Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (19)
Similar to Survey Results: automation-knowledge-innovation
Similar to Survey Results: automation-knowledge-innovation (20)
Recently uploaded
Recently uploaded (20)
Survey Results: automation-knowledge-innovation
- 1. 1. My company uses the following automation tools: Automation-Knowledge-Innovation Last Modified: 01/01/2015 1 BPM 132 132 2 RunBook 58 58 3 Workflow 212 212 4 Workload Automation/Job Scheduling 172 172 5 DevOps 101 101 6 Other (please specify) 34 34 SAP FinalBuilder In-house automation applicaitons M-Control NA Sap Application Release Automation HPQC QTP ERP system TestBench OF SaaS, Datacenter automation, Performance & Availability Problem Management Tool Capture TestTool Server Eclipse, Quality Centre, Visual Studio, Winrunner, QTP, marketing automation Borland Caliber RM, Blueprint RM SAP Eg Jira MDD with Rhapsody Marketing Automation Connectors to enable cross platform utilizations SAP I have not heard of any of these, if they are bespoke tools / products. We do have a team called DevOps, and I am familiar with the generic concepts of business process modelling (if that is what BPM stands for) Agile, Sharepoint, Sigma sure, Pivotal ITIL MS SharePoint All software HP QuickTest Professional; Eggplant Automated Testing sharepoint nintex forms and workflows Puppet, AutoIT SharePoint own Scrum, RUP, OOP, DDD, SOA, Continuous Integration ESB ERP HP Quality Center , Loadrunner, # Question (check all that apply) Total Responses Other (please specify)
- 2. No ideea/just assuming Own platforms quality checking Project Management We use a mix of tools, depending on the area within our organization. hand linked automation integrations Agile Development Methodology ARIS Infrastructure Asset Modelling and Optimisation bespoke internal tool Robotic Process Automation Total Responses 132 58 212 172 101 51 Statistic BPM RunBook Workflow Workload Automation/Job Scheduling DevOps Other (please specify)
- 3. 2. I'm familiar with the following automation tools: 1 BPM 148 148 2 RunBook 75 75 3 Workflow 173 173 4 Workload Automation/Job Scheduling 152 152 5 DevOps 104 104 6 Other (please specify) 29 29 SAP FinalBuilder In-house automation applicaitons M-Control NA Sap Application Release Automation HPQC QTP ERP system TestBench OF SaaS, Datacenter automation, Performance & Availability Problem Management Tool Capture TestTool Server Eclipse, Quality Centre, Visual Studio, Winrunner, QTP, marketing automation Borland Caliber RM, Blueprint RM SAP Eg Jira MDD with Rhapsody Marketing Automation Connectors to enable cross platform utilizations SAP I have not heard of any of these, if they are bespoke tools / products. We do have a team called DevOps, and I am familiar with the generic concepts of business process modelling (if that is what BPM stands for) Agile, Sharepoint, Sigma sure, Pivotal ITIL MS SharePoint All software HP QuickTest Professional; Eggplant Automated Testing sharepoint nintex forms and workflows Puppet, AutoIT SharePoint own Scrum, RUP, OOP, DDD, SOA, Continuous Integration ESB ERP HP Quality Center , Loadrunner, No ideea/just assuming Own platforms quality checking # Question (check all that apply) Total Responses Other (please specify)
- 4. Project Management We use a mix of tools, depending on the area within our organization. hand linked automation integrations Agile Development Methodology ARIS Infrastructure Asset Modelling and Optimisation bespoke internal tool Robotic Process Automation Total Responses 148 75 173 152 104 51 Statistic BPM RunBook Workflow Workload Automation/Job Scheduling DevOps Other (please specify)
