The 2013 Technology Leader: From peer indifference to long overdue reverence
Are you finding your influence is expanding beyond IT, but consequently limiting control of your overall technology vision?
Explore the Trends Influencing Today's Technology Leaders
Webinar host, Harvey Nash Managing Director and SVP of International Technology Solutions Anna Frazzetto discusses:
--How technology leaders plan to bridge the innovation gap
--The impact of disruptive technologies to CIO/CTO priorities
--Why technology leaders have more strategic influence but less control
--What technology skills are hot this year
CIOs and CTOs are more influential than ever, but they need to collaborate with a greater number of partners, both inside and outside their organization, to achieve their technology vision according to the recent findings from the 2013 Harvey Nash CIO Survey. To learn more about the latest developments around influence, control, talent, career development, outsourcing, budgets and more visit www.harveynash.com/ciosurvey.
More than one in five CIOs believe that their direct control over technology has diminished since the start of the recession, whilst the proportion of companies where more than ten per cent of technology spend lies outside the control of the IT department has almost doubled to 40 per cent in the last three years.
Despite this, CIOs see their roles as growing in importance, but recognise that their value is increasingly driven through collaboration and influence, rather than direct control.
This is according to the 15th Annual CIO Technology Survey 2013, conducted by Harvey Nash in association with TelecityGroup, presenting the views of more than 2,000 CIOs and technology leaders across twenty countries.
More than one in five CIOs believe that their direct control over technology has diminished since the start of the recession, whilst the proportion of companies where more than ten per cent of technology spend lies outside the control of the IT department has almost doubled to 40 per cent in the last three years.
Despite this, CIOs see their roles as growing in importance, but recognise that their value is increasingly driven through collaboration and influence, rather than direct control.
This is according to the 15th Annual CIO Technology Survey 2013, conducted by Harvey Nash in association with TelecityGroup, presenting the views of more than 2,000 CIOs and technology leaders across twenty countries.
The document summarizes the results of a survey of 593 HR professionals about HR technology spending, priorities, and challenges. Key findings include: spending on HR technology is up, with a focus on mobile, social, and global capabilities; data integration and availability for decision-making remains a challenge; concerns persist around cloud/SaaS implementations and ensuring security with BYOD policies; and recruiting, performance management, and HRMS are the most common software in use, while mobility and social features are among the most sought upgrades.
Unlearn Intranets - Why SharePoint and other Intranets commonly fail to enthu...Henry D Amm
Watch the full presentation at: https://www.youtube.com/watch?v=rqwhggfb_6w
With 70% of organizations using SharePoint put over a third of all managers and employees agreeing they hate to use it – we recognized the need for a changed approach. This is what we've done with adenin Digital Assistant, the world's first AI-powered workplace assistant that connects to *ALL* existing data sources to answer questions, give relevant updates and execute commands.
Presented by Henry Amm, Director Digital Assistant Program, at adenin TECHNOLOGIES. Intra.Net Reloaded conference Boston, April 2019.
The Most Effective Analytics Trends of 2019: Insights From Howard DresnerAggregage
Join Howard Dresner, founder and chief research officer of Dresner Advisory Services, as he shares his research on the analytics market from surveys with over 5,000 organizations. You’ll learn about the key drivers to business success with analytics and how predictive analytics can drive revenue.
The document discusses the findings of a survey on big data adoption in Asia-Pacific companies. Some key findings include:
- More than half of firms have made little progress implementing big data strategies, though most believe big data can benefit their business.
- Internal issues, like a lack of data sharing between departments, are the primary barriers to adoption cited by 91% of respondents.
- Communication of big data strategies is poor, with over 40% unaware of their company's strategy or how it impacts them.
- Frontline employees report critical data is often inaccessible, with 80% saying access is important but only 19% able to access needed data.
Accenture Public Service Citizen Survey: Social Servicesaccenture
A survey was conducted across five countries to understand citizen expectations for digital government services. The key findings were:
- Strong majorities (62-70%) expect the same quality of digital services from government agencies as from online banking and apps.
- Belief that agencies have improved their digital sophistication is low to moderate, ranging from 29-46% agreeing across countries.
- Opinions on using AI like chatbots to improve services were mixed, with 29-43% comfortable with the idea.
- Moderate percentages (37-52%) agreed that using virtual agents could help citizens get quicker responses to queries.
Digital technologies are having a major impact on workplaces and organizations. HR must embrace this change and play a key role in managing the transition. To do so, HR needs to focus less on processes and more on the user experience. HR also needs to use data better and move from a cost center mindset to helping drive the business. Specifically, HR should get people up to speed on digital, optimize tasks through digital services, curate data to make it useful, and lead the digital transformation while ensuring humanity and legality.
More than one in five CIOs believe that their direct control over technology has diminished since the start of the recession, whilst the proportion of companies where more than ten per cent of technology spend lies outside the control of the IT department has almost doubled to 40 per cent in the last three years.
Despite this, CIOs see their roles as growing in importance, but recognise that their value is increasingly driven through collaboration and influence, rather than direct control.
This is according to the 15th Annual CIO Technology Survey 2013, conducted by Harvey Nash in association with TelecityGroup, presenting the views of more than 2,000 CIOs and technology leaders across twenty countries.
More than one in five CIOs believe that their direct control over technology has diminished since the start of the recession, whilst the proportion of companies where more than ten per cent of technology spend lies outside the control of the IT department has almost doubled to 40 per cent in the last three years.
Despite this, CIOs see their roles as growing in importance, but recognise that their value is increasingly driven through collaboration and influence, rather than direct control.
This is according to the 15th Annual CIO Technology Survey 2013, conducted by Harvey Nash in association with TelecityGroup, presenting the views of more than 2,000 CIOs and technology leaders across twenty countries.
The document summarizes the results of a survey of 593 HR professionals about HR technology spending, priorities, and challenges. Key findings include: spending on HR technology is up, with a focus on mobile, social, and global capabilities; data integration and availability for decision-making remains a challenge; concerns persist around cloud/SaaS implementations and ensuring security with BYOD policies; and recruiting, performance management, and HRMS are the most common software in use, while mobility and social features are among the most sought upgrades.
