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Personal Benchmark Report

Your participant reference: 8kyMaC383PRxdK6uTV58

Your job title: Group CIO

Your region: United Kingdom

Your gender: Male

Your Dashboard

Click on the headers in the table below for explanation.


Your response

Most common response of peers

  2014 2015 2014 2015
IT budget change No data Decreased Same Increase
Headcount change No data Decreased Increased Increased
IT Budget as % of total revenue Not asked 4% Not asked 12.74%
% IT team women No data 10% 10% 10%
CEO focus: make or save money? No data Make Make Make
Disruption: extent your business will be impacted Not asked Some impact Not asked Major impact
Disruption: how well capitalising on compared to peers Not asked Slightly worse Not asked Slightly better
How satisfied with job No data Not very Quite Quite
Salary change in last year No data Same Same Same
How active looking for job No data Very active Quite active Quite active
  Your response
  2014 2015
IT budget change No data Decreased
Headcount change No data Decreased
IT Budget as % of total revenue Not asked 4%
% IT team women No data 10%
CEO focus: make or save money? No data Make
Disruption: extent your business will be impacted Not asked Some impact
Disruption: how well capitalising on compared to peers Not asked Slightly worse
How satisfied with job No data Not very
Salary change in last year No data Same
How active looking for job No data Very active
  Most common response of peers
  2014 2015
IT budget change Same Increase
Headcount change Increased Increased
IT Budget as % of total revenue Not asked 12.74%
% IT team women 10% 10%
CEO focus: make or save money? Make Make
Disruption: extent your business will be impacted Not asked Major impact
Disruption: how well capitalising on compared to peers Not asked Slightly better
How satisfied with job Quite Quite
Salary change in last year Same Same
How active looking for job Quite active Quite active

The dashboard above details some of your key responses against the rest of the survey participants.

For those of you who received Personal Benchmark Reports by taking part in last year's CIO Survey, we have also included those responses (first column) so you can begin to pick out trends.

So, that’s the snapshot. Read on for a little more detail...

1. How will your budgets change next year?

You answered: Decrease

Select Industry

Sector Decrease Increase Stay same
Advertising / PR 14% 28% 59%
Government 36% 31% 33%
Energy 35% 33% 33%
Utilities 23% 38% 40%
Pharmaceuticals 22% 38% 41%
Transport / Logistics 30% 40% 31%
Charity /Non Profit 13% 41% 46%
Education 34% 42% 25%
Manufacturing 24% 43% 33%
Construction / Engineering 22% 44% 34%
Healthcare 21% 45% 35%
Financial Services 25% 45% 30%
Business / Professional Services 14% 47% 39%
Broadcast / Media 24% 51% 26%
Other, please specify 17% 52% 31%
Technology / Telecoms 17% 55% 28%
Retail / Leisure 16% 55% 29%
ALL 22% 46% 32%


Over the last year almost half of CIOs have seen increases in budget, continuing the positive trend of growing investment in technology we have charted since 2009.

That said one in five CIOs have seen budget decline, so a sizeable proportion of companies are still looking to bring down their IT spend.

You indicated that your own IT budget has decreased over the last year, putting you in a minority of about one-fifth of IT leaders who are dealing with a reduced IT spend.

A wide variety of factors drive budget decisions, but one of the most important is how the CEO and board view technology.

You indicated that your CEO was looking for technology to ‘Make’ rather than ‘Save’ money for the company.

Different sectors experience a different rate of budget growth. At the top of the table lie Retail / Leisure, Technology / Telco and Broadcast / Media – whilst at the bottom sit Advertising / PR, Government and Energy. Use the drop down options above to see how your industry compares.

Interestingly, even for the IT leaders who experienced budget declines, there is still a very high level of job satisfaction – seven in ten rated their job 'Fulfilling' or 'Very fulfilling'.

It appears even in tough times the role of an IT leader is a rewarding one.

