CanadianCIO Census 2015 THE COLLABORATION IMPERATIVE€¦ · CanadianCIO Census 2015 4 I ARTRI WIT SPONSORED BY While this is entitled a CIO survey, its aim is to survey the most

PRODUCED BY IN PARTNERSHIP WITH

THE COLLABORATION IMPERATIVE

CanadianCIO Census 2015

SPONSORED BY

BACKGROUND AND METHODOLOGY

CanadianCIO Census 2015 3

SPONSORED BYIN PARTNERSHIP WITH

Each year, ITWC — through our digital media property CanadianCIO — surveys Chief Information Officers (CIOs) and their equivalents to find out more about their day-to-day challenges, and how they are fulfilling their mandate within the organizations they serve. This is made possible through the exclusive sponsorship provided by Rogers Communications, for which we are extremely grateful.

This year’s survey was conducted between February and March of 2015 through

an online questionnaire which was completed by 147 senior technology leaders

from across Canada. As this is the third annual survey, many of the questions have

remained unchanged, however, each year we re-assess them to determine their

continued relevancy and whether any additional questions need to be asked. New

questions allow us to stay on top of current and emerging trends. The consistency

of prior year questions gives us an opportunity to track movements over time and to

dril l down on those we f ind most interesting and instructive.

FIGURE A: PARTICIPANTS BY COMPANY SIZE (NUMBER OF EMPLOYEES)

100- 249

41%

250- 499

14%

500- 999

18%

1,000- 2,499

10%

2,500- 4,999

6% 11%

5,000+



While this is entitled a CIO survey, its aim is to survey the most senior person

within an organization who has the overall responsibility for Information and

Communications Technology. Depending on the size and the structure of the

organizations surveyed, the title for the senior IT executive varies.

FIGURE B: PARTICIPANTS BY JOB TITLE

31%

CIO/CTO

27%

DIRECTOR IS/IT

13%

VP OR SR. VP IS/IT

7%

PRESIDENT/ CEO/OWNER

4%

HEAD IS/IT

4%

OTHER C- LEVEL EXECUTIVES

14%

OTHERS

TABLE OF CONTENTSEXECUTIVE SUMMARY 6

THE COLLABORATION IMPERATIVE: THE UPSIDE 9

IT leaders show an ongoing commitment to aligning with business 10

Working closely with other leaders limits ‘shadow IT’ project adventures 12

Knowing more about functional areas is related to getting more budget 14

THE COLLABORATION IMPERATIVE: THE CHALLENGES 16

Mobility is something many CIOs are only paying lip service to 19

Staffing and data security become greater concerns with collaboration tools 20

THE COLLABORATION IMPERATIVE: STRATEGIES FOR SUCCESS 21

Acknowledge that Lines of business know what they need and can sell it better 22

Get mobility to impact in the C-Suite and customers – not just employees 23

Create a formal mobility plan – be a joiner and give yourself security cover 23

THE COLLABORATION IMPERATIVE: EMERGING LEADERS 25

EXECUTIVE SUMMARY



The objective of the CanadianCIO Census is to benchmark the evolution of the CIO role and that of the IT function in a Canadian context. In this year’s f indings, we note that a key departure from traditional roles has taken hold. Often perceived by employees as guards of the status quo or road blocks to the adoption of new technologies — stalwartly protecting systems and software — CIOs and their teams are now adopting a more collaborative approach within their organizations.

The survey results also show that CIOs are deploying more collaboration

technologies and that this is paying dividends for those CIOs who are doing so.

While IT stil l spends more than two-thirds of its budget running the business versus

growing or trying to transform it, this proportion has steadily decreased from what

was once a f ixation; a 100 per cent emphasis placed solely on operations. As CIOs

emphasize collaboration with other functional areas, they achieve multiple goals

including increased funding and a reduction in the level of ‘shadow’ IT.

We at Rogers Communication deliver communication and information technology innovation that provides business value to our customers, helping them to be better than ever. Our sponsorship of the Canadian CIO Census reflects our commitment to educating and informing them by connecting the dots between the power of information and communication technology and the imperatives and needs of business organizations of all sizes. Our goal is be a true partner and trusted advisor to our customers.

