Specialising in delivering in-demand IT talent and solutions, we provide a wide range of expertise and pragmatic approaches to drive real innovation.
Our Expertise
Leading in Information Technology Services
Experis provides services that power business transformation. With decades of experience in digital business transformation, digital workspace, cyber security, cloud and infrastructure and enterprise applications, we enable business success now and in the future.
Our Services
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Professional Resourcing
Finding the right talent with in-demand skills and expertise to fill your most critical roles.
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IT Consulting
Leading digital transformation practices through our network of consultants, experts and partners.
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Project Services
Providing business-critical IT project expertise and implementation of new solutions.
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Managed Services
Managing IT resourcing, application maintenance and operations so you can focus on your core business.
THOUGHT LEADERSHIP
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The CIO’s Balancing Act: Bridging Security and Innovation in 2025
In today’s rapidly evolving digital landscape, Chief Information Officers (CIOs) find themselves walking a precarious tightrope. On one side looms the ever-present specter of cybersecurity threats; on the other, the pressing demand to drive innovation and digital transformation. How are today’s technology leaders managing this delicate balance?Our new Future Forward: CIO 2025 Outlook research provides compelling insights into this question. Drawing from an extensive study of 1,393 technology leaders - including 480 C-suite executives and 913 senior IT decision-makers across nine countries - we’ve uncovered a portrait of the modern CIO’s challenges, priorities, and strategic approaches.Key findings: The security-innovation paradoxThe data tells a fascinating story of how technology leaders are responding to competing priorities:41% of CIOs report cybersecurity as their top concern that “keeps them up at night.”77% are increasing security budgets, 68% are expanding cloud infrastructure, and 67% are accelerating AI capabilities.This isn’t a contradiction - it’s a strategic necessity. Today’s most successful technology leaders aren’t making tradeoffs between security and innovation; they’re developing integrated approaches where robust cybersecurity enables, rather than restricts, digital advancement.Five technology team profilesOur research revealed that organisations typically fall into one of five maturity categories:Front Runners (24%): Customer-centric, technologically mature and strongly aligned with business objectives.Chasers (26%): Close behind Front Runners, showing strong performance but with some gaps in execution.Followers (16%): Moderately advanced but underperforming in areas like data governance and digital readiness.Laggards (20%): Advanced in certain areas but struggling with ethics, sustainability and broader business alignment.Snoozers (14%): Hesitant to embrace new trends, slow to reconfigure organisations and falling behind competitively.The key distinction?Front Runners prioritise customer-centric technology strategies, while less advanced organisations focus on cybersecurity as a defensive measure rather than an enabler of innovation.The AI perspective: Pragmatic optimismWhile AI continues to dominate headlines, our research shows CIOs taking ameasured, strategic approach:Only 13% of technology leaders consider delivering AI solutions among their most important tasks.37% see generative AI as valuable for specific applications but not yet transformative.36% believe AI is a game-changer but requires further refinement before widespread adoption.CIOs are balancing excitement about AI’s possibilities with realistic expectations, focusing on practical applications that align with business goals rather than speculative implementations. Additionally, many are navigating the cybersecurity risks associated with AI, ensuring that advancements in automation and machine learning don’t introduce new vulnerabilities.The talent challengeThe research highlights a persistent technology skills gap:76% of organisations in the IT sector report difficulty finding skilled talent.Hiring patterns are shifting - 32% of organisations are expanding into strategic areas like cloud computing and sustainability.To address these challenges, organisations are redesigning roles - 52% are embedding AI skills into existing positions.The most forward-thinking CIOs recognise that building a future-ready workforce means more than just hiring new talent - it requires reskilling existing employees and fostering a culture of continuous learning.Balancing defense and advancement: Your action planFor technology leaders looking to advance along the maturity curve, the research suggests several key strategies:Treat cybersecurity as a company-wide imperative, not just a technology issue.Partner with HR to implement diverse hiring strategies that address skills gaps.Redesign IT roles by embedding AI-related skills into existing positions.Provide comprehensive training that develops both technical and soft skills.Address internal resistance to change with clear communication and gradual implementation.The most successful CIOs aren’t simply playing defense against threats or chasing the latest innovations - they’re strategically integrating security into their digital foundations while simultaneously deploying advanced technologies to create competitive advantage.Get the full reportFor a deeper dive into how top CIOs are successfully navigating these challenges, including real-world case studies and actionable strategies, download the complete Future Forward: CIO 2025 Outlook report here.