Unlearn Intranets - Why SharePoint and other Intranets commonly fail to enthu...Henry D Amm
Watch the full presentation at: https://www.youtube.com/watch?v=rqwhggfb_6w
With 70% of organizations using SharePoint put over a third of all managers and employees agreeing they hate to use it – we recognized the need for a changed approach. This is what we've done with adenin Digital Assistant, the world's first AI-powered workplace assistant that connects to *ALL* existing data sources to answer questions, give relevant updates and execute commands.
Presented by Henry Amm, Director Digital Assistant Program, at adenin TECHNOLOGIES. Intra.Net Reloaded conference Boston, April 2019.
The Most Effective Analytics Trends of 2019: Insights From Howard DresnerAggregage
Join Howard Dresner, founder and chief research officer of Dresner Advisory Services, as he shares his research on the analytics market from surveys with over 5,000 organizations. You’ll learn about the key drivers to business success with analytics and how predictive analytics can drive revenue.
The document discusses the findings of a survey on big data adoption in Asia-Pacific companies. Some key findings include:
- More than half of firms have made little progress implementing big data strategies, though most believe big data can benefit their business.
- Internal issues, like a lack of data sharing between departments, are the primary barriers to adoption cited by 91% of respondents.
- Communication of big data strategies is poor, with over 40% unaware of their company's strategy or how it impacts them.
- Frontline employees report critical data is often inaccessible, with 80% saying access is important but only 19% able to access needed data.
Accenture Public Service Citizen Survey: Social Servicesaccenture
A survey was conducted across five countries to understand citizen expectations for digital government services. The key findings were:
- Strong majorities (62-70%) expect the same quality of digital services from government agencies as from online banking and apps.
- Belief that agencies have improved their digital sophistication is low to moderate, ranging from 29-46% agreeing across countries.
- Opinions on using AI like chatbots to improve services were mixed, with 29-43% comfortable with the idea.
- Moderate percentages (37-52%) agreed that using virtual agents could help citizens get quicker responses to queries.
Digital technologies are having a major impact on workplaces and organizations. HR must embrace this change and play a key role in managing the transition. To do so, HR needs to focus less on processes and more on the user experience. HR also needs to use data better and move from a cost center mindset to helping drive the business. Specifically, HR should get people up to speed on digital, optimize tasks through digital services, curate data to make it useful, and lead the digital transformation while ensuring humanity and legality.
AI, machine learning, robotic processing, and automation introduce risk and bias that may have profound and specific impacts on customers and users. We need to invest in data and tools to facilitate the ethical use and management of automated prediction applications. We need to fill data gaps and build AI Ops, Privacy, Security, and Life Cycle Management.
Shutting down fraud, waste, and abuse: Moving from rhetoric to real solutions...Deloitte United States
Fraud, waste, and abuse in government benefits programs drain billions of taxpayer dollars. Now, new tools and techniques such as predictive analytics, behavioral economics, and collective intelligence offer agencies innovative ways to address the problem. Learn more about fraud, waste and abuse in government in our latest report: http://deloi.tt/2fkKEV0
Mobile Business Budgeting Survey from SageCLOUD9RT
Surprisingly, fewer business owners and managers are equipping their people with mobile devices this year over last, according to a 2nd yearly mobile business budgeting poll from Sage, with barely half of those firms responding (54 percent) providing their staff with smart devices, down from nearly 70% in 2013.
The document discusses common challenges with SharePoint deployments and provides steps to ensure success. More than half of SharePoint deployments are stalled, struggling or failed according to surveys. Lack of expertise, strategic plans, adoption and governance are the top reasons for lack of success. While IT owns SharePoint for most organizations, ownership needs to be shared across departments for successful deployments. The document outlines 10 steps for successful SharePoint deployments, including stakeholder support, business value planning, usability, roadmaps, expertise, and governance policies.
This document summarizes the key findings of the 2017 Harvey Nash/KPMG CIO Survey, which surveyed over 4,400 CIOs and technology leaders globally. The survey found that CIOs are helping their organizations navigate unprecedented levels of political, economic, and business uncertainty by focusing on stability and agility. Many CIOs are creating more nimble technology platforms and partnering with trusted organizations. The skills shortage continues to be a challenge, and digital strategies are becoming more common though change resistance remains an issue. CIO influence is growing as they help their organizations adapt to changing conditions.
Digital HR-Workshop discusses how to digitalize HR processes. The agenda includes topics like using data insights and social media to build influence. It outlines benefits like establishing HR as a strategic partner and process integration. Activities proposed are developing a vision, upgrading systems, and creating multiple engagement channels. The document also discusses how personal branding, social learning, cloud computing and mobile apps are changing HR practices.
What people want: Accenture Public Service Citizen Survey - Wave 3accenture
What do people want from digital government? We asked thousands of citizens across six countries: Australia, France, Germany, Singapore, UK and USA. We suggest a three part agenda for decision makers in governments, public service agencies and digital government program offices: create delightful experiences, focus on public safety and leverage digital platforms to involve citizens.
Drivers of digital transformation.
Infographic by Raconteur charting the top 10 skills needed for digital transformation, organisational capacity for transformation, top 10 barriers of digital trends and more
Ventana Research The Role of Analytics in Data-Driven Knowledge Ventana Research
The document discusses the role of analytics in driving knowledge and engagement within organizations. It argues that effective use of analytics can help create a smarter and more engaged workforce, leading to better business results. However, many organizations currently struggle with analytics due to issues like lack of available data and skilled workers. The document provides recommendations for how organizations can improve their use of analytics, such as assessing current efforts, identifying high impact areas, and embracing mobile and collaboration technologies.
Confidence in global M&A activity endures but dealmakers less bullish.
