Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? Audit. Tax. Consulting. Corporate Finance.

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1 Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? Audit. Tax. Consulting. Corporate Finance.

2 Contents About the Deloitte Swiss CIO Survey Executive summary 2 Budgets turn the corner 3 CIO priorities moving beyond keeping the lights on 4 Innovation greater interest in innovative technologies 5 Innovation public cloud lagging in Switzerland 7 Analytics and big data still a sleeping giant 8 IT Security is a clear priority for CIOs 9 Outsourcing substantial increases in IT outsourcing expected 10 Programme delivery capability rated highly 11 CIOs feel in control of their project portfolio 12 Business not technology factors are the biggest cause of project issues 13 Skills gaps remain for old-fashioned tech skills 14 The CIO friendlier and more optimistic than anticipated 15 Definitions 16 Author and Contacts 17 Deloitte in Switzerland Deloitte is a leading accounting and consulting company in Switzerland and provides industry-specific services in the areas of audit, tax, consulting and corporate finance. With approximately 1,300 employees at six locations in Basel, Berne, Geneva, Lausanne, Lugano and Zurich (headquarters), Deloitte serves companies and institutions of all legal forms and sizes in all industry sectors. Deloitte AG is a subsidiary of Deloitte LLP, the UK member firm of Deloitte Touche Tohmatsu Limited (DTTL). DTTL member firms comprise of approximately 200,000 employees in more than 150 countries around the world.

3 About the Deloitte Swiss CIO Survey 2014 The survey was conducted in Switzerland from May to August CIOs participated, online and face to face. The sample achieved representation from a wide spread of industries. It also has good distribution across company size. Figure 1. Participants by industry and revenue size Industry 9% 11% 24% These survey results encompass >30,000 IT employees and CHF 5 billion in total IT budget. The CIOs surveyed are experienced, with an average tenure of 7.1 years. 16% 20% The sample and distribution are consistent with the survey responses from 2013, giving us confidence in making year-to-year comparisons. In parallel with our dedicated Swiss survey, Deloitte internationally has surveyed over 1,000 CIOs across 25+ countries. We use the international survey as a point of comparison with the Swiss CIO. Manufacturing and mining Services Consumer business Revenue 20% Life sciences Financial services Public sector 8% 48% 30% 14% < CHF 100 million CHF 100 million and CHF 500 million CHF 500 million and CHF 1 billion > CHF 1 billion Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? 1

4 Executive summary IT budgets in Switzerland show signs of increase: 32% CIOs indicate budgets rising, vs. 26% last year, with no budget reductions greater than 20% observed this year. CIO priorities have shifted from defensive to growth orientated. Responding to new business needs is the number 1 priority for CIOs. Compared with the 2013 survey Maintaining IT operations has fallen to 6th from 1st priority, and Reducing IT costs has fallen to 7th priority from 4th. Echoing this shift, Implementing the digital strategy has jumped in priority for Swiss CIOs to 3rd priority today from 6th priority overall in Software as a service has achieved acceptance in Switzerland CIOs who indicate they are implementing or have adopted SaaS technologies has jumped to 44% today from 16% in Big data/analytics has yet to become a priority topic in Switzerland only 31% of organisations are implementing or have adopted the technologies. This appears to be related to the relatively low number of organisation where analytic insight is a strategic necessity (38%). IT security is now a top 3 issue for CIOs (46% of CIOs rate it a high priority). Perceptions of IT security risks have increased and the average score allocated by CIOs to a variety of potential threats is up by 6% over last year. CIOs foresee significant growth in outsourcing in some categories. For example, 42% of CIOs envisage having a highly outsourced IT helpdesk/desktop function in three years vs. only 24% who have this now. Old-fashioned technology skills such as IT architecture and business analysis remain the hardest to source. Both areas rank in the top 3 most-difficult-to-find skills named by Swiss CIOs. CIOs are optimistic and positive 73% believe the CIO role will be more important in five years time and 80% are satisfied or very satisfied in their job. 2