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Security without Sacrifice: The New Innovation Playbook for Technology Leaders
Werner Vogels, CTO of Amazon, said, “Security is not a barrier to innovation; it’s an enabler – when done right. But when done wrong, it can be the biggest roadblock.”For too long, we’ve framed cybersecurity and innovation as competing priorities – strengthen your security posture or accelerate your digital transformation, but never both. This supposed tension has forced technology leaders into an impossible balancing act, making tradeoffs that ultimately compromise both objectives.But here’s where things get interesting – our latest research shows that the most successful technology leaders aren’t just dismissing this false dilemma; they’re redefining the very relationship between security and innovation.Breaking the either/or myth: Data-driven insights on security and innovationOur team surveyed nearly 1,400 technology leaders for our Future Forward report, uncovering insights that challenge conventional thinking. A striking 41% of CIOs cite cybersecurity as their top concern – the very issue that keeps them up at night. Yet, rather than slowing down, these leaders are accelerating investments in security (77%), cloud infrastructure (68%), and AI capabilities (67%) – proving that security and innovation aren’t at odds but can drive each other forward.This isn’t a contradiction – it’s a strategic shift. The research clearly shows that top organisations no longer see security as a roadblock to innovation but as a foundation that drives faster, more confident progress.Among top-performing companies, security has evolved from being perceived as a brake pedal to becoming more like an advanced navigation system – the critical infrastructure that allows them to move quickly through complex terrain with greater confidence.Turning protection into propulsionOur research identified a distinct group of organisations we call “Front Runners” – companies that represent about 24% of our sample. These businesses aren’t just performing better – they’re approaching the security-innovation relationship in a fundamentally different way.Front Runners integrate security thinking into each phase of development rather than treating it as a final checkpoint. They design their processes so security expertise informs innovation from concept through deployment. More importantly, they frame security as a competitive differentiator rather than a cost centre or compliance requirement.The most effective organisations have restructured their teams and processes to eliminate the traditional silos between security and development. They’ve created collaborative environments where security experts and innovation specialists work together toward shared business objectives, not competing technical priorities.The missing ingredient: Why even great tech fails without human alignmentThe most revealing aspect of our research isn’t about technology investments but about organisational alignment. Only 37% of organisations reported their risk strategy being very aligned with cybersecurity, and less than 30% said their technology deployment is well-aligned with worker adoption.This underscores a key insight: security excellence isn’t just about technology – it’s about people and processes. Organisations that view cybersecurity as purely a technical issue overlook the bigger picture. Even the most advanced security systems fall short when they aren’t aligned with real-world workflows.We see this time and again in our client engagements. Companies pour resources into cutting-edge security solutions, only to find employees bypassing them because they hinder productivity. The most successful organisations sidestep this pitfall by designing security measures that integrate seamlessly with how people work.Breaking the security-innovation stalemateSo, what does this mean for your organisation? If your cybersecurity and innovation teams still operate as separate entities with different priorities, you’re not alone – but you’re also at risk of falling behind.Our research highlights key strategies that set leading organisations apart:Integrated teams: Top performers view security as an enabler, fostering collaboration through teams with shared goals and accountability.Security by design: Instead of retrofitting security, they embed it from the start, ensuring protection is built into every stage of development.People-centered security: Recognising that technology alone isn’t enough, they design systems that align with real workflows, making secure behaviour the easiest choice.Strategic advantage: They elevate cybersecurity beyond compliance, leveraging it as a competitive differentiator – especially in regulated industries.Cultural alignment: Security isn’t just an IT responsibility; they cultivate an organisation-wide mindset where everyone plays a role in maintaining security.From checkpoints to accelerators: Redefining security’s core purposeOur research delivers a clear message: the old narrative that pits security against innovation isn’t just outdated – it’s a risk. Organisations that cling to this mindset will fall behind those that have embraced security as a catalyst for innovation rather than a constraint.Top organisations have redefined their approach to technology by integrating security as both a business enabler and a competitive advantage. They’re not just safeguarding their operations – they’re driving innovation, building agile platforms that evolve rapidly while maintaining trust.The real question for technology leaders isn’t, “How do we balance security and innovation?” but rather, “How can we leverage security to drive innovation forward?” Those who get this right aren’t making compromises – they’re building a lasting competitive edge.For a deeper dive into the top challenges for technology leaders, take a look at the complete Future Forward: CIO 2025 Outlook report here.
