Gartner 2022 CIO and Technology Executive Survey - cios.cat

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Gartner 2022 CIO and Technology Executive Survey:A Catalan Perspective

Jordi Escalé, VP & Team Manager

Fabrizio Magnani, Sr Executive Partner

Daniel Sánchez-Reina, VP Analyst

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2 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved.

2022 CIO and Technology

Executive Agenda for Catalonia

1 de Febrer, 17:00, Virtual (*)

17.00 Benvinguda de CIOs.Cat, Gartner, Generalitat de Catalunya17.30 Gartner CIO Survey per a Catalunya, una visió

internacional 18.30 Presentació de les dades clau sobre la situació actual

del teletreball i de la seguretat (CIOsCat) 19.30 Conclusions

Presentan:

David Ferrer, Secretari de Polítiques Digitals, Generalitat de Catalunya

Luis Miguel Martín, President, CIOsCat

Catalina Grimalt, Vice-Presidenta, CIOsCat

Jordi Escalé, VP & Team Manager, Gartner

Fabrizio Magnani, Sr Executive Partner, Gartner

Daniel Sánchez-Reina, VP Analyst, Gartner

* Acte només per invitació



Executive Summary

We are living through a time of great uncertainty and volatility. Forces such as COVID-19, civil unrest, climate change and the shifting economy have made it more difficult for enterprises to plan their next move. The 2022 Gartner CIO and Technology Executive Survey shows that mastering business composability makes CIOs and other technology executives better prepared to maximize business value delivery during this period of volatility and beyond.

This presentation contains the specific analysis of the situation and challenges of CIOs and Technology Executives from Catalonia and a benchmark with their worldwide counterparts. This document includes responses from 49 organizations band has been possible thanks to the collaboration and support of CIOs.Cat association (representing the CIOs community in Catalonia) and Generalitat de Catalunya.



What Is Business Composability?

Composable business derives from a combination of mindset, practices and tools that enable enterprises to sense and respond to changing business conditions. Its three components are:

• Composable thinking

• Composable business architecture

• Composable technologies

https://www.gartner.com/document/code/735943



n = 2387, All respondents, excluding "Not Applicable"Q. To what extent does your enterprise utilize these principles?

Source: 2022 Gartner CIO and Technology Executives Survey

Composable

Thinking

Composable

Business

Architecture

Composable

Technologies

2%

1%

6%

14%

6%

19%

18%

13%

20%

24%

23%

23%

21%

28%

20%

15%

23%

11%

5%

6%

2%

0% 50% 100%

Our culture encourages the continuousexploration and creation of game-changing

business capabilities.

Business elements (e.g., capabilities, products,teams, processes, services, etc.) dynamically

evolve to create new value.

Technology assets and capabilities consist ofmodular components where assembly and

reassembly are automated.

Moderate Business Composability High Business Composability

4. Limited (e.g., in specific business units) 6. Widely

5. Common in several

(but not most) business units

7. Extensively throughout

the enterprise

Low Business Composability

1. Not at all

2. Rarely

3. Somewhat

The Secret Sauce is “Business Composability”



Why Business

Composability

Matters



63%

60%

50%

47%

30%

32%

23%

16%

0% 50% 100%

Overall BusinessPerformance

Increase Revenue/Funding

Reduce Business Risk

Reduce Operating Costs

High Composability(n = 145)

Catalan cohort (n = 46)

n varies by segment, CIOs and technology executives answering, excluding don’t knowQ. Considering the past 12 months, rate your enterprise’s business performance compared with its peers or competitors.

Source: 2022 Gartner CIO and Technology Executive Survey

Enterprise Business PerformancePercentage of Respondents Ahead or Far Ahead of Peers and Competitors

High Business Composability Delivers Superior Business Performance, Even in Times of Volatility

28% pp

31% pp

27% pp

33% pp

The more

‘Composable’

your Business

is, the higher

Business

Performance you

will get



Only a Few Enterprises Are Really Good at Business Composability

n = 2,387 CIOs and technology executives answeringQ. To what extent does your enterprise utilize these principles?


13% 81% 6%

Low

Composability

Moderate

Composability

High

Composability

Worldwide

8% 90% 2%Catalonian = 169 Spain and Portugal CIOs and technology executives answeringQ. To what extent does your enterprise utilize these principles?




