average 4.08%
3%
2%
1%
0%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Change in IT Budget from Previous Year
2004 – 2014 (actual) 2015 (projected)
60%
70%
2004 2014 (actual) 2015 (projected)
Average (median) Increase
2014: 1.9% (2%) actual
2015 0 9% (1%) j t d
52%
63%
61%
48%
56%46%
61%
57%
63%
51%
52%
50%
60%2015: 0.9% (1%) projected
48%
34%
25%
52%
30%
40%
30%
24%
27%
35%
35%
26%
22%
20%
21%
20%
20%
30%
17%
20%20%
0%
10%
Increased No Change Decreased
0%
2015
projected
20142013201220112010200920082007200620052004
Increased No Change Decreased
Unique Organizations Reporting: 2014 = 512; 2015 = 485

IT Budget Allocation
2014 Actual and 2015 Projected2014 Actual and 2015 Projected
% Allocated to
Category
Projected
Percentage of Organizations
Projecting 2015 Allocations
( ) l
Budget Categories
g y
Projected
Change
2014‐2015
Will:2014
Actual
2015
Projected Decrease Flat Increase
Hardware 15.7% 15.4% ‐0.3% 25% 66% 10%
2014: 1.9% (2%) actual
2015: 0.9% (1%) projected
Software 17.9% 17.6% ‐0.3% 18% 67% 14%
Facilities (including supplies and
5 6% 5 4% 0 2% 13% 82% 5%
( g pp
consumables)
5.6% 5.4% ‐0.2% 13% 82% 5%
Employees 38.5% 38.8% 0.3% 13% 68% 19%
Consultants 6.5% 6.1% ‐0.4% 12% 77% 11%
Contractors 5.8% 5.4% ‐0.4% 12% 81% 7%
Increase in budget
Services (SaaS, PaaS, IaaS, cloud,
processes, etc.)
10.1% 11.3% 1.2% 6% 68% 26%
Decrease in budget
projected 2014‐2015 projected 2014‐2015

2014 Actual and 2015 Projected
% Allocated to
Category
Projected
Percentage of Organizations
2014 Actual and 2015 Projected
( ) l
Magnitude
of change
Budget Categories
g y
Projected
Change
2014‐2015
Will:2014
Actual
2015
Projected Decrease Flat Increase
Hardware 15.7% 15.4% ‐0.3% 25% 66% 10%
2014: 1.9% (2%) actual
2015: 0.9% (1%) projected
of change
in $s of
spending
‐0.83%
Software 17.9% 17.6% ‐0.3% 18% 67% 14%
Facilities (including supplies and
5 6% 5 4% 0 2% 13% 82% 5%
‐0.59%
2 51%
( g pp
consumables)
5.6% 5.4% ‐0.2% 13% 82% 5%
Employees 38.5% 38.8% 0.3% 13% 68% 19%
‐2.51%
1.89%
Consultants 6.5% 6.1% ‐0.4% 12% 77% 11%
Contractors 5.8% 5.4% ‐0.4% 12% 81% 7%
‐5.12%
‐5.87%
Services (SaaS, PaaS, IaaS, cloud,
processes, etc.)
10.1% 11.3% 1.2% 6% 68% 26%
Decrease in budget Increase in budget
13.11%
projected 2014‐2015 projected 2014‐2015

2009 2014 (actual) and 2015 (projected)2009‐2014 (actual) and 2015 (projected)
Projected
2009‐14
Average j
Change
2014‐2015
2015
Projected 2014 2013 2012 2011 2010 2009
g
(weighted
to 100%)
2009‐14
Average
Employees 0.3% 38.8% 38.5% 40.3% 40.0% 40.0% 46.0% 43.0% 38.1% 41.3%p y
Contractors ‐0.4% 5.4% 5.8% 9.5% 11.0% 5.0% 12.0% 12.0% 8.5% 9.2%
Consultants ‐0.4% 6.1% 6.5% 3.1% 9.0% 11.0% 10.0% 12.0% 7.9% 8.6%
Hardware,
0 8% 38 4% 39 2% 47 1% 40 0% 44 0% 32 0% 33 0% 36 2% 39 2%
,
Software, Facilities
‐0.8% 38.4% 39.2% 47.1% 40.0% 44.0% 32.0% 33.0% 36.2% 39.2%
Cloud Services 1.2.% 11.3% 10.1% 9.3% 10.1%
Increase in budget
projected 2014‐2015
Decrease in budget
projected 2014‐2015