2. How does your budget compare to your sector?

You answered:

Your sector: Financial Services

Your IT Budget: $10m - $25m

Select Industry

Sector Number of Respondents Average % 1st Quartile % Median % 3rd Quartile %
Technology/Telecoms 173 21.12 5.0 10.0 30.0
Broadcast/Media 51 16.13 5.0 10.0 20.0
Financial Services 194 11.87 5.0 10.0 15.0
Energy 35 10.77 1.0 3.0 10.0
Government 53 10.38 2.0 5.0 14.5
Pharmaceuticals 18 9.56 2.0 3.0 10
Business/Professional Services 99 8.84 2.0 5.0 10.0
Advertising/PR 18 8.61 4.50 5.5 11.25
Charity/Non Profit 29 7.55 2.0 3.0 12.5
Retail/Leisure 106 7.1 1.0 3.0 6.0
Education 54 6.13 3.75 5.0 8.25
Healthcare 53 6.11 2.0 3.0 6.0
Transport/Logistics 51 4.53 1.0 3.0 5.0
Utilities 29 3.66 1.0 2.0 4.75
Construction/Engineering 42 2.83 1.0 2.0 5.0
Manufacturing 139 2.46 1.0 2.0 2.0
ALL 1603 8.57 4.82 8.09 10.8
Average % 1st Quartile % Median % 3rd Quartile %
21.12 5.0 10.0 30.0
16.13 5.0 10.0 20.0
11.87 5.0 10.0 15.0
10.77 1.0 3.0 10.0
10.38 2.0 5.0 14.5
9.56 2.0 3.0 10
8.84 2.0 5.0 10.0
8.61 4.50 5.5 11.25
7.55 2.0 3.0 12.5
7.1 1.0 3.0 6.0
6.13 3.75 5.0 8.25
6.11 2.0 3.0 6.0
4.53 1.0 3.0 5.0
3.66 1.0 2.0 4.75
2.83 1.0 2.0 5.0
2.46 1.0 2.0 2.0
8.5 4.82 4.09 10.8

IT budget expressed as % of organisation turnover

Your IT budget expressed as % of organisation turnover: 4%

Average sector IT budget expressed as % of organisation turnover: 12.74%


Your IT budget % of organisation turnover is below your sector average.

We asked CIOs what proportion of their organisation's annual sales is spent on IT. As a non-mandatory question, not all respondents supplied this information, however from the 1600 or so CIOs that did, we believe we have a unique, and comprehensive statement of global IT budgeting trends.

The data presented here is exactly as provided by the participants; we have not tried to filter it or classify IT spend in any way.

Some CIOs might consider spend on websites or technology based products as IT spend, others might not.

3. How would you rate your relationship with these departments?

It’s not what you know it's who you influence...



As the world of technology and technology leadership becomes increasingly complex, CIOs are swapping 'control' for 'influence'. But how effective are you at influencing your peers?

Overall the strongest relationships were held with Operations and Finance. And the weakest? Spare a thought for your colleagues in HR and Marketing...

You too indicated your relationship with Marketing was ‘Quite Strong’, putting you on par with a typical CIO peer, but behind one third of your peers who enjoy stronger relationships.

For many organisations, especially the ones which don’t have Chief Digital Officers (and that’s most; about eight out of ten) the importance of collaborating with Marketing has never been stronger.

4. When do you expect your sector to be disrupted by digital technology?

You answered: 2 – 5 years



Disruption can mean many things to many people, so the first question we asked was what CIOs felt disruption really meant. An overwhelming two-thirds saw it as something that will fundamentally change their organisation's business model , a view you indicated you agreed with.

There is a great variance across industry sectors, with Broadcast, Advertising and Technology / Telco organisations (perhaps unsurprisingly) feeling the force of disruption most.

Your own response suggests disruption is more than two years away for you.

How well is your organisation prepared? Read on...

5. How do you think your business compares to current / future competitors in how it will capitalise on digital disruption?

You answered: Slightly worse


It’s one thing to be disrupted, it’s another thing to have a plan of action for it.

Perhaps unsurprisingly there is a correlation between the extent an organisation has a digital strategy, and the likelihood that the organisation will outperform competitors on digital.

To illustrate how strange this appears, could you imagine your Infrastructure activity not being guided by a strategy and yet still outperforming competitors? It all further affirms how digital really is a thing of its own, and how many organisations are still coming to terms with how to capitalise on it.