Business

Composability

Revealed



n varies by segment, CIOs and technology executives answeringQ. To what extent does your enterprise utilize these principles?


Extent of Composability

Average Scores on a Scale of 1 (Not at All) to 7 (Extensively Throughout the Enterprise)

Composable Enterprises Utilize Three Principles

6,4

6,4

6,2

3,9

4,8

4,4

1 4 7

Our culture encourages the continuousexploration and creation of game-

changing business capabilities

Business elements (e.g., capabilities,products, teams, processes, services,etc.) dynamically evolve to create new

value

Technology assets and capabilitiesconsist of modular components where

assembly and reassembly areautomated



Not at All Extensively Throughout the Enterprise

Composable Thinking:

Composable Business Architecture:

Composable Technology:

There are

significant gaps

to fill.

Stay tuned for the

rest of the slides



Macroeconomic

Perspective

for Catalonia



Macroeconomy – Catalonia

Positive Economic Outlook!

Investments are

returning to pre-

pandemic levels

High attractiveness

as a Startup Hub

High attractiveness

for foreign investors

High attractiveness

for Tech/Telecom

companies

Fixed Capital Formation

(FCF = increment of stock

of fixed capital) is

increasing: E.g. investing

in new equipment, building

a new factory…

Due to high quality of

infrastructures

(transportation and

telecomms), human capital

and quality of life.

Source: Several EU institutions

Barcelona among the Top-

5 Startup Hubs in the EU• Attractive tax exemption

for startups and their

stock owners

• 5-year visa for foreign

entrepreneurs and

nomad workers

The New Startup Law

in Spain



Composable

Enterprises Follow

Key Practices

14 © 2022 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.

6,25

6,30

6,35

6,40

6,45

6,50

0% 20% 40% 60% 80% 100%

Nine Practices Distinguish Highly Composable Enterprises

Composable

Thinking

Composable

Business

Architecture

Composable

Technologies

n = 148 CIOs and technology executives from highly composable enterprises answeringQ. Which of these practices does your enterprise follow completely and consistently? Multiple responses allowed.


• Empower internal functions, product teams, external allies and/or business partnerships to work together through autonomous, self-organizing networks

• Promote a high-trust culture that empowers employees to independently make decisions

• Practice adaptive strategy to spot and respond to opportunities and threats

• Shape multidisciplinary teams to align on value, promote transparency, drive accountability and collaborate on demand

• Distribute accountability for digital outcomes beyond the traditional IT organization to other business units/business leaders

• Design business processes in parallel with technology capabilities

• Establish iterative development techniques (e.g., DevOps) as the default approach to development

• Establish continuous and effortless sharing of ideas and access to platforms, tools and know-how across internal functions, product teams, external allies and/or business partnerships

• Create dynamic and easily deployable integration capabilities for connecting data, analytics and application components

Average Composability for High-Composability Respondents

Who Follow This Practice (1-7 Scale)

Percentage of High-Composability Respondents

Taking Each Action



Composable Thinking



64%

56%

51%

37%

28%

35%

0% 50% 100%

Practice adaptive strategy to spot andrespond to opportunities and threats

Promote a high-trust culture that empowersemployees to independently make decisions

Empower internal functions, product teams,external allies and/or business partnershipsto work together through autonomous, self-

organizing networks

High Composability (n = 147)


Key Thinking Practices to Improve Business Composability

Percentage of Respondents Who Perform It

n varies by segment, CIOs and technology executives answering Q. Which of these practices does your enterprise follow completely and consistently?


Key Composable Thinking Practices

Apply an

Adaptive Strategy

Promote

Autonomous

Decision Making

Empower

Self-Organized

Ecosystems



Autonomous

Decision Making

Adaptive

Strategy

• Use scenario-based

planning to uncover hidden

risks and potential new

value propositions

• Review and adapt your

strategy regularly, moving

away from just annual strategy

cycles and budgets to more

iterative shorter cycles

“Connection to the Future” Scenario-Planning Workshop

Toolkit: Getting Started With Adaptive Strategy

• Establish a ‘decision making

chart’, whereby teams know in

which situations they are

expected to make their own

decisions (cost-based, topic-

based,…)

