The document discusses the modern IT organization and key trends in the IT industry. It is based on surveys of over 1,100 IT decision makers across various regions and industries. Some of the main points made in the summary are:
1) Modern IT organizations need to be agile and flexible to react quickly to changing business needs while also ensuring efficient core processes. They must understand business needs and drive change.
2) Data analytics is a top priority for IT leaders as data becomes more important for decision making. However, ensuring data quality remains a challenge.
3) Cloud adoption is increasing due to benefits like flexibility, scalability and cost savings. However, security and legacy modernization are still concerns for the cloud
2. ”To be able to think beyond just operation, to have your business act human,
to be able not just to respond to business quickly but to help the line of
business to work with IT. To be able to move IT beyond today’s function towards
a collaborating unit in the organization. To create new businesses for the
company. This is what the IT organization is about today.
CIO and Director, e-Strategies, Engineering and Services
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3. ONLINE survey
The report is based on responses from 1,127 IT decision
makers of the largest organizations in Europe and Southeast
Asia who were surveyed as part of Management Events’
Executive Trend Survey®
Our latest survey is the 10th in the ongoing series of studies
covering strategic development initiatives and investment
actions of these organizations.
FACE-TO-FACE interviews
To deepen our insights, we interviewed the highest decision
makers face-to-face to discuss further the trends and issues
in IT.
267 CIO
270 Head of IT / IT Manager
136 Business Area CIO / IT Head of Department
77 IT Strategy and Development
73 IT Services and Portfolio Management
70 Analytics and Data Management
67 CISO / Information Security
59 Applications
44 Infrastructure
42 Architecture
24 Other
Total Decision Makers Researched
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4. AGILE
OPERATIONS
Digitalization is transforming
the way IT organizations
operate. To be able to cause
disruption, and to proactively
protect from it, companies
need to re-organize the IT
function to respond to the new
requirements of business. This
calls for new kind of agility
which entails the rise of ’as-a-
service’ in IT operations.
DATA
EXPLOSION
Data analytics is the number
one priority for IT decision
makers. Data is increasingly
important for decision making
in various functions. Today the
CIO focus lies in data quality
and its monetization.
SECURE
CHANGE
With mounting information
flows inside and outside
organizations, ensuring security
is tightly in the focus of IT. The
importance of cyber security
is now acknowledged by top
management but employee
awareness remains as the main
concern for the CIOs and CISOs.
CUSTOMER
FOCUS
CIOs today are increasingly
responsible for creating end
user innovations and winning
customer experiences. IT is
outreaching the core business
processes and taking a
strategic seat in business
value creation.
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MAIN TAKEAWAYS
of the report
5. MODERN IT
ORGANIZATION
Modern IT organization needs to be agile – able to react and bend
in rapidly changing situations. Simultaneously, it needs to be able
to ensure efficient core processess in the organization and have
the flexibility of a start-up to maintain the readiness to prepare and
react fast to external change.
Having the right people with the right competence at the right
moment in any organizational function is critical. However, the
most crucial capability in IT today is the understanding of business.
Modern IT function is integrated into business, being the internal
provider who prospects the opportunities next to the business
management.
Modern IT organization needs the ability to drive change as well as
understanding of emerging technologies to best support business
in all levels and push and guide the company development.
The function also needs to hold the ability to balance digital
opportunities with the risks related to them and deliver services in a
new way.
IT priorities in organizational
value creation
63%
61%
48%
48%
44%
39%
IMPROVING PROCESS EFFICIENCY AND AGILITY
IMPROVING CUSTOMER AND END USER EXPERIENCE
DELIVERING COST EFFICIENCIES
IMPROVING EMPLOYEE PRODUCTIVITY THROUGH TECHNOLOGY
IDENTIFYING NEW TECHNOLOGY-
ENABLED BUSINESS AND GROWTH OPPORTUNITIES
MITIGATING TECHNOLOGY RISKS AND
ENSURING BUSINESS CONTINUITY
”You need to act like a startup, otherwise startups will take parts of
your market.
CIO, Transportation and Logistics
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6. Five essentials of
a competitive IT organization
Courage and Experimentation
”
Head of Corporate IT Innovation & Digitalization, Retail
CIO, Food & Beverage
CIO, Food & Beverage
Senior Vice President, Financial Services
Insights from Customers
”
IT function must work together with internal key partners to establish a culture
embracing flexibility and experimentations. You need to invest in areas that you don’t
know and tolerate that sometimes you guess incorrectly.
