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Global CIO Survey 2007 – IT Agility

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Global CIO Survey 2007 – IT Agility Capgemini Consulting the way we see it Global CIO Survey 2007 – IT Agility Enabling Business Freedom Table of Content Foreword 3 Participating Companies and Organisations 4 Executive Summary 6 Agility 7 Change – Taking the Proactive or Reactive Route 8 Agility – Securing a Competitive Future 10 Agile IT – The Agile Alliance 14 People – The Heart of an Agile IT Organisation 16 Point of View 20 Survival of the Fittest – in Pursuit of Agility About the Survey – Intention and Method 26 About Capgemini Consulting 27 Design: Fresh Design © 2007 Capgemini Consulting. All rights reserved. Print: Åtta 45 Tryckeri AB 2 the way we see it Foreword The escalating rate of business change the world, with representation in all poses a serious challenge to any industries. It is the latest in a series organisation. Proactive businesses able of international CIO surveys under- to manage this changing business cli- taken by Capgemini Consulting. The mate are steaming ahead, watched by 2006 CIO survey (Views on Future their envious peers. These are compa- IT Delivery) was a detailed investiga- nies clearly equipped to react to the tion into sourcing trends, including changing environment in a competi- off-shoring, which provided valuable tive way, capable of turning threats insights to the mind-set of CIOs and into opportunities. Agility, the ability managers of organisations in different to adapt and refocus the business, is regions and industries. The results of the difference between success and this year’s survey suggest that not only failure. is agility a hot topic across the globe but that, even in the IT space, people The purpose of this survey is to with the right mind-set are the key to explore the views of CIOs of major unlocking agility. companies and organisations on the subject of agility and its impact on IT. We thank all the participating CIOs How does the changing environment for taking the time to share their opin- affect companies and organisations? ions with us. Our report offers ideas What does agility mean for a busi- on strategies CIOs might consider ness? How does IT contribute to the when discussing how the changing needs of the business? Is there such a environment is affecting their busi- thing as agile IT? How do IT functions ness and IT operations. We hope that become, or plan to become, more this publication helps you understand agile? current key concepts, opportunities and challenges and that it stimulates The survey is based on one-to-one thoughtful discussion. interviews with over 300 CIOs across Gilles Camoin Ulf Larson Vice President Vice President Global Practice Leader Sweden Julie Metelko Kestutis Ivinskis Vice President Principal United Kingdom Germany & Switzerland Cyril Francois Eric Kruidhof Design: Fresh Design Vice President Vice President Print: Åtta 45 Tryckeri AB France Netherlands Global CIO Survey 2007 – IT Agility 3 Participating Companies and Organisations Capgemini Consulting would like to thank all 301 participating CIOs and top managers who gave time to be interviewed for this CIO survey. Besides the organisations listed below, 20 additional companies participated in the survey but requested to remain anonymous. Business Services • Schuitema • Folksam • ADAC e.V. • Swedish Match Nordic • GE Money Bank • Capio • Systembolaget • Global Payments Europe • Chemia.com member of the Grupa • Tesco Stores • Hypo Group Alpe Adria Chemiczna Ciech Group • TomTom • IGS • Compass Group Europe • Ubid.com • ING Group • Dassault Systèmes • KBC Group Energy & Utilities • Descours et Cabaud • KEVA – Local Governments • Det Norske Veritas • Aare Tessin für Elektrizität Pension Institution • Elior • Aker Kværner • Komerční banka • Atlantic Cooper • Gedas ČR spol. • MAIF • Groupe Vedior France • Direct Energy • Moneris Solutions • JC Decaux • Energinet.dk • Monitise (Morse Group) • La Poste Courrier • E.ON • Mutua Madrileña • Rentokil Initial • Essent • Nasta Insurance • Sitel Iberica Teleservices • EVN • Raiffeisen Bank Romania • Hydro • Robeco Consumer Products & Retail • Lyonnaise des Eaux • SCOR • Ace • MVV Energie • SG Finans • Adidas Group • Neste Oil • Shanghai Pudong Development • Ahold • Petrom Bank • Black & Decker • RTE • Swedbank • Canadelle • Sibelga • TD Meloche Monnex • Coca-Cola • SPIE • Tryg • Conair • Total RM • Unibanka • Coop • Transelectrica • Volkswagen Bank • Crate and Barrel • Ultramar Canada • NCSD Group • DaimlerChrysler • Vattenfall • VÚB • Danone • WestLB Financial Services • Electrolux • Wiener Allianz Elementar • Euromaster • ABN AMRO Services • Fazer Russia • AGF Management Manufacturing • Friesland Foods • Agis • Alfa Laval • Gustav Paulig • Alm. Brand • Alliance One international • Heineken International • AMF