After a banner year for merger and acquisition activity in 2014, leading dealmakers expect sustained strong volume in 2015, but are less optimistic than they were a year ago, according to the 8th Annual Brunswick Group M&A Survey. Fewer dealmakers expect global M&A activity to reach new heights, with just over half (54%) of respondents predicting it will increase in 2015, compared with 78% of those surveyed in 2014.
The survey polled 115 top M&A practitioners from North America, Europe and Asia. Results were released ahead of the Tulane University Law School 27th Annual Corporate Law Institute, an annual gathering of the M&A community that draws lawyers, bankers, Delaware judges and other market participants.
For more information please contact our New York office: http://www.brunswickgroup.com/contact-us/new-york/
Global survey by BCG GAMMA and Ipsos finds overall optimism toward Artificial Intelligence in the workplace but large national differences and significant worries about privacy, job security, and economic equality.
That empowered digital consumers are forcing changes in marketing’s relationship with technology has become a truism. But how is the relationship between marketing and IT evolving? Check out the findings of our Economist Intelligence Unit report.
Beyond Expectations: What Do People Really Want From Human Services in the Di...accenture
We asked more than 6,000 people from around the world what they expect from the digital transformation taking hold in human services. Here are the top 5 things they want and expect.
The document summarizes the key findings of Silicon Valley Bank's 2018 Startup Outlook Survey of over 1,000 startup companies globally. Some of the main findings include:
- Startups are optimistic about 2018, with 30% believing it will be better than 2017 and few expecting it to be worse.
- Raising capital is getting easier for startups, with fewer finding it extremely challenging compared to previous years. However, most startups still expect to rely on venture capital as their primary source of funding.
- Hiring outlook is at a 5-year high, with over 80% of startups planning to increase hiring in 2018. However, finding skilled talent remains a significant challenge for over 90%
Technisource Women in IT Careers Survey - Monster.comMonster
Despite years of criticism on the subject, there are still large disparities in the way men and women view employment within the technology field, according to the 2010 Technisource Women in Information Technology Report (conducted by Monster.com®). Most notably, differences in viewpoints were concentrated in compensation, mentors and role models, and challenges faced.
The new study demonstrates that while some lagging societal issues remain unchanged across the board, such as equal compensation, some perceived differences may be the result of specific choices and priorities between genders.
Among the key findings:
Career Satisfaction
Seventy-eight percent of women do not believe that compensation is equal between men and women – nearly half of the male respondents do perceive equality.
When asked about most important factors to men and women for career satisfaction, the greatest differences were men chose compensation and women chose being challenged and flexibility.
Career Progression
Fifty-two percent of women working in IT believe there is a "glass ceiling" that restricts their employment growth (28% of women are neutral).
When asked what the most important factors for career success were over the next five years, both men and women responded with technology experience and skills.
Mentorship/Role Models
When asked if respondents have had or do have a mentor, women responded the highest with 33 percent to 28 percent of men.
Seventy-three percent of women do not believe there are enough role models for women (versus 52 percent of men).
Future of Women in IT
Both men (56 percent) and women (70 percent) believe that greater promotion of IT as a career choice for women is the top encouraging factor for young women to enter the field.
Twenty-seven percent of men believe that women have an advantage over men working in the IT field.
Only 26 percent of men and 24 percent of women believe that society encourages young women to study math and science.
According to respondents, 74 percent of women believe female workers face a different set of career challenges than their male counterparts (compared to 48 percent of men).
"Our Women in Information Technology Report shows that there appear to be differences beyond how both women and men view their compensation and career progression within the IT field," said Alisia Genzler, vice president of the Northeast Region of Technisource. "Employers should take heed of these differing mindsets to better understand the unique priorities and challenges each of these groups face. Failing to do so will affect employee satisfaction, work performance, and in turn create a workforce that will jump at the opportunity to work for an employer that recognizes and acknowledges what really matters to them."
Main Street vs. Wall Street: Who is to Blame for Data Breaches?Brunswick Group
Our analysis of major data breaches at US publicly traded companies offers rare insight into how consumers apportion responsibility for preventing data breaches. Key findings from the survey include:
• Ninety-four percent of consumers surveyed are concerned about retail data breaches.
• Consumers are nearly as likely to hold retailers responsible for data breaches (61 percent) as the criminals themselves (79 percent). Only 34 percent blame the banks that issue debit and credit cards.
• Seventy-five percent believe that retailers are not doing enough to prevent infiltrations into their customer data and payment systems.
• Seventy percent of respondents believe that retailers should be held financially responsible for consumer losses that result from a breach; not banks or card issuers.
• Finally – and most troubling – 34 percent of those surveyed report that they no longer shop at a specific retailer due to a past data breach issue.
The Deloitte M&A focus on: Analytics survey collected responses from 500 corporate leaders (director-level or above) at large U.S. companies about analytics. In this presentation, we’ve shared some of their high-level insights on everything from where analytics is being used in the deal making process to what types of data is being examined, and much more. http://bit.ly/1LHNKKd
The document discusses outsourcing and partnerships. It notes that 50% of outsourced projects fail. It lists common areas that are outsourced like legal, finance, HR, IT, and marketing. While outsourcing aims to save time and money, the document cites studies finding that vendor management often costs more than expected and outsourcers frequently underperform. When outsourcing, companies should consider timing, recruiting, integration, management, compensation, and readiness to transition work successfully.
The document lists the 25 fastest growing tech companies in America for 2013, ranked by their latest 12-month sales growth. It provides information on each company's business, latest 12-month sales in millions of dollars, 12-month sales growth percentage, 3-year average sales growth percentage, and estimated earnings per share growth over the next 3-5 years. LinkedIn was the top ranked company with 80% sales growth, followed by Facebook and Apple.
Magna Global HR - Executive Research Firms India specializing in chief executive officer (CXO) & a specialist search Firms with expertise in Senior Management Recruitments.