— Tom TurnerSenior Vice President,

Medium Enterprise



This report focuses on the positive aspects and the challenges of collaboration. By

taking a look at those leaders who have achieved desirable outcomes (i.e., budget

increases, more funds allocated for innovation, fewer day-to-day concerns), the survey

findings highlight the innovative ways in which CIOs are confronting the challenges.

New technologies — cloud, mobility, analytics, and the internet of things (IoT) — have

paved the way for the sharing of information and unlimited 24/7 access to an infinite

number of applications, as well as increased demand for agility, flexibility, reliability, and

security. Increasingly, the ‘routine’, time-consuming maintenance aspects of what was once

considered the key role of the technology department are continuing to be outsourced as

CIOs look to further decrease costs, increase efficiencies, innovate, and collaborate.

Participants see increased collaboration as a significant goal for the not-too-distant

future. It even outstrips big data in terms of the perceived impact. Yet deploying the

required tools is not seen as a top priority. Despite this focus on collaboration in all

of its aspects and the benefits to be gained, the survey results provide contradictory

signals and reveal some key areas to watch for in the coming months and years.

While significant progress has been noted in terms of collaborating with other

functions, there are real challenges to enabling collaboration among employees and

external stakeholders. As a result, leaders appear conflicted about implementing the

newer forms of collaboration. They recognize the benefits but have real concerns

stemming from the increased availability of data that employee-to-employee

collaboration requires, especially in today’s new mobile-enabled reality. Making data

more available to the right people also means it’s more accessible to the wrong people.

The survey findings also appear to contradict the notion that the next generation of

CIOs will be more equipped to handle the challenges of collaboration. Interestingly,

newer leaders are not necessarily at the forefront of resolving the collaboration

conundrum. We question whether this is simply an anomaly, relating to the industries

that have seen a greater growth in ‘new blood’, or a lack of progressive thinking. CIOs

that are being given a ‘seat at the table’, rather than being invited to specific executive

meetings only, gain insights into the type of collaboration tools needed and the

opportunity to truly support and even help drive business objectives.

The rules for this new engagement are just emerging from an innovative and

collaborative approach between the CIO and the rest of the organization. It is our

hope that the f indings from this year’s survey will provide you with some insights to

take the conversation forward.

THECOLLABORATION IMPERATIVE:THE UPSIDE



IT LEADERS SHOW AN ONGOING COMMITMENT TO ALIGNING WITH BUSINESSIn last year’s study, a new parameter — organizational design improvements — was

added to the question asking participants to identify priorities. Somewhat surprisingly,

it emerged towards the top of the responses provided (50 per cent). So it was not too

surprising to see it at the top of the list again this year (46 per cent). Only security was

more widely felt to be a top priority (67 per cent), also similar to last year.

Our survey questions also probed what organizational design improvements

means to par ticipants, and the answer of ten involved what might be termed

as organizational al ignment. Rooted in the al ignment imperative is a need to

understand — and collaborate with — dif ferent functional areas, their leaders and

their teams. To ensure ongoing al ignment is achieved, IT leaders focus on process,

structure, support and repor ting.

Increasing outsourcing and external hosting volumes is an approach chosen by a

number of participants to help further alignment. Current and anticipated levels of

hosting and outsourcing are shown in the charts below. Hosting, in particular, is

poised for signif icant growth. This is a positive trend for the outsourcing industry and

for CIOs and their organizations. As noted in previous studies and validated again

this year, there is a positive relationship between increased levels of hosting and

increased budgets for innovation. As important as having budget for innovation is,

this is becoming increasingly hard to come by for Canadian IT leaders.

We are evaluating

the way we operate across functional teams and determining where ‘digital business’ approaches could be employed. Trying to take more of a leadership position on how the business succeeds, and not just on automating our current analog processes.

― CIO/CTO, Responding to question

on organizational design improvements planned

(Company size: 5,000+)



Interestingly, outsourcing in Canada is typically met with some reluctance. Larger

companies have definitely moved in that direction, but smaller companies are more

likely to have applications hosted, typically outsourcing infrastructure. Overall, more

than two-thirds of our respondents outsource their data to onshore premises, and have

most of the balance in the cloud.