Pension • Andritz • Jan Becher - Karlovarská • ATP • Arc International Becherovka • Axa France • Astellas Pharma U.S. • Karl Fazer • Banca Comerciala Romana • Astra Zeneca • KIK Custom Products • Bayerische Hypo – und • Bayer MaterialScience • Marine Harvest Vereinsbank • Boiron • Maxeda • Cardif • Bridgestone Europe • Nestlé • Crédit Agricole Group Belgium • C&D Technologies • Office Max • Crédit du Nord • Canon Europe • PepBoys • Equens • Celestica • Phoenix Pharmahandel • Erste Bank Group • DFAC • Premier Farnell • Experian • Faurecia 4 the way we see it • Findus Sverige Public, Government & Social • Sykehuspartner Helse Sør • Galderma • AFPA • UNEDIC • Gambro • AGEFIPH • UWV • GEA Group • Amsterdam Dienst Werk en • Vasakronan • Glatfelter Inkomen • Västra Götalandsregionen • Graham Packaging • Buckinghamshire County Council • VTS Police Netherlands • Holmen • Bundesagentur für Arbeit Telecom, Media & Entertainment • Implenia • Bundesministerium des Innern • Interface Europe • Bundesministerium für Finanzen • Dagens Nyheter • IPSEN • Caisse Nationale d’Assurance • Economia • J&J Maladie • Entertainment UK • Kemira • Centraal Bureau voor de Statistiek • Ericsson • Komatsu Europe International • CWI Public Employment Services • Guangdong Telecom • Kverneland • Erasmus University Medical • Microsoft • Lafarge Center • NetCom • Lennox Europe • Försvarsmakten • NMPP • MAHLE International • General Teaching Council for • Orange • McKesson Pharma England • Radio-Canada • Merck • Göteborgs Stad • Sanoma Corporation • NCC Roads • Hessisches Ministerium für • Søndagsavisen • NXP Finanzen • Sony Ericsson • Océ • ICTU Dutch ICT Unit • SUN Media Corporation • Philips • Information Management Group, • Teletext/DMGT • PKN Orlen. the Association of 28th largest • TeliaSonera • Plastic Omnium Dutch Cities • T-Mobile • Renault Trucks • Malmö Stad • Wegener • Messe München • Royal Cosun Travel, Transports & Logistics • RUAG • Ministère de la Justice • ANWB • Saab • Ministère des Affaires Etrangères • Berliner Verkehrsbetriebe • Saint-Gobain • Ministère de l’Economie, des • CargoLine • SAP Finances et de l’Industrie • Finland Post Corporation Itella • Severstal-Avto • Ministerie van Binnenlandse Zaken • GEFCO • SGCI en Koninkrijksrelaties • Hellmann Worldwide Logistic • Skanska Sweden • Ministerie van Economische Zaken • Inex Partners • SKF • Ministerie van Onderwijs, Cultuur • NSB • SNR en Wetenschappen • Posten • Stora Enso • Ministerie van Verkeer en • RATP • ThyssenKrupp Waterstaat • Scandinavian Airlines • UPM-Kymmene • NAV • Schweizer Post International • Virbac • Ofsted • SNCF Fret • AB Volvo • Region Skåne • Stena Line • Volvo Trucks • Rikspolisstyrelsen • Torvald Klaveness Group • Yutong Group • Scottish Parliament • Skatteverket • Transavia • Sociale Verzekeringsbank • Tuko Logistics • Stockholms Läns Landsting • Vopak • Stockholms Stad Global CIO Survey 2007 – IT Agility 5 Executive Summary There is clear evidence in the Our findings suggest that agility does We have been a very Capgemini Consulting Global CIO exist and that an organisation is far static company in the past Survey 2007 that the business more likely to succeed if it leads the “ environment continues to change change rather than simply taking a so agility has not been with increased intensity, affecting reactive approach. Equipping both the important. Now we see companies on all levels. 97% of the business and IT for change can give major changes ahead, and organisations in the survey have an organisation a distinct competitive the role of agility is getting experienced major change that forced advantage. them to alter their way of doing more and more important. business during the last three years. But what makes an agile organisation? Increasing uncertainty poses a seri- It should come as no surprise that ous threat to competitiveness in the a significant number of respondents market. Ill-prepared organisations are believe that the ability of the IT func- being forced to change at great effort tion is critical for achieving business and expense. The survey also reveals agility and that central to it all is that companies who are proactive and employee capability. Your people will plan ahead, adapting to ways of doing be the decisive factor in the achieve- business that reflect the uncertain ment of not only business agility but business environment, can success- also agile IT, and in your ability to fully turn threats into opportunities. compete in a fast changing business The Capgemini Consulting Global environment. CIO Survey 2007 suggests that creat- ing agility is the determining factor for how well organisations manage the changing environment. 6 About the Survey – Intention and Method Methodology and Structure This survey is based on face-to-face interviews with CIOs and other IT executives in 301 companies
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