IRPO Executive Research – Intensively Researched Resource Pool Organising – Talent Pooling through Social & Professional network with the intention to hire now day’s results in attracting largely active and semi active candidate. Large pool of performers and truly passive candidates still remain elusive. IRPO a specialised & customised Executive Research are human driven but using best of search technology for deep Scanning, Mapping and Mining for the purpose of building a Proactive Talent Pipe Line by ensuring up to 70% mapping of Target Companies; department by department; project by Project and person by Person . IRPO deploys Proprietary & customised methodologies and expert recruiters that bring very deeper resource mining & mapping capabilities & its sourcing capabilities go beyond the just portals & networking Sites. It works on the Principal “If it exits we will find it”
For More Information Visit our Website :
http://www.magnaglobalhr.com/staffing-company-india-recruitment-services/executive-research-firms-india-search-firms/
The document discusses a strategic review proposal for Egon Zehnder International. It provides background on the company, including that it operates as one firm with a partner-based structure and fixed fee model. It then outlines areas the strategic review would provide clarity on, such as strengths/weaknesses and future direction. Various strategic options are presented, including market penetration, product development, market development and diversification. A competitive analysis notes alternatives like internet-based searches and job placement sites. The review would examine political, economic, social and technological factors. A strategy diamond outlines arenas, vehicles, staging, differentiators and economic logic. Recommendations include using the internet to complement services, altering the partner to non-partner ratio
AI, machine learning, robotic processing, and automation introduce risk and bias that may have profound and specific impacts on customers and users. We need to invest in data and tools to facilitate the ethical use and management of automated prediction applications. We need to fill data gaps and build AI Ops, Privacy, Security, and Life Cycle Management.
Shutting down fraud, waste, and abuse: Moving from rhetoric to real solutions...Deloitte United States
Fraud, waste, and abuse in government benefits programs drain billions of taxpayer dollars. Now, new tools and techniques such as predictive analytics, behavioral economics, and collective intelligence offer agencies innovative ways to address the problem. Learn more about fraud, waste and abuse in government in our latest report: http://deloi.tt/2fkKEV0
Mobile Business Budgeting Survey from SageCLOUD9RT
Surprisingly, fewer business owners and managers are equipping their people with mobile devices this year over last, according to a 2nd yearly mobile business budgeting poll from Sage, with barely half of those firms responding (54 percent) providing their staff with smart devices, down from nearly 70% in 2013.
The document discusses common challenges with SharePoint deployments and provides steps to ensure success. More than half of SharePoint deployments are stalled, struggling or failed according to surveys. Lack of expertise, strategic plans, adoption and governance are the top reasons for lack of success. While IT owns SharePoint for most organizations, ownership needs to be shared across departments for successful deployments. The document outlines 10 steps for successful SharePoint deployments, including stakeholder support, business value planning, usability, roadmaps, expertise, and governance policies.
This document summarizes the key findings of the 2017 Harvey Nash/KPMG CIO Survey, which surveyed over 4,400 CIOs and technology leaders globally. The survey found that CIOs are helping their organizations navigate unprecedented levels of political, economic, and business uncertainty by focusing on stability and agility. Many CIOs are creating more nimble technology platforms and partnering with trusted organizations. The skills shortage continues to be a challenge, and digital strategies are becoming more common though change resistance remains an issue. CIO influence is growing as they help their organizations adapt to changing conditions.
Digital HR-Workshop discusses how to digitalize HR processes. The agenda includes topics like using data insights and social media to build influence. It outlines benefits like establishing HR as a strategic partner and process integration. Activities proposed are developing a vision, upgrading systems, and creating multiple engagement channels. The document also discusses how personal branding, social learning, cloud computing and mobile apps are changing HR practices.
What people want: Accenture Public Service Citizen Survey - Wave 3accenture
What do people want from digital government? We asked thousands of citizens across six countries: Australia, France, Germany, Singapore, UK and USA. We suggest a three part agenda for decision makers in governments, public service agencies and digital government program offices: create delightful experiences, focus on public safety and leverage digital platforms to involve citizens.
Drivers of digital transformation.
Infographic by Raconteur charting the top 10 skills needed for digital transformation, organisational capacity for transformation, top 10 barriers of digital trends and more
Ventana Research The Role of Analytics in Data-Driven Knowledge Ventana Research
The document discusses the role of analytics in driving knowledge and engagement within organizations. It argues that effective use of analytics can help create a smarter and more engaged workforce, leading to better business results. However, many organizations currently struggle with analytics due to issues like lack of available data and skilled workers. The document provides recommendations for how organizations can improve their use of analytics, such as assessing current efforts, identifying high impact areas, and embracing mobile and collaboration technologies.
Confidence in global M&A activity endures but dealmakers less bullish.
After a banner year for merger and acquisition activity in 2014, leading dealmakers expect sustained strong volume in 2015, but are less optimistic than they were a year ago, according to the 8th Annual Brunswick Group M&A Survey. Fewer dealmakers expect global M&A activity to reach new heights, with just over half (54%) of respondents predicting it will increase in 2015, compared with 78% of those surveyed in 2014.
The survey polled 115 top M&A practitioners from North America, Europe and Asia. Results were released ahead of the Tulane University Law School 27th Annual Corporate Law Institute, an annual gathering of the M&A community that draws lawyers, bankers, Delaware judges and other market participants.
For more information please contact our New York office: http://www.brunswickgroup.com/contact-us/new-york/
Global survey by BCG GAMMA and Ipsos finds overall optimism toward Artificial Intelligence in the workplace but large national differences and significant worries about privacy, job security, and economic equality.
That empowered digital consumers are forcing changes in marketing’s relationship with technology has become a truism. But how is the relationship between marketing and IT evolving? Check out the findings of our Economist Intelligence Unit report.
Beyond Expectations: What Do People Really Want From Human Services in the Di...accenture
We asked more than 6,000 people from around the world what they expect from the digital transformation taking hold in human services. Here are the top 5 things they want and expect.
The document summarizes the key findings of Silicon Valley Bank's 2018 Startup Outlook Survey of over 1,000 startup companies globally. Some of the main findings include:
- Startups are optimistic about 2018, with 30% believing it will be better than 2017 and few expecting it to be worse.