2009‐2014 (actual) and 2015 (projected) with Trendlines2009‐2014 (actual) and 2015 (projected), with Trendlines
50%
40%
30%
Employees
Hardware, Software, Facilities
Contractors
20%
Contractors
Consultants
Cloud Services
10%
0%
2015 Projected 201420132012201120102009

Change in Average IT Salary
Projected
2014 15
Actual
Average Increase
2014: 2.03% actual
2015: 1.32% projected
20.7%
2014‐15
7.0%
2013‐14
%
14.0%
9.5%
69.8%
79 0%79.0%
Unique Organizations Reporting: 2013‐14 = 499; 2014‐15 = 474

IT Employee Annual Turnover Rates
10.00%
2014
9.0%
8 00%
9.00%
2014
• Involuntary = 3%
• Voluntary = 6%
• Retire = 1 4%
5 8%
6.4%
7.1%
6.6%
6 00%
7.00%
8.00%
9‐year average 6.26%
• Retire = 1.4%
• Options = 4.6%
5.8%
5.2%
5.5% 5.5%
5.2%
5.00%
6.00%
3.00%
4.00%
1.00%
2.00%
0.00%
2006 2007 2008 2009 2010 2011 2012 2013 2014

Percentage of IT Budget Spent
on Training & Educationon Training & Education
4 7%
5.0%
5%
6%
3.5%
4.7%
4%
5%
Average 3.72%
3.1% 3.2%
2.9%3%
2%
1%
0%
2009 2010 2011 2012 2013 2014

Percent of All IT Delivered by Cloud
18%
16%
18%
• 31.1% of all IT services are cloud‐based (up from 26.5%)
• Cloud‐based IT is delivered via
12%
14% • internal private capabilities = 45%
• external public capabilities = 55%
• 9.5% don’t use cloud at all, down from 19%
90 5% ili “ h l d” ( f 81% i 2013)
8%
10%
spondents
• 90.5% utilize “the cloud” (up from 81% in 2013)
Average 31.1%
6%
8%
Res
g
2%
4%
0%
0 >0‐5 >5‐10 >10‐20 >20‐30 >30‐40 >40‐50 >50‐60 >60‐70 >70‐80 >80‐90 >90‐100
Percentage of Cloud‐based Services
g

Percent of All IT Delivered as Shared Service
25%
• 46.9% of all IT delivered as shared services (down from 56.4%)
• IT Shared Services is delivered via
• internal private capabilities = 62.2%
20%
internal private capabilities 62.2%
• external public capabilities = 36.1%
• other = 1.7%
• 16.6% don’t use shared services at all
15%
ndents
Average 46.9%
10%
Respon
5%
0%
0 >0‐10 >10‐20 >20‐30 >30‐40 >40‐50 >50‐60 >60‐70 >70‐80 >80‐90 >90‐100
Percentage of IT as Shared Service
Percentage of IT as Shared Service

Top 5 IT Performance Measures
for In‐House IT and Outsourced ITfor In House IT and Outsourced IT
Used for: Internal IT
2014
External IT
2014
Rank Rank Performance Measures
Availability 1 1IT
User satisfaction 2 7
Value of IT to the business 3 10
Business
Business
Projects Delivered on Time 4 2
Help Desk Performance 5 12IT
IT
Projects Delivered on Budget 7 5
SLA Target Compliance 17 4IT
IT
None 27 3xxx
451 CIOs Reporting
Sorted by internal IT importance rankings

IT Alignment, Credibility, and Role in Strategy and Innovation
24© 2014 SIM International and Leon Kappelman, Primary Investigator

“It is not the most intellectual of the speciesIt is not the most intellectual of the species
that survives; it is not the strongest that
survives; but the species that survives is the
one that is able to adapt to and to adjust
best to the changing environment in which it
finds itself.”finds itself.
– Leon Megginson (describing Charles Darwin’s findings)

35th Anniversary SIM IT Trends Study
CIO Trends
"The first responsibility of a leader is to define reality; the last is to say
'Thank you.' In between the two, the leader must become a servant.”
M D P– Max De Pree

