Service Contract
CHAPTER 4: PRIMARY RESEARCH FINDINGS Introduction Introduction
A key element of this service contract was to undertake primary research with leading stakeholders in order to capture their visions and strategies in the area of e-skills and ICT professionalism. Stakeholders were made up of CIOs, senior ICT managers and ICT HR Managers from a broad range of industries across Europe. This chapter presents an overview of the main results from this research.
Figure 37: Profile of survey respondents
22 0.0%
9 0.0%
11 0.0%
6 0.0%
6 0.0%
1 0.0%
2 0.0%
8 0.0%
5 0.0%
2 0.0%
0 0.0%
0 0.0% n = 72 (multiple choice)
What sector would you describe your organisation as operating in?
Manufacturing and mining ICT and media Financial Services Professional services Government, education, health, defence Construction and real estate Distribution and hotels Retail Wholesale trade Utilities Arts and Recreation Agriculture, forestry, fishing
22 9
11 6 6 1
2 8 5 2 0 0 Manufacturing and…
ICT and media Financial Services Professional services Government,…
Construction and real…
Distribution and hotels Retail Wholesale trade Utilities Arts and Recreation Agriculture, forestry,…
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Stakeholder Vision and Strategies
Skills gap
Figure 38: Perceived ICT skills gap/mismatch by survey respondents
Key Finding: Findings indicated that the majority (70%, n=49) of respondents believe there is a serious ICT skills gap/mismatch that is hampering the growth of companies. Further, almost half (47%, n=34) of all respondents felt that the lack of availability of high-level ICT skills is impacting on their ability to grow their businesses.
0 0.0% σ = 0,8
5 7.1%
16 22.9%
34 48.6%
15 21.4%
avg = 3,84 n = 70
1 1.4% σ = 1
13 18.1%
24 33.3%
23 31.9%
11 15.3%
avg = 3,42 n = 72
Strongly Agree (5)
“In our organization, a lack of availability of high-level ICT sk ills is negatively impacting on our ability to grow the business”.
Strongly disagree (1) Disagree (2) Neutral (3) Agree (4) Strongly Agree (5) Agree (4)
What is your opinion on the following statements
"In our country as a whole, there is a serious ICT sk ills gap/mismatch that is hampering the growth of companies".
Strongly disagree (1) Disagree (2) Neutral (3)
0.0%
7.1%
22.9%
48.6%
21.4%
1 2 3 4 5
1.4%
18.1%
33.3% 31.9%
15.3%
1 2 3 4 5
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Impact of Offshoring and automation
Figure 39: Perceived impact of offshoring and automation by survey respondents Key Finding: The majority (61%, n=43) of respondents felt that offshoring is likely to have a moderate or high impact on the future demand for ICT skills in their organization. Interestingly, however, more than three quarters of all respondents (76%, n=54) felt that ‘automation’ is likely to impact on the future demand for ICT skilled workers within their organization. Although this research has focused on identifying the impact of offshoring, given the anticipated levels of impact from automation on demand for ICT skilled workers, it is recommended that additional studies are undertaken to assess the impact of automation on demand for e-skills.
6 8.5% σ = 0,9
22 31.0%
31 43.7%
12 16.9%
0 0.0%
avg = 2,69 n = 71
3 4.2% σ = 1
14 19.7%
30 42.3%
19 26.8%
5 7.0%
avg = 3,13 n = 71
Very high impact (5) Very high impact (5)
What is your view on the likely impact of automation on the future demand for ICT skilled workers within your organisation in your country?
No impact (1) Low impact (2) Moderate impact (3) High impact (4) High impact (4)
What level of impact will offshoring have on the future demand for ICT skilled workers in your organisation in your country?