You indicated that your own organisation is likely to be outperformed by its competitors on digital.

We compared organisations that expect to perform 'Much better' than competitors on digital, to ones with that expect to perform 'Slightly worse' or 'Much worse'. Organisations with the strongest digital outlook are more likely to have...

  • an enterprise wide digital strategy (49%, compared to 15% for underperforming organisations)
  • a CEO focused on Making rather than Saving money (83%, compared to 50%)
  • a CIO with a 'Very Strong' relationship with Marketing (44%, compared to 21%)
  • a CDO / or intend to employ one (30%, compared to 15%)
  • a growing IT budget (61%, compared to 29%)
  • a digital strategy owned jointly by IT and Marketing (45%, compared to 35%)

6. How fulfilling is your job?

You answered: Not very fulfilling

Select Industry

Not at all fulfilling Not very fulfilling Quite fulfilling Very fulfilling
0% 17% 60% 23%
2% 19% 48% 30%
2% 12% 48% 38%
10% 18% 38% 33%
5% 8% 60% 27%
1% 17% 47% 35%
8% 18% 34% 40%
3% 21% 43% 32%
2% 13% 44% 41%
1% 16% 43% 40%
3% 16% 46% 35%
5% 14% 44% 37%
3% 5% 62% 30%
3% 15% 45% 38%
3% 18% 40% 39%
2% 17% 52% 28%
8% 13% 36% 44%
4% 17% 47% 33%


Job fulfilment is, of course, a subjective thing. It is therefore surprising just how consistent CIOs and IT leaders have been about their job satisfaction over the years, and each time we run the survey we get the same message: IT leaders are a pretty happy bunch.

You have indicated that you do not find your job fulfilling, quite an uncommon response for an IT Leader. Of course job fulfilment can change on a month-by-month basis, so this could well be a just a temporary situation.

So what correlates with job satisfaction?

We compared IT Leaders who find their job 'Very Fulfilling' with ones who find their job either 'Not Very...' or 'Not at all Fulfilling'. Fulfilled CIOs are more likely to...

  • have a ‘Very Strong’ relationship with Marketing (41% fulfilled CIOs said this, compared to 19% Not Fulfilled)
  • sit on the operations board of their organisation (64%, compared to 44%)
  • work for a company that has / plans to have a CDO (25%, compared to 20%)
  • are more likely to be in Utilities, Government and Energy than Advertising / PR, Construction and Pharma (use the drop down on the chart above to see how sectors compare)
  • had a salary increase in the last year (44%, compared to 22%)
  • has a CEO who wants to focus IT on Making money (75%, compared to 53%)

What’s perhaps just as interesting is what job fulfilment does not change with.

Perhaps having a significant Big Data strategy might be a source of excitement (and job satisfaction) for the CIO. No, IT leaders appear ambivalent about it. Also women and men are equally as happy.

7. Salary against budget

You answered:

Base: $260,000 - $279,999

Bonus: 10%

Other benefits: 30%

Total comps: $108,000

Budget: $10m - $25m



Of course budget size is only one factor when it comes to salary; your sector plays an important role too (with Financial Services and FMCG CIOs at the top, and Charity, Construction, Public sector and – perhaps surprisingly – Legal towards the bottom).

A little while back we wrote an article about how all these things relate. You can find it on CIO Magazine’s website here

PBRs - shall we do them again?


We hope you found this PBR useful. They do take some time to compile, so we’d love your feedback.

About KPMG

This report shows that we all recognise that digital disruption is a real game-changer. The question is how this challenge can be turned into an opportunity?

Some ways KPMG member firms are helping clients is by incorporating/prioritising digital in the IT agenda, developing digital-enabling operating models which align IT closely with the business, recognising the need to manage a multi-vendor landscape, and supporting the transformation of IT infrastructure to help ensure a more agile landscape.

For more information on KPMG visit www.kpmg.com/ciosurvey.

About Harvey Nash

We are passionate about the role of the CIO.

That's why, for over two decades, we have helped some of the world's leading organisations, as well as government institutions, find the very best technology talent, from the CIO right through to technology experts in their teams.

Find out more about our executive search, technology recruitment and outsourcing services at www.harveynash.com