survey results: automation-knowledge-innovation

1. My company uses the following automation tools:

Automation-Knowledge-InnovationLast Modified: 01/01/2015

1 BPM 132 132

2 RunBook 58 58

3 Workflow 212 212

4 Workload Automation/Job Scheduling 172 172

5 DevOps 101 101

6 Other (please specify) 34 34

SAP

FinalBuilder

In-house automation applicaitons

M-Control

NA

Sap

Application Release Automation

HPQC

QTP

ERP system

TestBench

OF

SaaS, Datacenter automation, Performance & Availability

Problem Management Tool

Capture

TestTool Server

Eclipse, Quality Centre, Visual Studio, Winrunner, QTP,

marketing automation

Borland Caliber RM, Blueprint RM

SAP

Eg Jira

MDD with Rhapsody

Marketing Automation

Connectors to enable cross platform utilizations

SAP

I have not heard of any of these, if they are bespoke tools / products. We do have a team called DevOps, and I am familiar with the generic concepts of business processmodelling (if that is what BPM stands for)

Agile, Sharepoint, Sigma sure, Pivotal

ITIL

MS SharePoint

All software

HP QuickTest Professional; Eggplant

Automated Testing

sharepoint nintex forms and workflows

Puppet, AutoIT

SharePoint

own

Scrum, RUP, OOP, DDD, SOA, Continuous Integration

ESB

ERP

HP Quality Center , Loadrunner,

# Question (check all that apply) Total Responses

Other (please specify)

No ideea/just assuming

Own platforms

quality checking

Project Management

We use a mix of tools, depending on the area within our organization.

hand linked automation integrations

Agile Development Methodology

ARIS

Infrastructure Asset Modelling and Optimisation

bespoke internal tool

Robotic Process Automation

Total Responses 132 58 212 172 101 51

Statistic BPM RunBook Workflow Workload Automation/Job Scheduling DevOps Other (please specify)

2. I'm familiar with the following automation tools:

1 BPM 148 148

2 RunBook 75 75

3 Workflow 173 173

4 Workload Automation/Job Scheduling 152 152

5 DevOps 104 104

6 Other (please specify) 29 29

SAP

FinalBuilder

In-house automation applicaitons

M-Control

NA

Sap

Application Release Automation

HPQC

QTP

ERP system

TestBench

OF

SaaS, Datacenter automation, Performance & Availability

Problem Management Tool

Capture

TestTool Server

Eclipse, Quality Centre, Visual Studio, Winrunner, QTP,

marketing automation

Borland Caliber RM, Blueprint RM

SAP

Eg Jira

MDD with Rhapsody

Marketing Automation

Connectors to enable cross platform utilizations

SAP

I have not heard of any of these, if they are bespoke tools / products. We do have a team called DevOps, and I am familiar with the generic concepts of business processmodelling (if that is what BPM stands for)

Agile, Sharepoint, Sigma sure, Pivotal

ITIL

MS SharePoint

All software

HP QuickTest Professional; Eggplant

Automated Testing

sharepoint nintex forms and workflows

Puppet, AutoIT

SharePoint

own

Scrum, RUP, OOP, DDD, SOA, Continuous Integration

ESB

ERP

HP Quality Center , Loadrunner,

No ideea/just assuming

Own platforms

quality checking

# Question (check all that apply) Total Responses


Project Management

We use a mix of tools, depending on the area within our organization.

hand linked automation integrations

Agile Development Methodology

ARIS

Infrastructure Asset Modelling and Optimisation

bespoke internal tool

Robotic Process Automation

Total Responses 148 75 173 152 104 51

Statistic BPM RunBook Workflow Workload Automation/Job Scheduling DevOps Other (please specify)

3. My role to process automation is: (check all that apply)

1 Automation Engineer - responsible with the development, test, and production implementation ofautomated processes 79 24%

2 Other 34 10%

3 None at this time (by selecting this option you will exit the survey!) 0 0%

4 User/Actor - involved in various IT activities or operations that are automated (e.g. filling up a form,doing employee onboarding, providing a simple answer, etc.) 167 50%