- Raising capital is getting easier for startups, with fewer finding it extremely challenging compared to previous years. However, most startups still expect to rely on venture capital as their primary source of funding.
- Hiring outlook is at a 5-year high, with over 80% of startups planning to increase hiring in 2018. However, finding skilled talent remains a significant challenge for over 90%
Technisource Women in IT Careers Survey - Monster.comMonster
Despite years of criticism on the subject, there are still large disparities in the way men and women view employment within the technology field, according to the 2010 Technisource Women in Information Technology Report (conducted by Monster.com®). Most notably, differences in viewpoints were concentrated in compensation, mentors and role models, and challenges faced.
The new study demonstrates that while some lagging societal issues remain unchanged across the board, such as equal compensation, some perceived differences may be the result of specific choices and priorities between genders.
Among the key findings:
Career Satisfaction
Seventy-eight percent of women do not believe that compensation is equal between men and women – nearly half of the male respondents do perceive equality.
When asked about most important factors to men and women for career satisfaction, the greatest differences were men chose compensation and women chose being challenged and flexibility.
Career Progression
Fifty-two percent of women working in IT believe there is a "glass ceiling" that restricts their employment growth (28% of women are neutral).
When asked what the most important factors for career success were over the next five years, both men and women responded with technology experience and skills.
Mentorship/Role Models
When asked if respondents have had or do have a mentor, women responded the highest with 33 percent to 28 percent of men.
Seventy-three percent of women do not believe there are enough role models for women (versus 52 percent of men).
Future of Women in IT
Both men (56 percent) and women (70 percent) believe that greater promotion of IT as a career choice for women is the top encouraging factor for young women to enter the field.
Twenty-seven percent of men believe that women have an advantage over men working in the IT field.
Only 26 percent of men and 24 percent of women believe that society encourages young women to study math and science.
According to respondents, 74 percent of women believe female workers face a different set of career challenges than their male counterparts (compared to 48 percent of men).
"Our Women in Information Technology Report shows that there appear to be differences beyond how both women and men view their compensation and career progression within the IT field," said Alisia Genzler, vice president of the Northeast Region of Technisource. "Employers should take heed of these differing mindsets to better understand the unique priorities and challenges each of these groups face. Failing to do so will affect employee satisfaction, work performance, and in turn create a workforce that will jump at the opportunity to work for an employer that recognizes and acknowledges what really matters to them."
Main Street vs. Wall Street: Who is to Blame for Data Breaches?Brunswick Group
Our analysis of major data breaches at US publicly traded companies offers rare insight into how consumers apportion responsibility for preventing data breaches. Key findings from the survey include:
• Ninety-four percent of consumers surveyed are concerned about retail data breaches.
• Consumers are nearly as likely to hold retailers responsible for data breaches (61 percent) as the criminals themselves (79 percent). Only 34 percent blame the banks that issue debit and credit cards.
• Seventy-five percent believe that retailers are not doing enough to prevent infiltrations into their customer data and payment systems.
• Seventy percent of respondents believe that retailers should be held financially responsible for consumer losses that result from a breach; not banks or card issuers.
• Finally – and most troubling – 34 percent of those surveyed report that they no longer shop at a specific retailer due to a past data breach issue.
The Deloitte M&A focus on: Analytics survey collected responses from 500 corporate leaders (director-level or above) at large U.S. companies about analytics. In this presentation, we’ve shared some of their high-level insights on everything from where analytics is being used in the deal making process to what types of data is being examined, and much more. http://bit.ly/1LHNKKd
The document discusses outsourcing and partnerships. It notes that 50% of outsourced projects fail. It lists common areas that are outsourced like legal, finance, HR, IT, and marketing. While outsourcing aims to save time and money, the document cites studies finding that vendor management often costs more than expected and outsourcers frequently underperform. When outsourcing, companies should consider timing, recruiting, integration, management, compensation, and readiness to transition work successfully.
The document lists the 25 fastest growing tech companies in America for 2013, ranked by their latest 12-month sales growth. It provides information on each company's business, latest 12-month sales in millions of dollars, 12-month sales growth percentage, 3-year average sales growth percentage, and estimated earnings per share growth over the next 3-5 years. LinkedIn was the top ranked company with 80% sales growth, followed by Facebook and Apple.
Magna Global HR - Executive Research Firms India specializing in chief executive officer (CXO) & a specialist search Firms with expertise in Senior Management Recruitments.
IRPO Executive Research – Intensively Researched Resource Pool Organising – Talent Pooling through Social & Professional network with the intention to hire now day’s results in attracting largely active and semi active candidate. Large pool of performers and truly passive candidates still remain elusive. IRPO a specialised & customised Executive Research are human driven but using best of search technology for deep Scanning, Mapping and Mining for the purpose of building a Proactive Talent Pipe Line by ensuring up to 70% mapping of Target Companies; department by department; project by Project and person by Person . IRPO deploys Proprietary & customised methodologies and expert recruiters that bring very deeper resource mining & mapping capabilities & its sourcing capabilities go beyond the just portals & networking Sites. It works on the Principal “If it exits we will find it”
For More Information Visit our Website :
http://www.magnaglobalhr.com/staffing-company-india-recruitment-services/executive-research-firms-india-search-firms/
The document discusses a strategic review proposal for Egon Zehnder International. It provides background on the company, including that it operates as one firm with a partner-based structure and fixed fee model. It then outlines areas the strategic review would provide clarity on, such as strengths/weaknesses and future direction. Various strategic options are presented, including market penetration, product development, market development and diversification. A competitive analysis notes alternatives like internet-based searches and job placement sites. The review would examine political, economic, social and technological factors. A strategy diamond outlines arenas, vehicles, staging, differentiators and economic logic. Recommendations include using the internet to complement services, altering the partner to non-partner ratio
Egon Zehnder International implemented practice groups in response to becoming more globalized and specialized. This created tensions within the minimal structure of the firm, which previously operated as a single profit center without delineated practice areas. Practice groups addressed increasing client demand for industry-specific expertise but required new processes for revenue and cost allocation between groups that deviated from the single profit center model. The changes threatened Egon Zehnder's unique culture that emphasized a lean management structure and compensation system.