5 Budgets turn the corner IT budgets increasing We asked CIOs about changes in the value and composition of their IT budgets. Swiss CIOs reporting increased IT budgets has grown to 32% from 26% last year (Figure 2). Dramatic decreases in budgets (>20% reduction) were seen in a number of instances in But this year, no CIOs report budget reductions of >20%, whereas a number cite increases larger than 20%. This apparent relaxation in IT spending controls corresponds to the improvements in the general economic environment in the past 18 months. Small shift to change spend Swiss CIOs assess their IT budget change vs. run split has shifted to 43:57 from 40:60 last year (Figure 3). Figure 2. Development of IT budgets Has your IT budget increased, decreased or stayed the same since your last financial year? % 18% 26% 56% 49% Increased Stayed the same Decreased Figure 3. Allocation of budget How is your IT budget allocated? % This marginal increase in change spend is further evidence of a shift in IT spending. International Internationally, the proportion of budgets increasing is 37%, greater than the 32% in Switzerland. This gives reason to believe that budget increases have scope to continue in Switzerland in coming years (Figure 4). 40% 43% 60% Support business as usual Support change 57% Figure 4. International comparison of IT budget developments Has your IT budget increased, decreased or stayed the same since your last financial year? Switzerland International 18% 23% 33% 37% 49% 40% Increased Stayed the same Decreased Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? 3

6 CIO priorities moving beyond keeping the lights on Significant shift towards growth and new capabilities We asked CIOs to specify their priorities for the next months. Figure 5. IT priorities 2014 compared with 2013 Rate the following in terms of your IT priorities in the next months. (Scale from 1 (low priority) to 5 (high priority), weighted average for each answer) Ranking 2014 (2013) When we compare these with the answers from our survey last year, we see evidence of a significant shift in what Swiss CIOs see as their most important objectives. Respond to new business needs Strengthen risk and security management 1 (2) 2 (5) This year growth and change initiatives have gained in importance for CIOs: Respond to new business needs: to 1st from 2nd place. Drive digital strategy: to 2nd from 6th. Develop IT staff & skills: to 5th from 7th. The rise of the digital strategy as a priority to 2nd from 6th place appears particularly significant. More than 50% of CIOs rate digital strategy as a high priority in this year s survey. Drive digital strategy Develop IT staff & skills Consolidate applications infrastructure Maintain IT operations Reduce/contain IT costs Restructure IT operation model Develop/refresh IT sourcing strategy 3 (6) 4 (7) 5 (3) 6 (1) 7 (4) 8 (8) 9 (-) At the same time, conservative or defensive priorities have slipped in importance for CIOs: Maintaining IT operations: viewed as a high priority by only 31% of CIOs, down from 76%. Cost reduction: viewed as a high priority by only 28%, down from 60%. Introduce IT shared service centre Change offshoring/onshoring mix of IT function Low priority Medium priority High priority (-) 11 (9) For Swiss CIOs, it appears that business conditions mean their priorities have had to move on from keeping the lights on. In contrast to last year, we see broadly similar priorities for Swiss CIOs as for their international counterparts. 4

7 Innovation greater interest in innovative technologies We asked CIOs to give a detailed account of the levels of adoption in their organisation of certain innovative technologies. Some major increases in technology adoption As we would expect, there is overall higher adoption of new technologies than last year (Figure 6). Most dramatically, software as a service has moved from a fringe to a mainstream technology. Last year, only 16% of CIOs indicated software as a service was adopted or being implemented. This year, the corresponding figure is 44%. Figure 6. Technology adoption in 2014 compared with 2013 What is your organisation's current level of adoption of the following technologies and trends? (Scale from 0 (not relevant) to 5 (adopted), weighted average for each answer, 2013, where applicable vs. 2014) Ranking 2014 (2013) Mobile applications Private cloud computing Bring your own device Public cloud software as a service* Internal collaboration with social media tools* Customer communication through social media channels* Analytics/big data In-memory computing* 1 (1) 2 (2) 3 (5) 4 (7) 5 (3) 6 (4) 7 (5) 8 (-) Bring your own Device (BYOD) approaches to hardware provision have also become more widely adopted moving to 3rd from 6th most adopted technology. Public cloud infrastructure as a service* Public cloud platform as a service* Location-aware services* 9 (7) 10 (7) 11 (10) In Switzerland, public cloud technologies beyond SaaS (e.g. infrastructure/platform as a service) have remained niche, with low levels of adoption and implementation. Social media as a tool for customers appears to have stagnated many organisations have not gone beyond a token Facebook presence. *Question not asked in 2013 Not relevant Monitoring Researching Piloting Implementing Adopted Figure 7. Technology adoption in 2014 compared internationally What is your organisation's current level of adoption of the following technologies and trends? (Scale from 0 (not relevant) to 5 (adopted), weighted average for each answer) Ranking Switzerland (International) Analytics and big data despite continuing anticipation and hype also remain at a relatively low level of adoption compared to other technologies. International comparison The key difference regarding technology adoption with international results is that public cloud technologies have a significantly higher adoption level outside Switzerland with an adoption score of 2.4 vs. only 1.7 in Switzerland (Figure 7). Mobile applications Private cloud computing Bring your own device Public cloud software as a service* Internal collaboration with social media tools* Customer communication through social media channels* Analytics/big data In-memory computing* Public cloud infrastructure as a service* Public cloud platform as a service* Location-aware services* 1 (2) 2 (1) 3 (6) 4 (7) 5 (3) 6 (4) 7 (5) 8 (10) 9 (7) 10 (7) 11 (11) *Question not asked internationally Not relevant Monitoring Researching Piloting Implementing Adopted Switzerland International Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? 5