No impact (1) Low impact (2) Moderate impact (3)
8.5%
31.0%
43.7%
16.9%
0.0%
1 2 3 4 5
4.2%
19.7%
42.3%
26.8%
7.0%
1 2 3 4 5
Page | 137
Impact of key professional trends
Figure 40: Perceived impact of key professional trends by survey respondents Key Findings: A significant minority of respondents (44%, n=30) felt that in the future there would be fewer ICT professionals in traditional ICT departments, coinciding with more ICT professionals working across the enterprise. More than half of respondents (53%, n=33) felt that Massive Open Online Courses (MOOCs) would substantially change the way in which continuing professional development for ICT practitioners is delivered within the next three years. This is surprisingly high given
3 4.4% σ = 1
19 27.9%
16 23.5%
26 38.2%
4 5.9%
avg = 3,13 n = 68
1 1.6% σ = 0,9
8 12.9%
20 32.3%
28 45.2%
5 8.1%
avg = 3,45 n = 62
0 0.0% σ = 0,9
6 8.8%
10 14.7%
35 51.5%
17 25.0%
avg = 3,93 n = 68
1 1.4% σ = 0,9
6 8.6%
7 10.0%
38 54.3%
18 25.7%
avg = 3,94 n = 70
Do you believe that all ICT Professionals in the world should share a common understanding of foundational ICT Body of Knowledge (i.e.
a core set of k nowledge that we must all be familiar with)?
Strongly disagree (1) Disagree (2) Neutral (3) Agree (4) Strongly Agree (5)
The ICT profession is a global profession, and national efforts must align on a global basis (as opposed to seek ing a purely regional solution) in order for the ICT profession to mature successfully.
Strongly disagree (1) Disagree (2) Neutral (3) Agree (4) Strongly Agree (5) Disagree (2) Neutral (3) Agree (4) Strongly Agree (5) Strongly disagree (1) Strongly disagree (1) Disagree (2) Neutral (3) Agree (4) Strongly Agree (5)
Massive Open Online Courses (MOOCs) will substantially change the way in which we deliver continuous professional development opportunities to ICT practitioners within the next three years.
What is your opinion on the following statements
It has been suggested that new technologies, such as cloud computing, will result in a decline in the number of ICT professionals work ing in traditional ICT departments; this will coincide with increased demand for ICT professionals work ing across the enterprise.
4.4%
27.9%
23.5%
38.2%
5.9%
1 2 3 4 5
1.6%
12.9%
32.3%
45.2%
8.1%
1 2 3 4 5
0.0%
8.8% 14.7%
51.5%
25.0%
1 2 3 4 5
1.4%
8.6% 10.0%
54.3%
25.7%
1 2 3 4 5
Page | 138
the relative newness of MOOCs but possibly underlines the high expectations being placed on this innovation, More than three quarters (77%, n=52) of respondents believe that that ICT is a global profession and that national efforts must align on a global basis to mature the profession successfully. Further, a significant majority (80%, n=56) of respondents believe that ICT professionals should share a common understanding of a foundational ICT Body of Knowledge (a core body of knowledge that ICT practitioners must all be familiar with).
ICT competence frameworks
Figure 41: Use of ICT competence frameworks by survey respondents
Key Finding: Approximately one quarter of organisations were using an ICT competence framework in their organisations. This shows a significant increase from an earlier 2011 study on ICT professionalism, suggesting that the use of ICT competence frameworks may be becoming more widespread.
Graduate readiness
Figure 42: Perceived readiness of graduates by survey respondents
Key Finding: More than half of the respondents surveyed felt that recent ICT graduates lacked the necessary combination of skills to contribute to the business without additional training. Only one quarter believed that they did possess the required skills. This result suggests that there may be a need to improve the level of industry-academia alignment in the development of curricula.
17 25.4%
50 74.6%
Do you use an ICT competence framework in your organisation (such as the European e-Competence Framework (e-CF) or SFIA, the Skills Framework for the Information Age, or in-house equivalent)?
Yes No
10 14.9% σ = 1,1
24 35.8%
16 23.9%
15 22.4%
2 3.0%
avg = 2,63 n = 67
Strongly Agree (5) Agree (4)
What is your opinion on the following statements
“Recent ICT graduates joining our company possess the necessary combination of technical, business and interpersonal sk ills to contribute to our business without further retraining”
Strongly disagree (1) Disagree (2)
Neutral (3) 14.9%
35.8%
23.9% 22.4%
3.0%
1 2 3 4 5
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Continuing Professional Development
Figure 43: Perceived view of CPD by survey respondents.
Key Finding: 71% (n=48) of CIOs/senior managers felt that experienced ICT practitioners in their organisations were successful in keeping their ICT skills up to date.
Impact of key technological trends
As outlined in Figure 44, the technological trends that are most likely to drive future growth in the demand for skills as identified by respondents as most likely to drive future increase in the growth of demand for expertise in order of importance are;
cyber security, mobile technologies, cloud technology, big data, social business and consumerisation (Bring Your Own Device – BYOD).