7 Average Job Tenure of CIOs (in years)
5 10
5.96
5 20
5.41
6
4.10
4.30
4.60
5.10
4.45
5.20
4
5 Average 4.75
3.60
3
4
2
‐
1
‐
2006 2007 2008 2009 2010 2011 2012 2013 2014
2014 = 451 CIO Respondents

To Whom the CIO Reports To: 2014
44.2%CEO/President
25.7%CFO/Treasurer
15.0%COO
9.4%
Business Unit
Executive
5.8%Other
448 CIOs Reporting

To Whom the CIO Reports To, 2005 ‐ 2014
50%
CEO CFO COO SBU Other
40%
45%
CEO CFO COO SBU Other
CEO
30%
35%
40%
25%
30%
CFO
15%
20%
COO
5%
10% SBU
Other
0%
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

CIOs with a Seat at the Strategy Table
I am on the top management team that makes strategic business decisions
55%
60%
I am on the top management team that makes strategic business decisions.
40%
50%
21%
30%
9% 9%
21%
20%
5%
9% 9%
1%
0%
10%
1 Strongly
Disagree
2 Disagree 3 Neither Agree
nor Disagree
4 Agree 5 Strongly
Agree
Don't Know or
N/A
364 CIOs Reporting

Last Position Before Becoming CIO (2010‐2014)
70%
54%
62%
53%
59%
62%
60%
2010
38% 37%40%
50%
2011
2012
31%
37%
32%
28%30%
2013
2014
20%
4% 4%4% 3%
5% 5%5% 4%3%
7%
0%
10%
Withi O i ti IT O t id O i ti IT Withi O i ti N IT O t id O i ti N ITWithin Organization, IT Outside Organization, IT Within Organization, Non‐IT Outside Organization, Non‐IT
Average 33.1% 58.1% 4.2% 4.7%
451 CIOs Reporting

Top 10 Performance Measures for CIOs
% selecting Rank
Value of IT to the business 40.80% 1Business
User satisfaction 29.94% 2
IT's contribution to strategy 27.72% 3Business
Business
Innovative new ideas 20.18% 4
Availability 18.63% 5
Business
IT
Projects Delivered on Time 17.74% 6
IT Cost controls 13.30% 7
IT
IT
Productivity improvement 12.20% 8
Business Cost Reduction Controls 9.53% 9Business
Business
Revenue Growth 9.53% 9Business
451 CIOs Reporting

Top 10 IT Performance Measures
for Personal (CIOs) Compared to Internal ITfor Personal (CIOs) Compared to Internal IT
Used for:
Personal CIO
2014
Rank
Internal IT
2014
RankPerformance Measures Rank Rank Performance Measures
Value of IT to the business 1 3
User satisfaction 2 2
Business
Business
IT's contribution to strategy 3 9
Innovative new ideas 4 16
Business
Business
Availability 5 1
Projects Delivered on Time 6 4
IT
IT
IT Cost controls 7 8
Productivity improvement 8 6
B i C t R d ti C t l 9 10
IT
B i
Business
Business Cost Reduction Controls 9 10
Revenue Growth 9 15Business
Business
451 CIOs Reporting
Sorted by Personal (CIOs) IT importance rankings

With Whom do CIOs Spend Their Time?
Average Percent of a CIO’s Time Spent Working with …
0% 10% 20% 30% 40%
19.8%
20.5%
C‐Level (non‐IT) personnel
Business (non‐IT and non‐C‐Level) personnel
30.3%IT employees within your organization
IT contractors vendors and service suppliers
8.0%
6.0%
IT contractors, vendors, and service suppliers
(who are not employees of your organization)
External customers and/or suppliers of your
organization
2.8%
o ga at o
IT personnel of external customers and/or
suppliers of your organization
IT ll id f i i 4.3%
7.8%
IT colleagues outside of my organization
Working Alone
34
0.5%Other 305 CIO Respondents
© 2014 SIM International & Leon Kappelman, Primary Investigator

With Whom do the CIOs Spend Their Time?
305 CIOs Reporting

Percentage of CIOs Interacting with …
How Do CIOs Spend Their Time?
e ce tage o C Os te act g t …