5 Business Analyst - responsible with understanding requirements and translating them in processautomated actions 140 42%

7 Execution/Monitoring/Control Engineer - responsible with the overall health of the automationenvironment 71 21%

8 Beneficiary of automated processes - the process is being automated to improve my team's,department's, or business needs 148 44%

11 Participant in the change approval for process automation 132 39%

I am part of the automation development team

Value Analysis/ Value Engineering Manager

Project Manger of team

Architect of the needed application

IT manager

Consultant for BPM and Process Mining implementation

Pre-Sales Technical Manager

Coach, mentor

Solution consultation

Project manager of automation project

Value Realisation

Strategist and project manager / PMO chief

Project Manager for delivering Infrastructure and Application based projects for end client.

Vendor of IT automation tools

Sales

Slightly uncertain on this - we are a software product company, and our software products are used in process automation by our customers, but as a start up we use very littleautomation internally to run the business. My role as Product Director does include some elements of business analysis of my customer's businesses.

Manage a workload automation team

Architect

Manager

km consultant

Head of Architecture

Change Agent/Program Leader

Influence/Advisory in the implementation of automation tools and processes

Project Manager

Project Manager

Business tools owner, working with all groups to improve workflow and automation

Development Architect

Program Manager

Enterprise Architect

Architect exposing the gaps

Executive Sponsor

Program Manager

OVerall Mgmt

Executive Management

Total Responses 336

# Answer Bar Response %

Other

Statistic Value

4. What functional areas is process automation used for in your company?(check all that apply)

1 HR 180 54%

2 Help Desk 210 63%

3 Marketing 75 22%

4 R&D 82 24%

5 Sales 132 39%

6 Services 153 46%

7 Manufacturing 52 15%

8 Finance/Accounting 142 42%

9 Purchasing, Inventory 131 39%

10 IT 259 77%

11 Operations 212 63%

12 None at this time 0 0%

13 Other (please specify) 14 4%

14 I don't know 2 1%

General Admin eg Travel Requests etc

Environmental health and Safety management

SCM, procurement, financing, insurance

As a very young start up most things are still done in spreadsheets! We use some workflow tools, like Jira for Service / Help Desk / Operations / IT and Salesforce (poorlyadopted / ignored by the sales team), but I wouldn't call them process automation in the pure sense. I don't have experience of what finance are using. We have recentlyadopted Expensify, which has automated our expenses process, and that has been widely adopted. We use AppRiver for our email and spam services, and that is universallyused.

Momentum

External communication

academic advising

Some project auto,ation, use cases in one tool to test cases in another

Data Archiving

currently implementing

Engineering workflow

Strategic Investment Planning

Facilities management

Conferences

Total Responses 336



Statistic Value

5. Please indicate how you relate to automation complexity:

1 In my opinion it is difficult to automate processes 49 103 54 28 49 45 5 333 3.24

2 Creating and/or modifying processes usingautomation tools require special training 6 21 24 20 100 113 51 335 5.18

3 In my company non-automation specialists areallowed to modify processes in automation tools 57 89 31 46 55 26 5 309 3.17

4 In my company only complex processes areautomated 49 97 71 50 39 20 4 330 3.03

5 If automation tools would be simpler to use, moreprocesses would be automated 9 28 27 34 89 81 64 332 5.00

6I would contribute more to automationenhancements if the automation tools would besimpler to use

