Return To Growth:: Analytics Report

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Return to Growth:
2010 Global CIO Report
Theres an increased focus today on growth-oriented IT projects compared with a year ago, our exclusive survey of top-level IT leaders finds. CIOs are worried about having the agility and budget to meet rising demands. CIOs showed they could cut in the downturn, and now they need to be ready to grow.
By Chris Murphy
Report ID: 1290610
Return to Growth
A n a l y t i c s . I n f o r m a t i o n We e k . c o m
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CO NTENT S
2 June 2010
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Authors Bio Executive Summary Research Synopsis Return To Growth IT Budgets: Still Tight Whats On The Agenda Better Use Of Data Are We Finally Aligned? Appendix Figure 1: Innovation Plans for 2010 Figure 2: IT Organization Concerns Figure 3: IT Spending: 2010 vs. 2009 Figure 4: Revenue: 2010 vs. 2009 Figure 5: Staying Busy Figure 6: Hiring Practices for Permanent IT Staff Figure 7: Current vs. Past IT Strategy for Growth Figure 8: Implementation Plans Figure 9: IT vs. Corporate Culture Figure 10: IT Investment Plans for 2010 Figure 11: Primary Opportunity for CIOs Figure 12: Plans for Growth-Oriented IT Projects Figure 13: Impact of the Economy on IT Spending Figure 14: Global IT Worker Presence Figure 15: Job Title Figure 16: Company Revenue Figure 17: Industry Figure 18: Company Size
2010 InformationWeek, Reproduction Prohibited
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21 7 8
10 11 12 13 14 15 16 18 19
21 22 23 24 25 26
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Chris Murphy is editor of InformationWeek, where he has worked as an editor and writer since 1999. Before joining Chris Murphy InformationWeek Analytics InformationWeek, he was editor of the Budapest Business Journal, a business weekly in Hungary, and a daily newspaper reporter in Grand Rapids, Mich. Chris holds a BA in economics and journalism from Michigan State University and an MBA from the University of Virginia.
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Executive Summary
4 June 2010
Growth is back on the agenda of IT leaders. Theres still a great deal of caution, but thats the conclusion we see in our 2010 Global CIO Survey of 333 U.S. IT leaders, either C-level or VP. Last year, just 18% of the senior IT execs we surveyed thought introducing an IT-led product or service would be a main area of IT innovation. This year, twice as many respondents, 36%, see things that waythe second most-cited area of innovation, after making business processes more efficient. (Last year, introducing an IT-led product or service was the No. 8 CIO priority.) Cost cutting, meanwhile, has fallen32% now consider that a top innovation priority, down from 40% last year. Budgets reflect the trepidation most business leaders feel about this economic recovery. Half of the business technology leaders we surveyed see their budgets rising this year, with more than a third of them seeing increases of 5% or more. Just under one-fourth see IT budgets decreasing. Furthermore, about two-thirds of the leaders we surveyed think their companies revenue will increase this year (17% say significantly), and only 11% predict revenue will fall. Asked what theyre most worried about, CIOs cite the ability to implement fast enough to meet business needs and having sufficient budget to do so. CIOs are worried about having the horses to get growth-oriented projects done, yet confidence in growth isnt strong enough to fuel a lot of IT organization hiring. CIOs need to assess whether their IT teams are ready to meet a rising demand for growth-oriented IT.
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Research Synopsis
5 June 2010
Survey Name: InformationWeek Analytics 2010 Global CIO Survey Survey Date: May 2010 Region: United States Number of Respondents: 333 Purpose: To gain insight into the global IT strategies in use by CIOs and other upper-level IT executives. Methodology: InformationWeek Analytics surveyed 333 U.S.-based senior IT executives. The study was conducted online; respondents were recruited via e-mail invitation with an embedded link to the survey. All survey respondents work at organizations with customers, suppliers, and/or business operations in multiple countries. Job titles of survey respondents include CIOs, CTOs, executive VPs, and senior VPs of IT. Respondents hail from both SMBs and large enterprises, and work in a variety of industries.
ABOUT US | InformationWeek Analytics experienced analysts arm business technology

