Personal Benchmark Report

Personal Benchmark Report

Welcome to your Report

It contains both a snapshot of how your key responses to the CIO Survey compare with your peer group plus further 'behind the scenes' data that you will not find in the formal published report.

Thanks so much for your feedback from last year. We’ve taken it on board and made some key changes, including getting a wider range of information into the report, more sector and geographical splits, as well as analysis around Board Priorities.

We hope you find it useful. It’s actually quite a project for us, so whatever your opinion of the PBR (from love to hate), we'd really appreciate your feedback!

The CIO Survey Team


Your Details

Your reference
Your job title
The Netherlands
Your region
Your gender

Your dashboard

Swipe to reveal the rest of the table.

Your response

Most common response of peers in 2016




IT budget change

IT headcount change

Salary change


IT budget as % of total revenue





CEO focus: make or save money?






Here’s a quick snapshot of some of your key responses and how they compare with your IT leader peer group across the world (3,352 of them to be exact). If you have taken part in previous CIO Surveys, we have also included these responses as well; over time this begins to paint a picture of how your IT strategies and personal career has evolved.

So, that’s the snapshot. Read on for a little more detail…

Section A

What is the board looking for you to do?

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  2016 Change since 2013
Increasing operational efficiencies 57% -16%
Improving business processes 56% -7%
Stable IT performance  51% -27%
Saving costs 50% -30%
Business intelligence analytics 44% -8%
Enabling business change 44% -17%
New products and services 41% -20%
Cyber security 41% New in 2016
Driving revenue growth 40% -5%
Better engagement with customers 38% 15%

Top 10 most selected priorities for the board

Our Question was:

What are the key priorities your board is looking for you to address?


Based on your response to the CIO Survey, your own organisation?s board is asking you to prioritise five of the top five priorities detailed above.

The vast majority of responses to the CIO Survey have respondents sharing at least four or five of these top five priorities, so your board has broadly similar aims as your peers.

As in previous years the top five priorities remain the same. However it is the traditional IT priorities that are seeing the biggest drop in importance (Stable IT, and Saving Costs have both dropped significantly since 2013).

The only priorities that have grown, or stayed relatively stable, are outward facing ones: Better Engagement With Customers, Revenue Growth and Business Intelligence.

Section B

Where does the typical tech leader spend their time?

Our Question was:

Over the last 12 months, estimate the percentage of time you dedicated to the following activities.

You answered:

Managing IT


Working with non IT colleagues


Meeting external customers


Managing areas outside IT



New this year we asked how CIOs spent their time. For such a relatively simple question the data it provided was fascinating.

The activity that CIOs spend most of their time on is, perhaps unsurprisingly, managing their own IT organization, where typically CIOs spend 30% - 40% of their time.

Based on your CIO Survey response you spend about the same amount of time as your peers on internal department activities.

What’s perhaps most interesting about this chart is what CIOs are spending their time outside the traditional IT remit.

Women are slightly more likely to spend more time on non-IT related activity (the average amount of time in a week is 19% for a women and 16% for a man – or put it another way in a 50 hour week women spend 90 minutes more outside IT than men do).

Central Government, Financial Services – Other (which includes Investment Banking) and Financial Services Banking, are the sectors whose CIOs spend most of their time outside IT (19%, 18% and 18% of their time respectively).

At the bottom of the chart is Pharmaceuticals, Energy and, interestingly, the third Financial Services sector we feature in this report - Insurance, with 13%, 14% and 15% respectively).

Section C

A good year for budgets?

Our Question was:

How did your budget change in the last year?

You answered:



A good year for budget growth? In short yes; almost half (45%) of CIOs received a budget increase in the last year, continuing the positive trend we’ve charted since 2009, where only 25% reported such growth.

You indicated that your own IT budget has increased over the last year, like almost half of your peers.

But IT budgets alone don’t paint all of the picture when it comes to IT spend. For instance the proportion of organisations where at least one tenth of technology spend is occurring outside the IT department is almost four in ten (38%), increasing from 32% in 2014.

You reported your tech spend outside of IT as 11 ? 25%, which puts you into the top 40% of organisations where the CIO does not have direct control of tech spend.