1 1.5% σ = 1
7 10.3%
12 17.6%
31 45.6%
17 25.0%
avg = 3,82 n = 68
Neutral (3) Agree (4) Strongly Agree (5)
What is your opinion on the following statement
"Experienced ICT practitioners work ing in our organisation are successful in k eeping their ICT sk ills up to date through continued training?”
Strongly disagree (1) Disagree (2)
1.5%
10.3%
17.6%
45.6%
25.0%
1 2 3 4 5
Page | 140
Figure 44: Perceived impact of key technological trends by survey respondents.
0 0.0% σ = 0,8
4 5.9%
11 16.2%
36 52.9%
17 25.0%
avg = 3,97 n = 68
0 0.0% σ = 0,8
3 4.3%
6 8.6%
23 32.9%
38 54.3%
avg = 4,37 n = 70
0 0.0% σ = 0,9
3 4.5%
12 18.2%
24 36.4%
27 40.9%
avg = 4,14 n = 66
0 0.0% σ = 0,8
2 3.0%
13 19.7%
32 48.5%
19 28.8%
avg = 4,03 n = 66
0 0.0% σ = 0,8
3 4.3%
8 11.6%
26 37.7%
32 46.4%
avg = 4,26 n = 69
1 1.6% σ = 0,8
2 3.2%
18 28.6%
31 49.2%
11 17.5%
avg = 3,78 n = 63
Increase in demand (4) Strong increase in demand (5) Increase in demand (4) Strong increase in demand (5)
Consumerisation / BYOD
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
Cyber Security
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
Social Business
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
Big Data
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Strong increase in demand (5)
Mobile
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3)
For each of the technological trends below, indicate the level of growth in demand for expertise in your organisation that you foresee over the period 2013-2020:
Cloud
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3)
Increase in demand (4) 0.0%
5.9%
16.2%
52.9%
25.0%
1 2 3 4 5
0.0% 4.3% 8.6%
32.9%
54.3%
1 2 3 4 5
0.0% 4.5%
18.2%
36.4% 40.9%
1 2 3 4 5
0.0% 3.0%
19.7%
48.5%
28.8%
1 2 3 4 5
0.0% 4.3%
11.6%
37.7%
46.4%
1 2 3 4 5
1.6% 3.2%
28.6%
49.2%
17.5%
1 2 3 4 5
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Impact of demand for skills / likelihood of offshoring
Figure 45: Perceived demand for data virtualization skills and likelihood of offshoring.
Key Finding: 82% (n=51) of respondents believe that there will be increased demand for data visualization skills in their organizations; only 17% (n=10) believe that these skills are likely to be offshored. This result is likely to reflect the high levels of interest in exploiting “big data”.
For each of the skills below, indicate the level of growth in demand for expertise in your organisation that you foresee over the period 2013-2020 (using the left hand columns); indicate the likelihood that the skill will be offshored at some point in time in the
period 2013-2020 (using the right hand columns)
1 1.6% σ = 0,8
0 0.0%
10 16.1%
28 45.2%
23 37.1%
avg = 4,16 n = 62
18 30.5% σ = 1,1
19 32.2%
12 20.3%
9 15.3%
1 1.7%
avg = 2,25 n = 59
Likely to be offshored (4) Very likely to be offshored (5) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3)
Data visualization / data analysis
Sharp decline in demand (1) Decline in demand (2)
1.6% 0.0%
16.1%
45.2%
37.1%
1 2 3 4 5
30.5% 32.2%
20.3%
15.3%
1.7%
1 2 3 4 5
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Figure 46: Perceived demand for user experience design skills and likelihood of offshoring.
Key Finding: Respondents generally believe that there will be increased demand for user experience (UX) skills in their organizations, with no respondents predicting a decline in demand. Most believe the skill will remain onshore, possibly reflecting the need for such skills to remain close to the user base. Only 21% (n=12) suggest it is likely the skill will be offshored.
Figure 47: Perceived demand for coding/ software engineering/ app build skills and likelihood of offshoring.
Key Finding: Almost half 46% (n=29) of respondents believed that demand for coding skills will increase. 54% (n=31) believed it was likely or very likely that the skill would be offshored.