• Reward those employees who

accept and learn from their

mistakes and share their

lessons-learned openly

Expert Insight Video: Building

Metrics That Influence

Business Decision Making

How To Help Your Team Develop

New Behaviors

• Become a partnerships expert:

fuel innovation by promoting

ecosystem partnerships to

pioneer new disruptive ideas and

capabilities

Leverage Strategic Partnerships to

Drive Digital Business Outcomes

8 Ways Ecosystems Supercharge

Digital Business Models

Self-Organized

Ecosystems

Recommendations

https://www.gartner.com/document/3953863?ref=solrAll&refval=304626566

https://www.gartner.com/document/4002387?ref=solrvp&refval=304629298

https://www.gartner.com/document/4007670?ref=TypeAheadSearch




EXTRA:

Answers from the live mini-survey live proposed

during the presentation of this research:

Polling Question 1 of 3

Question

In which Composable Thinking key practice do you have more room for improvement?

A. Adaptive Strategy

B. Autonomous Decision Making

C. Self-Organized Ecosystems

D. I am good at all of them



Composable Business Architecture



67%

64%

53%

44%

48%

35%

0% 50% 100%

Shape multidisciplinary teams to align onvalue, promote transparency, drive

accountability and collaborate on demand

Design business processes in parallel withtechnology capabilities

Distribute accountability for digital outcomesbeyond the traditional IT organization to

other business units/business leaders



Key Business-Architecture-Related Practices to Improve Composability


n varies by segment, CIOs and technology executives answeringQ. Which of these practices does your enterprise follow completely and consistently?


Key Composable Business Architecture Practices

Create

Fusion Teams

Design solutions

Jointly with

Business

Distribute

Digital

Accountability

throughout the

Enterprise



• Democratize Data to foster

autonomy in generating insights

• Invest time to identify the

sources of digital friction in

non-IT employees and draw up

a plan to sort them out in the very

short term

Distributed Digital

Accountability

• Use customer journeys and

corresponding metrics to shift

from uncoordinated siloed efforts

to integrated actions, between IT

and the rest of the business areas

• Launch smaller, autonomous,

agile cross-functional teams

accountable for product vision

Video: How to Build and Use

a Customer Journey Map

Video: What Are Fusion Teams and

Why Do CIOs Need Them?

Fusion Teams and

BizTech Design

• Provide tools and learning to

non-IT employees who want to

create useful applications for

their functional areas

• Orchestrate communities of

technology producers

(‘business technologists’)

inside and outside IT that curate

and co-create solutions

Quick Answer: Who Are Business Technologists, and Why Do They Matter for CIOs?

The Changing Nature of Work: How to Eliminate Digital Friction to Boost Productivity and Resilience

Recommendations







Question

In which Composable Business Architecture key practice do you have more room for improvement?

A. Fusion Teams

B. Joint Business-Technology Design

C. Distributed Digital Accountability


EXTRA:





Composable Technologies



60%

59%

58%

20%

20%

36%

0% 50% 100%

Establish iterative development techniques(e.g., DevOps) as the default approach to

development

Establish continuous and effortless sharingof ideas and access to platforms, tools and

know-how across internal functions, productteams, external allies and/or business

partnerships

Create dynamic and easily deployableintegration capabilities for connecting data,

analytics and application components

High Composability (n = 142)

Catalan cohort (n =45)

n varies by segment, CIOs and technology executives answeringQ. Which of these technology-related practices does your enterprise use completely and consistently?


Key Technology-Related Practices to Improve Composability


Key Composable Technology Practices

Socialize

Modularity

Create

Modular

Solutions

Implement

Iterative

Developments



Iterative

Developments

Socialization

of Modularity

Modular

Solutions

• Acquire the habit of breaking

developments into smaller parts

(MVPs), under a DevOps

scenario

• Eliminate or automate non-value-

added work to improve delivery

cycle time

Solution Path for Continuous

Delivery With DevOps

Tool: DevOps Engineer Job

Description

• Establish regular encounters

between internal (IT and non-IT)

and external partners, to share

success stories about utilizing

platforms and tools

Establish Social

and Community Experiences as

Essential Digital Workplace

Capabilities

Platform-Enabled Citizen

Development (BP)

• Invest in integration capabilities

(including an integration platform

and the corresponding skills) to

develop strongly

encapsulated, loosely

coupled, independently deployable

and scalable applications and

services

How to

Implement Composable Technology

With PBCs

Quick Answer: How to Implement

a Composable ERP Strategy?

Recommendations








Question

In which Composable Technology key practice do you have more room for improvement?