Of course this growing trend of non-IT tech spend reflects a wider movement where departments are increasingly taken responsibility for their own technology. In the past this was called ‘shadow IT’ and in previous CIO Surveys technology leaders have reported they were very uncomfortable with it.

But increasingly, as technology leaders are seeing their role evolve attitudes are changing, it appears Shadow IT is stepping out of the shadows.

Section D

How does your budget compare to your sector?

 The drop down menu has been set to the sector you are working in. You can select other sectors if you wish.

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Sector Number of Respondents Average % 1st Quartile % Median % 3rd Quartile %
Technology / Telecoms 269 17.9 5 10 22
Advertising / PR 23 17.6 5 10 20
Financial Services – Banking 147 14.6 5 10 16
Government – Central/Federal 46 11.2 4 10 20
Financial Services – Other 84 11.2 5 10 15
Broadcast / Media 69 10.6 3 7 15
Business / Professional Services 217 9.4 3 5 10
Financial Services – Insurance 122 9.1 3 5 10
Transport / Logistics 101 7.2 2 3 6
Healthcare 137 7.1 2 4 10
Charity / Non Profit 48 6.9 3 5 10
Education 76 6.9 4 5 8
Energy 48 6.7 1 3 5
Government – Local/State  38 5.5 2 3 5
Retail / Leisure 146 4.6 1 2 5
Construction / Engineering 73 3.5 1 2 3
Pharmaceuticals 23 3.3 1 3 3
Manufacturing 188 3.3 1 2 3
Utilities 26 2.9 2 2 5

Our Question was:

What is your IT budget expressed as % of organisation turnover (or public sector budget)?

We asked this question for the first time last year and were pleasantly surprised by the feedback (we've had CIOs report they've used this in budget discussions with their CEO!) So here it is again, reflecting the latest data, and slightly more refined.

As you can see, we have included some extra data, over and above the simple average, to help give some context to how we came to our figures.

Not all respondents answered this question so we have included sample sizes.

PBRs - shall we do them again?

We hope you are finding this PBR useful.

They do take some time to compile, so we’d love your feedback once you get to the end of your report.

Section E

Does your culture help or hinder you?

Our Question was:

Does the culture of your organization make it easier or harder to attract and retain the right talent?

You answered:



Another new area we asked this year was about whether the culture of your organisation makes it easier or harder to attract and retain talent.

You responded that your organisation has a culture that makes it easier to attract talent, a view you share with 39% of other CIOs. Or to put in another way, all things being equal, retaining and recruiting people is slightly easier for you than 61% of your peers.

Sector does seem to play a role in this. As you can see from the chart above Technology companies, Financial Services and Business Services all register high scores. Government in both its forms – local and central – occupy two of the three lowest scoring sectors suggesting these environments are particularly tough to attract top talent into.

Other attributes that appear to be found with organisations that have attractive cultures:

  • The CIO is more likely to be a risk taker, CIOs from attractive cultures are almost one-third more likely to consider that the innovation potential that open technology brings is worth the risk that is sometimes associated with it
  • They are more likely to have less than 100 employees – 54% of CIOs from small organisations have attractive cultures, compared to 36% from larger organisations
Section F

Digital strategies

 The drop down menu has been set to the sector you are working in. You can select other sectors if you wish.

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Sector No No, but we are currently working on one Yes, within individual business units Yes, enterprise-wide
Advertising / PR 6% 18% 24% 52%
Broadcast / Media 4% 17% 31% 49%
Business / Professional Services 8% 33% 22% 37%
Charity / Non Profit 11% 37% 24% 27%
Construction / Engineering 24% 34% 20% 22%
Education 20% 34% 28% 18%
Energy 23% 26% 25% 26%
Financial Services – Banking 11% 22% 29% 38%
Financial Services – Insurance 13% 29% 21% 37%
Financial Services – Other (e.g. Investment Management, Real Estate etc.) 12% 24% 29% 35%
Government – Central/Federal Government 9% 31% 20% 40%
Government – Local/State Government 16% 29% 15% 40%
Healthcare 11% 39% 18% 32%
Manufacturing 26% 34% 20% 20%
Other, please specify 11% 30% 21% 38%
Pharmaceuticals 17% 17% 30% 37%
Retail / Leisure 10% 34% 28% 28%
Technology / Telecoms 8% 18% 27% 48%
Transport / Logistics 17% 34% 23% 25%
Utilities 13% 44% 19% 25%

Our Question was:

Do you have a formalized digital business strategy, which is actively being pursued?

