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CIO in full-face and profile – IBM’s version

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We came across the results of an IBM survey of 2.5 thousand CIOs. They surveyed 19 industries worldwide, including Russia. The research was conducted, apparently, in the format of a personal conversation, with minimal use of formalized questionnaires. The results were divided into three groups of companies: fast-growing, medium-growing and slow-growing (apparently, this is the minimum level for IBM clients), and they compared where the CIOs work and how they live.
Some of the results are fairly obvious and duplicated from poll to poll, but something seemed curious.
Business analytics (with a large margin) and virtualization are the next priorities for IBM CIOs. About virtualization it is clear, but business analytics, it seemed that everybody had had enough of it already a couple of years ago. It turns out that no. And for some reason, portals and other web solutions don’t rank very high, which seems strange these days.
CIO in full-face and profile - IBM's version
It almost seems fantastic that CIOs surveyed are thinking about native company customers and how to involve them more tightly in interactive interaction, promptly receive requests/desires/information from customers and modify their systems in accordance with customer needs. In the next five years, 87% of CIOs at fast-growing companies will implement solutions to improve this interaction. In slow-growth companies, that number is 70%, which is actually a lot. According to my impressions, CIOs at home do not always manage to smoothly interact with business units of their own companies, and to think about customers… No, they know about such a concept as a customer, but to be guided by it-expensive in IT plans – this, it seems, has yet to grow and grow.
Be that as it may, the CIOs in the IBM survey suggest that such customer-centricity will require high integration and data transparency, so 68% of "fast-growers" and 44% of "slow-growers" plan to buy or develop related software.
IBM found out that 14% of CIO’s working time is devoted to "cutting costs" (I can imagine a frowning CIO painfully crossing out necessary items from the IT budget). According to respondents, one of the best ways to reduce costs is to tightly centralize infrastructure – not necessarily in the physical sense, but rather in terms of management. 3/4 of respondents plan to engage in centralization in the next 5 years. Another item on the cost-cutting agenda is the introduction of fully standardized processes; "fast-growers" are 22% more likely than "slow-growers" to plan such standardization.
A significant number of CIOs claim to be involved in shaping strategy in one way or another. True, as the chart below shows, a much smaller number of respondents are allowed to make strategic decisions.
CIO in full-face and profile - IBM's version
Interestingly, according to the CIO, a company’s business model should be unique, hard to copy, and CIOs are going to implement exactly those solutions that support and enhance corporate uniqueness. It is not quite clear where they are going to find them in the consolidating IT market, but the trend away from mass copying of successful models and processes may be interesting in some (I think not short-term) perspective.
Finally, IBM in its report provides role profiles of CIOs based on the growth rates of the companies they work for.
CIO in full-face and profile - IBM's version
As you can see, in slow-growing companies the CIO is more likely to focus on the role of an IT manager, keeping current infrastructures in order and quietly running his department, while in fast-growing companies the CIO sees himself as an innovator and a business leader.
IBM concludes with some tips on how you can improve your own professional profile. It’s long to retell it, and the full report (in English, registration required) can be found here

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