What Do CIOs Do with Their Time?
% selecting an activity
Activities Performed by CIOs:
% selecting an activity
(standardized to 100%)
IT Business
Business priorities, strategy, architecture 8.1%
i i i / 8 0%IT priorities/strategy 8.0%
Managing organizational change 6.8%
Non‐IT‐related activities 5.1%
Evangelist for the business 4.8%Evangelist for the business 4.8%
Business research 5.1%
IT Evangelist 5.9%
IT Governance 5.4%
IT h d l 4 7%IT human resources and talent management 4.7%
IT operations/facilities management 5.1%
Knowing the needs of IT customers 6.6%
Knowing the needs of customers of the business 6.5%o g e eeds o cus o e s o e bus ess 6 5%
Project management 6.7%
Software development 4.1%
Technical research 5.9%
R ll ti /b d ti 6 0%Resource allocation/budgeting 6.0%
SUB TOTALS 51.7% 42.9%
Managing my personal network 5.4%
TOTAL 100.0%

Top 10 Skills for CIO Success
Most Important Skills % selecting Rank
Providing leadership 34 3% 1Providing leadership 34.3% 1
People management / relationships 29.5% 2
Strategic planning 23.7% 3Strategic planning 23.7% 3
Decision making 23.4% 4
Communication (oral) 20.8% 5( )
Collaboration with others / teamwork 20.2% 6
Emotional intelligence 16.0% 7g
Honesty / credibility 15.4% 8
Business analysis 11.9% 8y
Change management 11.2% 10
312 CIOs Reporting

Most Important Skills for Success as an IT Professional
(New Hires, Mid‐Management and CIOs) ( , g )
50%
Providing
leadership
CIO
IT Middle Management
New IT Hires
Top 5 for each
Sorted by CIO importance rankings
30%
35%
40%
45%
50%
People
management /
relationships
Functional area
knowledge
10%
15%
20%
25%
30%
Strategic Technical
Career paths
0%
5%
10%
g
planning knowledge
Decision MakingProblem solving
Core skills
Communication
Collaboration
with others /
(oral)
with others /
teamwork
312 CIO Respondents

Most Important Skills for Success as an IT Professional
(New Hires, Mid‐Management and CIOs) ( , g )
45%
50%
CIO IT Middle Management New IT Hires
30%
35%
40%
15%
20%
25%
5%
10%
0%
Top 10 for each
S t d b N IT Hi i t ki
312 CIO Respondents
Sorted by New IT Hires importance rankings

“In a time of drastic change it is the
l h i h i h f Thlearners who inherit the future. The
learned usually find themselves y f
equipped to live in a world that no
longer exists ”longer exists.”
– Eric Hoffer

35th Anniversary SIM IT Trends Studyy y
IT Management Issues
and Investments
“We are entering a period of consequences. We cannot avoid
thi i d i it ” Wi t Ch hillthis period; we are in it now.” – Winston Churchill

The Largest
TechnologyTechnology
InvestmentsInvestments
of Organizations

Organization’s Largest IT Investments
Top 10: Senior IT Leader – 2014 – Percent Selecting
19 1%
30.1%
D t C t I f t t
Analytics Business Intelligence
Top 10: Senior IT Leader 2014 Percent Selecting
18.7%
19.1%
l / f l
Enterprise Resource Planning
Data Center Infrastructure
15.6%
18.4%
Cloud Computing
Application / Sofware Development
11.9%
13.8%
Security / Cybersecurity
Customer Relationship Management
11.0%
11.2%
Network / Telecommunications
Integration / Enterprise Application Integration
9%
0% 5% 10% 15% 20% 25% 30% 35%
Big Data
44
© 2014 SIM International & Leon Kappelman, Primary Investigator

Senior IT Leader – Top 10
Organization’s Largest/Most Significant IT Investmentg g / g
2014 2013
Analytics Business Intelligence 1 1
Data Center Infrastructure 2 NEW
Enterprise Resource Planning 3 4
Application / Software Development 4 6
Cloud Computing 5 3
Customer Relationship Management 6 2
Security / Cybersecurity 7 14
I t ti / E t i A li ti I t ti 8 7Integration / Enterprise Application Integration 8 7
Network / Telecommunications 9 8
Big Data 10 5Big Data 10 5
Dropped off the Top 10:
• Mobile Wireless apps (from 6th to 13th)
Unique Organizations :
2014 =717; 2013 = 483
• Customer/Corporate portals (from 9th to 16th)

