Data and Findings - Accelerating IT Transformation with DATA

The Data & FindingsPractical IT Research that drives

measureable results

Info-Tech Research Group 2Info-Tech Research Group 2

A Systematic Roadmap to Drive IT Success

Innovator - Transforms the BusinessReliable Technology Innovation

Business Partner - Expands the BusinessEffective Execution on Business Projects, Strategic

Use of Analytics and Customer Technology

Trusted Operator - Optimizes the BusinessEffective Fulfillment of Work Orders, Functional

Business Applications and Reliable Data Quality

Firefighter - Supports the BusinessReliable Infrastructure and IT Service Desk

Unstable - Struggles to SupportInability to Provide Reliable Business Services

90-100% Satisfaction

80-90% Satisfaction

70-80% Satisfaction

60-70% Satisfaction

<60% Satisfaction

Our Programs: CIO Business Vision

CEO-CIOAlignment

Management & GovernanceDiagnostic


What we have Learned: Successful Organizations mature based on their Capabilities


When Performance is Measured it Can be Improved, Dramatically

22%

25%

31%

13%

9%

0% 10% 20% 30% 40%

<1%

1-4%

5-9%

10-19%

20%+

% of Organizations

Satis

fact

ion

Impr

ovem

ent

Improvement after 1 Year

Largest Gain: 24% in One Year

53% of Orgs improved by > 5%

Least Improvement Achieved: - 3%(From 92% to 89% - who are we to judge!)


Our Data Programs

Understand

IT’s Mandate

Assess Satisfaction

with Business Services

Identify IT Processes

to Improve

CEO-CIO Alignment


CEO-CIO Alignment Program

• Short 20 question survey on IT Direction and

Execution

• Complete with your CEO (or equivalent), CFO,

COO, and/or whoever your manager is

• Road-tested with dozens of CIOs, CEOs, and

Business Executives

1. Evaluate IT Fundamentals

2. Align IT with Business Priorities

3. Establish Performance Indicators

4. Invest in Technology & Innovation


CEOs And CIOs Rarely See Eye To Eye

of CIOs/CEOs are not aligned on IT’s

current performance49%

67%

are somewhat misaligned

of CIOs/CEOs are unclear on

the target role for IT

33%

34% are highly misaligned


Many CIOs Overestimate the Size of their Next IT Budget

Increase

16–30%

Increase

> 30%

Increase

6–15%

Increase

1–5%

Decrease

1–5%

Increase

16–30%

Increase

6–15%

Increase

1–5%

Decrease

1–5%

Decrease

6–15%

CIO Expectation CEO Expectation

CIOs Accurately

Estimated

CIOs

Overestimated

CIOs

Underestimated

43% of CIOs

overestimate the

size of their next

budget.

23% of CIOs are too

conservative and

underestimate their

future IT budget


CIOs frequently have a stronger appetite for Transformational IT than their CEOs

66% of CEOs don’t

want IT to transform

the business.

38% of CIOs aim

higher than their CEO

wants them to.

We asked CIOs and CEOs to “describe the role of IT in your organization in the future.”

17%

34%57%

26%

19%

42%

5%

% of CIO Respondents % of CEO Respondents

Date Driven Insight:

Come to consensus on what your CEO expects from you. Operating under the false expectation that IT should

strive for innovation can result in wasted resources and unwanted spending.


50%++ of CEO want Improvement with key CIO Deliverables

Effective

Some

improvement

necessary

Significant

improvement

necessary

Not required

Business goals are clearly defined and

understood by IT.35.8% 50.0% 14.2% 0.0%

An IT strategy is clearly defined,

published, and aligned with business

goals.

23.3% 41.7% 35.0% 0.0%

IT measures business satisfaction. 22.5% 42.5% 30.8% 4.2%

IT project approval is based on alignment

with business goals.42.5% 44.2% 12.5% 0.8%

Annual IT budgeting aligns with business

goals.44.2% 39.2% 16.7% 0.0%

Metrics are in place to measure success

of IT projects.22.5% 40.8% 35.0% 1.7%

The results below depict the responses

provided by CXOs (CEO, CFO, etc.)