If you understand what your customers want, you can create more value by providing
services that are equal or better than the services you have today. You have to take
your offering beyond what the customers want and expect you to deliver.
Ability to React
”The digital transformation is rapid and unpredictable. In this kind of
environment, ability to respond is an essential skill.
Ecosystems and Partnerships
”If you have an adequate understanding of the business, you can
understand what the digital transformation can offer. However, you cannot
do everything by yourself. You must play with the partners, suppliers,
and startups.
Capability to Lead
”First, you have to be clear about goals you have within IT, then you define
the roles and required competences. Everyone in the IT organization must
act as part of a group, not as individuals. At the end of the day, it’s all about
leadership.
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Director, Head of IT Operations, Industrial Products and Equipment
7. ”
The IT department cannot drive change alone. We are trying to push out the technology where
it belongs in the business and have the board to involve the business in the things we develop.
When we run a project, the IT department is not the project leader but a facilitator - the
implementation is run by the business.
CIO, Facility Services
IT DEVELOPMENT
PRIORITIES
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8. 44% of CIOs predict an
increase in overall IT spending.
IT budgets in retail sector will
experience the most significant
growth.
ALL
RETAIL AND CONSUMER
FINANCIAL SERVICES
ENERGY AND RESOURCES
SERVICES
HEALTHCARE AND
LIFE SCIENCES
MANUFACTURING
PUBLIC SECTOR
TECHNOLOGY,
MEDIA AND TELECOM
INCREASE STAY THE SAME DECREASE
44%
56%
45%
44%
44%
43%
42%
35%
30%
40%
32%
37%
41%
37%
42%
41%
52%
44%
16%
12%
16%
14%
18%
15%
17%
13%
26%
IT budgets
predictions by industry
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9. As digitalization has formed a new playground for
businesses to compete in, the capability to collect,
integrate and analyse data is now considered as the
number one investment priority among IT decision
makers. Data is now a business-critical asset which may
determine your ability to not just know your customers
thoroughly but to serve them in a personal and timely
manner without compromizing in security and privacy. At
the end, the forerunners are the companies who are able
to monetize their data.
Today the customer is increasingly the focus of the IT
organization. While in the past the customer has been in
the hands of marketing and sales, limiting the customers’
experiences mainly on the service encounters, IT is now
moving into the driving seat in creating experiences
across different channels in the digital environment.
2015
ANALYTICS
DIGITAL
BUSINESS
CYBER
SECURITY
MOBILITY
CUSTOMER EXPERIENCE,
MARKETING AND SALES
INTERNET
OF THINGS
38% 40%
34% 35%
32% 33%
38% 28%
14% 22%
18% 18%
2016
Technology priorities
the increasing importance of customer
focus in IT initiatives
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10. ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 18%
21%
41%
21%
46%
Austria
INTERNET OF THINGS 25%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 16%
24%
27%
37%
41%
Norway
INTERNET OF THINGS 17%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 34%
45%
39%
34%
47%
Turkey
INTERNET OF THINGS 15%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 24%
22%
25%
30%
44%
Denmark
INTERNET OF THINGS 16%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 22%
27%
22%
41%
27%
Sweden
INTERNET OF THINGS 21%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE *
40%
27%
19%
35%
ASEAN region
INTERNET OF THINGS 8%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 20%
16%
36%
29%
41%
Germany
INTERNET OF THINGS 21%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 19%
32%
34%
48%
38%
Finland
INTERNET OF THINGS 20%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 18%
24%
24%
30%
37%
Switzerland
INTERNET OF THINGS 13%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 20%
23%
36%
25%
46%
The Netherlands
INTERNET OF THINGS 14%
*Topic not included in the survey of Asean region
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REGIONAL PERSPECTIVES
technology initiatives by region
11. ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 19%
37%
34%
36%
38%
Energy and resources
INTERNET OF THINGS 29%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 14%
28%
34%
40%
39%
Public sector
INTERNET OF THINGS 16%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 30%