decision-makers with real-world perspective based on a combination of qualitative and quantitative research, business and technology assessment and planning tools, and technology adoption best practices gleaned from experience. If youd like to contact us, write to managing director Art Wittmann at awittmann@techweb.com, executive editor Lorna Garey at lgarey@techweb.com and research managing editor Heather Vallis at hvallis@techweb.com. Find all of our reports at www.analytics.informationweek.com.
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RETURN TO GROWTH
Imagine you have just seven days to get to know your customers better. Seven days to understand their needs and wants and fine-tune your product for them. After those seven days, youve lost the chance to sell them more of what they would have loved to buy. Thats the challenge and opportunity Royal Caribbean International CIO Bill Martin has on several of the companys newest, tech-rich cruise ships. Once guests are aboard certain ships, a small team on shore has begun running analytics on passenger demographics, combining those results with real-time sales activity on the ship. For instance, does a spa have open slots? Royal Caribbean can promote those on in-room interactive TVs to only those guests most likely to take up the offer. Martin is sending a clear message from the high seas: Opportunity for higher revenue is out there, and IT is going to help drive it. We see growth coming back, he says, and from around the world, not just North America. No ones calling a blockbuster economic recovery. But we surveyed 333 top IT leaders, either C-level or VP, and theres a marked increase in optimism compared with a year ago. Last year, just 18% of the senior IT execs we surveyed thought introducing an IT-led product or service would be a main area of IT innovation. This year, twice as many respondents, 36%, see things that waythe second most-cited area of innovation, after making business processes more efficient. (Last year, introducing an IT-led product or service was the No. 8 CIO priority.) Cost cutting, meanwhile, has fallen32% now consider that a top innovation priority, down from 40% last year. Are CIOs in a position to deliver growth initiatives? Thats the biggest concern CIOs in our survey havethat their organizations cant execute fast enough to meet business needs. Theyre also concerned that they dont have enough budget and people to meet those needs. IT leaders did their part during the cost cutting, reducing staff and consolidating IT infrastructure. Did they leave enough muscle to respond to growth opportunities? Theres one other risk: missing the growth opportunity entirely. Look at the survey numbers another way and you see that most business technology leaders still arent using IT to drive revenue and new products. IT tends to be most comfortable making business processes more effi-
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Figure 1
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Innovation Plans for 2010

What are the primary ways your organization plans to innovate in 2010?
2010 2009
Make business processes more efficient
48% 49%
Introduce new IT-led products/services for our customers
36% 18%
Lower IT costs/business costs
32% 40%
Create a new business model/revenue stream for the company
28% 18%
Get better business intelligence to more employees more quickly
20% 19%
Improve customer service
18% 21%
Deeper information sharing with customers, partners and suppliers
17% 15%
Improve Web operations/customer experience
17% 20%
Get better return on IT investments
15% 25%
Engage customers in new ways
14% 20%
Reduce carbon footprint and energy costs of IT environment
13% 10%
Pursue new global opportunities
12% 16%
Improve interaction with partners and suppliers
8% 13%
Transform skill set of IT organization to emphasize collaboration
4% 10%
Note: Three responses allowed Base: 333 in May 2010 and 600 in April 2009 Data: InformationWeek Analytics Global CIO Survey of IT executives
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cient, rather than driving sales and creating new products and working with customers. But with the pressure back on companies to grow, IT needs to do its part.
IT BUDGETS: STILL TIGHT Although its not raining money for IT projects, the budget slashing of the past 18 months has eased. Half of the business technology leaders we surveyed see their budgets rising this year, with more than a third of them seeing increases of 5% or more. Just under one-fourth see IT budgets decreasing. Furthermore, about two-thirds of the leaders we surveyed think their companies revenue will increase this year (17% say significantly), and only 11% predict revenue will fall.
Figure 2
IT Organization Concerns
How great a concern are each of the following factors as they relate to your IT organizations ability to support business goals? Please use a scale of 1 to 5, where 1 isnot a concernand 5 ismajor concern.
1 Not a concern Major concern 5
Cant implement fast enough to meet business goals
3.6
IT budgets are insufficient to meet goals
3.5
Dont have enough IT people
3.4
Dont have the right IT skills
3.1
Dont have enough IT infrastructure capacity
2.8
Dont have system to prioritize projects
2.7
Dont have good business unit relationships
2.6
Dont have the right outsourcing relationships
2.4
Note: Mean average ratings Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
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The tension between spending to drive growth and spending to keep the lights on remains a top concern for IT leaders. Asked about the primary areas they spend their time, one-third of survey respondents cite this problem of reducing spending on ongoing operations so they can spend more on new initiatives. After a year of skimping on spending, often stretching the life cycle of their PCs and servers, some IT leaders do worry about keeping the lights on. The business is asking for growth revenue goals that are a real stretch, says one IT leader, who wanted to stay anonymous. IT budgets are advertised as increasing and as budgeted for investment, without sufficient monies being placed on keeping the foundations stable. At Appleton Paper, an almost $900 million-a-year specialty paper maker, that tension between growth and maintenance drove the decision this year to outsource application support offshore. Ive freed up my people to spend more time on growth projects, says Dave Satish, head of the companys IT. Satish also is putting a big emphasis on speed at the company. Instead of taking
Figure 3
IT Spending: 2010 vs. 2009