- 5. 3. My role to process automation is: (check all that apply) 1 Automation Engineer - responsible with the development, test, and production implementation of automated processes 79 24% 2 Other 34 10% 3 None at this time (by selecting this option you will exit the survey!) 0 0% 4 User/Actor - involved in various IT activities or operations that are automated (e.g. filling up a form, doing employee onboarding, providing a simple answer, etc.) 167 50% 5 Business Analyst - responsible with understanding requirements and translating them in process automated actions 140 42% 7 Execution/Monitoring/Control Engineer - responsible with the overall health of the automation environment 71 21% 8 Beneficiary of automated processes - the process is being automated to improve my team's, department's, or business needs 148 44% 11 Participant in the change approval for process automation 132 39% I am part of the automation development team Value Analysis/ Value Engineering Manager Project Manger of team Architect of the needed application IT manager Consultant for BPM and Process Mining implementation Pre-Sales Technical Manager Coach, mentor Solution consultation Project manager of automation project Value Realisation Strategist and project manager / PMO chief Project Manager for delivering Infrastructure and Application based projects for end client. Vendor of IT automation tools Sales Slightly uncertain on this - we are a software product company, and our software products are used in process automation by our customers, but as a start up we use very little automation internally to run the business. My role as Product Director does include some elements of business analysis of my customer's businesses. Manage a workload automation team Architect Manager km consultant Head of Architecture Change Agent/Program Leader Influence/Advisory in the implementation of automation tools and processes Project Manager Project Manager Business tools owner, working with all groups to improve workflow and automation Development Architect Program Manager Enterprise Architect Architect exposing the gaps Executive Sponsor Program Manager OVerall Mgmt Executive Management Total Responses 336 # Answer Bar Response % Other Statistic Value
- 6. 4. What functional areas is process automation used for in your company? (check all that apply) 1 HR 180 54% 2 Help Desk 210 63% 3 Marketing 75 22% 4 R&D 82 24% 5 Sales 132 39% 6 Services 153 46% 7 Manufacturing 52 15% 8 Finance/Accounting 142 42% 9 Purchasing, Inventory 131 39% 10 IT 259 77% 11 Operations 212 63% 12 None at this time 0 0% 13 Other (please specify) 14 4% 14 I don't know 2 1% General Admin eg Travel Requests etc Environmental health and Safety management SCM, procurement, financing, insurance As a very young start up most things are still done in spreadsheets! We use some workflow tools, like Jira for Service / Help Desk / Operations / IT and Salesforce (poorly adopted / ignored by the sales team), but I wouldn't call them process automation in the pure sense. I don't have experience of what finance are using. We have recently adopted Expensify, which has automated our expenses process, and that has been widely adopted. We use AppRiver for our email and spam services, and that is universally used. Momentum External communication academic advising Some project auto,ation, use cases in one tool to test cases in another Data Archiving currently implementing Engineering workflow Strategic Investment Planning Facilities management Conferences Total Responses 336 # Answer Bar Response % Other (please specify) Statistic Value
- 7. 5. Please indicate how you relate to automation complexity: 1 In my opinion it is difficult to automate processes 49 103 54 28 49 45 5 333 3.24 2 Creating and/or modifying processes using automation tools require special training 6 21 24 20 100 113 51 335 5.18 3 In my company non-automation specialists are allowed to modify processes in automation tools 57 89 31 46 55 26 5 309 3.17 4 In my company only complex processes are automated 49 97 71 50 39 20 4 330 3.03 5 If automation tools would be simpler to use, more processes would be automated 9 28 27 34 89 81 64 332 5.00 6 I would contribute more to automation enhancements if the automation tools would be simpler to use 10 39 25 68 67 79 43 331 4.67 7 In my opinion automation tools are difficult to use 34 102 59 44 65 21 8 333 3.30 Min Value 1 1 1 1 1 1 1 Max Value 7 7 7 7 7 7 7 Mean 3.24 5.18 3.17 3.03 5.00 4.67 3.30 Variance 2.98 2.12 2.89 2.26 2.64 2.71 2.50 Standard Deviation 1.73 1.46 1.70 1.50 1.63 1.65 1.58 Total Responses 333 335 309 330 332 331 333 # Question Strongly disagree Disagree Somewhat disagree Neither agree or disagree Somewhat agree Agree Strongly agree Total Responses Mean Statistic In my opinion it is difficult to automate processes Creating and/or modifying processes using automation tools require special training In my company non- automation specialists are allowed to modify processes in automation tools In my company only complex processes are automated If automation tools would be simpler to use, more processes would be automated I would contribute more to automation enhancements if the automation tools would be simpler to use In my opinion automation tools are difficult to use