17%
28%
29%
32%
Technology, media
and telecom
INTERNET OF THINGS 11%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 28%
21%
29%
42%
40%
Financial services
INTERNET OF THINGS 12%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 30%
28%
31%
43%
47%
Retail and consumer
INTERNET OF THINGS 19%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 17%
26%
35%
27%
49%
Healthcare and life
sciences
INTERNET OF THINGS 12%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 19%
32%
34%
48%
38%
Services
INTERNET OF THINGS 20%
ANALYTICS
DIGITAL BUSINESS
CYBER SECURITY
MOBILITY
CUSTOMER EXPERIENCE 16%
34%
35%
25%
37%
Manufacturing
INTERNET OF THINGS 26%
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INDUSTRY PERSPECTIVES
technology initiatives by industry
12. CLOUD SERVICES
APPLICATION
OUTSOURCING SERVICES
IT CONSULTING AND
PROJECT MANAGEMENT
SERVICES
INFRASTRUCTURE
OUTSOURCING
SERVICES
MANAGED SERVICES
SOFTWARE TESTING
OUTSOURCING
SERVICES
HELP DESK
AND USER SUPPORT
OUTSOURCING SERVICES
68%
41%
38%
35%
30%
19%
16%
29%
51%
46%
54%
64%
69%
72%
2%
7%
16%
11%
6%
11%
12%
INCREASE STAY THE SAME DECREASE
The rise of as-a-service
IT expenditure
The increase in IT spending is
clearly seen in the IT services
sector. The need for agility has
grown the interest towards
external services offering more
flexibility.
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13. CLOUD
TRANSITION
CIOs’ spending on cloud-based solutions and application
outsourcing is growing. Cloud brings easiness and increases
agility of the IT organization and, thus, better supports the entire
business.
Cloud-based service models offer a chance for IT to quickly
make moves without the need of slow in-house development
and software maintenance. This is the option for a modern IT
organization who pursues to keep the organization competitive
and flexible for future needs in the rapidly changing business
environment.
Cloud-based service models also attract organizations by their
flexible pay-as-you-go-based cost structure without a demand for
big investments. As the administration and support for the service
is on the responsibility of the service provider, cloud-based
services are also easy and fast to deploy.
54%
52%
50%
47%
43%
41%
FLEXIBILITY / PAY PER USE
ON-DEMAND SCALABILITY
COST SAVINGS
CHANGE OF ORGANIZATION’S IT STRUCTURE
TO MEET FUTURE REQUIREMENTS
FAST IMPLEMENTATION
24/7 AVAILABILITY
”The world of information will be open, and the biggest cloud
vendors could become the banks of the future.
CIO, Engineering and Services
Benefits of cloud
adaption
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14. HYBRID AS THE PREDOMINANT
CLOUD MODEL
Standardization of IT
Successful cloud transformation requires a standardization of IT
environments. Decision on what to rebuild to fit in the cloud, and
what to keep outside of the cloud, remains a challenge.
Security
Security, privacy and compliance are a concern for large companies
with a lot of legacy. 67% of CIOs and CISOs rate their ability to
manage the security of cloud-based services as average or poor.
52% Hybrid Cloud
31% Private Cloud
17% Public Cloud
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15. BRIDGE BETWEEN
LEGACY AND AGILITY
While increased agility is
needed, core processes need
to run efficiently and with high
reliability. Hybrid cloud enables
a controlled way to modernize
legacy.
EXPLOITATION
OF DATA
Customer and
employee expectations
have changed. They both
want to use a device of
their choice, expect fast and
easy applications, and high
availability of data.
ENABLER OF
DIGITAL INNOVATION
QUALITY
ASSURANCE
In rapidly changing business,
IT organizations need to be
able to integrate platforms
with flexible cost structure,
less manual work, and
minimal error.
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Digitization of processes and
business models require
agility and faster time-to-
market.
WHY HYBRID CLOUD?
4 drivers according to CIOs
16. ”
There is a huge amount of data generated by people, cars, devices, business processes,
buildings and everything imaginable. Any business with an ambition to prosper in the future
and be competitive needs to understand this: invest in analytics and value the information.
Director, Business Intelligence, Technology, Media and Telecom
BIG SMART DATA
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17. THE VALUE
OF DATA
Data and analytics offer lucrative opportunities for business
transformation. Analytics is no longer used to just explain the
past; it is now applied to the present and to predict the future.