10 39 25 68 67 79 43 331 4.67

7 In my opinion automation tools are difficult to use 34 102 59 44 65 21 8 333 3.30

Min Value 1 1 1 1 1 1 1

Max Value 7 7 7 7 7 7 7

Mean 3.24 5.18 3.17 3.03 5.00 4.67 3.30

Variance 2.98 2.12 2.89 2.26 2.64 2.71 2.50

StandardDeviation 1.73 1.46 1.70 1.50 1.63 1.65 1.58

TotalResponses 333 335 309 330 332 331 333

# Question Stronglydisagree Disagree Somewhat

disagree

Neitheragree ordisagree

Somewhatagree Agree Strongly

agreeTotal

Responses Mean

Statistic

In myopinion it isdifficult toautomateprocesses

Creating and/ormodifying processes

using automationtools require special

training

In my company non-automation specialistsare allowed to modify

processes in automationtools

In mycompany only

complexprocesses

areautomated

If automation toolswould be simpler to

use, more processeswould be automated

I would contribute more toautomation enhancements

if the automation toolswould be simpler to use

In myopinion

automationtools aredifficult to

use

6. Please indicate how you relate to automation usefulness:

1 Automated processes are helping me be moreefficient 2 2 3 20 75 141 89 332 5.84

2 Automated processes are helping my team/divisionbe more efficient 2 1 4 17 66 152 92 334 5.90

3 Our automated processes are not aligned with ourbusiness needs 41 85 56 57 60 24 8 331 3.34

4 In my company the change approval cycle forautomated processes is too slow 14 40 47 60 69 63 39 332 4.43

5 We are allowed to apply manual workarounds whenexisting automation processes are not suitable 9 23 16 25 81 155 24 333 5.12

6 We are often in need to apply manual workaroundsfor existing automated processes 18 41 45 56 95 72 7 334 4.24

7 Management is using automated procedures asjustification/support against change 32 90 37 81 49 25 10 324 3.43

Min Value 1 1 1 1 1 1 1

Max Value 7 7 7 7 7 7 7

Mean 5.84 5.90 3.34 4.43 5.12 4.24 3.43


disagree



agreeTotal

Responses Mean

Statistic

Automatedprocessesare helpingme be more

efficient

Automatedprocesses are

helping myteam/division be

more efficient

Our automatedprocesses arenot aligned with

our businessneeds

In my company thechange approval

cycle forautomated

processes is tooslow

We are allowed to applymanual workarounds

when existingautomation processes

are not suitable

We are often in needto apply manualworkarounds for

existing automatedprocesses

Management is usingautomated

procedures asjustification/support

against change

Variance 1.04 0.97 2.58 2.85 2.07 2.40 2.54


TotalResponses 332 334 331 332 333 334 324

7. Please indicate how you relate to process-automation change:

1 I have the necessary skills to modify automatedprocesses 8 42 26 26 74 110 41 327 4.87

2 I am allowed to modify automated processes 16 66 27 25 78 80 35 327 4.42

4 I would like the ability to create new processes, by directlyusing automation tools 9 15 11 41 72 113 63 324 5.29

5 I would like the ability to modify processes that requireadjustments, by directly using automation tools 7 12 7 39 77 119 63 324 5.40

6I would like to be able to promote automation changes forapproval, by directly using automation tools instead ofusing Wiki, documents, emails, etc.

6 6 5 38 61 132 80 328 5.62

7 I would propose more process automation changes if theyhad a higher chance of approval 8 14 14 58 66 112 56 328 5.20

8I would be more inclined to participate in processdefinition that directly impacts my job, than if it benefitssomeone else

19 43 30 50 59 96 33 330 4.54

Min Value 1 1 1 1 1 1 1

Max Value 7 7 7 7 7 7 7

Mean 4.87 4.42 5.29 5.40 5.62 5.20 4.54

Variance 2.77 3.35 2.17 1.88 1.64 2.11 3.09


Total


disagree



agreeTotal

Responses Mean

Statistic

I have thenecessary

skills tomodify

automatedprocesses

I amallowed to

modifyautomatedprocesses

I would like theability to createnew processes,

by directlyusing

automationtools

I would like the abilityto modify processes

that requireadjustments, by

directly usingautomation tools

I would like to be able topromote automation changesfor approval, by directly using

automation tools instead ofusing Wiki, documents, emails,

etc.

