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THOUGHT LEADERSHIP
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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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CIO 2025 Outlook: Key Priorities for Tech Leaders
In today's rapidly evolving digital landscape, Chief Information Officers (CIOs) find themselves walking a precarious tightrope. On one side looms the ever-present spectre 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 nearly 1,400 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.Top global CIO challengesCyber security is tech’s top global priority. Nearly half (41%) of CIOs worldwide say it is their greatest challenge.More than half (56%) of tech leaders believe senior management lacks knowledge about the CIO role and what is required to succeed.Most tech leaders (52%) say embedding AI skills into existing roles is the top AI adoption challenge. Download your free copy now to learn strategies to improve your IT function and competitive edge.DOWNLOAD REPORT
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ManpowerGroup Employment Outlook Survey Q2 2025
The state of the labour market in Q2 2025 UK employers are continuing to kick major hiring decisions into the long grass, with the latest data from the ManpowerGroup Employment Outlook Survey showing 42% of organisations plan no changes to their employee headcount in Q2 (April – June) 2025. An additional 11% don’t know if or how their staffing levels will change. Among employers who are planning headcount changes, average employer hiring volume is down -27% versus Q1 2025.Michael Stull, Managing Director, ManpowerGroup UK, said: “With less hiring taking place, many employees are understandably reluctant to consider changing roles. Given this, employers must prioritise workforce optimisation and internal mobility. Offering opportunities to upskill and finding ways to keep teams motivated and energised will drive much-needed productivity during this period of stagnation.“The Government’s vast policy changes announced in the Autumn budget will be coming into effect in Q2. This means the hiring recession we’ve been experiencing looks set to continue until the impact is fully realised by cautious business leaders. As widespread caution continues to stifle decision-making, employers will need to treat the workforce as they would in an economic recession; they must look at driving productivity within their workforce for the rest of the year. Those businesses which are able to work smarter in the next few months will be in a better position for when the wider economy does turn around. “For the time being, economic uncertainty and cost pressures remain a real issue for many employers as the negative sentiment, alongside flat consumer spending and growing insolvencies all adds to a sense there is only so much more they can do. It’s likely they will continue to hold tight until we’ve seen the full impact of next month’s tax rises. Therefore, we urge those who can, to navigate the uncertainty and find new solutions to drive productivity and efficiencies. They will likely reap the rewards later in the year when it is hoped the market will stabilise and improve.”Find out more in the Q2 2025 ManpowerGroup Employment Outlook Survey report, including:Hiring volume changes from small business to large enterpriseReasons driving employer hiring decisionsTop five hardest to find skills.DOWNLOAD THE REPORTCONTACT US
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