This explains analytics being high on the list of investment
priorities of forward-thinking companies, and analytics projects
generally having the support of the C-suite.
The amount of data is growing exponentially. CIOs are concerned
about being simultaneously data rich and information poor.
The quality of data has already been recognized as one of the
development priorities by IT management.
Data is an asset and it needs to be embraced for its worth. Many
companies miss the actual purpose of data - the business benefit
of it. In the same way raw materials are turned into finished
products, there should be a constructed data value chain through
which data is managed from its initial capture to monetization. For
the organizations that are after comprehensive data utilization,
investments are focused, for example, on dashboards, self-service
analytics, data visualization, and mobile analytics.
Main drivers for analytics projects
44% Improved visibility of financial and operational performance
39% Ability to predict trends and new business opportunities
39% Faster response to changing market environment
38% Improved customer engagement
TOP3 data-related investment priorities
49% Data integration
44% Master data management
38% Data quality management
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18. ANALYTICS
THROUGHOUT THE ORGANIZATION
Analytics is increasingly applied in different business functions
for varying purposes. It is a strategic development initiative that
offers an opportunity to enhance overall company performance
through fact-based, faster decision making and increased process
efficiency. The success of analytics projects is not guaranteed.
It may be due to lack of support for CIOs from business
management or incapability to evaluate the data representation
and its credibility for decision-making.
As analytics involves different business functions, cross-
organizational project management brings its own challenge. For
analytics projects to succeed, the entire business management
must be engaged to ensure the needed support for change.
”Analytics today should go across the entire enterprise and
not just be focused on separate departments or divisional
reporting.
Head of the BI Program, Technology, Media and Telecom
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Spread of decision-making
in analytics projects
32% IT
31% Finance
14% Business
8% Marketing & Sales
7% Operations
4% HR
3% R&D
1% Other
32%
31%
14%
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19. Internet of Things
THE DATA GENERATOR
Internet of Things is enabling data flow on an unseen scale.
IoT will increase its position in development priorities as new
opportunities for innovative business models and services,
and revenue streams are recognized. Current IoT projects are
mostly led and executed by the IT department. However, IT
departments cannot drive the change to IoT deployment alone,
close cooperation with the business is a must. IoT technology
is embedded in the physical assets across the business and the
whole organization needs to be involved in order to succeed.
Expected Benefits of IoT Investments
51% Improved customer service quality
48% Creation of new digital products and services
46% Creation of new business models and revenue streams
42% Improved decision making through the efficient use of data
41% Reduced operational costs
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Spread of decision-makers
involved in IoT projects by
function
41% IT
20% Business
11% R&D
10% Operations
6% Marketing & Sales
12% Other
41%
20%
11%
20. ”Technology makes everything almost possible. The rest is up to your
people. It’s about how they are adopting innovations and new technologies. In
the end, your people are the ones who will determine how successful you will be.
IoT Director, Technology
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21. Wide-spread IoT awareness in
the organization is critical. This
is best achieved if the digital
agenda is visibly led by the
CEO.
Dynamic IoT ecosystems are
shaping up fast. Partnering
with customers, vendors, and
standards, organizations will
increase scalability.
Speed and risk taking are
essential. Incumbents need
a disruptive mindset and
start-up culture to encourage
experimentation and
prototyping.
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What is required from an organization
to succeed in IoT projects?
22. ”
Take a look at your business model from the outside and ask yourself: If I wanted to disrupt
this, how would I do it? If you’re able to see that, everybody else is able to see that. Then it’s
just a matter of time.
CIO, Transportation and Logistics
CUSTOMER-DRIVEN IT
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23. fighting disruption
with digital
To survive in the long-term, every business needs to
become a digital business. Digital business requires
seamless cooperation between IT and business to explore
the possibilities digitalization enables. Agility and bimodal
operational model, being the mantra in today’s IT, are
essential in business modernization and maintaining
competitiveness.
Being fast and having the capacity to flexibly utilize different
technologies in changing environments is crucial but
companies need to be proactive, not just reactive. The
competition is not only about responding to disruptions
there may and will occur, it is about finding the best ways
to leverage digital and especially about who is able to
do it first, do it best, and to constantly develop it better.