- 8. 6. Please indicate how you relate to automation usefulness: 1 Automated processes are helping me be more efficient 2 2 3 20 75 141 89 332 5.84 2 Automated processes are helping my team/division be more efficient 2 1 4 17 66 152 92 334 5.90 3 Our automated processes are not aligned with our business needs 41 85 56 57 60 24 8 331 3.34 4 In my company the change approval cycle for automated processes is too slow 14 40 47 60 69 63 39 332 4.43 5 We are allowed to apply manual workarounds when existing automation processes are not suitable 9 23 16 25 81 155 24 333 5.12 6 We are often in need to apply manual workarounds for existing automated processes 18 41 45 56 95 72 7 334 4.24 7 Management is using automated procedures as justification/support against change 32 90 37 81 49 25 10 324 3.43 Min Value 1 1 1 1 1 1 1 Max Value 7 7 7 7 7 7 7 Mean 5.84 5.90 3.34 4.43 5.12 4.24 3.43 # Question Strongly disagree Disagree Somewhat disagree Neither agree or disagree Somewhat agree Agree Strongly agree Total Responses Mean Statistic Automated processes are helping me be more efficient Automated processes are helping my team/division be more efficient Our automated processes are not aligned with our business needs In my company the change approval cycle for automated processes is too slow We are allowed to apply manual workarounds when existing automation processes are not suitable We are often in need to apply manual workarounds for existing automated processes Management is using automated procedures as justification/support against change
- 9. Variance 1.04 0.97 2.58 2.85 2.07 2.40 2.54 Standard Deviation 1.02 0.99 1.61 1.69 1.44 1.55 1.59 Total Responses 332 334 331 332 333 334 324
- 10. 7. Please indicate how you relate to process-automation change: 1 I have the necessary skills to modify automated processes 8 42 26 26 74 110 41 327 4.87 2 I am allowed to modify automated processes 16 66 27 25 78 80 35 327 4.42 4 I would like the ability to create new processes, by directly using automation tools 9 15 11 41 72 113 63 324 5.29 5 I would like the ability to modify processes that require adjustments, by directly using automation tools 7 12 7 39 77 119 63 324 5.40 6 I would like to be able to promote automation changes for approval, by directly using automation tools instead of using Wiki, documents, emails, etc. 6 6 5 38 61 132 80 328 5.62 7 I would propose more process automation changes if they had a higher chance of approval 8 14 14 58 66 112 56 328 5.20 8 I would be more inclined to participate in process definition that directly impacts my job, than if it benefits someone else 19 43 30 50 59 96 33 330 4.54 Min Value 1 1 1 1 1 1 1 Max Value 7 7 7 7 7 7 7 Mean 4.87 4.42 5.29 5.40 5.62 5.20 4.54 Variance 2.77 3.35 2.17 1.88 1.64 2.11 3.09 Standard Deviation 1.67 1.83 1.47 1.37 1.28 1.45 1.76 Total # Question Strongly disagree Disagree Somewhat disagree Neither agree or disagree Somewhat agree Agree Strongly agree Total Responses Mean Statistic I have the necessary skills to modify automated processes I am allowed to modify automated processes I would like the ability to create new processes, by directly using automation tools I would like the ability to modify processes that require adjustments, by directly using automation tools I would like to be able to promote automation changes for approval, by directly using automation tools instead of using Wiki, documents, emails, etc. I would propose more process automation changes if they had a higher chance of approval I would be more inclined to participate in process definition that directly impacts my job, than if it benefits someone else
- 11. Total Responses 327 327 324 324 328 328 330