FIGURE Ca: CURRENT AND PROJECTED LEVELS OF OUTSOURCING AND HOSTING

HOST

INCREASE

58%

REMAIN CONSTANT

36%

DECREASE

6%

OUTSOURCE

38%

INCREASE

52%

REMAIN CONSTANT

10%

DECREASE

FIGURE Cb: FUTURE PLANS FOR OUTSOURCING AND HOSTING

CURRENT OUTSOURCED

None 1- 5 6- 14 15- 24 25- 49 50+

11 27 30 14 8 10

30

25

20

15

10

5

0PE

RC

EN

TAG

E O

F R

ES

PO

ND

EN

TS

PERCENTAGE OF OUTSOURCED APPLICATIONS AND SERVICES

CURRENT HOSTED

30

25

20

15

10

5

0None 1- 4 5- 9 10- 24 25- 49 50- 74 75+

14 21 19 17 7 8 14

PE

RC

EN

TAG

E O

F R

ES

PO

ND

EN

TS

PERCENTAGE OF HOSTED APPLICATIONS AND SERVICES



FIGURE D: RECOGNITION OF THE IMPACT OF SHADOW IT ON COSTS

Str

on

gly

ag

ree

So

me

wh

at

ag

ree

Ne

ith

er

ag

ree

no

r d

isa

gre

e

So

me

wh

at

dis

ag

ree

Str

on

gly

dis

ag

ree

31 47 15 5 2

50

40

30

20

10

0

7%

DISAGREEAGREE

78%

WORKING CLOSELY WITH OTHER LEADERS LIMITS ‘SHADOW IT’ PROJECT ADVENTURESShadow IT projects are widely seen as something to be avoided. Last year,

respondents were asked about the degree of control which l ines-of-business (LOBs)

exer ted over IT spend. This year, we asked for more information, specif ical ly with

respect to projects entirely controlled by LOBs — shadow IT projects. Predictably,

CIOs overwhelmingly agree that shadow IT is a threat to the organization.

15%

DISAGREEAGREE

70%

FIGURE E: THE IT DEPARTMENT HAS TOO MUCH RESPONSIBILITY WITHOUT ENOUGH CONTROL

PE

RC

EN

TA

GE

OF

RE

SP

ON

DE

NT

S

50

40

30

20

10

0 Str

on

gly

ag

ree

So

me

wh

at

ag

ree

Ne

ith

er

ag

ree

no

r d

isa

gre

e

So

me

wh

at

dis

ag

ree

Str

on

gly

dis

ag

ree

31 39 15 12 3

PE

RC

EN

TAG

E O

F R

ES

PO

ND

EN

TS

Overall, 78 per cent of participants agree shadow IT ends up costing the organization

more over the long-term.

Overall, 70 per cent of participants feel IT has too much responsibility for shadow IT

projects without enough control.



Last year Gar tner predicted that 40 per cent of IT spending would be controlled by

LOBs in 2017. In Canada, it does not look l ike this prediction ― and the associated

expensive shadow IT adventures — are l ikely to come to pass. As one respondent

noted, “so far, we have been able to slow the spread of shadow IT”. Our survey

f indings reveal that on average 16 per cent of projects are not controlled by IT.

Along these same l ines, we found that only 27 per cent repor ted that dealing with

shadow IT projects was a day-to-day concern.

*By controlled, we mean that they were conceived, purchased, managed and budgeted by LOBs.

FIGURE F: INFORMATION TECHNOLOGY PROJECTS CONTROLLED BY LINES OF BUSINESS*

0 1- 5 6- 14 15- 24 25- 49 50-74 75+

2221 21 15 10 7 4

PE

RC

EN

TA

GE

OF

RE

SP

ON

DE

NT

S

P E R C E N TA G E O F I T P R O J E C T S C O N T R O L L E D B Y L I N E S O F B U S I N E S S

25

20

15

10

5

0

Creating cross-

functional teams that have more power to get things done.