0 0.0% σ = 0,7
0 0.0%
15 25.9%
32 55.2%
11 19.0%
avg = 3,93 n = 58
18 31.6% σ = 1,2
13 22.8%
14 24.6%
11 19.3%
1 1.8%
avg = 2,37 n = 57
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5) Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
User Experience Design
0.0% 0.0%
25.9%
55.2%
19.0%
1 2 3 4 5
31.6%
22.8% 24.6%
19.3%
1.8%
1 2 3 4 5
0 0.0% σ = 0,8
5 7.9%
29 46.0%
21 33.3%
8 12.7%
avg = 3,51 n = 63
12 21.1% σ = 1,4
4 7.0%
10 17.5%
24 42.1%
7 12.3%
avg = 3,18 n = 57
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
Coding / Sotware engineering / App build
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0%
7.9%
46.0%
33.3%
12.7%
1 2 3 4 5
21.1%
7.0%
17.5%
42.1%
12.3%
1 2 3 4 5
Page | 143
Figure 48: Perceived demand for software testing skills and likelihood of offshoring.
Key Finding: 55% (n=35) of respondents believed that there would be an increase or a strong increase in demand for software testing skills, and 45% (n=26) believed that this skill would be offshored. In future studies, it may be interesting to ascertain how many CIOs believed that this skill would be automated.
Figure 49: Perceived demand for ICT support skills and likelihood of offshoring.
Key Finding: Most respondents perceived demand in ICT as flat or increasing, with less than 5% (n=3) predicting lower demand in the future. Interestingly, a relatively high proportion of respondents (29%, n=17) believed that it was very unlikely to be offshored. This may be due to the desire for ICT support in these organisations to remain close to the user base and possibly even more so, with increasing levels of BYOD/Consumerisation.
0 0.0% σ = 0,8
1 1.6%
28 43.8%
25 39.1%
10 15.6%
avg = 3,69 n = 64
13 22.4% σ = 1,4
10 17.2%
9 15.5%
16 27.6%
10 17.2%
avg = 3 n = 58
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
Software testing
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0% 1.6%
43.8% 39.1%
15.6%
1 2 3 4 5
22.4%
17.2%
15.5%
27.6%
17.2%
1 2 3 4 5
0 0.0% σ = 0,6
3 4.7%
38 59.4%
21 32.8%
2 3.1%
avg = 3,34 n = 64
17 29.3% σ = 1,3
5 8.6%
13 22.4%
20 34.5%
3 5.2%
avg = 2,78 n = 58
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
ICT Support
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0% 4.7%
59.4%
32.8%
3.1%
1 2 3 4 5
29.3%
8.6%
22.4%
34.5%
5.2%
1 2 3 4 5
Page | 144
Figure 50: Perceived demand for e-leadership skills and likelihood of offshoring.
Key Finding: More than half of respondents (54%, n=27) predicted increased demand for e-Leadership skills. Only 2% (n=1) predicted that e-Leadership skills would be likely to be offshored, potentially reflecting the strategic importance of this skill set.
Figure 51: Perceived demand for infrastructure operations/ management skills and likelihood of offshoring.
Key Finding: Most respondents (58%, n=38) believed that demand for ICT infrastructure skills would remain flat. As a point of interest, internally the research team had expected the demand for infrastructure operations skills to decline with the predicted move to the cloud, but this did not appear to be the case. Greater than one third of respondents predicted increased demand in their organisations. Further, a relatively high number (41%, n=23) believed that it was unlikely that these skills
0 0.0% σ = 0,8
1 2.0%
22 44.0%
18 36.0%
9 18.0%
avg = 3,7 n = 50
23 50.0% σ = 0,9
8 17.4%
14 30.4%
1 2.2%
0 0.0%
avg = 1,85 n = 46
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
eLeadership (T-shaped sk illset)
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0% 2.0%
44.0%
36.0%
18.0%
1 2 3 4 5
50.0%
17.4%
30.4%
2.2% 0.0%
1 2 3 4 5
0 0.0% σ = 0,7
4 6.2%
38 58.5%
17 26.2%
6 9.2%
avg = 3,38 n = 65
15 26.8% σ = 1,3
8 14.3%
13 23.2%
15 26.8%
5 8.9%
avg = 2,77 n = 56
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
Infrastructure operations / management
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0% 6.2%
58.5%
26.2%
9.2%
1 2 3 4 5
26.8%
14.3%
23.2%
26.8%
8.9%
1 2 3 4 5
Page | 145
would be offshored, possibly reflecting the need for high levels of security for corporate assets.