- 12. 8. Please indicate how you relate to automation interactive peer-contribution: (Note: The term interactive peer-contribution refers to collaborative features similar to Google Docs; i.e. changes made by one user would be propagated instantly to the other process contributors, allowing them to contribute in real time) 1 I would like to use interactive peer-contribution techniques to collaborate on process definitions in an automation tool 2 7 6 37 64 135 80 331 5.66 2 Interactive peer-contribution to process definitions would accelerate the overall automation process implementation 1 6 11 23 79 149 63 332 5.63 3 Interactive peer-contribution to process definitions would contribute to knowledge-creation and knowledge- sharing in my company 0 4 12 24 63 145 85 333 5.77 4 Interactive peer-contribution to process definitions would enhance the company's innovation capabilities 0 7 18 29 62 132 86 334 5.65 Min Value 1 1 2 2 Max Value 7 7 7 7 Mean 5.66 5.63 5.77 5.65 Variance 1.42 1.23 1.20 1.49 Standard Deviation 1.19 1.11 1.09 1.22 Total Responses 331 332 333 334 # Question Strongly disagree Disagree Somewhat disagree Neither agree or disagree Somewhat agree Agree Strongly agree Total Responses Mean Statistic I would like to use interactive peer- contribution techniques to collaborate on process definitions in an automation tool Interactive peer-contribution to process definitions would accelerate the overall automation process implementation Interactive peer-contribution to process definitions would contribute to knowledge-creation and knowledge- sharing in my company Interactive peer-contribution to process definitions would enhance the company's innovation capabilities
- 14. 9. Please indicate how you relate to automation costs: 2 Automating new processes is considered costly in my company 12 41 37 66 77 77 24 334 4.44 3 Adjusting existing automated processes is considered costly in my company 13 45 46 57 82 72 18 333 4.32 4 Monitoring and controlling automated processes is considered costly in my company 14 54 54 67 77 49 18 333 4.08 5 Automation costs create a high approval threshold for implementing new or modifying existing automated processes 10 29 32 63 98 79 19 330 4.58 6 Misalignments of existing automated processes in relation to business-needs are leading to high costs 9 22 21 59 84 89 45 329 4.93 7 If automation tools would be simpler to use, automation costs would be lower 9 23 25 49 92 94 41 333 4.92 8 If change-approval processes would be more simple, automation costs would be lower 8 23 34 58 86 84 40 333 4.81 9 A lower automation cost would enable more processes to be automated 3 8 15 35 78 142 51 332 5.43 10 Lower automation costs would close the gap between business needs and automated processes 4 14 21 52 71 125 45 332 5.19 Min Value 1 1 1 1 1 1 1 1 1 # Question Strongly disagree Disagree Somewhat disagree Neither agree or disagree Somewhat agree Agree Strongly agree Total Responses Mean Statistic Automating new processes is considered costly in my company Adjusting existing automated processes is considered costly in my company Monitoring and controlling automated processes is considered costly in my company Automation costs create a high approval threshold for implementing new or modifying existing automated processes Misalignments of existing automated processes in relation to business-needs are leading to high costs If automation tools would be simpler to use, automation costs would be lower If change- approval processes would be more simple, automation costs would be lower A lower automation cost would enable more processes to be automated Lower automation costs would close the gap between business needs and automated processes
- 15. Max Value 7 7 7 7 7 7 7 7 7 Mean 4.44 4.32 4.08 4.58 4.93 4.92 4.81 5.43 5.19 Variance 2.54 2.54 2.50 2.16 2.29 2.28 2.29 1.51 1.87 Standard Deviation 1.59 1.59 1.58 1.47 1.51 1.51 1.51 1.23 1.37 Total Responses 334 333 333 330 329 333 333 332 332