Being fast and flexible and having the needed capabilities
in use at the right time entails cooperation outside your
own organization with external service providers. It further
develops the role of modern IT organization from being
an internal service provider for the business to being an
intermediary whose focus is in the business outcome rather
than in the in-house development.
TOP5 CIO priorities in
digital business
58%
51%
49%
44%
39%
MOBILE PLATFORMS AND APPLICATIONS
NEW DIGITAL BUSINESS MODELS
DIGITAL ANALYTICS AND CUSTOMER INSIGHT
INTEGRATION OF CROSS-CHANNEL
PROCESSES AND DATA
LEAN AND AGILE SERVICE DEVELOPMENT
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24. Chief Information Officers and Chief Executive Officers
share the main responsibility of leading digital projects.
As digital technologies are not only transforming business
processes, but also strategies, CEOs are taking an
increasingly visible role in leading the digital programs.
Compared to our previous survey in 2015, the amount of
Chief Digital Officers in large organizations has increased.
Speed and risk taking are essential. Organizations
need disruptive mindset and a culture that encourages
experimentation. An increasing amount of organizations
are engaging in ecosystems and partnerships with start-
ups to speed up the digital innovation.
2015
CIO
CEO
CMO
CDO
Other Executive role
34% 32%
27% 30%
17% 14%
8% 13%
13% 10%
2016
Leading the digital agenda
spread of executives leading digital development
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25. BEFRIENDING
THE CUSTOMER
Customer-driven IT is a reality according to the highest IT decision
makers. 61% of them state that improving customer and end user
experience is a current IT priority (59% in 2015). To outreach the
role of an internal process executor to the strategic business
partner, IT needs to apply an operating model that best supports
the IT operations, serves the business, and values the end user.
Thus, design thinking is increasingly important for a modern IT
organization.
Legacy modernization and ERP stay on the CIO agenda. Almost
half of the researched decision makers cite having legacy
modernization projects in their near future priorities. As in
any current technology projects, fast time to market and user-
driven approach are essential. Brave architectural decisions are
required as CIOs are rethinking their approach to complex system
developments. Leveraging hybrid IT environment is the solution
for many IT organizations.
Key initiatives in core
systems and architecture
45%
41%
41%
34%
28%
LEGACY MODERNIZATION
ERP PROJECTS
ENTERPRISE ARCHITECTURE PROGRAMS
DEVOPS IMPLEMENTATION
ROBOTIC PROCESS AUTOMATION
11%
SERVICE INTEGRATION AND MANAGEMENT (SIAM)”You can’t start the design from the IT perspective. You must
always take a look from the end user and business perspective.
Good design is always a solution based on the outside
perspective.
Vice President and Head of IT, Technology
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26. ALL IN
MOBILE
Mobile is fast becoming the primary media for everyone,
executives, employees, and customers alike. Mobile devices are
the priority for both employees and customers which highlight
the importance of user interface in customer experience
management.
Mobile security is also recognized as one of the priorities of
CIOs and CISOs in cyber security context as mobile security is
considered as critical for the decision makers.
TOP3 mobile business initiatives
46% Integration of legacy systems with mobile applications
39% Mobile applications for customers
31% Mobile applications for internal communications
”Everything we ́re doing is going mobile. When you think about where
our customers reach us, it’s all on the smartphone.
CIO, Media
TOP3 goals for mobility investments
62% Improved operational efficiency
59% Improved employee productivity
58% Creation of a flexible work environment
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27. ”
I can help you build a very secure fort. But if you decide to leave a window open, I cannot
secure you anymore. Educate your people.
General Manager, Group IT, Industrial Products and Equipment
SECURING THE
ORGANIZATION
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28. 0 20 40 60 80 100
CURRENT STATE OF
CYBER SECURITY
Due to digitalization, cyber security has surfaced as
one of the main concerns of the IT department but also
made security issues a significant concern for the top
management. The majority of IT management believes their
own capabilities on cyber security are sufficient but are
considering employees the weak link in threat control.