8 If there was more budget We asked CIOs what technologies they would invest more in if there was budget to do so (Figure 8). The top three answers were mobile applications, data analytics and private cloud computing. We understand this to represent the latent value that CIOs see in these initiatives as well as the potential costs that may be required to address these topics. Figure 8. What to spend more budget on If you could invest more budget in any one of the following, which would you choose? (Up to three answers possible) Mobile applications Analytics/big data Private cloud computing In-memory computing Internal collaboration with social media tools Bring your own device Public cloud software as a service Customer communication through social media channels Public cloud infrastructure as a service Location-aware services Public cloud platform as a service 0% 20% 40% 60% 80% 100% Innovation not regarded as a priority in many organisations To understand better what is shaping the attitudes to new technologies, we asked a number of questions on the topic of innovation. In a substantial minority of cases, CIOs report that innovation is underrated and or underfunded in their organisations. This indicates the potential for further increase in innovative technology adoption (Figure 9). Figure 9. Attitudes to innovation in IT How would you describe the culture of innovation within your IT organisation? Innovation is not priority/receives little funding 42% 58% Innovation is very important/embedded in everything we do Ring-fencing of IT budget for innovation is more common internationally Almost 40% of international respondents report setting aside more than 10% of budgets for IT innovation, compared with 30% who report this in Switzerland (Figure 10). Figure 10. Budget ring-fenced for innovation What percentage of your IT budget is ring-fenced for the purposes of innovation? 30% Switzerland 39% International 70% 61% 0-10% >10% 6

9 Innovation public cloud lagging in Switzerland Software as a service has achieved acceptance in Switzerland, but other cloud technologies lag their uptake internationally with an average adoption score 2.4 vs. only 1.7 in Switzerland (Figure 7). We asked Swiss CIOs what are the inhibitors to adopting cloud technologies. Figure 11. Inhibitors to cloud adoption Which of the following considerations have been an inhibitor of your adoption of public cloud computing technologies? (Multiple answers possible) Swiss data privacy protection and legislation 69% Overwhelmingly, CIOs feel that concerns regarding Swiss data privacy are the main factor inhibiting further use of cloud technologies. Relative to 2013, there is now even greater awareness of Swiss privacy and security concerns in the cloud (increase of 18 points). Lack of compelling business case Concerns around immaturity of current technologies 27% 33% Lack of vendors in the Swiss marketplace with relevant capabilities 15% Resistance or concerns on the part of your suppliers to use of public cloud computing 9% Other 16% None of the above/ not applicable 7% Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? 7