(Ontar io, company size: 100-249)

FIGURE G: CIO DAY-TO-DAY CONCERNS, AS IDENTIFIED BY PERCENTAGE OF PARTICIPANTS*

DAY- TO- DAY CONCERNS PER CENT MENTIONING

Security 59

Budgetary constraints 48

Business intelligence/Analytics/ Big data

42

Staffing 41

Network infrastructure 36

Disaster recovery 34

Mobile/BYOD 33

Cloud 33

Privacy issues 31

Skills gap 31

DAY- TO- DAY CONCERNS PER CENT MENTIONING

Collaboration 30

Supporting remote workers 29

Data infrastructure 29

Dealing with ‘shadow IT’ projects 27

Uptime reliability 27

Vendor relations 27

Compliance 22

Mobile applications (Apps) 22

Sourcing/Strategic sourcing 20

Physical security 16

Other 4

* Multiple choices allowed



FIGURE H: NON-IT FUNCTIONS REPORTING INTO IT*

KNOWING MORE ABOUT FUNCTIONAL AREAS IS RELATED TO GETTING MORE BUDGET Consistent with the findings in earlier iterations of this survey, IT leaders predominantly

have technology backgrounds (68 per cent have only worked in this field). As a result,

when it comes to their ability to truly relate to other functional leaders, there is clearly

an experience or knowledge gap that must be overcome. Individual functions each

have their own jargon and work to dif ferent priorities and schedules.

Interestingly, this year we noted an emergence of professionals with marketing

backgrounds in IT leadership roles (now up to 10 per cent). This speaks to how

much marketing is at the forefront of using new technologies that enable it to better

connect with customers, specif ically, digital, mobility, social media, and cloud.

If understanding dif ferent functional areas is achieved through working in them early

in your career, then another is to have these individuals working in dif ferent f ields

repor ting to you later in your career. Again this year we f ind a relationship between

having more functional areas repor t in to IT and getting invited to executive

meetings more of ten, together with securing larger budgets.

Reorganizing IT to better

align it with the business needs, leverage shared services and take better advantage of synergies between various IT groups/roles.

― VP IS/IT, Responding to question


(Ontar io, company size:250-499)

No

ne

Ph

ysic

al s

ec

uri

ty/f

ac

ility

ma

na

ge

me

nt

Bu

sin

ess

str

ate

gy

Ad

min

istr

ati

on

Op

era

tio

ns

Cu

sto

me

r se

rvic

e

Ma

rke

tin

g/S

ale

s

Fin

an

ce

47 21 20 18 15 8 7 4

50

40

30

20

10

0PE

RC

EN

TA

GE

OF

RE

SP

ON

DE

NT

S

F U N C T I O N S




FIGURE I: CIOS AND EQUIVALENTS WITH A SEAT AT THE TABLE Restructuring teams to

provide better business alignment, generating more usable output from both the business and IT teams.

― VP IS/IT, Responding to question


(Ontar io, company size: 100-250)

ATTENDING ONLY IT SUPERVISED MEETINGS

29%ATTENDING BUSINESS STRATEGY MEETINGS

48%

TOTAL ALWAYS ATTENDING EXECUTIVE MEETINGS

37%

FIGURE J: CIOS AND EQUIVALENTS WHO RECEIVE AT LEAST THE AVERAGE BUDGETARY INCREASE AS ALIGNED WITH A SEAT AT THE TABLE

TOTAL AVERAGE BUDGETARY INCREASE

4.4%

BUDGETARY INCREASE FOR THOSE WHO ALWAYS ATTEND

EXECUTIVE MEETINGS

6.2%BUDGETARY INCREASE

FOR THOSE WHO DO NOT ALWAYS ATTEND EXECUTIVE MEETING

3.2%

THECOLLABORATION IMPERATIVE:CHALLENGES



At the same time that cross-functional collaboration has increased, there has been a loss of C-Suite access. Given the previously-established relationship between access and budgetary increases, it is disappointing to see signs of softening in IT attendance at executive meetings (from 47 to 37 per cent of leaders who always attend).