I would proposemore process

automationchanges if they

had a higherchance ofapproval

I would be more inclinedto participate in process

definition that directlyimpacts my job, than if itbenefits someone else

TotalResponses 327 327 324 324 328 328 330

8. Please indicate how you relate to automation interactive peer-contribution: (Note: The term interactive peer-contribution refers to collaborative features similarto Google Docs; i.e. changes made by one user would be propagated instantly tothe other process contributors, allowing them to contribute in real time)

1I would like to use interactive peer-contributiontechniques to collaborate on process definitions in anautomation tool

2 7 6 37 64 135 80 331 5.66

2Interactive peer-contribution to process definitions wouldaccelerate the overall automation processimplementation

1 6 11 23 79 149 63 332 5.63

3Interactive peer-contribution to process definitions wouldcontribute to knowledge-creation and knowledge-sharing in my company

0 4 12 24 63 145 85 333 5.77

4 Interactive peer-contribution to process definitions wouldenhance the company's innovation capabilities 0 7 18 29 62 132 86 334 5.65

Min Value 1 1 2 2

Max Value 7 7 7 7

Mean 5.66 5.63 5.77 5.65

Variance 1.42 1.23 1.20 1.49

StandardDeviation 1.19 1.11 1.09 1.22

TotalResponses 331 332 333 334


disagree



agreeTotal

Responses Mean

Statistic

I would like to use interactive peer-contribution techniques to

collaborate on process definitionsin an automation tool

Interactive peer-contribution toprocess definitions would

accelerate the overall automationprocess implementation

Interactive peer-contribution to processdefinitions would contribute to

knowledge-creation and knowledge-sharing in my company

Interactive peer-contribution toprocess definitions wouldenhance the company'sinnovation capabilities

9. Please indicate how you relate to automation costs:

2 Automating new processes is considered costly in mycompany 12 41 37 66 77 77 24 334 4.44

3 Adjusting existing automated processes is consideredcostly in my company 13 45 46 57 82 72 18 333 4.32

4 Monitoring and controlling automated processes isconsidered costly in my company 14 54 54 67 77 49 18 333 4.08

5Automation costs create a high approval threshold forimplementing new or modifying existing automatedprocesses

10 29 32 63 98 79 19 330 4.58

6 Misalignments of existing automated processes inrelation to business-needs are leading to high costs 9 22 21 59 84 89 45 329 4.93

7 If automation tools would be simpler to use, automationcosts would be lower 9 23 25 49 92 94 41 333 4.92

8 If change-approval processes would be more simple,automation costs would be lower 8 23 34 58 86 84 40 333 4.81

9 A lower automation cost would enable more processesto be automated 3 8 15 35 78 142 51 332 5.43

10 Lower automation costs would close the gap betweenbusiness needs and automated processes 4 14 21 52 71 125 45 332 5.19