When does your CEO want involvement?

n = 120

Frequency IT Strategy IT BudgetingIT Project

Funding

Major IT

Project Review

IT Quality

Management

Vendor

Management

IT Risk

Assessment

Annually 29.2% 55.8% 34.2% 9.2% 28.3% 25.8% 51.7%

Semi-annually 31.7% 20.0% 25.0% 23.3% 30.0% 14.2% 20.0%

Quarterly or

more

frequently

37.5% 22.5% 32.5% 64.2% 29.2% 7.5% 21.7%

Less than

annually1.7% 0.8% 2.5% 2.5% 7.5% 21.7% 5.8%

Never 0.0% 0.8% 5.8% 0.8% 5.0% 30.8% 0.8%

CEOs want to be frequently

involved in IT project planning.

Failure to involve

your CEO in IT

budgeting is risky.

Your CEO may not

want to be involved in

vendor management.


CEOs And CIOs Are Aligned On What IT Issues Impede Innovation…

0

1

2

3

4

5

6

7

Legacy SystemsOverhaul

PoorCommunication

IT StaffResistance

BusinessUnderstanding(IT Leadership)

IT LeadershipResistance

CIO CEO

We asked: “How significant of a barrier to IT-enabled Innovation are the following IT issues?”

IT B

arr

ier

Sig

nif

ica

nc

e

Largest

barrier

Data Driven

Insight:CEOs and CIOs

generally agree on IT

barriers. There is very

high alignment

between CEO and CIO

barrier significance

averages.

Data Driven

Insight:CEOs do not perceive

IT leaders as

resistant. IT leaders

have demonstrated

willingness to improve

and deliver value.

Smallest

barrier


CEOs/ CIOs are Highly Misaligned On What Business Barriers Impede Innovation

0

1

2

3

4

5

6

7

Lack ofDirection from

Business

Inadequate ITFunding

Poor ProjectExecution

EmployeeResistance

BusinessLeadershipResistance

CIO CEO

We asked: “How significant of a barrier to IT-enabled Innovation are the following business issues?”

Bu

sin

es

s B

arr

ier

Sig

nif

ica

nc

e

Data Driven

Insight:CIOs are much more

critical of the

business than CEOs.

There is little value in

pointing the finger. IT

must become proactive

in overcoming business

barriers.

• Seek out direction

from business

leaders.

• Help manage critical

projects.

• make a strong case

for funding.


CEO’s are focused on Delivering Benefits to Align with Business Needs

45%

30%

25%Resource Optimization

Benefits Delivery

Risk Mitigation

“Which business

objectives should

IT be able to

support best?”

Historically, IT

departments have

been mandated to

optimize resources

and mitigate risks.

Today, IT success

means delivering

benefits by

generating revenue

and creating value

for stakeholders.


Business Mandates -- Drive IT Needs

16 14 14 14 9 8 8 7 7 412 13 12 11 9 10 9 9 8 5

StakeholderValue

OperationalEfficiency

CustomerExperience

ServiceContinuity

ManageRisk

Respond toChange

Data-drivenDecisions

CompetitiveOfferings

RegulatoryCompliance

ManagePeople

CEO CIO


What IT Metrics do CEO’s want???

Business ValueMetrics

StakeholderSatisfactionReporting

TechnologyPerformance &

OperatingMetrics

Risk Metrics Cost & SalaryMetrics

37%25% 22% 25%

20%

35%

45%45% 38%

42%Some

improvement

necessary

Significant

improvement

required

CEOs consistently demand better

metrics around business value and

Satisfaction reporting.

CIOs must prioritize measuring these.

Cost, Salary, and Risk-related

metrics are typically more well-

regarded by the CEO.


The Importance of Knowing your Stakeholders

Info-Tech’s Perspective:

The most important thing an IT leader can do is understand business

needs and actively measure that business stakeholders are satisfied

If you don’t have a clear understanding of the needs of your

stakeholders, you are flying blind

of C-Suite Executives believe IT

needs to improve how they

measure business satisfaction74%

CIO Business Vision


CIO Business Vision

• Short 28 question survey on satisfaction and needs

• 21,367 business leaders

• 267 organizations

• Proven results: Members close their satisfaction gap by 20% in one year

1. Understand Business Satisfaction

2. Demonstrate Business Demand

3. Manage Stakeholders

4. Generate Improvement Ideas


What We Ask About

Overall Satisfaction with and Value from IT

12 Core IT Services

3 Relationship Factors

Resource Constraint and Dependency

Use of Shadow IT


How Effective is the Process You Use to Measure and ManageBusiness Stakeholder Satisfaction?