With all the information out there on what you should be thinking about when making food decisions, it can be confusing to know exactly what to focus on. There are so many nutrients and components in food that have associated health benefits and this infographic highlights the 5 best ones to keep an eye out for. Many common foods come with a nutritional boost in the form of macro or micro nutrients so keeping these in mind when grocery shopping can go a long way to fueling your body and your health!
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
This document discusses Dave McClure's investment thesis and experience in venture capital. It provides an overview of 500 Startups, including its history, strategy of making many small investments, and how it invests through its accelerator program and seed/follow-on funding. Details are given around 500's investment criteria, portfolio diversification approach, and generating deal flow through its brand and network.
Learn with the Flow: Digital Adoption Tactics That Drive Digital Transformati...Aggregage
As we look to tomorrow, it is time to ask ourselves what lessons have we learned and how do we create flexible organizations that can survive what the future holds. Stacey Harris, Chief Research Officer for Sapient Insights Group, will share insights, data, and tools that are helping organizations adapt and even thrive in this difficult environment. She’ll discuss the emerging trends in the Learning technology market, and how these exciting new approaches to creating micro, adaptive, and personalized content is changing the face of workforce development while creating strong connections to business outcomes.
Get the inside scoop on how industry leaders in Europe are developing and executing their digital transformation strategies.
451 Research VP and expert analyst, Matt Aslett and Lucidworks VP Channel, Simon Taylor shares and discusses key insights on:
The top challenges and aspirations European business and technology leaders are solving using AI and search technology
Which search and AI use cases are making the biggest impact in industries such as finance, healthcare, retail and energy in Europe
What characteristics technology buyers should use when evaluating AI and search solutions
"Ready or Not, Here Comes 2015: Marketing Trends to Master" TrendLab WebinarBluespire Marketing
During this BlueSpire TrendLab Webinar, our senior living, healthcare and financial services experts dive into the most relevant marketing trends and analyze what to look for in 2015.
Main themes of the webinar included:
•What global trends will have the most impact next year and how those trends will affect brand building and the overall customer experience.
•Changes in marketing staffing and spending, what should be on your radar regarding big data and analytics, and the importance of Web personalization.
• Effectiveness of branded videos, the accelerating trend of sharable and snackable content, and mapping content appropriately to your consumer’s journey.
11 November 2015 - Thinktank, Birmingham.
#hntechsurvey
AGENDA
SURVEY FINDINGS
Rob Grimsey, Harvey Nash
PRESENTATIONS
Simon Livings
Director, Data Insight Services
KPMG LLP
Dr Nick Hawes
Reader in Intelligent Robotics
University of Birmingham
Rick Robinson
IT Director
Smarter Cities, Amey
Q&A
Hosted by Natalie Whittlesey
Harvey Nash
This deck highlights some of the latest research coming from the Local Search Association and provides a preview of the LSA|15 Conference in LA, April 19-22.
Survey Results Age Of Unbounded Data June 03 10nhaque
Enterprises today can generate, collect and consider more data than ever before. New types of data can provide insight into previously opaque processes and motivations, but prodigious quantities of data present opportunity, as well as complexity and distraction. nGenera Insight’s 2010 Leading in an Age of Unbounded Data survey garnered responses from over 70 major organizations, including many global corporations, to provide a cross-industry pulse of the state of enterprise data.
The world around us is changing. Data is embedded in everything, and users from all lines of business want to leverage this data to influence decisions. The trick is to create a culture for pervasive analytics and empower the business to use data everywhere.
The core enabling technology to make this happen is Apache Hadoop. By leveraging Hadoop, organizations of all sizes and across all industries are making business models more predictable, and creating significant competitive advantages using big data.
Join Cloudera and Forrester to learn:
- What we mean by pervasive analytics, how it impacts your organization, and how to get started
- How leading organizations are using pervasive analytics for competitive advantage
- How Cloudera’s extensive partner ecosystem complements your strategy, helping deliver results faster
(BDT207) Use Streaming Analytics to Exploit Perishable Insights | AWS re:Inve...Amazon Web Services
Streaming analytics is about knowing and acting on what's happening in your business and with your customers right this second. Forrester calls these perishable insights because they occur at a moment's notice and you must act on them fast. The high velocity, whitewater flow of data from innumerable real-time data sources such as market data, internet of things, mobile, sensors, clickstream, and even transactions remain largely un-navigated by most firms. The opportunity to leverage streaming analytics has never been greater. In this session, Forrester analyst Mike Gualtieri explains the opportunity, use cases, and how to use cloud-based streaming solutions in your application architecture.
Digital technologies are transforming the business landscape through five megatrends - demographic changes, rapid urbanization, shifts in global economic power, climate change, and technological breakthroughs especially digital technologies - which are creating new opportunities for organizations to better understand customers and improve operations through virtually unlimited data and analytics. Finance teams must play a strategic role in leading organizations to respond effectively to these changes by utilizing digital tools to lower costs, raise profitability, and sharpen insights. Front-running finance teams are already using the latest business intelligence technologies to analyze more data at lower costs while ensuring outputs are more focused and actionable for users.
In or Out? The shape of IT outsourcing in 2015NashTech
We mined over 15 years of data and insight from the Harvey Nash CIO survey to determine the trends that have influenced IT outsourcing and will inform CIO plans in the next 12 months. Among other questions we looked at are; which is now the bigger challenge for CIOs - skills, savings IT responsiveness? Which industries are outsourcing most? Are some CIOs more likely to outsource than others and how do they make it all work?
