in its 15th year, the Harvey Nash CIO Survey represents the views of over 2,000
CIOs across 30 countries.
Visit the CIO survey microsite to download the survey and view photos and videos from
our 15 events around the world.
This year’s headlines
A 21st century war for talent
Not all technology skills are equal in the current market. CIOs reporting skills shortages in mobile have grown by eleven per cent this year, with a quarter of all CIOs struggling to find the right mobile talent. In addition, 25 per cent of CIOs cite skills shortages in big data, and 19 per cent for social media technology skills, up eight per cent on last year. However, despite the shift towards ’21st century’ talent, it is the ‘classic’ technology skills of business analysis (sought by 39 per cent of CIOs), enterprise / technical architecture (39 per cent) and project management (31 per cent) that remain the skills most in demand overall.
Lack of diversity threatens retention
CIOs are increasingly worried about retaining their best talent in 2013. Nine out of ten respondents are ‘somewhat’ or ‘very’ concerned with keeping their most valuable technology skills in the organisation. Attempts to offer more flexible employment options to retain talent have resulted in 28 per cent of CIOs now operating with flexible contracts for one in four workers. However, there has been far less progress with workforce diversity programmes; 14 per cent of organisations indicate there are no women in the IT department, and for almost a third of organisations women make up less than one in ten IT employees.
Retention applies to CIOs too
CIOs are more restless than at any time in the past four years. Despite almost a third of respondents (30 per cent) reporting to be ‘very fulfilled’ in their role, and a further 47 per cent ‘fulfilled’, more than one in four CIOs (27 per cent) are planning to move into a new role within the next twelve months, up on previous years.
Building relationships with the business
The role the CIO plays in articulating the technology vision cannot be overstated, but ‘championing’ technology is as much about collaboration and persuasion as it is about setting strategy. Over half of CIOs (57 per cent) believe they lack support from the board, and just under half (49 per cent) are struggling to build support from their C-level peers in achieving their technology vision. As we enter a more collaborative age, the importance placed on the relationship-building and influencing skills of the CIO will only grow, as internal and external partners are required to work together collaboratively to achieve success.
The naked CIO
With CIOs expecting to invest more in Cloud, Bring Your Own Device (BYOD) and outsourcing in the coming year, and the growing trend of shadow IT, it is not surprising that over one-fifth of CIOs feel that they have lost an element of direct control over their IT assets in the last five years. But ‘control’ does not equate to ‘influence’ and CIOs are increasingly seeing their role as collaborators rather than controllers (almost four in ten CIOs believe they are using their influencing skills more than ever). With almost two-thirds (62 per cent) of CEOs preferring their CIOs to concentrate on making, rather than saving, money for the company, the most vital area for collaboration is with Sales and Marketing, and yet when comparing the strength of relationships between the IT department and other departments, Sales and Marketing stand out as needing the most work, with almost three-quarters (72 per cent) believing it could be improved.