Min Value 1 1 1 1 1 1 1 1 1


disagree



agreeTotal

Responses Mean

Statistic

Automatingnew

processesis

consideredcostly in

mycompany

Adjustingexisting

automatedprocesses

isconsideredcostly in my

company

Monitoringand

controllingautomated

processes isconsideredcostly in my

company

Automation costscreate a high

approval thresholdfor implementingnew or modifying

existing automatedprocesses

Misalignments ofexisting

automatedprocesses in

relation tobusiness-needs

are leading tohigh costs

Ifautomationtools wouldbe simpler

to use,automationcosts would

be lower

If change-approval

processeswould be

more simple,automationcosts would

be lower

A lowerautomationcost would

enablemore

processesto be

automated

Lowerautomationcosts would

close the gapbetween

business needsand automated

processes

Max Value 7 7 7 7 7 7 7 7 7

Mean 4.44 4.32 4.08 4.58 4.93 4.92 4.81 5.43 5.19

Variance 2.54 2.54 2.50 2.16 2.29 2.28 2.29 1.51 1.87

StandardDeviation 1.59 1.59 1.58 1.47 1.51 1.51 1.51 1.23 1.37

TotalResponses 334 333 333 330 329 333 333 332 332

10. What are the challenges with your company's automation tools? (check allthat apply)

1 Integration standards 190 57%

2 Creating definitions 145 43%

3 Updating definitions 107 32%

4 Capturing knowledge 192 57%

5 Executing processes 119 35%

6 Out of date processes 145 43%

7 Incomplete processes 146 43%

9 Lack of expertise 156 46%

10 Complex and lengthy change process 147 44%

11 I don't know 12 4%



Not able to get time from domain experts to contribute to automation

Culture, not understood in the organisation

securities/roles

Insistence on complex processes instead of simplification to automate

To many specialized and complex processes automated

lack of close relationship between business and IT, poor deliverable quality that request a significant amount of reworks.

no third party tools allowed

applying automation to disparate domains

Obsolescence of existing tools

Leadership buy in

Globalization vs. localization

weak alignment of governance

cost of implimentation

few standardized job procedures suitable for automatization

As a start up, we are still defining our business processes, without any thought of automation. We extensively use the wiki, dropbox, google docs for collaboration of processdefinition, but most of the time a process may be created and then not used the next time we face a similar challenge, or immediately changed. In many places there is noprocess.

external (enterprise) processes antiquated, inefficient

Cost/Budget

Politics and resource limitations

Test and release management

Business understanding of its benefits

lack of communication

Transitioning from legacy processes

hundreds or thousands of potential variables in a process

Any of the above, depending on the group and project

nothing is in place it is a long road

Time to implement

lack of empathy/understanding of those automating

Vision: The people who design and build the automation I find have no vision of what they are trying to build. They just automate the current process and not think about what isneeded and how to improve. This is at all levels from the very top to the bottom of the organization.

Bifurcated processes (some automated, some manual)

Total Responses 336



Statistic Value

11. My contribution to automation change process, including new processes, is:(check all that apply)

1 I am proposing automation changes 226 67%

2 I am reviewing automation changes 158 47%

3 I am approving automation changes 95 28%

4 I am implementing automation changes 157 47%

5 I am managing the automation changes process 115 34%



supporting the strategy definition

I also execute automation changes

Change to processes is ad-hoc, and where a process has an element of workflow automation (e.g. service management, proposal management, software change managementin Jira workflows), the automation is light weight and loose, so we don't try to change it too much, because of the cost of change.

Architect

Other

I am advising/influencing automation change selection

project manager

I am using automated processes

advisory

Total Responses 336



Statistic Value

12. Please indicate how you relate to your company's knowledge managementaspects:

1 My company encourages internally created knowledge 10 18 19 31 53 138 65 334 5.31

3 My company rewards employees that contribute theirknowledge 18 42 25 57 68 84 38 332 4.56

4 My company is trying to enhance its knowledgemanagement capability 10 20 20 44 79 107 56 336 5.10

5My company is failing to convert tribal(personal/local/specialized) knowledge in corporateknowledge/information

11 41 32 56 88 75 31 334 4.55

Min Value 1 1 1 1

Max Value 7 7 7 7

Mean 5.31 4.56 5.10 4.55

Variance 2.38 3.01 2.36 2.58




disagree



agreeTotal

Responses Mean

StatisticMy company encourages

internally createdknowledge

My company rewardsemployees that contribute

their knowledge

My company is trying to enhanceits knowledge management

capability

My company is failing to convert tribal(personal/local/specialized) knowledge in corporate

knowledge/information

13. My company stores and manages knowledge using: (check all that apply)

1 Wiki 159 47%

2 Microsoft SharePoint 224 67%

3 IBM Lotus Notes 47 14%

4 Documents 232 69%


6 I don't know 4 1%

SAP

Groupwise Vibe

Jive, Oracle

Jira

3rd party documentation systems eg SI owned systems

Global Enterprise Reporting System (G-ERP)