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From Silicon Valley to the Seine: How Location Shapes Technology Leadership
By: James Hallahan, Experis Europe Brand LeaderTechnology may be universal, but how organisations implement and prioritise it varies dramatically across regions. Our “Future Forward: CIO 2025 Outlook” research reveals fascinating differences in how technology leaders approach seemingly common challenges. While digital tools and platforms cross borders effortlessly, the human decisions about their deployment are deeply influenced by regional business cultures, regulatory environments and economic contexts.After analysing responses from 1,393 technology leaders across nine countries, the regional nuances in technology leadership became impossible to ignore. These differences aren’t merely interesting observations—they’re valuable lessons that can transform how we all approach digital strategy.Technology with purpose: How Northern Europe aligns tools with valuesThroughout Northern Europe, technology decisions appear to be deeply aligned with broader organisational values. Norwegian CIOs strongly prioritise alignment with business leaders (42% versus 30% globally), while Dutch technology leaders show remarkable commitment to sustainability-driven innovation (67% actively reducing carbon footprints through technology) and AI transparency (66% emphasising bias-free AI systems versus 54% globally).These leaders have rejected the false choice between ethical technology and effective technology, proving these qualities can reinforce each other. Their approach demonstrates how technology strategy can reflect broader organisational and societal values while delivering business results.Your competitive edge: Embed values into your tech DNA. Organisations that align technology with core principles create more sustainable, trusted and widely-adopted systems.Conversations before code: The UK’s stakeholder-centred technology modelWhat distinguishes UK technology leaders is their emphasis on stakeholder engagement throughout the technology implementation process. The numbers tell the story: 86% align investment strategy with transformation goals, 41% prioritise frequent stakeholder communication and 61% conduct systematic research before adopting new technologies.This communication-centric model appears to strengthen change management capabilities. By investing in governance, transparency and stakeholder management, UK organisations are creating more sustainable approaches to technology transformation.Actionable intelligence: Invest in conversations before code. The best technology implementations succeed because of human alignment, not despite human resistance.More from less: France’s resourceful approach to technology leadershipFrench technology leaders present a fascinating case study in prioritisation. While 46% identify cybersecurity as their top concern (far exceeding the global average), 38% cite budget advocacy as their greatest challenge—substantially higher than the global average of 25%.This combination has driven a distinctive approach to technology implementation. French CIOs must be exceptionally resourceful, finding innovative ways to maximise impact from limited investments. Their above-average interest in cutting-edge technologies like synthetic data (33% vs. 23% globally) shows an ambitious innovation mindset despite—or perhaps sharpened by—these resource constraints.The takeaway: Constraints breed ingenuity. When budget limitations force hard choices, they often lead to more elegant, targeted solutions than unlimited resources.The Renaissance mindset: Italy’s fusion of security and innovationItalian technology leaders have achieved something remarkable: leading in both AI adoption (47% see AI as a “game-changer”) and cybersecurity investment (86% increasing budgets). Unlike regions where these priorities compete for resources and attention, Italian CIOs have developed frameworks that advance both simultaneously.Their balanced approach rejects the notion that organisations must choose between innovation speed and security rigor, showing instead how these priorities can mutually reinforce each other in a well-designed technology strategy.Leadership blueprint: Reject false choices. The most advanced organisations refuse to see security and innovation as competitors for resources—they’re partners in transformation.Strategic patience in the start-up nation: Israel’s calculated approachPerhaps most counterintuitive were our findings from Israel. In a country renowned for technological innovation, a striking 43% of technology leaders question AI’s long-term viability—more than double the global average.This isn’t technological conservatism but rather a sophisticated form of strategic discernment. Israeli CIOs are heavily prioritising digital transformation (32% vs. 23% globally), regulatory compliance (32% vs. 20%) and aligning IT strategy with business goals (44% vs. 34%).Their measured approach demonstrates the value of strategic patience—ensuring innovations fit into coherent strategic visions before committing to widespread adoption.Tactical advantage: Exercise selective skepticism. Just because something is trending doesn’t mean it belongs in your stack—proven value should always trump industry buzz.Vigilance as strategy: How North American CIOs turn protection into opportunityIn boardrooms across North America, cybersecurity dominates the conversation in a way that’s measurably different from elsewhere. Our data shows 56% of North American CIOs report cybersecurity keeps them “awake at night”—significantly higher than the global average of 44%.What’s truly enlightening isn’t just this heightened vigilance but how it connects to their innovation agenda. North American organisations have invested heavily in cybersecurity (86% increasing budgets), while simultaneously pursuing aggressive AI adoption, with 43% already seeing measurable productivity gains. Their security investments aren’t merely defensive costs but strategic enablers protecting increasingly AI-dependent operations.Strategic insight: Don’t choose between security and speed—use them to reinforce each other. The strongest innovation happens on the most secure foundations.The cross-border playbook: Five universal principles from regional excellenceDespite these fascinating regional variations, certain principles emerge that can guide technology leaders anywhere:Security enables innovation - The most successful organisations integrate security and innovation as complementary rather than competing priorities.Constraints drive creativity - Resource limitations, when properly framed, can drive more efficient solutions than unlimited budgets.Values should shape technology - The most resilient technology strategies reflect and advance core organisational and cultural principles.Strategic patience pays dividends - Disciplined assessment of emerging technologies often yields better results than reflexive adoption of every new trend.Human factors determine technical success - Technical excellence alone doesn’t guarantee successful adoption; stakeholder engagement is just as crucial as implementation.As we navigate the evolving technology landscape, the most successful organisations will be those that learn from these diverse regional approaches. The richness of these perspectives offers us all an opportunity to create more resilient, innovative technology strategies by embracing multiple viewpoints.After all, in an increasingly complex technology landscape, this global perspective might be the most valuable competitive advantage of all.For a deeper dive into the top challenges for technology leaders, take a look at the complete Future Forward: CIO 2025 Outlook report here.
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