Our process is fairly ad hoc. Typically we use conversations

in the hallway or ad hoc meetings” – CIO

“Understanding the business’s needs is important to us like

breathing, but it isn’t something we really have a lot of

processes around” – CIO

“We don’t really have much in place” – CIO



Relationships Satisfaction

71%

71%

70%

Needs

Execution

Communication

Satisfaction

74%

Net IT Support Score: Satisfaction Percentage

+30%

Net IT Support Score: Value Percentage

-2%

Value

72%

Service* Satisfaction Range

Network Infrastructure 75% 45% - 91%

Service Desk 79% 48% - 95%

Business Applications 72% 41% - 90%

Data Reliability 72% 47% - 89%

Devices 75% 56% - 92%

Analytical Capability 67% 42% - 86%

Work Orders 75% 45% - 93%

Customer Facing Technology 66% 47% - 83%

Projects 71% 40% - 91%

Innovation Leadership 66% 39% - 93%

IT Policies 71% 43% - 91%

Requirements Gathering 69% 43% - 94%


Satisfaction Varies by Division/ Department/ Location Know where to Focus


Discuss the IT Budget - Using Clear Data on Business Demand


The Overwhelming Majority Of IT Departments Do Not Achieve More Than 80% Satisfaction

0%

2%

4%

6%

8%

10%

12%

14%

3.75 4 4.25 4.5 4.75 5 5.25 5.5 5.75 6 6.25 6.5 6.75 7 7.25 7.5 7.75 8 8.25 8.5 8.75 9 9.25 9.5 9.75 10

73% of firms have an Overall

Satisfaction score between

6.0 and 8.0

Just 16% of firms

score above 8.0 in

Overall Satisfaction

11% of firms score

lower than 6.0 in

Overall Satisfaction

Average Score: 7.4


More Mature IT Departments Have Drastically Higher Satisfaction Levels

Date Driven

Insight:

Progression up

Info-Tech’s

operating model

tower means

improvement

across every core

service. However,

largest differences

are observed in

work orders

fulfillment, project

satisfaction, and

innovation

leadership.

Most IT departments

score very similarly in

Device Satisfaction.

Service Desk is a

high-scoring core

service at all levels.

Significant variance in

Innovation Capability

and Project Satisfaction


IT Departments in Large Organizations achieve Lower Satisfaction, likely due to Higher Stakeholder Expectations

79%

69%

77%

71%

78%

70%

78%

73%73%

66%

73%

68%

60%

64%

68%

72%

76%

80%

Devices Innovation Leadership Work Orders IT Projects

Co

re S

erv

ice

Sa

tis

fac

tio

n

Date Driven

Insight

Large organizations are the least satisfied due to the

heightened expectations at large firms and the complexity

of managing large-scale IT environments.


Business Leaders Misjudge Which Services Really Matter to Them

Network Infrastructure

Service Desk

Business Applications

Data Quality

Devices

Analytical Capability

Client-Facing Technology

Work Orders

Innovation Leadership

Projects

IT Policies

Requirements Gathering

Projects

Work Orders




Service Desk




Data Quality

IT Policies

Devices

Data Driven Insight:Rethink your priorities; invest

in services with the highest

return on IT satisfaction.

Projects, work orders, and

innovation leadership drive IT

satisfaction.

Ensure projects deliver value, remain on

budget, and finish on time.

Data needs to be good, but truly

spectacular data may go unnoticed.

Investing in state-of-the-art devices won’t

significantly bolster satisfaction.

11

10

12

1

2

4

5

8

9

7

6

3

11

10

12

1

2

4

5

8

9

7

6

3

Info-Tech Business Vision Survey

N = 21,367

Achieve fast turnaround on work requests.

Reported Importance Actual Importance*

Overrated Services Underrated Services


Business Leaders below the Executive Level Undervalue IT Innovation, Data Quality, and Customer-facing Technology


Service Desk


Data Quality

Devices


Work Orders

Client-Facing

Technology


Projects

IT Policies



Data Quality


Service Desk




Devices

Projects

Work Orders

IT Policies


Management Level Executive Level

Date Driven

Insight

There is a much larger disconnect between Executives and Manager than

between Managers and their Direct Reports, particularly with regards to Work

Orders and Devices.


Identifying and Serving the Needs of Shadow IT Factions Can Bolster Overall IT Satisfaction

Those among the

“Shadow IT Factions”

are 13% less satisfied

with Project Execution

and Availability than

those among the

Complying Majority.