Google Docs

Enablon documentation repository

blog-like wiki-type function

process models

AS hoc arrangements

company intranet

Server / Cloud

Social communities

File Shares

Central Desktop

Our own technologies

OneNote

proprietary software and tools

CRM

comments within the code/XSDs

confluence

Social Networks

Intranet, servers

Helpdesk system

Salesforce KB

SAP Tools

Office 360

SAP Jam

Formal model-driven specifications

ServiceNow

slack

Box

IBM Connections, IBM Smartcloud for social business

Internal QMS environment

IBM Connections

Dropbox, Synology, Google Docs, Apple iCloud, SourceForge

Share Drives

Agile, Sigma Sure, Pivotal,

Priva

KnowledgeBase

Sharepoint, COTS apps,

Internal tool such as eridoc

Jive based collaboration platform



ServiceNow

Physical files

email, network file shares

Connections Itranet site

Google docs

Alfresco Share

Various

peoples heads

Webex Social

SalesForce.Com

Bespoke systems

Other

email

Google/AO Docs

ITSM Tool

employee brains

ITSM tool

Basecamp and Google Drive

Basecamp

own platform

JIRA

Non centralized wikis or SharePoint for each business/IT area.

Confluence / Jira

fileshare

Fabasoft

Google Sites

ProdPad, Slack

SAP

MS Excel, PowerPoint, Echange.

OpenText Content Server

Remedy

Shared network drives and email

Cisco IWE

IBM Connections

Key people

bespoke web pages

Lots of excel

KX

Local Intranet

ServiceNow

Internal KM Portal

intranet

Google doc

Total Responses 335

Statistic Value

14. Please indicate how you relate to your company's innovation managementaspects:

1 In my opinion my company is innovative 17 29 37 32 78 86 56 335 4.81

2 My company is considered innovative by ourcompetition 9 21 25 59 64 96 56 330 5.00

3 My company is considered innovative by ourcustomers 10 21 28 54 74 90 57 334 4.97

4 My company rewards employees thatcontribute to innovation 19 23 26 45 85 95 38 331 4.79

5 My company is trying to gain or to retain itscorporate innovative-status 7 16 14 47 78 99 68 329 5.26

Min Value 1 1 1 1 1

Max Value 7 7 7 7 7

Mean 4.81 5.00 4.97 4.79 5.26

Variance 3.03 2.47 2.50 2.70 2.16

StandardDeviation 1.74 1.57 1.58 1.64 1.47

TotalResponses 335 330 334 331 329


disagreeNeither agreeor disagree


agreeTotal

Responses Mean

StatisticIn my opinion my

company isinnovative

My company is consideredinnovative by our

competition

My company is consideredinnovative by our

customers

My company rewardsemployees that contribute to

innovation

My company is trying to gain or toretain its corporate innovative-

status

15. Please indicate how you relate to your company's change management:

1 My company is currently going through a majorcorporate-wide change effort 11 34 14 51 70 75 66 321 4.94

2 My company is always in the middle of a corporate-wide change 11 36 27 55 100 67 24 320 4.54

3 The competitive market and economical situation isforcing my company to change continuously 5 15 17 44 92 98 55 326 5.20