10 Analytics and big data still a sleeping giant We asked CIOs a series of questions regarding their adoption of big data technologies and their role in leading organisational development in this area. Figure 12. Analytics supporting business strategy To what extent do your analytical capabilities support your business strategy? Switzerland International Analytics and big data have approximately the same level of adoption in Switzerland as in the international survey. 31% of Swiss CIOs have adopted or are implementing these technologies vs. 29% internationally (Figure 7). 62% 62% 38% 38% The level of adoption of analytics in Switzerland has progressed relatively slowly. The adoption/ implementation score has increased to 31% this year from 25% last year.. Strategically important Not strategically important We asked about the extent to which analytics is seen as an enabler for the business strategy (Figure 12). For a substantial proportion (38% of those surveyed), analytic insight is seen as strategically important. Figure 13. CIO Analytics role How well defined is your role in delivering analytical capabilities within your organisation? Switzerland This number of organisations for which analytics has a strategic importance mirrors the percentage of organisations that have adopted or are implementing analytics technologies. Hence our assessment that bigdata technology capability will only become a pervasive requirement for CIOs once a majority of organisations come to have significant competitive need for analytic insight. Insights and technology 68% 8% Technology 24% Do not know my role/have no role We asked about the role CIOs play in delivering analytics (Figure 13). Swiss CIOs are clear about their analytics responsibilities: only 8% do not know their role or have no role. For the majority, the role is technology provision. Only 24% have a mandate that extends beyond technology to providing insight. 8

11 IT security is a clear priority for CIOs CIO security priorities are maturing We asked CIOs to tell us about their priority IT security initiatives for the coming year (Figure 14). In last year s survey, the clear top security initiative for CIOs was setting IT security policy and strategy. This year s response indicates transition from this policy-setting stage. CIOs over the next year have a more focused and specific agenda delivering named security initiatives. In particular, identity and access management, information protection and cyber security have high priority. More than 50% of CIOs are undertaking identity and access management initiatives. Figure 14. Top security initiatives What are your top information security initiatives? (Up to three answers possible) Identity & access management Business continuity and resilience Security training and awareness Information protection Security strategy and policies Privacy Security compliance measurement Cyber security Application security Third-party security Other 0% 25% 50% 75% 100% % of respondents CIOs perceive rising threat level The overall perception of threat from IT security risks has increased. The average score of the threat score reported by CIOs is up by 6% on 2013 (Figure 15). There has been some evolution in perception of high threats: state industrial espionage has declined, while hacktivists/cyber-activists increased along with employee errors and omissions. This may be expected in a field which is changing continuously and where new challenges emerge regularly. Figure 15. Sources of security risks Sources of security risks as you envisage their impact over the next 12 months (Scale from 0 (no threat) to 3 (high threat), weighted average for each answer) Employee errors and omissions Hacktivists/ cyber-activists Professionally executed malicious external attacks Security breaches caused by third -party organisations Malicious employee activity State and industrial espionage No Low Average High threat threat threat threat (0) (1) (2) (3) Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? 9

12 Outsourcing substantial increases in IT outsourcing expected Outsourcing is widespread among our sample of IT organisations (Figure 17). Only one respondent has no current outsourcing in any category, although several have only small volumes in one category only. Notably, all these low outsourcing respondents foresee an increase in outsourcing over the next three years. The relatively low adoption of outsourced desktop/helpdesk activities relative to international standards can be explained by the particular language requirements of many Swiss businesses. The lower levels of application maintenance outsourcing are harder to interpret especially given the use of external application development resources. When asked about their future plans, CIOs see significant increase in outsourcing over the next three years in three of the categories data centres, end-user computing/service desk and applications maintenance (Figure 17). 42% of respondents envisage having all or a considerable amount of EUC/desktop outsourced in three years time up from only 24% today. Similarly, 54% see all or a considerable amount of data centre activity outsourced in three years, up from 39% today. This represents a significant shift from 2013, when 60% saw no increase or only a small increase in outsourcing levels. Of those who currently have some outsourcing, a majority see change, in the form of alternative suppliers, in the next three years presenting both an opportunity and a threat for vendors (Figure 18). Figure 16. Degree of outsourcing today Degree of outsourcing in your IT organisation today (Scale from 0 (in house) to 3 (fully outsourced), weighted average for each answer) Application development Network/telephony Data centre Application maintenance End-user computing/ service desk In Small Considerable Fully house volumes volumes outsourced (0) (1) (2) (3) Figure 17. Future degree of outsourcing Degree of outsourcing in your IT organisation today and in 3 years (Scale from 0 (in house) to 3 (fully outsourced), weighted average for each answer) Application development Network/telephony Data centre Application maintenance End-user computing/ service desk Today In three years In Small Considerable house volumes volumes (0) (1) (2) Figure 18. Plans to change provider Plans to change, consolidate or increase outsource providers Application development 61% 39% Data centre 57% Fully outsourced (3) 43% Application maintenance End-User computing / service desk 53% 45% 55% 47% Network/telephony 32% 68% 0% 25% 50% 75% 100% % of respondents who have outsourced at least part of these services Change/consolidate/increase providers No change 10

