The 2017 IDC New Zealand C-Suite Barometer provides an analysis of the Asia/Pacific C-Suite Barometer Survey, in which 223 New Zealand organisations were polled, including 143 New Zealand C-suite executives (CxOs) from finance, marketing, and operations as well as CEOs. The research provides insights into the digital mindset, behaviour, and requirements of ICT buyers, investment influencers, and decision makers.
Increasingly, the lines are blurring between who funds and decides on technology investments. Multiple stakeholders from the C-suite now have a greater role in determining where ICT budgets will be directed, what technologies will be adopted, and what areas of digital transformation (DX) will shape the strategic direction of the business. Digital transformation is inseparable from business transformation, and that requires the willingness and intent to collaborate for business success. This year's survey has demonstrated that New Zealand C-suite partners are aligning to create and implement their organisations' visions for transformation. It is through this attitude and approach that businesses will encounter fewer political roadblocks, accelerated implementation, and outcomes which can be quantified using relevant business metrics.
Key topics covered in this study include:
- Priority business initiatives and issues expected to challenge organisations in 2017–2018, and specific nonfinancial business issues troubling NZ CEOs;
- Sources of funding and the influence of different types of line-of-business decision makers within the organisation;
- The role of IT in New Zealand organisations, including the perceived role of IT in the organisation, the digital transformation journey, ICT resource distribution, and sources of innovation in the organisation;
- The strategic advantage of the 3rd Platform and the increasing importance of innovation accelerators, such as the Internet of Things, artificial intelligence, and software-defined computing;
- The DX strategy and the role of the digital team in terms of influence and composition;
- The DX performance scorecard and the business metrics that organisations are using to measure DX performance and success; and
- The drivers, funders, and sources of DX innovation in the organisation.