4 My company has too many conflicting changeinitiatives 16 43 42 80 64 52 30 327 4.25

5 My company is stabilizing after a major corporate-wide change initiative 35 53 48 94 45 37 3 315 3.58

6 My company is trying to enhance itsadaptive/change capabilities 12 19 15 50 109 88 34 327 4.91

Min Value 1 1 1 1 1 1

Max Value 7 7 7 7 7 7

Mean 4.94 4.54 5.20 4.25 3.58 4.91

Variance 2.90 2.38 1.94 2.70 2.36 2.13

StandardDeviation 1.70 1.54 1.39 1.64 1.54 1.46

TotalResponses 321 320 326 327 315 327




agreeTotal

Responses Mean

Statistic

My company iscurrently going througha major corporate-wide

change effort

My company isalways in the middleof a corporate-wide

change

The competitive market andeconomical situation is forcing

my company to changecontinuously

My company hastoo manyconflicting

changeinitiatives

My company isstabilizing after a

major corporate-widechange initiative

My company istrying to enhance its

adaptive/changecapabilities

16. What are the major business drivers causing your company to focus onbusiness process change? (check all that apply)

1 Need to save money by reducing costs and/or improving productivity 258 77%

2 Need to improve existing products, create new products or enter new lines of business to remaincompetitive 230 68%

3 One time event (for example, merger or acquisition, implementing industry's best practices, newregulations) 73 22%

4 Need to improve customer satisfaction to remain competitive 200 60%

5 Need to improve management coordination or organizational responsiveness 183 54%

6 Need to improve management of IT resources (ERP applications) 144 43%

7 My company is not going through a business process change 8 2%


9 I don't know 6 2%

automated process complexity is causing project delivery delays

faster response to local markets

Significant growth

Market changes

Need of a Start Up to grow fast to please venture capital backers

need near-realtime awareness of performance, issues, resource availability per project/task

camouflage of management mistakes, as usual

New CEO

Every department talks about changing process to improve, spends a lot of money and effort to plan, begins the implementation but then never completes it and starts again.

Total Responses 336



Statistic Value

17. Please indicate how you relate to your company's market leadership, giventhe above definition:

1 In my opinion my company is a market leader 11 26 19 43 72 79 77 327 5.09

2 My company is considered a market leaderby our competition 12 19 23 49 73 85 67 328 5.06

3 My company is considered a market leaderby our customers 11 18 14 51 75 89 69 327 5.15

4 My company is trying to gain or maintain theposition of market leader 6 14 7 34 72 106 85 324 5.50

Min Value 1 1 1 1

Max Value 7 7 7 7

Mean 5.09 5.06 5.15 5.50

Variance 2.80 2.62 2.46 2.01






agreeTotal

Responses Mean

Statistic In my opinion my companyis a market leader

My company is considered a marketleader by our competition

My company is considered a marketleader by our customers

My company is trying to gain or maintainthe position of market leader

18. How many people are employed by your company?

1 Less than 50 19 6%

2 50 - 199 35 10%

3 200 - 499 23 7%

4 500 - 999 23 7%

5 1,000 - 4,999 60 18%

6 5,000 or more 176 52%

Total 336


19. Where is your company's headquarter located?

1 Asia 14 4%

2 Australia and Oceania 3 1%

3 Central America and the Caribbean 1 0%

4 Europe 94 28%

5 Middle East, North Africa, and Greater Arabia 4 1%

6 North America 202 60%

7 South America 8 2%

8 Sub-Saharan Africa 10 3%

Total 336


20. In which industry do you work? (if your company is operating in multipleindustries, please choose the dominant one)

1 Accommodation and Food Services 2 1%

2 Administrative and Support and Waste Management and Remediation Services 0 0%

3 Agriculture, Forestry, Fishing and Hunting 0 0%

4 Arts, Entertainment, and Recreation 5 1%

5 Construction 3 1%

6 Educational Services 8 2%

7 Finance and Insurance 46 14%

8 Health Care and Social Assistance 17 5%

9 Information Technology 140 42%

10 Management of Companies and Enterprises 0 0%

11 Manufacturing 20 6%

12 Mining, Quarrying, and Oil and Gas Extraction 5 1%

13 Other Services (except Public Administration) 7 2%

14 Professional, Scientific, and Technical Services 12 4%

15 Public Administration 18 5%

16 Real Estate and Rental and Leasing 2 1%

17 Retail Trade 10 3%

18 Transportation and Warehousing 10 3%

19 Utilities 9 3%

20 Wholesale Trade 1 0%


Total 336

pharma

Communications Services

telecommunications

Consumer Electronics

Management consulting

Transit

Automotive

Marketing and Advertising

Automotive

Aerospace and military

Telecommunication

Government

Information Technology and Educational Services

Telecoms

Telecommunications

Steel trade & distribution

information services

Consulting

Telecommunications Operator

Development Finance

Marketing

Min Value 1

Max Value 21

Mean 10.79

Variance 18.73

Standard Deviation 4.33



Statistic Value

Total Responses 336