A. Iterative Developments

B. Socialization of Modularity

C. Modular Solutions


EXTRA:




2022 Spending Plans

and Technology

Trends


Worldwide 2022 IT Budgets Are Back in Growth

0,5%

-0,5%

-0,1%

1,0%

2,2% 2,2%

3,0% 2,9% 2,8%

2,0%

3,6%

-2%

0%

2%

4%

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

*

Global Expected Average Change in Enterprise IT Budgets

n = 2017 (n = 2,198), 2018 (n = 2,659), 2019 (n = 2,643), 2020 (n = 991); 2021 (n = 1,668); 2022 (n = 1913) Excludes “don’t know/no answer”Q. By what percentage do you expect your organization’s IT budget to increase or decrease from 2020 to 2021?


* This is the worldwide expected average. There

can be significant deviations per sectors and

companies



13%2%

24%

15%

63%

83%

0%

50%

100%

High Composability (n = 130) Catalan cohort (n = 46)

Increase

Stay the Same

Decrease

+4.2%Average Change

n varies by segment, CIOs and technology executives answeringQ. By what percentage do you expect your enterprise’s IT budget to increase or decrease from 2021 to 2022?


Expected Change in IT Budget in 2022

Percentage of Respondents

Catalonia: Average 5,3% Increase in 2022 IT Spending

+5.3%

On average, IT

budgets in

Catalonia are

expected to grow

more than those

of High-

Composable

enterprises



Enterprises Will Rebalance Their Technology Portfolios

Changes in Technology Investments

Percentage of Catalan Respondents

n varies by question, Catalan respondents, excluding not sureQ. What are the technology areas where your enterprise will be spending the largest amount of new or additional funding in 2022 compared with 2021?

Q. What are the technology areas where your enterprise will be reducing funding by the highest amount in 2022 compared with 2021?


0%0%

2%

15%

5%0%

2%

5%

2%

5%

17%

12%

7%

5%0%

2%

0%

51%

2%

2%

29%

77%

62%

40%

38%

38%

36%

28%

28%

26%

23%

23%

23%

21%

19%

17%

13%

11%

4%

4%

2%

0%

Cyber/Information SecurityBusiness Intelligence/Data Analytics

Digital Business Transformation Initiatives (Including Digital Marketing)Legacy Application Modernization

Total Experience SolutionsIntegration Technologies/APIs/API Architecture

Cloud PlatformsConnectivity

HyperautomationBusiness Continuity Management

Digital WorkplaceEnterprise Resource Planning

Internet of ThingsArtificial Intelligence/Machine Learning

Digital MediaContainerization and Orchestration of Application Workloads

Human AugmentationLegacy Infrastructure and Data Center Technologies

Product Portfolio Management ToolsNext-Generation Compute Technology

None

Percentage of Catalan Respondents Decreasing Investment (n = 41) Percentage of Catalan Respondents Increasing Investment (n = 47)

Investments in Cybersecurity and D&A continue to grow

The Great Disinvestment in legacy infrastructures



57%

57%

57%

47%

41%

39%

31%

26%

24%

23%

19%

62%

77%

36%

28%

40%

38%

26%

38%

23%

0% 50% 100%

Artificial Intelligence/Machine Learning

Business Intelligence/Data Analytics

Cyber/Information Security

Integration Technologies/APIs/API Architecture

Cloud Platforms

Digital Business Transformation Initiatives

Total Experience Solutions

Hyperautomation

Legacy Application Modernization

Digital Workplace


Catalan cohort(n = 47)

n varies by segment, CIOs and technology executives answering, excluding not sureQ. What are the technology areas where your enterprise will be spending the largest amount of new or additional funding in 2022 compared with 2021?