- 16. 10. What are the challenges with your company's automation tools? (check all that apply) 1 Integration standards 190 57% 2 Creating definitions 145 43% 3 Updating definitions 107 32% 4 Capturing knowledge 192 57% 5 Executing processes 119 35% 6 Out of date processes 145 43% 7 Incomplete processes 146 43% 9 Lack of expertise 156 46% 10 Complex and lengthy change process 147 44% 11 I don't know 12 4% 12 Other (please specify) 29 9% 13 None at this time 7 2% Not able to get time from domain experts to contribute to automation Culture, not understood in the organisation securities/roles Insistence on complex processes instead of simplification to automate To many specialized and complex processes automated lack of close relationship between business and IT, poor deliverable quality that request a significant amount of reworks. no third party tools allowed applying automation to disparate domains Obsolescence of existing tools Leadership buy in Globalization vs. localization weak alignment of governance cost of implimentation few standardized job procedures suitable for automatization As a start up, we are still defining our business processes, without any thought of automation. We extensively use the wiki, dropbox, google docs for collaboration of process definition, but most of the time a process may be created and then not used the next time we face a similar challenge, or immediately changed. In many places there is no process. external (enterprise) processes antiquated, inefficient Cost/Budget Politics and resource limitations Test and release management Business understanding of its benefits lack of communication Transitioning from legacy processes hundreds or thousands of potential variables in a process Any of the above, depending on the group and project nothing is in place it is a long road Time to implement lack of empathy/understanding of those automating Vision: The people who design and build the automation I find have no vision of what they are trying to build. They just automate the current process and not think about what is needed and how to improve. This is at all levels from the very top to the bottom of the organization. Bifurcated processes (some automated, some manual) Total Responses 336 # Answer Bar Response % Other (please specify) Statistic Value
- 17. 11. My contribution to automation change process, including new processes, is: (check all that apply) 1 I am proposing automation changes 226 67% 2 I am reviewing automation changes 158 47% 3 I am approving automation changes 95 28% 4 I am implementing automation changes 157 47% 5 I am managing the automation changes process 115 34% 6 Other (please specify) 9 3% 7 None at this time 46 14% supporting the strategy definition I also execute automation changes Change to processes is ad-hoc, and where a process has an element of workflow automation (e.g. service management, proposal management, software change management in Jira workflows), the automation is light weight and loose, so we don't try to change it too much, because of the cost of change. Architect Other I am advising/influencing automation change selection project manager I am using automated processes advisory Total Responses 336 # Answer Bar Response % Other (please specify) Statistic Value
- 18. 12. Please indicate how you relate to your company's knowledge management aspects: 1 My company encourages internally created knowledge 10 18 19 31 53 138 65 334 5.31 3 My company rewards employees that contribute their knowledge 18 42 25 57 68 84 38 332 4.56 4 My company is trying to enhance its knowledge management capability 10 20 20 44 79 107 56 336 5.10 5 My company is failing to convert tribal (personal/local/specialized) knowledge in corporate knowledge/information 11 41 32 56 88 75 31 334 4.55 Min Value 1 1 1 1 Max Value 7 7 7 7 Mean 5.31 4.56 5.10 4.55 Variance 2.38 3.01 2.36 2.58 Standard Deviation 1.54 1.73 1.54 1.61 Total Responses 334 332 336 334 # Question Strongly disagree Disagree Somewhat disagree Neither agree or disagree Somewhat agree Agree Strongly agree Total Responses Mean Statistic My company encourages internally created knowledge My company rewards employees that contribute their knowledge My company is trying to enhance its knowledge management capability My company is failing to convert tribal (personal/local/specialized) knowledge in corporate knowledge/information