“Lost-Cause Outliers”

are no more dissatisfied

with IT than their

Shadow IT Faction

counterparts; their more

blatant disregard for IT

policy is not explained

statistically.

Data Driven Insight:

Target the needs of shadow IT factions. The majority of shadow IT is driven by a subset of dissatisfied

individuals with similar complaints. Ask what IT needs to do to meet their needs, and mobilize to enable them.


Building Relationships with Business Stakeholders is a Key Driver Of Overall Satisfaction and Perceived Value

Ove

rall

IT

Sa

tis

fac

tio

n

Perceived Value of IT

Firefighters Operators Innovators

Relationships are 24% stronger

among Innovators than Operators.

Operators score a 71% average

in relationship satisfaction.

Relationships are 22% weaker

among Firefighters than Operators.

Info-Tech Business Vision Survey

N = 21,367

Data Driven Insight:Invest in building

relationships with your

stakeholders.

Stronger relationships will

drive improved satisfaction

across all IT services.


Prioritize IT Services that Have Real Potential to Improve

Most Improved

1 Projects (+26%)

2 Innovation (+24%)

3 Analytics (+21%)

Least Improved

1 IT Policies (+13%)

2 Infrastructure (+14%)

3 Devices (+15%)

Minimum

43% Satisfaction

25th Percentile

69% Satisfaction

Mean

74% Satisfaction

75th Percentile

82% Satisfaction

Maximum

97% Satisfaction

+19%

Overall Satisfaction:

From the 25th to 75th percentile, the average

Core Service satisfaction score improved by

Management & Governance


The IT Management & Governance Program

Dive deeper into

process performance:

Highlight contentious

areas and understand

how aligned your team is.

Assign process

ownership and hold your

team members

accountable for process

improvement

What is the difference between an IT department in

firefighting mode and a trusted business partner?

Strong core processes.



How EFFECTIVE andIMPORTANT are allof your Processes?

Are ACCOUNTABILITY and RESPONSIBILITY for each Process assigned?

Complete the

survey in just

ten minutes


What we See


Too many people think they own the same processes, or Too Many Processes


Prioritize Process Improvement based on Importance and Effectiveness


World Class IT Departments Live Everywhere

• These ratios hold across industries

• 50% of Innovator IT Departments are operating in business

environments that are ‘Challenging’ or ‘In Decline’

• 40% of Firefighters are in business environments that are ‘Rapid

Growth’ or ‘Steady’

26% 59% 15%

How IT Departments Self-Identify

Firefighter Operator Innovator


Innovators & Firefighters Agree on Which Processes are Most Important: Security, Risk, and Basic Operations

IT ProcessAverage

Importance Score

1 Service Desk 89%

2 Security Management 89%

3 DRP 88%

4 Security Strategy 88%

5 Incident & Problem Management 88%

6 Stakeholder Relations 87%

7 Business Continuity 87%

8 IT Strategy 87%

9 Leadership, Culture, and Values 86%

10 Requirements Gathering 86%


Innovators Place Significantly More Importance on 8 Key App- and Business-Focused Processes

IT ProcessImportance

Surplus*

1 Application Portfolio Management 5%

2 Enterprise Application Selection & Implementation 4.4%

3 Vendor Management 4.3%

4 Stakeholder Relations 3.6%

5 Business Value 3.5%

6 Enterprise Architecture 3.4%

7 Data Quality 3.3%

8 Innovation 3.3%

*Extra Importance Placed on Each Process by Innovators

Total Variance Across Processes is only 15%, hence why these small %s are

significant


Innovators are Significantly More Effective at 7 Key Processes

IT ProcessEffectiveness

Surplus*

1 Innovation 9.7%

2 Project Management 9.2%

3 Stakeholder Relations 9.1%

4 Availability & Capacity Management 9.0%

5 Change Management 9.0%

6 Vendor Management 8.9%

7 IT Management & Policies 8.8%

*Gap Between Innovator and Firefighter Effectiveness

What to do


Each Diagnostic Drives Decisions in an IT StrategyIT

ST

RA

TE

GY

Gathered Data

• IT Future Role

• Expected Budget

Change

Participants

• CEO

• CIO1

2

3

Gathered Data

• Core Service

Satisfaction

• Core Service

Feedback

Participants

• Business

Leaders

• Business

Employees

Gathered Data

• Process

Importance

• Process

Effectiveness

Participants

• IT Leaders

• IT Employees


UnstableIdentify if your IT department’s results place you on this level

Core Service SatisfactionSatisfaction

SupportFeedback

< 65%

< 60%

< 65%

IT needs to resolve network downtime issues.