Top 10 Technology Investment Areas for 2022 Among Highly Composable Enterprises


High-Composability Enterprises’ 2022 Investment Priorities

Watch out for this big difference

In Catalonia:

• AI is still underrated

• Great effort in D&A over

the last years

• Excellent catch-up on

cybersecurity

• Modularity abandons the

underrated zone,

although still room for

progress

• Cloud still needs an

additional effort in 2022



Artificial

Intelligence

API

Architecture

From Good

to Great

• Convey the business value of AI,

sharing real cases from other

companies in your industry which

have clearly provided more

revenue, and/or cost savings

and/or risk mitigation

• Stop talking about AI and start

putting it into action seeking, along

with your peers, opportunities to

apply it

• Modularize your IT value

proposition by developing APIs

that will allow IT and non-IT

employees to compose their

business needs

How to Design Great APIs

How to Deliver Sustainable APIs

How to Successfully

Implement API Management

• D&A: democratize data access and

data processing

• Cybersecurity: rebalance

accountability with business

leaders

• Cloud: get freedom from legacy

infrastructure and applications

Recommendations

5 Ways Artificial Intelligence and Machine Learning

Deliver Business Impacts

Understanding Use Case Prisms for

Prioritizing Artificial Intelligence Investments

Leadership Vision for

2022: Data and Analytics

CIOs Need to Rebalance Accountability

for Cybersecurity With Business Leaders

Quick Answer: What Makes

Industry Clouds Different From

Today’s Cloud Offerings?











For information, please contact your Gartner representative.

Recommended Gartner Research

Business Composability Helps You Thrive Amid Disruption Andy Rowsell-Jones, Tomas Nielsen and Others (G00751036)

The 2022 CIO and Technology Executive Agenda:Master Business Composability to Succeed in Uncertain TimesAndy Rowsell-Jones, Monika Sinha and Others (G00747542)

Build Effective Strategic Roadmaps in 3 StepsMonika Sinha, Joanne Kopcho and Others (G00752447)


http://www.gartner.com/doc/code/747542




Sample

Demographics and

Survey Methodology



Primary Industry

n = 49 Catalan CIOs and technology executives answeringQ. What is your enterprise’s primary industry classification?

Q. Where is your primary worksite located?


Location

27%

16%

14%

12%

8%

4%

4%

4%

4%

2%

2%

2%

0% 50% 100%

Manufacturing

Life Science

Services

Other

Healthcare Provider

Government

Media

Retail

Utilities

Insurance

Transportation

Wholesale

100%

0% 50% 100%

Respondent Profile: Industry and Location

Catalonia



Male80%

Female16%

Prefer not to answer

4%

n = 49 Catalan CIOs and technology executives answeringQ. For classification purposes, what is your gender, or the gender of your CIO if answering on their behalf?

Q. Which of the following best describes your role?


CIO Gender


0%

2%

0%

0%

10%

88%

0% 40% 80% 120%

Functional IT: Non-CIO IT functionalrole

Executive-Level Business Leader

Divisional CIO/CTO DELEGATE

Enterprise-Level CIO/CTODELEGATE

Divisional CIO/CTO

Enterprise-Level CIO/CTO

Respondents’ Role


Respondent Profile: Gender and Role



9,9%9,4%

8,6%8,3%

7,7%6,5%

6,2%5,9%5,9%

5,7%5,5%

5,3%4,9%4,9%

4,4%4,4%4,3%

4,2%3,9%3,8%3,7%

3,4%3,3%

3,2%3,0%

2,0%

0% 6% 12%

Russia (n = 32)Turkey (n = 40)

India (n = 35)China (n = 42)

High Composability (n =130)Spain and Portugal (n = 151)

Southeast Asia (n = 37)Spanish Latin America (n = 132)

Central and Eastern Europe (n = 49)Brazil (n = 113)

Italy (n = 62)Japan (n = 180)

Medium Composability (n = 1,699)DACH (n = 76)

United States (n = 488)Israel (n = 26)Africa (n = 32)

Gulf Cooperation Council (n = 26)Nordic Region (n = 61)

Taiwan (n = 24)BeNeLux (n = 48)

Low Composability (n = 285)France (n = 72)

United Kingdom and Ireland (n = 153)Canada (n = 109)

Australia and New Zealand (n = 103)

n varies by segment, CIOs and technology executives answering, excluding not sure

Q. By what percentage do you expect your enterprise’s revenue/overall budget/turnover to increase or decrease from 2021 to 2022?

Q. By what percentage do you expect your enterprise’s IT budget to increase or decrease from 2021 to 2022?


Expected Change in Revenue and Change in IT Budget From 2021 to 2022

Average Percentage Change

Budget Changes for 2022 Will Vary Widely by Location

6,7%5,7%

3,8%4,9%

4,2%5,3%

1,8%3,5%

3,3%3,7%

2,3%4,3%

3,6%3,2%3,2%3,3%3,2%

4,1%3,0%

4,1%4,2%

3,1%2,7%2,8%

2,4%3,1%

0% 6% 12%

Revenue IT Budget



40%

37%

35%

33%

28%

20%

19%

16%

13%

11%

4%

0% 50% 100%

Continuously monitor and share insights about execution with stakeholders toreconfigure enterprise components.