IT Investments, 2003‐2014
Organization’s Top 10 Largest/Most Significant
IT Investments 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003
A l i / B i I lliAnalytics / Business Intelligence 1 1 1 1 1 1 2 2 2 3 2 1
Data Center Infrastructure 2 New
Enterprise Resource Planning 3 4 3 3 3 3 14 6 5
Application & Software Development 4 6 11Application & Software Development 4 6 11
Cloud Computing (e.g. SaaS, PaaS, IaaS) 5 3 2 2 5 17
Customer Relationship Management 6 2 5 5 9 13
Security / Cybersecurity 7 14 11 8 8 1Security / Cybersecurity 7 14 11 8 8 1
Integration 8 7 8 9 18 5 12 10 2 8 3
Network/ Telecommunications 9 8 12
Big Data 10 5 10Big Data 10 5 10
Larger increase in rank
Dropped off the Top 10:
• Mobile Wireless apps (from 6th to 13th)
Larger decrease in rank
Mobile Wireless apps (from 6 to 13 )
• Customer/Corporate portals (from 9th to 16th)

Most Personally Worrisome Technology
Concerns of Senior IT Leaders 2014 2013
Security / Cybersecurity 1 2
Analytics Business Intelligence 2 1
Disaster Recovery 3 3
Integration / Enterprise Application Integration 4 7Integration / Enterprise Application Integration 4 7
Application / Software Development 5 15
Cloud Computing 6 4Cloud Computing 6 4
Innovation / Disruptive Technologies 7 New
Legacy Applications 8 8
Enterprise Resource Planning 9 9
“Keeping the IT lights on”
Data Center / Infrastructure 10 New
“Increasing business capabilities”Keeping the IT lights on
Unique Organizations Reporting: 2014 =717; 2013 = 483
Increasing business capabilities

Comparing IT Leaders’ Most Worrisome to the
Organization’s Largest IT Investment (2014)g g
Smaller spend, big worry: KTLO, IT value proposition.
Big spend smaller worry: Been there done that
Big spend, smaller worry: Been there, done that.

The Top IT
Management
Issues andIssues and
Concerns

Organization’s Most Important IT Management Concerns
Top 10: Senior IT Leader ‐ 2014 ‐ Percent Selectingp g
26%Alignment of IT and/with the business
17%
18%
Business Agility/Flexibility
Security/Privacy
15%
16%
IT Time‐to‐Market
Business Productivity
13%
13%
Velocity of Change in Business
IT Value Proposition in the business
12%
13%
Busines Cost Reduction Controls
Innovation
11%
0% 5% 10% 15% 20% 25% 30%
Revenue Generating IT Projects

Organization’s Most Important IT Management Concerns
2014 20132014 2013
Alignment of IT and/with the business 1 1
Security/Privacy 2 7cSecurity/Privacy 2 7
Business Agility/Flexibility 3 2
B i P d ti it 4 3
c
Business Productivity 4 3
IT Time‐to‐Market / Speed of Delivery 5 New
IT Value Proposition in the business 6 New
Velocity of Change in Business 7 New
Innovation 8 New
Business Cost Reduction /Controls 9 4
Revenue Generating IT Projects 10 10
Large change in rank
Unique Organizations Reporting: 2014 =717; 2013 = 483
Large change in rank

• “IT Cost Reduction and Controls”
Fell off the Top 10 of IT Management Concerns
• “IT Cost Reduction and Controls”
‐ In the organizations’ Top 10 issues since 2003
‐ Dropped to 17th
• “IT Service Delivery / ‘Keeping the Lights On’”
‐ Ranked 8th in 2013
‐ Dropped to 22nd‐ Dropped to 22
• “IT Efficiency”
‐ In the organizations’ top 10 issues since 2009
‐ Dropped to 21st
These IT management concerns moved into the Top 10
‐ IT Time‐to‐Market / Speed of Delivery
‐ IT Value Proposition in the business
‐ Velocity of Change in Businessy g
‐ Innovation

h k l d i h ?What keeps IT leaders up at night?
TOP 5
1. Security1. Security
2. IT skill shortage
3 Alignment of IT with the business3. Alignment of IT with the business
4. IT time to market / Speed of delivery
5 IT value proposition to the business5. IT value proposition to the business

Top IT Management Concerns/Issues
Most Important/Worrisome to YOU Personallyp / y
Senior‐most IT leader in n unique organizations reporting: 2014 n = 717; 2013 n = 483

