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In the past, IT has primarily focused on technology and process improvements to deliver successful business outcomes and help employees be fully productive. IT has now hit a wall. These traditional approaches alone are no longer effective. IT must fundamentally change its approach to increased productivity expectations and changing business demands.
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Why CEB? Our integrated approach to talent management will help you build a more effective IT organization. We
believe the difference between good companies and great companies is having the right people in the right
roles, making talent the single largest driver of corporate performance. CEB has the most comprehensive view
into the drivers of leadership success, employee performance, and employee engagement, with unrivaled
datasets (over 35 million assessments delivered last year) and validation from hundreds of CIOs.
VISIT WWW.EXECUTIVEBOARD.COM/IT-TALENT TO LEARN MORE.
THE LOOMING
IT CrisisTHAT MIGHT SURPRISE YOU
In the past, IT has primarily focused on technology and
process improvements to deliver successful business
outcomes and help employees be fully productive.
IT has now hit a wall. These traditional approaches alone are no longer effective as a result of 3 key changes in the way we work:
These characteristics are fundamentally changing how IT must approach increased productivity expectations and changing business demands.
GREATER
INTERDEPENDENCE
FREQUENT
ORGANIZATIONAL CHANGE
The reality: IT is unprepared.
IT needs to develop a long-term and integrated
solution to IT talent management. This means IT must:
PLAN A LONG-TERM IT
TALENT STRATEGY
ASSESS STAFF ON IT-SPECIFIC
COMPETENCIES
DEVELOP A HIGH-
PERFORMING TEAM
CEB’s integrated approach to talent
management helps CIOs find the right people,
with the right skills, for the right job.
In fact, by getting talent right, organizations can see up to a
1 2
MORE KNOWLEDGE-
INTENSE WORK
3
?
12% INCREASE IN REVENUE.
The best CIOs focus more time on
talent than any other activity.
WHY? BECAUSE:
50% of business profitability
comes from employees’
contribution to the
enterprise
97% of IT roles will be affected by
these workplace changes
6 new IT roles will emerge
4 in 5 IT roles will have to adapt to
multiple changes in skills,
responsibilities, or objectives
of CIOs do not have
a comprehensive
skills forecast
of HR functions
are restructuring
in the next year
of IT employees do
not display high
discretionary effort60% 50% 50%