CIOs’ and CISOs’ Insights
on Cyber Security
TOP5 Cyber Security priorities of CIOs
57% Data security and privacy
54% Identity and access management
46% Network security
42% Cyber security awareness training
40% Intrusion detection and prevention
LEVEL OF TOP MANAGEMENT ATTENTION ON CYBER SECURITY ISSUES
LEVEL OF IN-HOUSE CYBER SECURITY SKILLS
LEVEL OF CAPABILITIES TO MANAGE SECURITY OF SOCIAL MEDIA USE
LEVEL OF SUFFICIENT INSIGHTS INTO REAL-TIME CYBER RISKS
LEVEL OF EMPLOYEE AWARENESS ON CYBER SECURITY ISSUES
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AVERAGE OR POOR
GOOD OR EXCELLENT
64% 36%
51% 49%
23% 77%
30% 70%
34% 66%
29. IDENTIFY YOUR
CRITICAL ASSETS
You have to recognize all
possible consequences of a
successful cyber attack. Make
a list of priorities. Identify the
critical assets that you have
to protect your company in all
scenarios, and also those things
that are not going to be terminal
for your business. Develop a
cyber resilience plan around
these priorities.
AUDIT YOUR EXISTING
CAPABILITIES
Take a critical view on your
existing protection plan,
procedures, policies, and your
existing tools and capabilities in
your organization. Are they up-
to-date or are you putting your
company under threat?
ADAPT YOUR
STRATEGY
Make sure that your people are
fully trained and aware of the
risks. What can be dangerous?
What are the things we need to
deal with? If you want to be a
truly resilient organization, you
need an organization that will
flow with the challenges ahead.
ACKNOWLEDGE YOUR
VULNERABILITY
Every protection plan inevitably
has gaps. What are the
vulnerabilities? What are the
things we need to medicate in case
of an issue?
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4 building blocks for
a cyber resilient enterprise
30. Content owned by Management Events. All rights reserved.
FIVE SKILLS
that make a great CISO
CISO, Telecom
WILLINGNESS AND ABILITY FOR CONSTANT LEARNING. You need
to be able to keep up with the development and be willing to learn from
everyone and everywhere.
HUMILITY. You need to be humble to have healthy respect for your
opponents whoever they may be, hackers hacking for fun or criminals
hacking for profit.
IMAGINATION. You need to be able to think beyond the immediate
possibilities in order to look for new, creative solutions.
COMMUNICATION SKILLS. You need to be very approachable and be
a good communicator to clearly communicate the risks and also to help
prioritize the countermeasures.
HEALTHY IMPATIENCE. The advantage of the opportunity is always
stealth, speed and accuracy. Attackers are very quick, but the response
tends to be slower. You don ́t know everything immediately and you can´́t
block it right away. You need impatience to get things running and keep
momentum going.
1
2
3
4
5
31. 0
5%
10%
15%
20%
25%
30%
35%
40%
PRIORITY IN 3 YEARS
CURRENT PRIORITY
3D PRINTING
/ ADDITIVE
MANUFACTURING
WEARABLE
TECHNOLOGIES
ADVANCED
MANUFACTURING
AND SERVICE
ROBOTS
SOFTWARE ROBOTICS
AND AUTOMATION
OF KNOWLEDGE
WORK
INTERNET
OF THINGS
AUGMENTED
REALITY
The Internet of Things has
already shown its business
potential and forerunner
organizations have accepted
it on their development
agendas. Additionally, we
were able to identify five
technologies that CIOs are
expecting to have a significant
business impact in the future.
36%
26%
24%
21%
19%
18%
26%
12%
8%
12%
6%
5%
Technologies shaping the future
technology trends now and in three years
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32. ”We have to be prepared for the new wave of change, for things we cannot
even think of today, and remember that businesses are always late and the
users are more advanced.
Head of Corporate IT Innovation and Digitalization, Retail
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33. Management Events brings together the needs of top decision makers
and the offerings of solution providers, generating business opportunities
for both parties. The exclusive, invitation-only event concept provides the
opportunity to meet the most potential clients in pre-booked face-to-face
meetings. The participants of our events are technologically driven leaders
of the largest companies in Europe and Southeast Asia.
Annually, our 160 invitation-only business events gather 20 000 leaders and
2 500 solution providers, generating more than 70 000 face-to-face meetings.
To identify the responsibilities, investments, and projects of the top decision
makers, we conduct 35 000 interviews and receive over 10 000 online survey
responses each year.
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managementevents.com