cio survey 2015


The CIO survey 2015

Creating Legacy

We are pleased to share with you the findings from our 2015 global CIO survey, part of an expansive conversation with and among leading CIOs in Ireland and throughout the world.

This is our 7th edition of the survey in Ireland. As in the previous two years we have produced this survey in collaboration with our colleagues around the world and significantly this year, we have included the views of U.S. CIOs.

The survey was conducted by Deloitte’s CIO Program, representing our commitment to helping advance the careers, contributions, and impact of CIOs worldwide. One way in which we deliver against that commitment is through research that seeks to understand distinctions in CIO roles and approaches to creating value.

Our early work in this area examined CIO job descriptions, which tend to vary much more widely than job descriptions for other CxO roles. Despite those variations, however, we found no significant differences across industries, geographies, and company size in how CIOs delivered value. That said, that analysis did yield important insights about how CIOs operate within the leadership ecosystems of the organisations they serve. We learned that CIOs are laser-focused on understanding how they’re creating impact and value today—and where their value proposition is headed in the future.

Since the familiar dimensions of industry, geography, and company size shed little light on CIO roles, we turned instead to four elements we’ve used in more than 850 executive Transition Labs conducted by Deloitte’s Leadership Center for Clients: business priorities, leadership and talent, relationships, and investment priorities. These four elements formed the framework for our 2015 Global CIO Survey, which engaged more than 1,200 CIOs and senior IT executives around the globe.

This report shares findings from that research. Our research reveals three distinct clusters of how CIOs are delivering value today—and how they are preparing for what comes next.  Download the report for the full findings.

Key findings

  • Irish CIOs cited Customers (58%), Innovation (52%) and Growth (48%) as their top three business priorities in contrast to their global CIO counterparts who cited performance and cost as their top two priorities, while Customers came in third place with just 45 percent of global CIOs identifying it as a priority. This perhaps reflects the turnaround in Ireland’s economic performance. For many organisations and CIOs the recession was a period of significant cost focus and under investment in technology. In contrast, today’s high growth economy requires significantly different technology capabilities in the areas of digital, analytics and core systems to maximise the opportunity. Irish CIO priorities appear to reflect this shift in emphasis.
  • In our report we identified three clusters of CIO characteristics, with different styles being flexed by CIOs depending on economic conditions and differing organisational priorities as well as the type of organisational ‘legacy’ individual CIOs wished to create. More Irish CIOs (50%) identified their primary mission as being to ensure that systems efficiently and effectively supported the business than their global counterparts (42%). These ‘Trusted Operator’ CIOs have good business stakeholder relationships with their key strength being operations and execution expertise. A focus on operations and execution is always required and was entirely appropriate in recent years.

    However, in a growing economy with significant demands from the business for new technology capabilities, CIOs should consider if the time is right to flex their style more towards instigating and driving change in their organisation. We identified two patterns of CIOs who do this – ‘Change Instigators’ and ‘Business Co-Creators’. CIOs adopting these pattern focus more of their time on leading technology enabled business transformation and working with the business to drive the business strategy while simultaneously building a strong team to focus on execution and operational excellence. Later in this report we describe these different CIO patterns in detail as well as the steps CIOs can take if they believe that their organisational needs dictate that it is time for them to adopt a different ‘pattern’.

    This is a far more positive time for Irish CIOs than has been seen for many years as they seek to support organisations and businesses in a growth phase. We hope these findings prove interesting and valuable to you as you think about how you support your organisation, the role you choose to adopt in doing this and indeed the legacy you wish to create.
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