Using your best estimate, how will your organizations IT spending this year compare with 2009?
Up 5% to 10% Up more than 10%
21% 14%
Down more than 10%
6% 8% 9%
15%
Up less than 5%
Down 5% to 10%
Down less than 5%
27%
Flat
Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
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weeks of back-and-forth meetings and approvals to spec out a major project, the team uses a kaizen approach where everyone with a stake in the project focuses entirely on the requirements for several days, and defines 90% of the requirements in a week, Satish says. Confidence in growth isnt strong enough to fuel a lot of IT organization hiring, even though CIOs are worried about having the horses to get projects done. One-third say hirings still frozen, though only 4% say theyre more likely to lay off than hire. About a third say theyre looking to hire, but only for very specialized skills. Just 11% of the CIOs we surveyed are looking to hire across many areas. Theres no stampede to outsourcing, either. Among the business technology leaders we surveyed, 57% say theyre holding steady on outsourcing, 23% say theyre scaling it back, and 20% say theyre investing in it. Among companies expecting revenue growth, just 38% say theyll use more IT contractors compared with past growth periods, rather than hire.
Figure 4
Revenue: 2010 vs. 2009

Using your best estimate, how will your organizations revenue this year compare with 2009?
Up significantly
17%
Down significantly
3%
Down moderately
8%
51% 21%
Flat
Up moderately
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Figure 5
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Staying Busy
What are the primary areas on which you spend your time?
2010 2009
Driving global technology and process standards
42% 27%
Spending time with my CEO/senior executives, focusing on a strategic agenda in these meetings
37% 31%
Measuring IT processes, output, performance
35% 41%
Driving initiative to reduce spending on operations and maintenance in favor of spending for new initiatives
34% 35%
Educating myself about the next wave of technologies (e.g., social media, programmable Web, wireless broadband)
28% 34%
Managing and planning global IT budget and procurement
20% 28%
Negotiating with vendors and service providers
19% 25%
Driving global business or sourcing opportunities, global supply chains or trading networks
14% 11%
Meeting with external customers
14% 21%
Developing key potential successors and team members
13% 14%
Spending time with my CFO discussing long- and short-term financial issues
8% 9%
Recruiting IT talent
8% 6%
Note: Three responses allowed Base: 333 in May 2010 and 600 in April 2009 Data: InformationWeek Analytics Global CIO Survey of IT executives
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Bottom line, business technology leaders seem content to squeeze the teams they have to meet growing IT demands.
WHATS ON THE AGENDA Facilitating collaboration, improving information security, and upgrading desktops are the most-cited major implementations planned this year. Forty percent of the business technology leaders we surveyed have a major collaboration project scoped out for this year. One example is mutual fund company Vanguard, which in the past few weeks began letting employees access work e-mail from their personal iPhones and Android-based phones, using Good Technology for encryption and smart token authentication. Vanguard is also trying to make company-issued BlackBerrys more useful. The companys strategy had been to lock down every feature that wasnt expressly needed for work. That led to some awkward conversations for IT, like when a top Vanguard exec in the U.K., lost in a city in Ireland, called an IT princiFigure 6
Hiring Practices for Permanent IT Staff