At the same time, much of this softening can be accounted for by new professionals —

fresh blood — that have taken on roles in the senior ranks of IT. Those who have been

in their roles for less than five years are twice as likely to be left out of executive-level

meetings as those who have been in their in roles between five and ten years. However,

these leaders have situational-access, that is, their attendance is dependent on the

subject of the meeting.

FIGURE K: THE LINK BETWEEN EXECUTIVE MEETING ATTENDANCE AND TENURE

EXECUTIVE MEETING ATTENDANCE TIME IN ROLE (PERCENTAGE)

Total Percentage

Less than 5 years

5-10 years

10 years or longer

Always 37 22 51 36

Depends on subject 39 54 30 37

Only IT- related 19 22 14 21

Rarely 4 3 5 4

Never 1 - - 1



While this might speak to having to earn a seat at the table, it should serve as a red

flag. Leaders who do not attend these executive meetings are missing out on learning

about the types of collaboration needed and do not get the benefit of insights into what’s

driving business objectives. Without this level of involvement, they risk being left out

as technology decisions are made. Overall, this is a ‘watch-out’ area for future studies.

Hopefully, there will be renewed executive access. Collaboration cannot be complete or

effective unless executives have a strong appreciation of what IT is up to and vice-versa.

With respect to reporting relationships, this year’s findings re-inforce those of last

year. While access to the corporate boardroom has a positive impact on IT funding,

reporting into Finance, as many CIOs do, is not as effective in securing bigger IT

budgets. It is likely that reporting into Finance tends to focus IT’s overall strategic

direction on finding cost-cutting opportunities. Again this year, cost-cutting outweighs

other objectives for IT initiatives such as those related to increasing revenue or profit

(e.g. providing next-generation applications or collaboration tools).

With increased

access to information, questions on how to back up and protect corporate interests have arisen.


on the impact of mobile/connected technologies

(Ontar io, company size: 5,000+)

MOBILITY IS SOMETHING MANY CIOS ARE ONLY PAYING LIP SERVICE TOIn this year’s survey, the concept of collaboration as a set of tools that enables

stakeholders to more fluidly and effectively interact with one another was explored.

We expected to see stronger results on two key measures:

1. the impact that mobile/connected technologies have had, and

2. the number of organizations with formal mobil ity plans in place.

FIGURE L: TENURE, IN CURRENT ROLE

2015

2014

40

30

20

10

0< 5 5-10 10-15 15-25 25+

25 15 29 39 26 25 18 17 2 3

PE

RC

EN

TAG

E O

F R

ES

PO

ND

EN

TS

N U M B E R O F Y E A R S



FIGURE N: THE DISCONNECT: MOBILITY AND MOBILITY POLICIES

13%

DO NOT HAVE A STRATEGY AND HAVE NO PLANS FOR ONE

49%

DO NOT HAVE A FORMAL MOBILITY STRATEGY BUT ARE WORKING ON ONE

22%

HAVE A FORMAL MOBILITY STRATEGY FOR SPECIFIC UNITS

OR FUNCTIONS

16%

HAVE A FORMAL, ENTERPRISE-WIDE

MOBILITY STRATEGY

FIGURE M: THE IMPACT OF MOBILE AND CONNECTED TECHNOLOGIES ON COLLABORATION BY PERCENTAGE OF RESPONDENTS

22%

VERY SIGNIFICANT

41%

SOMEWHAT SIGNIFICANT

29%

INSIGNIFICANT

8%

NONE

Results on both measures are soft. In terms of having an impact, more participants

responded with insignificant rather than very significant. This is not surprising, given

that fewer than one-in-five respondents (16 per cent) currently have a company-wide

strategy. About half of them report that a strategy is currently under development,

similar to last year. This may stem from the complexity of developing mobility policies.

Questions such as “who owns the data?” and “how do you keep personal and

corporate data separate?” can be dif ficult to answer and articulate. There are also

indications that this may have something to do with an inherent trade-off between

collaboration and security.