- 19. 13. My company stores and manages knowledge using: (check all that apply) 1 Wiki 159 47% 2 Microsoft SharePoint 224 67% 3 IBM Lotus Notes 47 14% 4 Documents 232 69% 5 Other (please specify) 87 26% 6 I don't know 4 1% SAP Groupwise Vibe Jive, Oracle Jira 3rd party documentation systems eg SI owned systems Global Enterprise Reporting System (G-ERP) Google Docs Enablon documentation repository blog-like wiki-type function process models AS hoc arrangements company intranet Server / Cloud Social communities File Shares Central Desktop Our own technologies OneNote proprietary software and tools CRM comments within the code/XSDs confluence Social Networks Intranet, servers Helpdesk system Salesforce KB SAP Tools Office 360 SAP Jam Formal model-driven specifications ServiceNow slack Box IBM Connections, IBM Smartcloud for social business Internal QMS environment IBM Connections Dropbox, Synology, Google Docs, Apple iCloud, SourceForge Share Drives Agile, Sigma Sure, Pivotal, Priva KnowledgeBase Sharepoint, COTS apps, Internal tool such as eridoc Jive based collaboration platform # Answer Bar Response % Other (please specify)
- 20. ServiceNow Physical files email, network file shares Connections Itranet site Google docs Alfresco Share Various peoples heads Webex Social SalesForce.Com Bespoke systems Other email Google/AO Docs ITSM Tool employee brains ITSM tool Basecamp and Google Drive Basecamp own platform JIRA Non centralized wikis or SharePoint for each business/IT area. Confluence / Jira fileshare Fabasoft Google Sites ProdPad, Slack SAP MS Excel, PowerPoint, Echange. OpenText Content Server Remedy Shared network drives and email Cisco IWE IBM Connections Key people bespoke web pages Lots of excel KX Local Intranet ServiceNow Internal KM Portal intranet Google doc Total Responses 335 Statistic Value
- 21. 14. Please indicate how you relate to your company's innovation management aspects: 1 In my opinion my company is innovative 17 29 37 32 78 86 56 335 4.81 2 My company is considered innovative by our competition 9 21 25 59 64 96 56 330 5.00 3 My company is considered innovative by our customers 10 21 28 54 74 90 57 334 4.97 4 My company rewards employees that contribute to innovation 19 23 26 45 85 95 38 331 4.79 5 My company is trying to gain or to retain its corporate innovative-status 7 16 14 47 78 99 68 329 5.26 Min Value 1 1 1 1 1 Max Value 7 7 7 7 7 Mean 4.81 5.00 4.97 4.79 5.26 Variance 3.03 2.47 2.50 2.70 2.16 Standard Deviation 1.74 1.57 1.58 1.64 1.47 Total Responses 335 330 334 331 329 # Question Strongly disagree Disagree Somewhat disagree Neither agree or disagree Somewhat agree Agree Strongly agree Total Responses Mean Statistic In my opinion my company is innovative My company is considered innovative by our competition My company is considered innovative by our customers My company rewards employees that contribute to innovation My company is trying to gain or to retain its corporate innovative- status
- 22. 15. Please indicate how you relate to your company's change management: 1 My company is currently going through a major corporate-wide change effort 11 34 14 51 70 75 66 321 4.94 2 My company is always in the middle of a corporate- wide change 11 36 27 55 100 67 24 320 4.54 3 The competitive market and economical situation is forcing my company to change continuously 5 15 17 44 92 98 55 326 5.20 4 My company has too many conflicting change initiatives 16 43 42 80 64 52 30 327 4.25 5 My company is stabilizing after a major corporate- wide change initiative 35 53 48 94 45 37 3 315 3.58 6 My company is trying to enhance its adaptive/change capabilities 12 19 15 50 109 88 34 327 4.91 Min Value 1 1 1 1 1 1 Max Value 7 7 7 7 7 7 Mean 4.94 4.54 5.20 4.25 3.58 4.91 Variance 2.90 2.38 1.94 2.70 2.36 2.13 Standard Deviation 1.70 1.54 1.39 1.64 1.54 1.46 Total Responses 321 320 326 327 315 327 # Question Strongly disagree Disagree Somewhat disagree Neither agree or disagree Somewhat agree Agree Strongly agree Total Responses Mean Statistic My company is currently going through a major corporate-wide change effort My company is always in the middle of a corporate-wide change The competitive market and economical situation is forcing my company to change continuously My company has too many conflicting change initiatives My company is stabilizing after a major corporate-wide change initiative My company is trying to enhance its adaptive/change capabilities