What is your organizations current approach to hiring permanent IT staff?
Actively looking to staff up across many areas Other More likely to lay off than hire
11% 2% 4% 34%
Actively looking to staff up, but only for very specialized tech or business skills
33%
Hiring is frozen
16%
Looking to hire outsourcers and contractors before full-time staff
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pal who leads the companys collaboration efforts to complain about not having GPS on his BlackBerry. Now employees get more of those non-work tools, including GPS and a camera, though every feature goes through a compliance and security screen. Collaboration efforts like these provide only indirect support for growth, by making employees more productive. But Vanguard looks for a more direct link, treating employees as a proving ground for technology it plans to bring to customers. For instance, Vanguard is experimenting with an internal SharePoint site for IT projects that potentially could be extended to clients, says Abha Kumar, an IT principal who leads the companys Web 2.0 efforts. Vanguard investment advisers and clients could potentially collaborate on a similar site, or clients could interact with one another therefor example, people who are newly retired or close to sending kids to college could gather to discuss investment issues. By using the SharePoint site internally first, Vanguard gets the bugs out and identifies which feaFigure 7
Current Vs. Past IT Strategy for Growth

How does your IT strategy for business/revenue growth differ from past growth periods?
Use more contract IT talent, rather than hire
38%
Centralize IT resources as we expand
35%
Use more software as a service
31%
Use more on-demand infrastructure (cloud-based CPUs, storage, etc.)
29%
Hire full-time staff more quickly
18%
Other
2%
No change in IT strategy compared with past growth periods
22%
Note: Multiple responses allowed Base: 228 respondents predicting their organizations revenue will increase in 2010 Data: InformationWeek Analytics 2010 Global CIO Survey of 333 IT executives, May 2010
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Figure 8
Implementation Plans
What are your organizations plans for the following technologies and initiatives?
Major implementation in place Major implementation planned this year Major implementation planned in next 24 months No plans
Increasing server virtualization
43%
Improving information security
30% 34% 10% 19% 19% 26% 26% 23% 40% 22% 34% 31% 25% 26% 25% 26% 24% 28% 25% 20% 19% 19% 18% 28% 13% 19%
14% 12% 41% 26% 31% 26%
13% 16%
38%
Implementing ERP
36%
Implementing CRM
36%
Providing videoconferencing
31% 30%
Expanding business intelligence
Improving systems for regulatory compliance
27%
Re-architecting data centers
19% 32% 17% 27% 18% 26% 33% 33%
25% 24%
Providing unified communications
Improving collaboration among employees
23% 23%
Consolidating/reducing applications
Upgrading desktops (hardware and/or software)
19%
Using more software as a service
17% 15%
Getting applications on mobile devices

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tures are most useful. Then we have real experience as we expand outside, Kumar says. We get to play around with the technology and actually start to see how it impacts what we do. Another big innovation priority for CIOs in our survey is the mobile Internet. Although just 15% of survey respondents say they have a major application on mobile devices today, more than a fourth of them plan to do a major implementation this year. And for companies like spice maker McCormick, such apps are changing ITs role. Remember how 36% of the business technology leaders we surveyed say they expect IT to drive products and services this year? Jerry Wolfe, CIO of McCormick, says that a couple of years ago he would have struggled with whether IT had that kind of role in new products. Now, theres no doubt. Hes working with the companys sales and marketing teams to have a different set of discussions with our retail partners, as they both figure out how to build closer ties with customers using the Web, particularly the mobile Web.
Figure 9
IT Vs. Corporate Culture