The document discusses a new research report on the future of HR strategy and how emerging technologies will impact HR departments. It finds that while most HR leaders recognize the potential of social media and cloud technologies, many are still spending less than 20% of their time on strategy and over half do not see mobile technology as important. The research also found that 71% of HR leaders are unfamiliar with using big data to drive business decisions, despite this being held up as a key opportunity for HR departments to provide value through new technologies.
This document discusses how CFOs in Asia-Pacific countries are facing new challenges in making decisions due to increased data from various sources. While CFO roles have expanded beyond finance into strategic operations, many CFOs feel constrained by inaccurate or outdated data from silos across their organizations. They recognize a need for real-time decisions but report their decision-making speed has slowed. CFOs see opportunities in new data sources like social media but lack tools to integrate diverse data. They seek technology solutions but find current offerings lacking. CFOs expect to rely more on IT expertise and analytics but have received limited training.
The document summarizes key findings from the Harvey Nash Cyber Security Survey 2014/15. The survey received 161 responses from organizations across different sectors. Key findings include:
- About 80% of respondents could clearly identify cyber risk owners and had security testing processes, but 18% did not know what assets to protect.
- A third suffered a cyber incident in the past year, but this did not correlate with security posture.
- Budget limitations and lack of security culture hindered implementation.
- Supply chain security risks were not fully addressed.
- There were gaps in understanding of cyber risk, especially among HR functions.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
The corporate CFO was once confined to financial gatekeeping and oversight. But for some time now CFOs have been taking on wider and more strategic corporate responsibilities. Today’s CFO needs to partner with the CEO on strategic leadership of a company through budgeting and planning, while taking on greater responsibilities in daily operations and even functions such as enterprise content management. Indeed, CFOs are making more decisions in real-time in areas new to them, and they are relying on volumes of new information.
This report, commissioned by Qlik, finds that having to use so much new information to shape corporate strategy is a double-edged sword. The growth of non-traditional information sources, such as social media and location-based data, offers more potential opportunities for CFOs to generate important insights about their businesses.
PoliteMail Software surveyed global internal communications professionals to learn more about their challenges and tools they use to measure results of employee engagement.
The document discusses how technology is disrupting HR practices such as recruitment and healthcare spending. A survey found that 73% of companies' recruitment processes have changed in the last two years due to technology. While technology can automate some tasks, humans are still needed to make final decisions. The document recommends that HR professionals become proficient in data analysis to adapt to these changes. It also provides statistics on companies' recruitment budgets and tool investments.
The document discusses how companies can build a data-driven culture by engaging employees. It argues that becoming data-driven happens in three stages - focusing first on technology, then talent, and most importantly transforming the corporate culture. Two key factors are needed for cultural transformation - strong leadership from the top to establish a vision, and bottom-up employee engagement through training, incentives and making data accessible and relevant to employees' daily work. Companies that are truly data-driven report better performance, innovation, collaboration, and employee satisfaction compared to those that are not.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
2. About Harvey Nash:
Unique portfolio of services
Executive Search
IT Recruiting
IT Outsourcing/Offshoring
Global footprint: USA, Europe, Asia
Over 7,000 people working across 40 offices worldwide
4,800 resources in Vietnam
Serving leading global enterprises, small and mid-size businesses,
governments and global institutions
3. Offshoring & outsourcing road warrior
Member: HDI Strategic Advisory Board
Published author & industry presenter
Anna Frazzetto
SVP & Managing Director
International Technology Solutions
9. 6%
9%
13%
13%
13%
14%
16%
30%
31%
35%
43%
42%
38%
48%
43%
41%
39%
53%
51%
44%
Lack of support - peers
Too much tech change
Unreliable suppliers
Lack of the right external skills
Lack of support - board
Business not ‘bought into’ IT
Current structure of IT team
Lack of the right internal skills
Changing business priorities
Availability of budgets
Great
Some
To what extent have these factors stopped you from achieving your tech vision?
Source: Harvey Nash CIO Survey 2013
Barriers to achieving vision
12. IT budget control
Percentage of U.S. CIOs with more than 10 percent of IT budget controlled outside IT function
Source: Harvey Nash CIO Survey 2013
17. Disruption
Percentage of U.S. CIOs who view disruptive technologies positively with a view to invest in the coming year
Source: Harvey Nash CIO Survey 2013
18. Disruptors
To what extent have mobile / cloud been implemented?
Source: Harvey Nash CIO Survey 2013
Mobile Cloud
Reference that there will be live tweeting and social media posts during the webinar
Total US respondents: 305East Coast (NJ, NY, PA, MA, MD, CT) respondents: 102 (33% of US respondents)Midwest (IL, WI, MO) respondents: 55 (17% of US respondents)West Coast (CA, CO, WA) respondents: 108 (35% of US respondents)
One measure of the health of an IT department is how the budgets are growing. It has been something we have been tracking for over 15 years; in fact two recessions (and recoveries) worth of data.The good news this graph depicts is that spending growth is now back at pre-recession levels. But that news comes with a little twist; the growth in technology spend has levelled out. Only time will tell where the graph leads to next year, but your own predictions (as shown in red here) suggest the trend is downward.Whilst graphics like these are excellent are showing the progress of technology from a numbers perspective, this year we also looked at how the CIO him or herself has changed since the beginning of the recession. It paints a fascinating picture
This budget pressure became particularly apparent when we looked at what kind of factors were getting in the way of CIOs achieving their technology vision; over one third were saying its effect was very significant and almost 8 in 10 were affected in at least some way by lack of budgets.Another big factor that the recession has brought is changing business models and priorities, something that affects 8 out of 10 CIOs.Perhaps more surprising is the third major barrier: lack of internal skills – in fact if you add Great and Some together it’s the single most widespread barrier. It suggests that business and IT have changed in recent years, and that there is a growing mismatch between what the internal team are geared up to deliver, and what is being expected of them.One other thing to draw out from this chart is that although only 1 in 8 CIOs see their relationship with the board as a MAJOR barrier, over half (56%) see that their vision would be helped by a better relationship with the board. More about that later.