2014 Most Important/Worrisome to YOU Personally
(compared to organization’s most important)
Most Important or
Worrisome to IT
( )
Most Important to
the Organization
( ) IT Management IssuesLeaders (in 2013) (in 2013) IT Management Issues
1     (2) 2 (7) Security/Privacy
2 ( ) 18 ( ) IT T l t/Skill Sh t /HR2 (3) 18   (16) IT Talent/Skill Shortage/HR
3 (1) 1    (1) Alignment of IT with the Business
4 5 IT Ti t M k t4 (New) 5  (New) IT Time‐to‐Market
5 (New) 6  (New) IT Value Proposition to the Business
6 14 P i i i i P f IT P j6 (5) 14   (11) Prioritization Process for IT Projects
7   (New) 26 (New) Velocity of Change in IT
8 14 i l i8    (11) 14 (15) IT Strategic Planning
9 (New) 7 (New) Velocity of Change in Business
10 27
10   (4) 27   (14) IT Disaster Recovery

THE BOTTOM LINETHE BOTTOM LINE
and what to do about it …

THE BOTTOM LINE
Changing
Think Big
Be Nimble
Results show we’re in a time of profound change for
business, technology, IT departments, and IT leaders.
Be Nimble
Move Fast
Challenging
on business value, strategy, innovation, and speed.on business value, strategy, innovation, and speed.
• How IT is being delivered in changing.How IT is being delivered in changing.
• What IT leaders do with their time is changing.What IT leaders do with their time is changing.
Not all organizations CIOs or C‐suite denizens will successfullyNot all organizations, CIOs, or C‐suite denizens will successfully
make it through the gauntlet of this transition periods.

THE BOTTOM LINE
Changing
Think Big
Be Nimble
Results show we’re in a time of profound change for
business, technology, IT departments, and IT leaders.
Be Nimble
Move Fast
Challenging
on business value, strategy, innovation, and speed.
To be one of the “CIO” or “CTO” survivors:
• Learn the business: Be the business. Become the business.on business value, strategy, innovation, and speed.
• How IT is being delivered in changing.
• Build strong, value‐creating relationships (partnerships) with…
• Yourself and the C‐suite.
• IT and the business, and its customers and suppliers.How IT is being delivered in changing.
IT and the business, and its customers and suppliers.
• IT and its vendors and suppliers.
• Build a strong team, with a strong bench.
M k IT h d i t t d fl ibl d f t
What IT leaders do with their time is changing.
Not all organizations CIOs or C‐suite denizens will successfully
• Make IT more shared, integrated, flexible, secure, and fast.
• Learn from trusted sources (e.g., your fellow SIM members).
make it through the gauntlet of this transition periods.

“It is not the most intellectual of the species that
“ h l bl
“Ne er ne er ne er gi e p!”
“No one has to change.
“In a time of drastic change it is the
learners who inherit the future The
survives; it is not the strongest that survives; but the
species that survives is the one that is able to “If your time to you is worth savin’; Then you
b tt t t i i ’ ’ll i k lik
“The only sustainable competitive
advantage is an organization's ability to
“Never, never, never give up!”
– Winston Churchill
g
Survival is optional.”
learners who inherit the future. The
learned usually find themselves equipped
l ld h l ”
adapt to and to adjust best to the changing
environment in which it finds itself.”
better start swimmin’ or you’ll sink like a
stone; For the times they are a‐changin’.”
ad a tage s a o ga at o s ab ty to
learn faster than the competition.”
― Peter M SengeWinston Churchill
– W. Edwards Demingto live in a world that no longer exists.”
– Eric Hoffer
environment in which it finds itself.
– Leon Megginson (describing Charles Darwin’s findings)
; y g
– Bob Dylan
― Peter M. Senge
Eric Hoffer

A PEEK @
SIMposium
Panelists
p
4‐November‐2014
Bill Peterson, LiquidHub
Caren Shiozaki, Thornburg Mortgage
Jennie Zamberlan, Avantia
Joseph Pucciarelli, IDCJoseph Pucciarelli, IDC
Presenters
Leon Kappelman
Eph McLean
Vess Johnson
Comprehensive Report
www simnet org/?ITTrendsStudywww.simnet.org/?ITTrendsStudy

A Peek @ Trends'15 - SIMposium'14 FINAL 2post

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