13 Programme delivery capability rated highly We asked CIOs about their IT organisations ability to deliver major programmes (Figure 19). In general, they are even more bullish than last year about their ability to deliver major programmes. Figure 19. Delivery capability Is your IT department capable of initiating and successfully delivering major technology programmes? 100% Rarely/never Sometimes 81% of CIOs see their delivery capability being on time and budget mostly or almost always. This is up from 64% last year. 75% Sometimes As IT spending revives and deferred programmes come back into the delivery pipeline, it may be more difficult to sustain the almost always success rate. % of the respondents 50% Mostly Mostly 25% Almost always Almost always 0% To check whether the perception of highly reliable delivery of major IT programmes is shared by other stakeholders, we asked how IT s customers would rate delivery capability. CIOs believe that their stakeholders share their confidence about IT delivery capability. 87% say that consumers would rate the same or better (Figure 20). Figure 20. Delivery capability what do your stakeholders think? How would your customers rate your ability to deliver major programmes compared with your self-rating in the previous question? 13% 8% Better than your rating Same as your rating Worse than your rating 79% Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? 11

14 CIOs feel in control of their project portfolio We asked CIOs a number of questions regarding how they manage their portfolio of IT projects. Figure 21. CIO visibility of project portfolio I have a clear line of sight across all my portfolio of projects and programs, both long and short-term The vast majority (91%) of respondents believe they have clear visibility of their IT project portfolio in terms of what is happening and when (Figure 21). 9% Agree Disagree 91% Nonetheless, a substantial minority (31%) do not have a portfolio level view of risk and value (Figure 23). Figure 22. Evaluation I actively evaluate the performance of my technology portfolio in terms of value, risk and reward 31% Agree 69% Disagree Notwithstanding this, a large majority of 81% believe they can effectively communicate to business leaders regarding the IT portfolio (Figure 24). Figure 23. Communication I can effectively communicate my portfolio effectiveness to business leaders 19% Agree Disagree 81% 12

15 Business not technology factors are the biggest cause of project issues We asked CIOs what they saw as the most common reasons for project delivery problems (Figure 24). CIOs see business type factors (scope, requirements, change control) as by far the biggest drivers of project difficulties. By contrast, technology reasons (testing, design, project estimations) are seen as having relatively little impact on project delivery. Figure 24. Reasons for project difficulties What are the most common reasons for major technology programmes not meeting planned time, budget or scope? (Up to two answers possible) Lack of clear programme scope and objective Poor organisational change management Poor or incomplete business requirements Poor change control Poor project estimations Lack of senior business sponsorship Lack of development and integration skills Poor quality testing Poor functional or technical design of the solution 0% 10% 20% 30% 40% 50% Organisation reasons % of respondents Technical reasons Coincidentally, it is in business areas of project delivery that CIOs place least reliance on external resources. (Figure 25). Figure 25. External resources How often do you rely on external resources (e.g. consultants/contractors) for the following IT responsibilities? (Scale from 0 (never) to 3 (always), weighted average for each answer) average Application development Operations and infrastructure Application maintenance Strategy, planning and architecture Programme/project management Business analysis Never Occasionally Frequently Always (0) (1) (2) (3) Organisation areas Technical areas Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? 13

16 Skills gaps remain for old-fashioned tech skills Skill gaps not where you would expect For years Switzerland has faced skills shortages in technology. We asked CIOs to identify the areas in which they experience the most difficult in recruiting for (Figure 26). Somewhat surprisingly, the greatest IT skills gaps according to Swiss CIOs are not in cloud technologies or mobile applications. Instead, CIOs highlight ERP implementation, business analysis and technology architecture as the most problematic and hard-to-find skills. Despite rapid change, familiar old-fashioned technology skills such as project management, IT architecture and business analysis remain the hardest to source. Figure 26. Skill gaps In which of the following areas are you experiencing problems with recruiting appropriately skilled IT personnel? (Up to three answers possible) Technology strategy and architecture ERP implementation/ optimisation Business analysis Mobile applications and new technologies Operations and infrastructure management Analytics/big data Application development/ management Compliance, risk and security Technology process management Cloud computing Other 0% 10% 20% 30% 40% 50% % of respondents CIOs are providing access to projects to keep their best talent (Figure 27). In fact, they are doing everything to keep people, except paying above the market rate. Figure 27. Recruitment strategies What are you doing to attract and retain talent and close any skills gaps in your IT organisation? (Up to three answers possible) Providing access to cuttingedge IT projects Redesigning IT roles and structure Promoting work-life balance Offering tailored training and development programmes Promoting workforce mobility Offering technical/ professional qualifications Providing opportunities on projects outside the IT function Paying above the market rate Other 0% 20% 40% 60% 80% 100% % of respondents 14