How would you compare the culture of your IT organization with your companys corporate culture?
Inconsistent: Other company departments are more aggressive than IT
Consistent: Both are generally aggressive in strategy and execution
32% 12%
Inconsistent: IT department is more aggressive than the rest of the company
21%
35%
Consistent: Both are generally conservative in strategy and execution
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McCormick has an iPhone recipe app, for example, and Wolfe, whos also head of supply chain operations, thinks that app could be co-branded with a retailer. Its working with one retailer to tie McCormicks recipe-driven Web site in with the retailers campaign for the summer grilling season. McCormick offers a virtual recipe box download to bring together all a consumers recipes. Wolfe offers a key takeaway: This mobile revolution, and the importance of forming moreinteractive relationships with customers, is happening worldwide, even if the execution might be fine-tuned locally. Says Wolfe, These ideas are not only growth strategies. Theyre global strategies. At Ford Motor, the mobile Internet has a different meaning. Its about giving drivers relevant Internet services and social networking, safely, in their vehicles. To experiment, Ford let a group of University of Michigan students, as part of their coursework, develop social networking applications for the Sync in-vehicle personal tech system in the new Fiesta compact car. The applications arent in production, but one example is an app that lets people traveling in a multivehicle caravan share information about their location and stops, helping everyone stay together on a road trip. Ford also partners with Google so that Google Maps users can click a send to Sync button to send directions to their vehicle, and its partnering with other content
Figure 10
IT Investment Plans for 2010

What is your organizations approach this year to the following general types of IT projects or investments?
Investing Holding steady Scaling back
New application development (i.e., new software projects)
49% 46%
End-user technology (e.g.,Web 2.0-related projects)
39% 45% 59% 57% 23%
12% 9% 13%
Infrastructure upgrades (i.e., hardware investment, such as servers, PCs, etc.)
28%
New outsourcing engagements
20%
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providers to extend Sync beyond media players and phones, CIO Nick Smither says. Ford also is letting employees use their personal BlackBerry to access work e-mail, and its testing personal iPhone use. Smither believes employees increasingly will expect that kind of mobility. Its part of a larger Ford initiative called Digital Worker, which includes use of videoconferencing and the social media capabilities of SharePoint to let people around the world collaborate more easily. With a diverse employee base split across time zones and geographies, Smither says, the whole social media is a huge opportunity.
BETTER USE OF DATA Collaboration and mobility are at the center of innovation for IT teams, but we also asked CIOs what their single biggest opportunity is personally. The No. 1 answer: Use data to influence new products and drive growth, cited by 29%. Martin at Royal Caribbean is just getting started with such an effort. Not all the data the cruise line collects has to be analyzed to be valuable. Some of it just needs to be shared, like how many people are standing in line for a restaurant. Royal Caribbeans Oasis of the Seas is the biggest cruise ship ever launched, and one of the companys guiding principles is zero tolerance for lines, Martin says. So at each of the 24 restaurants on the ship, shape-recognition cameras count the number of people waiting to get in and broadcast that information as red-yellow-green signals to 300 digital signs around the ship, so that people can select the least-crowded venues. Royal Caribbean ships collect more data than ever during a cruise, over a converged, 10-Gbps IP network that connects every cash register and booking system, so analysts know whats happening in real time. And with interactive TV in each guest room, Royal Caribbean can deliver customized messages. Were still learning how best to use that, Martin says. The cruise line is also trying to get to know guests better before they board, via new Web site features that let them plan and book activities ahead of time. And its putting more technology in front of passengers while on the ship. Guests on Oasis of the Seas, for example, can outfit their children with a wristband that sends a signal to one of 900 wireless access points on the ship. The wristband is connected to an iPhone app that shows parents where their little stinkers are playing by displaying a blip on a diagram of the ship.
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Not surprisingly, the recession hit Royal Caribbean hard, since its a business built on discretionary spending. But not as hard as you might thinkthe company was profitable last year, and sales were down about 10%, to $5.9 billion.
Figure 11
Primary Opportunity for CIOs