Almost three-quarters of U.S. respondents, 71 percent, see the role of the CIO becoming more strategic. Additionally, 58 percent of U.S. CIOs now sit on the operational board oftheir organization.As the role of the CIO becomes more strategic, the percentage of CIOs who report directly to the CEO also continues to increase. In 2013 more than one-third of U.S. CIOs report to the chief executive, compared to 31 percent last year, representing an ongoing upward trend since 2010.
However, despite their growing strategic relevance many CIOs are seeing the level of direct control over IT declining. In what is becoming an increasingly collaborative environment it is not new for CIOs to have others get involved in technology budget decisions.In recent years with the growth of digital, mobile and social marketing, collaboration between the marketing department and the technology function is having a greater role in shaping technology budgets.As such, for CIOs to continue to exert their strategic influence it appears likely they will have to do so through the prism of great technology budget collaboration. And when looking at the data regionally, the midwest appears to be leading the charge relative to their east coast counter parts as 44% of midwest respondents indicated 10% or more of their budget is being managed outside IT compared to 37% of east coast respondents.
More than one-half of U.S. CIOs have indicated a technology skills shortage would prevent their organization from keeping up with the pace of change, however, this is down slightly from 56 percent in 2012. In looking at this regionally, the east coast and west coast are nearly on par with the US at 49% and 53%, respectively. Where it seems the skills shortage is having the greatest impact is the midwest at 67%.A range of technology skills are sought by U.S. CIOs today, from the traditional to the emerging. The demand for mobile skills has grown 14 percent since 2011 – as you can see in the table – and almost one-third of U.S. CIOs are looking to secure talent with mobile solutions this year. In addition, 34 percent of U.S. CIOs cite skills shortages in big data, a skills category that wasn’t even on the radar in 2011, and only emergent in 2012. However, despite the shift towards 21st century talent, it is the “classic” technology skills like enterprise architecture - sought by 42 percent of CIOs that remains the most in-demand skill overall, closely followed by business analysis (38 percent), technical architecture (36 percent) and project management (34 percent)Perhaps reflecting the growing concern of many CIOs about the risk to technology operations posed by IT threats there has been a spike in the demand for candidates with Security and Resilience skills – in 2011 only 13 percent of CIOs were seeking these skills, today that figure has doubled to 25 percent.
Placeholder for poll question
Since 2011 there has been a steady turnover in the U.S. senior technology leadership job market, one in five U.S. CIOs - 19 percent - plan to move jobs in the next 12 months. U.S. CIOs are more proactive than at any time in the previous four years when it comes to identifying and pursing new technologyleadership opportunities.This churn exists despite 70 percent of CIOs feeling fulfilled in their current role.
One area of big innovation and transformation in IT has been around disruption, and this year we looked into this in more detail.U.S. CIOs believe that Cloud and Mobility solutions have big potential for generating positive advantage for their organization. Theyalso believe these disruptors have little “downside” so it’s not surprising that they dominate investment plans by U.S. CIOs in disruptive technologies over the next year.46 percent of CIOs plan to invest in Collaborations, while Social media is a priority for 41 percent and Big data a priority for 37 percent of CIOs. For a smaller proportion of U.S. CIOs, only 8 percent, will invest in Shadow IT but BYOD investment will continue to grow over the next year for about a third of CIOs.
Despite how positive CIOs feel about Mobile and Cloud what is very clear is that few CIOs have achieved anywhere close to what they believe is the real potential in these areas. Three quarters of CIOs have yet to do anything serious with Mobile, and almost half – 46 percent – have done little innovation with Cloud. When we look at regional results related to Cloud, the west coast is on par with the US, while the midwest is doing even less at 52%.When we open the webinar up to Q&A I'd love to hear from some of you about what you are doing in the area of Mobile and Cloud and what challenges or opportunities you are experiencing.
Ownership and collaboration remain important themes when exploring developments in digital and disruptive technologies. Only 12 percent of U.S. CIOs have full “ownership” of digital technology in their organization. For 34 percent of U.S. CIOs the marketing team has full ownership, but for the greater proportion (43 percent) there is a degree of shared ownership.
CIOs have more strategic influence than ever, but more than half -57 percent - believe they lack support from the board to realize their technology vision. There are a number of ways to respond to this, but thumping the boardroom table and demanding more control of strategy development that shapes IT deliverables is not to way to achieve it, as we shall now see…
The CIO is increasingly no longer the only executive around the board room table responsible for the procuring and management of technology. As more businesses put technology at the heart of their growth strategy it has become more important than ever for CIOs to use their influencing skills, and their ability to educate their C-level peers, on the importance of enabling the technology innovators to put their skills to work and turn the technology vision into real business success.The CIO of the future will be increasingly required to influence the business rather than merely controlling systems and hardware, their value will not be judged by the value of his or her IT estate, it will be by their relationships.
Another aspect of influence is who you are influencing. Although almost two thirds of CEOs favor technology projects that 'make' rather than 'save' money, the CIO collaborates least well with the Marketing and Sales function, compared to the Operations and Finance departments.Incidentally, when we looked CEOs favor for projects that ‘make’ versus ‘save money’, 72% of Midwest CEOs prefer projects that ‘make money compared to 61% of east coast respondents.
Placeholder for poll question
U.S. CIOs remain confident of the potential for technology innovation to enhance competitive advantage. Seventy-five percent of respondents believe there is great innovation potential in their industry,up two percent on 2012 figures. However, there is a growing gap between the innovation potential and innovation reality for many U.S. organizations. Only three percent of U.S. CIOs believe the innovation potential in their organization has been fully realized, and less than one-quarter feel it has been mostly realized. When we look at the data regionally, West coast respondents are fairing best with 39% indicating their technology innovation potential has been fully or mostly achieved. The greatest gap appears to be in the Midwest with 0% of respondents indicating they have full achieved their technology innovation potential and only 17% saying it was mostly achieved.For the majority - 69 percent - innovation potential has only been “partly” achieved and, for four percent of U.S. CIOs, it has not been achieved at all.