- 23. 16. What are the major business drivers causing your company to focus on business process change? (check all that apply) 1 Need to save money by reducing costs and/or improving productivity 258 77% 2 Need to improve existing products, create new products or enter new lines of business to remain competitive 230 68% 3 One time event (for example, merger or acquisition, implementing industry's best practices, new regulations) 73 22% 4 Need to improve customer satisfaction to remain competitive 200 60% 5 Need to improve management coordination or organizational responsiveness 183 54% 6 Need to improve management of IT resources (ERP applications) 144 43% 7 My company is not going through a business process change 8 2% 8 Other (please specify) 9 3% 9 I don't know 6 2% automated process complexity is causing project delivery delays faster response to local markets Significant growth Market changes Need of a Start Up to grow fast to please venture capital backers need near-realtime awareness of performance, issues, resource availability per project/task camouflage of management mistakes, as usual New CEO Every department talks about changing process to improve, spends a lot of money and effort to plan, begins the implementation but then never completes it and starts again. Total Responses 336 # Answer Bar Response % Other (please specify) Statistic Value
- 24. 17. Please indicate how you relate to your company's market leadership, given the above definition: 1 In my opinion my company is a market leader 11 26 19 43 72 79 77 327 5.09 2 My company is considered a market leader by our competition 12 19 23 49 73 85 67 328 5.06 3 My company is considered a market leader by our customers 11 18 14 51 75 89 69 327 5.15 4 My company is trying to gain or maintain the position of market leader 6 14 7 34 72 106 85 324 5.50 Min Value 1 1 1 1 Max Value 7 7 7 7 Mean 5.09 5.06 5.15 5.50 Variance 2.80 2.62 2.46 2.01 Standard Deviation 1.67 1.62 1.57 1.42 Total Responses 327 328 327 324 # Question Strongly disagree Disagree Somewhat disagree Neither agree or disagree Somewhat agree Agree Strongly agree Total Responses Mean Statistic In my opinion my company is a market leader My company is considered a market leader by our competition My company is considered a market leader by our customers My company is trying to gain or maintain the position of market leader
- 25. 18. How many people are employed by your company? 1 Less than 50 19 6% 2 50 - 199 35 10% 3 200 - 499 23 7% 4 500 - 999 23 7% 5 1,000 - 4,999 60 18% 6 5,000 or more 176 52% Total 336 # Answer Bar Response %
- 26. 19. Where is your company's headquarter located? 1 Asia 14 4% 2 Australia and Oceania 3 1% 3 Central America and the Caribbean 1 0% 4 Europe 94 28% 5 Middle East, North Africa, and Greater Arabia 4 1% 6 North America 202 60% 7 South America 8 2% 8 Sub-Saharan Africa 10 3% Total 336 # Answer Bar Response %
- 27. 20. In which industry do you work? (if your company is operating in multiple industries, please choose the dominant one) 1 Accommodation and Food Services 2 1% 2 Administrative and Support and Waste Management and Remediation Services 0 0% 3 Agriculture, Forestry, Fishing and Hunting 0 0% 4 Arts, Entertainment, and Recreation 5 1% 5 Construction 3 1% 6 Educational Services 8 2% 7 Finance and Insurance 46 14% 8 Health Care and Social Assistance 17 5% 9 Information Technology 140 42% 10 Management of Companies and Enterprises 0 0% 11 Manufacturing 20 6% 12 Mining, Quarrying, and Oil and Gas Extraction 5 1% 13 Other Services (except Public Administration) 7 2% 14 Professional, Scientific, and Technical Services 12 4% 15 Public Administration 18 5% 16 Real Estate and Rental and Leasing 2 1% 17 Retail Trade 10 3% 18 Transportation and Warehousing 10 3% 19 Utilities 9 3% 20 Wholesale Trade 1 0% 21 Other (please specify) 21 6% Total 336 pharma Communications Services telecommunications Consumer Electronics Management consulting Transit Automotive Marketing and Advertising Automotive Aerospace and military Telecommunication Government Information Technology and Educational Services Telecoms Telecommunications Steel trade & distribution information services Consulting Telecommunications Operator Development Finance Marketing Min Value 1 Max Value 21 Mean 10.79 Variance 18.73 Standard Deviation 4.33 # Answer Bar Response % Other (please specify) Statistic Value