STAFFING AND DATA SECURITY BECOME GREATER CONCERNS WITH COLLABORATION TOOLSThose par ticipants with a formal mobil ity plan are more l ikely to have seen

signif icant impact from mobile/connected technologies. Much of the impact they

discuss is positive. At the same time, a dif ferent set of day-to-day concerns arises

for those who have spent more funds on collaboration tools. Though budgetary

constraints are less of a day-to-day concern, both staf f ing and data security

become signif icantly bigger issues for them.



User expectations

have dramatically increased - they want access and same level of performance in or out of the office.



(Br it ish Columbia, company size: 250-499)

FIGURE O: DAY-TO-DAY CONCERNS OF RESPONDENTS ALIGNED TO SPEND ON INNOVATION

FIGURE P: LOOKING AHEAD: TECHNOLOGIES ANTICIPATED TO HAVE SIGNIFICANT IMPACT OVER THE NEXT FIVE YEARS*

En

terp

rise

Co

lla

bo

rati

on

Fle

xib

le W

ork

pla

ce

Se

rvic

es

Se

cu

rity

Big

Da

ta

Inte

rne

t o

f T

hin

gs

All

of

the

ab

ove

No

ne

of

the

ab

ove

50 46 41 38 18 24 3

These new concerns highlight the apparent conflict IT leaders have with

collaboration. This conflict may be rooted in the increased availability of data that

employee-to-employee collaboration requires, especially in today’s new mobile-

enabled reality. It seems that making data more available to the right people also

means it’s more available to the wrong people.

Increased collaboration is seen to be of significant importance in the not-too-distant

future for most CIOs. It even outstrips big data in terms of having a big potential

impact. But for today, deploying the required tools is not a top priority.

50

40

30

20

10

0PE

RC

EN

TAG

E O

F R

ES

PO

ND

EN

TS


DAY- TO- DAY CONCERNS SPEND ON INNOVATION(PERCENTAGE OF RESPONDENTS)

Total (Percentage)

Low Medium High

Budgetary constraints 48 59 49 33

Data security 42 33 44 50

Staffing 41 31 42 50

WHAT PER CENT OF YOUR BUDGET IS ASSIGNED TO INNOVATION?

Low less than five per cent

Mid more than 5 per cent and less than 15 per cent

High 15 per cent or more

THECOLLABORATION IMPERATIVE:STRATEGIES FOR SUCCESS



The message is clear that despite the challenges and uncertainties, CIOs are striving for new approaches to collaboration. By taking a closer look at those leaders who have achieved desirable outcomes (i.e. budget increases, more funds allocated to innovation, and fewer day-to-day concerns), the survey findings highlight ways of successfully making breakthroughs in collaboration.

ACKNOWLEDGE THAT LINES OF BUSINESS KNOW WHAT THEY NEED AND CAN SELL IT BETTERThis year’s results show resounding suppor t for col laborating with functional

leaders, cooperating with them to let them lead the sale of IT solutions to the

C-Suite. The caution here, as already discussed, is about ensur ing IT leaders do

not become complacent in bel iev ing that the job is done when the LOB lead is

running with the internal sale of the project. Retaining executive-level re levance

and meeting par tic ipation are also key factors in maintaining IT’s stature.

FIGURE Q: ABILITY TO “SELL” IT PROJECTS TO THE C-SUITESome participants feel that lines-of- business have a greater ability to sell- in IT projects to the senior executive team than IT itself does.

75%

STRONGLY AGREE

7%

SOMEWHAT AGREE

9%

NEITHER AGREE NOR DISAGREE

7%

SOMEWHAT DISAGREE

2%

STRONGLY DISAGREE



GET MOBILITY TO IMPACT THE C-SUITE AND CUSTOMERS — NOT JUST EMPLOYEESWhen we looked at those respondents who repor ted a s ign i f icant mobi l i t y

impact, that impact was most of ten ta rgeted towards sen ior execut ives and

customers. Th is would appear to underscore the best strategy. I t is much

eas ie r for execut ives to buy- in to mobi l i t y s trateg ies when they exper ience the

ups ide themse lves. As for customers, i t is much eas ie r to just i f y expendi tures

to the C-Sui te that tang ib ly de l i ve r engagement, loya l t y and most impor tant ly,

revenues.