You answered:

Yes, enterprise-wide
Your sector: Business / Professional Services


Since we first deep dived into digital strategies last year a lot has changed. Firstly the proportion of companies with enterprise wide strategies has increased by 8%; or to put it another way, almost one in ten organisations have developed digital strategies in the last year.

Your own organisation has an enterprise-wide strategy, putting you in the top third of organisations which have a structured approach to digital.

Sectors most likely to have a digital strategy are, perhaps unsurprisingly, also the sectors most likely to be affected by digital disruption: Advertising / PR, Broadcast / Media and Technology being the top three.


Section G

What’s the cause of disruption?

 The drop down menu has been set to the sector you are working in. You can select other sectors if you wish.

Swipe to reveal the rest of the table.

Sector Don't know New business models New forms of customer engagement New innovative products/services New operating models
Advertising / PR 10% 20% 13% 43% 13%
Broadcast / Media 7% 36% 18% 31% 8%
Business / Professional Services 17% 20% 21% 31% 11%
Charity / Non Profit 11% 6% 42% 21% 21%
Construction / Engineering 21% 16% 20% 30% 13%
Education 15% 11% 32% 32% 11%
Energy 21% 19% 11% 28% 21%
Financial Services – Banking 17% 14% 19% 34% 16%
Financial Services – Insurance 11% 22% 31% 24% 12%
Financial Services – Other (e.g. Investment Management, Real Estate etc.) 21% 14% 22% 29% 14%
Government – Central/Federal Government 14% 14% 27% 25% 20%
Government – Local/State Government 18% 13% 31% 20% 18%
Healthcare 18% 13% 25% 24% 20%
Manufacturing 27% 14% 25% 21% 13%
Other, please specify 19% 18% 22% 29% 13%
Pharmaceuticals 13% 13% 21% 42% 13%
Retail / Leisure 16% 11% 35% 21% 17%
Technology / Telecoms 19% 22% 17% 31% 12%
Transport / Logistics 19% 17% 25% 23% 16%
Utilities 19% 19% 27% 8% 27%

Our Question was:

If you are currently experiencing digital disruption, what is the primary source of disruption?

Your response:

New innovative products/services

This year we also looked at what the primary cause of disruption was. Perhaps your sector’s version of Uber (or indeed, just Uber) has started to compete with you. Or perhaps disruption has a more subtle effect on your organisation.

The primary source of disruption for you was new innovative products/services

The most commonly selected response of your peers was New Innovative Products and Services, followed quite closely by New Forms of Customer Engagement.

Almost one in five CIOs reported New Business Models were emerging, and a further 13% reported New Operating Models as the primary disruption cause. These two are perhaps the more significant forms of disruption – the Uber scenario – and together almost one third of companies are experiencing it.

If the primary source of disruption is New Business Models, then you are more likely to have an enterprise-wide digital strategy than any other form of disruption.


Section H

Salary against budget

Our Question was:

What is your Salary?

You answered:


$350,000 - $399,999

Total comps



$100m - $250m


Of course budget size is only one factor when it comes to salary; your sector plays an important role too (with Financial Services and FMCG CIOs at the top, and Charity, Construction, Public sector and – perhaps surprisingly – Legal towards the bottom).

And finally...

Our Question was:

Thinking objectively about your success in your current role, would say you are performing within the top 20% of your IT leader peer group?


CIOs are also a confident bunch! In fact they are so confident that almost eight in ten of respondents to the survey believe they are amongst the top fifth of high performing CIOs in their industry.

And you were one of them!

It is perhaps encouraging that most CIOs see themselves as winners in our industry. With the challenges IT leaders face each and every one is going to need a very strong constitution if they are to survive and flourish.

PBRs - shall we do them again?

We hope you found this PBR useful. They do take some time to compile, so we’d love your feedback.

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