Figure 52: Perceived demand for legacy maintenance skills and likelihood of offshoring.
Key Finding: Over one third of respondents (n=19) predicted increased demand for skills in maintaining legacy systems and/or replacing them. This was a skill set where almost one third predicted the skill being offshored. Notably, in contrast to this offshoring pattern, almost one third (32%, n=16) perceived this as an area where the skill set was very unlikely to be offshored, with a further 16% (n=8) viewing it as unlikely. One possible cause of such a pattern may be that the legacy systems are applications that are essential to business operations (e.g. banking transaction applications), written many years ago and that have evolved organically over many years. Consequently, the task of updating/maintaining such systems is so risky that the task must be performed by people working in a core team who have a high degree of knowledge relating to the systems. This typically resides in the location where the applications were first developed.
0 0.0% σ = 0,9
12 21.1%
26 45.6%
15 26.3%
4 7.0%
avg = 3,19 n = 57
16 32.0% σ = 1,3
8 16.0%
10 20.0%
15 30.0%
1 2.0%
avg = 2,54 n = 50
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
Legacy maintenance / replace
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0%
21.1%
45.6%
26.3%
7.0%
1 2 3 4 5
32.0%
16.0%
20.0%
30.0%
2.0%
1 2 3 4 5
Page | 146
Figure 53: Perceived demand for business process management skills and likelihood of offshoring.
Key Finding: The majority of respondents (63%, n=39) believed that there would be increased demand or strong increase in demand for Business Process Management (BPM) skills. Less than 5% (n=3) believed that demand would decline. Further, 73%
(n=41) did not believe the skills would be offshored.
Figure 54: Perceived demand for ICT supplier management skills and likelihood of offshoring.
Key Finding: ICT supplier management appears to be a skill that is becoming increasingly important to organisations, with almost half of respondents (46%, n=31) predicting increased demand. Only one respondent predicted a decline in demand for supplier management skills and very few (6%, n=3) believed this skill could be offshored, possibly reflecting the perceived strategic importance of managing
1 1.6% σ = 0,9
2 3.2%
20 32.3%
25 40.3%
14 22.6%
avg = 3,79 n = 62
24 42.9% σ = 1
17 30.4%
11 19.6%
3 5.4%
1 1.8%
avg = 1,93 n = 56
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
Business Process Management
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
1.6% 3.2%
32.3%
40.3%
22.6%
1 2 3 4 5
42.9%
30.4%
19.6%
5.4% 1.8%
1 2 3 4 5
0 0.0% σ = 0,7
1 1.6%
33 53.2%
22 35.5%
6 9.7%
avg = 3,53 n = 62
32 59.3% σ = 1
9 16.7%
10 18.5%
3 5.6%
0 0.0%
avg = 1,7 n = 54
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
ICT Supplier Management
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0% 1.6%
53.2%
35.5%
9.7%
1 2 3 4 5
59.3%
16.7% 18.5%
5.6% 0.0%
1 2 3 4 5
Page | 147
suppliers in a cloud environment or using a selection of providers as part of a global value chain.
Figure 55: Perceived demand for digital marketing skills and likelihood of offshoring.
Key Finding: Digital marketing is an area that appears likely to experience significant growth, with 78% (n=21) of respondents predicting strong growth in this area. This was also an area where few CIOs predicted offshoring (less than 5%, n=1), possibly reflecting the need for marketing skills to remain close to the business and the market.
Figure 56: Perceived demand for information security skills and likelihood of offshoring.
Key Finding: 80% (n=51) of respondents predicted increased demand for information security skills. Interestingly, and perhaps understandably, this was the skill least likely to be offshored, with no respondents planning to offshore information security skills.
0 0.0% σ = 0.8
0 0.0%
6 22.2%
11 40.7%
10 37.0%
avg = 4.15 n = 27
11 47.8% σ = 1
4 17.4%
7 30.4%
1 4.3%
0 0.0%
avg = 1.91 n = 23
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
Digital marketing
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0% 0.0%
22.2%
40.7%
37.0%
1 2 3 4 5
47.8%
17.4%
30.4%
4.3%
0.0%
1 2 3 4 5
0 0.0% σ = 0,8
3 4.7%
10 15.6%
31 48.4%
20 31.3%
avg = 4,06 n = 64
27 50.0% σ = 0,8
17 31.5%
10 18.5%
0 0.0%
0 0.0%
avg = 1,69 n = 54
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
Information security
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0% 4.7%
15.6%
48.4%
31.3%
1 2 3 4 5
50.0%
31.5%
18.5%
0.0% 0.0%
1 2 3 4 5
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Figure 57: Perceived demand for enterprise architecture skills and likelihood of offshoring.