CREATE A FORMAL MOBILITY PLAN – GET INVOLVED AND GIVE YOURSELF SECURITY COVERThere is a strong relationship between those who have a formal mobi l i ty plan in

place and getting increased budget for innovation. The process of developing

such a plan encourages al ignment across functional areas and provides a

foundation of col laboration. At the same time, i t engages IT with the most senior-

ranking decision-makers with a chance to showcase what mobi le/col laboration

can do for the company and for customers. What’s more, par t of bui lding the plan

is acknowledging that r isks increase and that there is a process — and people

required — to mitigate these.

We have adopted

a “Mobile First” Design strategy for all of our online content because we see growing phone and tablet usage. Our users also rely on these devices more than ever before.

― IT Director, Responding to question

on the impact of Mobile/connected technologies

(Alber ta, company size: 100-249)



As shown in the table above, those respondents who indicated they are working

on a plan also have low innovation spend levels (61 per cent). Those with a higher

al lotment for innovation are much more l ikely to have an existing functional ly-

specif ic or enterpr ise-wide plan.

MOBILITY STRATEGY BUDGET FOR INNOVATION*(PERCENTAGE OF RESPONDENTS)

Total(Percentage)

Low Mid High

Do not have a strategy and have no plans for one

13 13 13 13

Do not have a formal mobility strategy but are working on one

48 61 47 35

Have a formal mobility strategy for specific units or functions

22 15 22 31

Have a formal enterprise- wide mobility strategy

16 11 18 21

FIGURE R: THE EXISTENCE OF MOBILITY STRATEGIES, BY LEVEL OF BUDGETS FOR INNOVATION

*WHAT PER CENT OF YOUR BUDGET IS ASSIGNED TO INNOVATION?

Low less than five per cent

Mid more than 5 per cent and less than 15 per cent

High 15 per cent or more

THECOLLABORATION IMPERATIVE:EMERGING LEADERS



The CanadianCIO Census also looks at the tenure of CIOs and their backgrounds. This year’s survey marks a significant injection of 'new blood' into the senior ranks of Canadian IT. Interestingly, these new leaders are not necessarily at the forefront of resolving the collaboration conundrum. Whether this is an anomaly related to particular industries or an overall lack of focus on collaboration in new CIOs remains an open question. Whatever the cause, this is a trend worth watching over the months and years ahead. As indicated earlier, collaboration is critical and something these new CIOs should look at.

All customer facing

web applications have moved to mobile friendly. Introduction of mobile computing and apps required by C-level leadership. Increased security gaps, greater knowledge sharing needs.



(Br it ish Columbia, company size: 100-249)

From an attitudinal perspective, those newest in their roles…

are more likely to… are less likely to…

Believe LOBs can better sell IT

Believe pushing collaboration tools is a smart move

Prioritize organizational design improvements

Believe mobile has had a significant impact

Prioritize disaster recovery and risk and compliance

Prioritize analytics/big data

From a firmographic perspective, those newest in their roles…

are more likely to… are less likely to…

Be in Ontario Be in small- to medium-size enterprises

Be at companies with $100 million+ in revenue

Be at companies with high ICT per employee spends

Be in the financial services industry Be in manufacturing or education

Share control of IT spending with LOBs Get invited to executive meetings



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community for safe exchange of ideas and best practices.

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ABOUT ROGERS COMMUNICATIONSRogers Communications is a diversif ied Canadian communications and media company. We are Canada’s largest

provider of wireless voice and data communications services and one of Canada’s leading providers of cable

television, high speed internet and telephony services. Through Rogers Media we are engaged in radio and television

broadcasting, televised shopping, magazines and trade publications, sports entertainment, and digital media. We are

publicly traded on the Toronto Stock Exchange (TSX: RCI.A and RCI.B) and on the New York Stock Exchange (NYSE:

RCI). For further information about the Rogers group of companies, please visit rogers.com.

Documents

CanadianCIO Census 2015 THE COLLABORATION IMPERATIVE€¦ · CanadianCIO Census 2015 4 I ARTRI WIT SPONSORED BY While this is entitled a CIO survey, its aim is to survey the most