IT regularly fails to support every-day admin tasks.

Network and Comm. Infrastructure

Work Orders

Service Desk

Firefighter Category Description

Firefighters typically experience wide-spread dissatisfaction fueled by an inability to deliver on

core infrastructure, service desk, and business-as-usual services.

Characteristics: Low IT satisfaction, low infrastructure satisfaction, low service desk satisfaction.

Satisfaction

<60%


< -20%


< -20%


Unstable Roadmap: Leverage Info-Tech’s research to expedite IT improvement

Next Level: Reliable Operator

Current Level: Firefighter

4

3

2

1

Service Desk (DSS02)

Network and Infrastructure (BAI09, BAI10)

Devices (APO09, BAI09)

Security (APO013, DSS05)

Service Desk

Make the

Network Invisible

End-User

Computing

Information

Security

Incident Management

Outsource Network

Management

Mobility

Management

Secure Critical

Systems

http://www.infotech.com/research/ss/service-desk

http://www.infotech.com/research/ss/make-the-network-invisible-by-developing-a-world-class-network-management-function

http://www.infotech.com/research/ss/master-the-ever-expanding-puzzle-of-end-user-computing-with-a-strategy-and-roadmap

http://www.infotech.com/research/ss/information-security--2Test

http://www.infotech.com/research/ss/incident-and-problem-management

http://www.infotech.com/research/ss/outsource-network-management

http://www.infotech.com/research/ss/it-implement-enterprise-mobility-management

http://www.infotech.com/research/ss/secure-critical-systems-and-intellectual-property-against-apt


FirefighterIdentify if your IT department’s results place you on this level

Reliable Operator Category Description

Trusted Operator Bs have established core IT operations, such as infrastructure and a service

desk, but they struggle with work orders and data quality.

Characteristics: Moderate infrastructure satisfaction, low work order and business applications satisfaction.

Satisfaction

SupportFeedback

IT doesn’t prioritize my work orders.

Data quality is poor and it makes our job harder.

Core Service Satisfaction

65%-75%

65%-75%

60%-70%

Work Orders

Data Quality


Satisfaction

60%-70%


-20% - 10%


-20% - 15%


Firefighter Roadmap: Leverage Info-Tech’s research to expedite IT improvement

Next Level: Trusted Operator

Current Level: Reliable Operator

4

3

2

Work Orders (DSS01, DSS02, BAI04)

Service Management (DSS01, BAI04, BAI06)

Business Applications (BAI03, BAI05, BAI07)

Stakeholder Management (APO08, EDM05)

Capacity

Management

Application

Rationalization

Build a 100-Day Plan

for IT Excellence

Application

Maintenance

Manage an

Agile Portfolio

User-Facing

Service Catalog

Application

Development

Manage Stakeholder

Relations

http://www.infotech.com/research/ss/stop-just-managing-capacity-by-moving-to-a-capacity-as-a-service-strategy

http://www.infotech.com/research/ss/optimize-application-rationalization

http://www.infotech.com/research/ss/create-a-100-day-action-plan-to-drive-it-excellence

http://www.infotech.com/search?q=Application+Maintenance&button=

http://www.infotech.com/research/ss/manage-an-agile-portfolio

http://www.infotech.com/research/ss/design-build-a-user-facing-service-catalog

http://www.infotech.com/research/ss/application-development

http://www.infotech.com/research/ss/manage-stakeholder-relations


Trusted OperatorIdentify if your IT department’s results place you on this level

Trusted Operator Category Description

Trusted Operator As have bolstered satisfaction by improving work order and data quality

performance. They still struggle with projects, customer technology, and analytics.

Characteristics: Moderate-high overall satisfaction, low client-facing technology and analytics satisfaction.

Satisfaction

SupportFeedback

IT projects are sometimes late or over budget.