Key Finding: More than half of respondents (58%, n=37) predicted an increase or strong increase in demand for Enterprise Architecture skills in their organisations, with only 1 respondents predicting a decline. Most respondents (76%, n=42) believed the skills would remain onshore, with only 1 respondent predicting that the skill might be offshored.
Figure 58: Perceived demand for high performance computing skills and likelihood of offshoring.
Key Finding: 45% (n=25) of respondents predicted increased demand in their organisations for High Performance Computing skills, and most believed that the skill was unlikely to be offshored. Only 12% (n=6) of respondents regarded it likely that the skill would be offshored.
0 0.0% σ = 0,8
1 1.6%
26 40.6%
23 35.9%
14 21.9%
avg = 3,78 n = 64
27 49.1% σ = 0,9
15 27.3%
12 21.8%
1 1.8%
0 0.0%
avg = 1,76 n = 55
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
Enterprise Architecture
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0% 1.6%
40.6%
35.9%
21.9%
1 2 3 4 5
49.1%
27.3%
21.8%
1.8% 0.0%
1 2 3 4 5
1 1.8% σ = 0,8
2 3.6%
27 49.1%
20 36.4%
5 9.1%
avg = 3,47 n = 55
21 42.9% σ = 1,1
7 14.3%
15 30.6%
6 12.2%
0 0.0%
avg = 2,12 n = 49
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
High Performance Computing (inc parallel)
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
1.8% 3.6%
49.1%
36.4%
9.1%
1 2 3 4 5
42.9%
14.3%
30.6%
12.2%
0.0%
1 2 3 4 5
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Figure 59: Perceived demand for embedded systems skills and likelihood of offshoring.
Key Finding: 31% (n=16) of CIOs believed that demand for skills in embedded systems would increase. This is relatively low, but may reflect that most have not yet considered the implications of the ‘Internet of everything’, and that the technology is still immature. Less than 10% (n=4) predicted the skill set would be offshored.
Summary of impact on skills
Table 12 summarises the expected trends for each individual skill set, in terms of the likely growth pattern of each skill, and the likelihood of offshoring.
Note: To create each entry, positive responses were summed (i.e. “likely” +”very likely”), and negative responses were summed (“unlikely” + ”very unlikely”). Neutral respondent were omitted. For each column, the box with the deepest colour contains the highest value.
Table 11: CIO perspectives on demand for skills / offshoring
0 0.0% σ = 0,7
2 3.9%
33 64.7%
12 23.5%
4 7.8%
avg = 3,35 n = 51
18 40.9% σ = 1,2
4 9.1%
18 40.9%
2 4.5%
2 4.5%
avg = 2,23 n = 44
Verly unlikely to be offshored (1) Unlikely to be offshored (2) Neutral (3) Likely to be offshored (4) Very likely to be offshored (5)
Embedded Systems
Sharp decline in demand (1) Decline in demand (2) Flat / Unchanged (3) Increase in demand (4) Strong increase in demand (5)
0.0% 3.9%
64.7%
23.5%
7.8%
1 2 3 4 5
40.9%
9.1%
40.9%
4.5% 4.5%
1 2 3 4 5
Skillset Decline in demand
Growth in demand
Unliketo offshore
Likely to offshore
Data Visualisation 1.6 82.3 62.7 16.9
UXD 0 74.1 54.4 21.1
Coding 7.9 46 28.1 54.4
Software testing 1.6 54.7 39.7 44.8
ICTsupport 4.7 35.9 37.9 39.7
Infrastructure ops 6.2 35.4 41.1 35.7
BPM 4.8 62.9 73.2 7.1
ICT Supplier management 1.6 45.2 75.9 5.6
Digital Marketing 1.7 58.6 63.3 8.2
Information security 4.7 79.7 81.5 0
Enterprise Architecture 1.6 57.8 76.4 1.8
High performance computing 5.5 45.4 57.1 12.2
Embedded systems 3.9 31.4 50 9.1
eLeadership skills 2 54 67.4 2.2
Legacy maintenance 21.1 33.3 48 32