What is the main opportunity for CIOs today?
2010 2009
Use customer/business data to influence new products and services and drive growth
29% 18%
Drive companywide process innovation
24% 25%
Cut business and IT costs
12% 19%
Drive global standards and global business opportunities
11% 6%
Increase employee productivity via new collaboration tools
10% 12%
Lead companys sales and growth efforts on the Web specifically
6% 6%
Move the company closer to its customers via Web 2.0 and other technologies
4% 6%
Free up cash for ongoing operations
3% 7%
Other
1% 1%
Base: 333 in May 2010 and 600 in April 2009 Data: InformationWeek Analytics Global CIO Survey of IT executives
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To look for data-driven revenue opportunities more actively, Martin created what he calls a business information group of half a dozen people. Rather than implement IT projects or support IT operations, group members look at the data various operating units generate and help them figure out what else those units need to make better decisions. Weve had the tools. Weve never leveraged them as well as we do with this, says Martin, whose team makes use of Oracles OBIEE analytics and dashboard software.
ARE WE FINALLY ALIGNED? Its also interesting to note what isnt a big worry for business technology leaders. Far down the list of concerns for survey respondents is having the right business unit relationships and having a system to prioritize IT projectsthe age-old business-IT alignment issues. Other survey results, however, raise questions about whether IT organizations are focused on
Figure 12
Plans for Growth-Oriented IT Projects

How would you characterize your organizations IT plans this year, in terms of projects intended to drive or support revenue growth?
38%
Steady state; the same number of growth-oriented projects compared with a year ago
Investing; rising number of growth-oriented projects compared with a year ago
50% 4%
8%
Contracting; declining number of growth-oriented projects compared with a year ago Frozen; virtually no growth-oriented projects in the works
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the right mission. Among companies that expect revenue to grow this year, only half of them are increasing the number of growth-oriented IT projects they have going compared with a year ago. Thirty-eight percent say theyre holding the number of projects steady, while 12% are either cutting them back or have no such projects in the works. That 50-50 split is puzzling. Is IT not an integral part of those companies growth agendas? Are they too internally focused, running an ever-more efficient IT operation while not looped into customer and revenue opportunities? Are they not up to the job, or perhaps considered too slow or overworked to be trusted by business partners with vital, growth-oriented initiatives? Business technology leaders need to do a gut check about their teams capabilities and how they tie into their companies goals. Given the chance, are we really ready for growth?
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Appendix
Figure 13
Impact of the Economy on IT Spending

In response to concerns about the economy, is your organization being asked to ratchet back spending on IT this year, either as a portion of the overall budget or on a project-by-project basis?
Yes, were being asked to cut a percentage of our IT budget
29%
Yes, were being asked to cut specific projects
16%
30%
No, concerns about the economy havent affected our IT budget or spending plans
25%
Yes, were being asked not to increase spending on IT as much as we had planned
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Appendix
Figure 14
Global IT Worker Presence