We need better analytic support from IT


65%-75%

60%-70%

60%-70%

Projects


Analytics

Satisfaction

70%-80%


20% - 55%


15% - 45%


Trusted Operator Roadmap: Leverage Info-Tech’s research to expedite IT improvement

Next Level: Evolutionary Innovator

Current Level: Trusted Operator

4

3

2

4

Strategy & Governance (EDM01, APO01, APO02)

IT Strategy IT Governance

Projects (APO05, BAI01, BAI02)

Project

ManagementProject Portfolio

Management

Resource Management (APO06, APO07)

IT BudgetingResource

Management

Data Quality (APO01, DSS06)

Data

ManagementData Quality

http://www.infotech.com/research/ss/define-your-strategy

http://www.infotech.com/research/ss/it-governance

http://www.infotech.com/research/ss/project-management

http://www.infotech.com/research/ss/develop-a-project-portfolio-management-strategy-in-two-days

http://www.infotech.com/research/ss/wow-the-cfo-with-an-it-budget-that-demonstrates-value-delivery

http://www.infotech.com/research/ss/develop-a-resource-management-strategy-for-the-new-reality

http://www.infotech.com/research/ss/develop-and-implement-an-effective-data-management-strategy-and-roadmap

http://www.infotech.com/research/ss/manage-and-maintain-data-quality


Business PartnerIdentify if your IT department’s results place you on this level

Evolutionary Innovator Category Description

Innovator Bs have achieved high overall satisfaction by improving analytic and project

performance. Still required improvement in client-facing technology and IT innovation leadership.

Characteristics: High overall satisfaction, moderate client-facing tech. and innovation leadership satisfaction.

Satisfaction

SupportFeedback

IT is great, but we could benefit from some cutting-

edge technology.

IT always helps our critical projects succeed.


75%-85%

70%-80%

70%-80%

Projects

Customer-Facing Technology

IT Innovation Leadership

Satisfaction

80%-90%


55% - 90%


45% - 75%


Business Partner Roadmap: Focus on these areas to advance to the next level

Next Level: Transformative Innovator

Current Level: Evolutionary Innovator

4

3

2

1

Risk Management (EMD03, APO12)

External

Compliance

Mitigate Risk with

Internal Controls

Analytical Capability (BAI03, DSS06)

Develop a Winning

BI Strategy

Develop a BI

Tool Strategy

Customer-Facing Technology (BAI03, EDM02)

Consumer Technology

Integration

Enterprise Architecture

Adopt Universal

EA PrinciplesDevelop an

EA Vision

Exploit Disruptive

Technology

http://www.infotech.com/research/ss/take-control-of-your-next-audit

http://www.infotech.com/research/ss/establish-an-effective-system-of-internal-it-controls-to-mitigate-risks

http://www.infotech.com/research/ss/develop-a-winning-bi-strategy

http://www.infotech.com/research/ss/develop-a-business-intelligence-tool-strategy

http://www.infotech.com/research/ss/it-create-a-consumer-technology-integration-plan-in-five-steps

http://www.infotech.com/research/ss/adopt-10-universal-enterprise-architecture-principles


http://www.infotech.com/research/ss/develop-an-enterprise-architecture-vision

http://www.infotech.com/research/ss/exploit-disruptive-technology-to-drive-it-efficiency-and-business-opportunity


InnovatorIdentify if your IT department’s results place you on this level

Transformative Innovator Category Description

Innovator As have achieved remarkable and rare levels of IT satisfaction by performing

exceptionally well on all core IT services and delivering innovative solutions.

Characteristics: High satisfaction, high customer-facing technology and innovation leadership satisfaction.

Satisfaction

SupportFeedback

IT is a truly critical enabler for our business.

IT delivers exactly what we need before we even know

we need it.


80%-90%

75%-85%

80%-90%

Network and Comm. Infrastructure

Customer-Facing Technology

IT Innovation Leadership

Satisfaction

>90%


>90%


>75%


Innovator Roadmap:

IT Innovation Leadership (APO04)

Position IT as an

Innovator

Make IT a Partner in

Innovation

Leadership, Culture, & Values (APO01, APO07)

Leadership

Optimization

Employee

Engagement

Next Level: You are already at the

highest level

Current Level: Transformative Innovator

2

1

http://www.infotech.com/research/ss/position-it-as-an-innovator

http://www.infotech.com/research/ss/make-it-a-partner-in-enterprise-innovation


http://www.infotech.com/research/ss/optimize-leadership-skills

http://www.infotech.com/research/ss/empower-to-engage

Data and Findings - Accelerating IT Transformation with DATA

Technology

Transcript of Data and Findings - Accelerating IT Transformation with DATA