17 The CIO friendlier and more optimistic than anticipated We asked a series of questions to get an impression of how CIOs view themselves (Figure 28). Figure 28. Self-view How would you describe yourself? (Scale from 0 (to 3 for each category) This self-assessment reveals CIOs to be warmer, cuddlier creatures than one might have anticipated. In particular, CIOs perceive themselves as trusting and flexible. Also notable is that they perceive themselves to be more verbal than numerical. Risk tolerant Intuitive Flexible Verbal Trusting Collaborative Risk averse Rational Linear thinker Numerical Sceptical Takes charge A similar pattern of self assessment is also borne out in the international study, with highly similar results to those in Switzerland. Imaginative Midpoint Deliberate CIOs have a positive view of their own job and the future of the role (Figure 29and 30). 80% of respondents are satisfied or very satisfied with their job and 73% believe the CIO role will be more important in five years time. Figure 29. Role satisfaction How satisfied are you in your current role? 20% Satisfaction 0% Figure 30. Future of CIO role How do you view the role of the CIO in five years time? 20% Importance 6% 47% 33% 74% Very satisfied Satisfied Slightly dissatisfied Dissatisfied More important Same importance as today Less important The way CIOs describe their relationship with senior stakeholders reinforces the positive, optimistic message (Figure 31). In general CIOs see themselves having good or very good relationships with key stakeholders, expect for the board of directors, whom they do not know well. Figure 31. Business relationships How would you generally describe the strength of your relationship with the following business stakeholders or stakeholder groups? % of the respondents 100% 80% 60% 40% 20% 0% CFO Business leaders CEO Rest of executive board Board of directors No or poor relationship Good or very good relationship Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? 15

18 Definitions Analytics The practice of using data analysis techniques to make more effective decisions. Big data Analysis of large-volume unstructured complex data sets, often in real time. Cloud (private) Computing architectures modelled after vendor clouds, but built, managed and used internally by an enterprise. They use a shared services model with variable usage of a common pool of virtualised computing resources. Data is controlled within the enterprise. Software-as-a-Service (SaaS) A model of software deployment whereby a provider licenses an application to customers for use as a service on demand. Typically vendors host the software on their own servers. Infrastructure-as-a-Service (IaaS) The delivery of computer infrastructure (typically a platform virtualization environment) as a service. Rather than purchase servers, software, data center space, or network equipment directly, clients instead buy those resources as a fully outsourced service. Platform-as-a-Service (PaaS) A delivery model that provides and manages via the Web the facilities required to support the complete life cycle of building and delivering applications and services. It facilitates the deployment of applications without the cost and complexity of buying and managing the underlying hardware and software layers. Major technology programme A programme to deliver a technology-related change with a size of effort that puts it in the top 20% of the organisation s initiatives. 16

19 Author and contacts Author Contacts Michael MacNicholas Director, Technology Strategy Deloitte Consulting Nick Davies Managing Partner, Consulting Deloitte Consulting Mike Duggan Lead Partner, Technology Advisory Deloitte Consulting Acknowledgement We would like to thank all participating executives for their support in completing the survey and taking part in interviews with us. Contributors Dennis Brandes Etienne Auger Deloitte CIO Survey Switzerland 2014 Turning point for Swiss CIOs? 17

20 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited ( DTTL ), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of DTTL and its member firms. Deloitte AG is a subsidiary of Deloitte LLP, the United Kingdom member firm of DTTL. Deloitte AG is recognised as auditor by the Federal Audit Oversight Authority and the Swiss Financial Market Supervisory Authority. This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte AG would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte AG accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication Deloitte AG. All rights reserved. Designed and produced by The Creative Studio at Deloitte, Zurich A

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