What percentage of your IT workers are outside of the country?
2010 2009
None
36% 40%
1% to 9%
17% 19%
10% to 24%
26% 20%
25% to 49%
12% 11%
50% to 74%
7% 7%
75% to 99%
2% 2%
100%
0% 1%
Base: 333 in May 2010 and 600 in April 2009 Data: InformationWeek Analytics Global CIO Survey of IT executives
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Appendix
Figure 15
Job Title
Which of the following best describes your job title?
CIO
40%
VP of IS/IT
20%
CTO
13%
Senior VP of IS/IT
6%
Chief technical architect
4%
Business analyst/process (VP/Sr.VP/EVP)
3%
Executive VP of IS/IT
3%
CSO/CSIO
2%
Other IT VP
2%
Line-of-business technology executive (VP/Sr.VP/EVP)
2%
Other IT executive
2%
Services (VP/Sr.VP/EVP)
1%
Engineering/systems development (VP/Sr.VP/EVP)
1%
Networking/telecommunications (VP/Sr.VP/EVP)
1%
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Appendix
Figure 16
Company Revenue
Which of the following dollar ranges includes the annual revenue of your entire organization?
$6 million to $49.9 million
15%
Less than $6 million
8%
9%
Dont know/decline to say Government/non-profit
14%
5% 2% 9% 23%
15%
$1 billion to $4.9 billion
$5 billion or more
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Figure 17
R e p o r t
Industry
What is your organizations primary industry?
Banking
17%
Appendix
Construction/engineering
2%
Consulting and business services
10%
Consumer goods
3%
Distributor
2%
Education
2%
Electronics
2%
Energy
2%
Financial services, insurance
3%
Financial services, other
3%
Government
3%
Healthcare/medical
6%
Insurance/HMOs
2%
IT vendors
5%
Manufacturing/industrial, non-computer
9%
Media/entertainment
4%
Non-profit
3%
Retail/e-commerce
3%
Securities and investments
5%
Telecommunications/ISPs
2%
Other
12%
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Appendix
Figure 18
Company Size
Approximately how many employees are in your organization?
Less than 50 10,000 or more
11% 29% 5%
50-99
20%
5,000-9,999
100-499
7% 9%
500-999
19%
1,000-4,999
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June 2010 $499

Report ID: 1290610

2010 InformationWeek, Reproduction Prohibited

2010 InformationWeek, Reproduction Prohibited

ABOUT US | InformationWeek Analytics experienced analysts arm business technology

2010 InformationWeek, Reproduction Prohibited

2010 InformationWeek, Reproduction Prohibited

Innovation Plans for 2010

Make business processes more efficient

2010 InformationWeek, Reproduction Prohibited

Cant implement fast enough to meet business goals

2010 InformationWeek, Reproduction Prohibited

IT Spending: 2010 vs. 2009

Up 5% to 10% Up more than 10%

Down more than 10%

Down less than 5%

2010 InformationWeek, Reproduction Prohibited

Revenue: 2010 vs. 2009

2010 InformationWeek, Reproduction Prohibited

Driving global technology and process standards

2010 InformationWeek, Reproduction Prohibited

Hiring Practices for Permanent IT Staff

2010 InformationWeek, Reproduction Prohibited

Current Vs. Past IT Strategy for Growth

Use more contract IT talent, rather than hire

2010 InformationWeek, Reproduction Prohibited

Increasing server virtualization

14% 12% 41% 26% 31% 26%

Improving systems for regulatory compliance

19% 32% 17% 27% 18% 26% 33% 33%

Improving collaboration among employees

Upgrading desktops (hardware and/or software)

Getting applications on mobile devices

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IT Vs. Corporate Culture

Inconsistent: Other company departments are more aggressive than IT

Consistent: Both are generally aggressive in strategy and execution

Inconsistent: IT department is more aggressive than the rest of the company

2010 InformationWeek, Reproduction Prohibited

IT Investment Plans for 2010

New application development (i.e., new software projects)

39% 45% 59% 57% 23%

Infrastructure upgrades (i.e., hardware investment, such as servers, PCs, etc.)

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2010 InformationWeek, Reproduction Prohibited

Primary Opportunity for CIOs

2010 InformationWeek, Reproduction Prohibited

Plans for Growth-Oriented IT Projects

Investing; rising number of growth-oriented projects compared with a year ago

2010 InformationWeek, Reproduction Prohibited

2010 InformationWeek, Reproduction Prohibited

Impact of the Economy on IT Spending

Yes, were being asked to cut a percentage of our IT budget

Yes, were being asked to cut specific projects

2010 InformationWeek, Reproduction Prohibited

Global IT Worker Presence

2010 InformationWeek, Reproduction Prohibited

2010 InformationWeek, Reproduction Prohibited

$6 million to $49.9 million

$50 million to $99.9 million

2010 InformationWeek, Reproduction Prohibited

2010 InformationWeek, Reproduction Prohibited