Practice adaptive strategy to spot and respond to opportunities and threats.

Empower internal functions, product teams, external allies and/or business partners towork together through autonomous self-organizing networks.

Respond to changes by planning and prioritizing immediately to pivot execution

Promote a high-trust culture that empowers employees to independently make decisions.

Create courses of action through minimal viable strategies that link to long-term goals.

Develop a pipeline for expertise & partners to accelerate innovation & improve executionto meet unplanned future demand.

Approach planning as a learning-oriented, continual and forward-looking process.

Practice decentralized decision making across functions throughout the enterprise.

Fund at the capabilities level instead of at discrete projects/products levels.

Employ microlearning via small, scalable steps or on-the-job simulations for new skilldevelopment.

n = 46 Catalan CIOs and technology executives answeringQ. Which of these practices does your enterprise follow completely and consistently?


Practices related to composable thinking

Percentage of Respondents who Perform It

Only a minority of the Catalan respondents employ the practices related to composable thinking

Practices that a majority of

Highly Composable

enterprises employ that

contribute to high

composability.



48%

44%

37%

35%

30%

26%

26%

22%

13%

11%

0%

0% 50% 100%

Design business processes in parallel with technology capabilities.

Shape multidisciplinary teams to align on value, promote transparency, drive accountability and collaborateon demand.

Measure and make widely available progress metrics for organizational priorities.

Distribute accountability for digital outcomes beyond the traditional IT organization to other businessunits/business leaders.

Flatten our organization to accelerate execution.

Design reusable business platforms and services to rapidly define and adapt work across the ecosystem.

Implement business processes as modular services to achieve business agility.

Cascade business transformation into resource (e.g., talent, assets, funds, tools) and execution priorities.

Define a framework to rapidly match alternative talent sources (e.g., partners, gig workers, internal skillsdevelopment plan) to expertise not available in the enterprise.

Embed accountability for ensuring modularity and reuse into key performance metrics for use across theenterprise.

Establish a culture where there are no assigned roles and employees have the flexibility to take on varioustasks and move between teams freely.

n = 46 Catalan CIOs and technology executives answeringQ. Which of these practices does your enterprise follow completely and consistently?


Practices related to composable business architecture


A minority of the Catalan respondents use the composable business architecture practices


Highly Composable


contribute to high

composability.



44%

36%

36%

20%

20%

18%

13%

7%

0% 50% 100%

Dynamically provision technology services across the ecosystem to accelerate business value delivery.

Create dynamic and easily deployable integration capabilities for connecting data, analytics and applicationcomponents.

Employ an “as a service” procurement model that easily scales up and down based on demand.

Establish continuous and effortless sharing of ideas and access to platforms, tools and knowhow acrossinternal functions, product teams, external allies and/or business partnerships.

Establish iterative development techniques (e.g., DevOps) as the default approach to development.

Create mechanisms that allow employees across the enterprise to easily find and deploy technical assets.

Establish adaptive governance to minimize redundancies and technical debt.

Design technical components with minimal interdependency.

n = 46 Catalan CIOs and technology executives answeringQ. Which of these technology-related practices does your enterprise use completely and consistently?


Practices related to composable technology


A minority of the Catalan respondents employ the practices related to composable technology


Highly Composable


contribute to high

composability.



High-Composability Enterprises Increase Revenue/Budget Faster and Leverage IT Better

7,7%

4,9%

3,4%

4,2%3,6%

3,1%

0,0%

5,0%

10,0%


Moderate Composability (n = 1,699)

Low Composability (n = 285)

Change in Revenue Change in IT Budget

n varies by segment, CIOs and technology executives answering, excluding not sureQ. By what percentage do you expect your enterprise’s revenue/overall budget/turnover to increase or decrease from 2021 to 2022?

Q. By what percentage do you expect your enterprise’s IT budget to increase or decrease from 2021 to 2022?


Expected Change in Revenue and Change in IT Budget From 2021 to 2022

Average Percentage Change

Documents

Gartner 2022 CIO and Technology Executive Survey - cios.cat