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IT Spending and Staffing Benchmarks 2017/2018: Chapter 20: Food and Beverage Subsector Benchmarks
Chapter 20 provides benchmarks for food and beverage manufacturers. The 16 respondents in the sample range in size from $40 million to $2.2 billion in annual revenue. Food and beverage companies produce beverages, snack foods, meat products, dairy products, dietary supplements, spices, and other consumable food products. Some also distribute products to retail outlets. [Full Study Description]
June, 2017
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IT Spending and Staffing Benchmarks 2017/2018: Chapter 21: Industrial and Automotive Subsector Benchmarks
Chapter 21 provides benchmarks for industrial and automotive manufacturers. The 20 respondents in this subsector make auto parts, material handling equipment, engines, machinery, and similar capital goods. The manufacturers in the sample range in size from $45 million to $96.3 billion in annual revenue. [Full Study Description]
June, 2017
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IT Spending and Staffing Benchmarks 2017/2018: Chapter 22: Commercial Banking Subsector Benchmarks
Chapter 22 provides benchmarks for commercial banks. This subsector includes credit unions and community, regional, and national banks. The 18 respondents in this sample have annual revenue ranging from $22 million to $34.1 billion. [Full Study Description]
June, 2017
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IT Spending and Staffing Benchmarks 2017/2018: Chapter 23: Brick-and-Mortar Retail Subsector Benchmarks
Chapter 23 provides benchmarks for brick-and-mortar retailers. This subsector includes department stores, sporting goods stores, clothing stores, convenience stores, agricultural retailers, and other retailers. The 16 respondents in this sample have annual revenue ranging from $80 million to $19 billion. [Full Study Description]
June, 2017
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IT Spending and Staffing Benchmarks 2017/2018: Chapter 24: Utilities Subsector Benchmarks
Chapter 24 provides benchmarks for utilities. The 17 respondents in this subsector range in size from about $88 million to $26.8 billion in annual revenue. This category includes gas and electric utilities, power transmission distributors, pipeline operators, water and power utilities, and telecommunications service providers. [Full Study Description]
June, 2017
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IT Spending and Staffing Benchmarks 2017/2018: Chapter 25: Hospital Subsector Benchmarks
Chapter 25 provides benchmarks for hospitals. The 31 respondents in this subsector range in size from $109 million to $34 billion in annual revenue. This category includes community hospitals, university hospitals, health clinics, healthcare systems, and regional healthcare providers. [Full Study Description]
June, 2017
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IT Spending and Staffing Benchmarks 2017/2018: Chapter 26: City and County Government Subsector Benchmarks
Chapter 26 provides benchmarks for city and county governments. This chapter is concerned with the IT workings of city or county governments and not individual agencies within larger governments (which can be found in Chapter 27). The 34 respondents in this subsector have annual operating budgets ranging from $55.3 million to $7.2 billion. [Full Study Description]
June, 2017
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IT Spending and Staffing Benchmarks 2017/2018: Chapter 27: Government Agency Subsector Benchmarks
Chapter 27 provides benchmarks for federal, state, and regional government agencies. The category includes public health agencies, courts and law enforcement agencies, social service agencies, state parks, lotteries, and other federal, state, and regional government units. The 20 respondents in the sample have operating budgets that range in size from $52.6 million to about $40 billion. [Full Study Description]
June, 2017
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IT Spending and Staffing Benchmarks 2017/2018: Chapter 28: Logistics Subsector Benchmarks
Chapter 28 provides benchmarks for logistics providers. The 18 respondents in this sample range in size from $52 million to nearly $21.9 billion. The sector is comprised of logistics companies that transport goods, including refined petroleum distributors, national moving companies, freight transportation companies, supply chain logistics providers, and other logistics companies. [Full Study Description]
June, 2017
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IT Spending and Staffing Benchmarks 2017/2018: Bundle A: Chapters 2, 3A, 3B, 3C (Composite and Organization Size Benchmarks)
This special bundle of our IT Spending and Staffing Benchmarks 2017/2018 study combines Chapter 2 (Composite benchmarks) plus the three chapters of benchmarks by organization size. Chapter 3A provides benchmarks for small organizations, across all sectors (those with IT operational budgets of less than $5 million). Chapter 3B provides benchmarks for midsize organizations, across all sectors (IT operational budgets of $5 million to less than $20 million). Chapter 3C provides benchmarks for large organizations, across all sectors (IT operational budgets greater than $20 million).For a complete description of all metrics, please see the full study description. (363 pp., 229 figs.) [Full Study Description]
June, 2017
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Communications System Support Staff Remains Flat
Corporate communications systems are becoming more sophisticated and powerful, yet the size of the communications system support staff as a percentage of the IT staff has remained relatively steady and may even be shrinking, despite a slight uptick in 2016. This Research Byte analyzes the trend in support staffing for those who manage email, messaging, telephony, videoconferencing, unified communications, and other communication systems.
June, 2017
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Communications System Support Staffing Ratios 2017
Corporate communications systems—which include email, messaging, telephony, videoconferencing, unified communications, and other communications systems—are becoming more sophisticated and powerful. Yet communications system support headcount as a percentage of the IT staff has remained relatively steady and may even be shrinking. This study uses three metrics to make that assessment: support staff as a percentage of the IT staff, percentage of support staff in relation to organization size, and support staff spending per user. We provide benchmarks for the composite sample, by organization size, and by sector. (18 pp., 7 fig.) [Research Byte]
June, 2017
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To H1B or Not to H1B? Webinar
Three primary areas impacted by the immigration changes include., changes to work visa programs (especially the H1-B visa), the freedom to travel to the US, and a changing climate towards foreigner workers. Ravi Mahalingam, Partner and General Counsel, Avasant and Dev Batta, Associate General Counsel, Avasant, discussed the Regulatory and Legislative changes, Travel Bans and Restrictions and the Impact on Tech Companies.
May, 2017
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Too Many Companies Neglect Security Incident Management
Cyberattacks have become a fact of life, and organizations are committing more resources to incident response. But too often, organizations confuse security incident response and incident management. While security incident response is a technical discipline, security incident management is a more formal process for monitoring, detecting, tracking, and responding to such incidents.
May, 2017
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Security Incident Management Adoption Trends
Computer Economics research shows that security incident management as a best practice is only moderately mature. Despite the escalation in threat levels over the past few years, many companies are choosing to operate with informal management of security incidents. In this study, we introduce this best practice and look at adoption trends by organization size and sector. We also introduce some providers of security incident management systems and services. (14 pp., 5 fig.) [Research Byte]
May, 2017
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