Latest Reports

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 4: Process Manufacturing

  Chapter 4 provides benchmarks for process manufacturing organizations. Process manufacturers are defined as those where the production process adds value by mixing, separating, forming, or chemical reaction. This sector includes manufacturers of chemicals, petrochemicals, semiconductors, pharmaceuticals, dietary supplements, food and beverage products, cosmetics, building materials, packaging materials, steel, glass, paper products, and other process-manufactured goods. The 118 respondents in the sample range in size from a minimum of about $50 million to a maximum of around $75 billion in annual revenue. 

  August, 2025

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 3D: Benchmarks by Organization Size: Very Large

  In these chapters, we provide a complete set of benchmarks for organizations within the specified size classification. Small organizations benchmarks are in Chapter 3A, midsize organizations in Chapter 3B, large organizations in Chapter 3C, and very large organizations in Chapter 3D. There are 66 respondents in the small organization sample, 73 in the midsize sample, 86 in the large sample, and 84 in the very large sample.

  August, 2025

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 21: Media and Information Services Sector Benchmarks

  Chapter 21 provides benchmarks for the media and information services sector. This sector includes publishing, broadcasting, entertainment, and digital media organizations, as well as other media and information services companies. The 20 respondents in the sample have annual revenues ranging from about $50 million to around $100 billion. Chapter 20 provides benchmarks for commercial real estate organizations. The 26 respondents in the sample range in size from about $50 million to over $30 billion in annual revenue. The sector includes retail, office, industrial, multifamily, and other property management companies, commercial real estate developers, real estate investment firms, and real estate brokers, consultants, and advisors.

  August, 2025

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 3C: Benchmarks by Organization Size: Large

  In these chapters, we provide a complete set of benchmarks for organizations within the specified size classification. Small organizations benchmarks are in Chapter 3A, midsize organizations in Chapter 3B, large organizations in Chapter 3C, and very large organizations in Chapter 3D. There are 66 respondents in the small organization sample, 73 in the midsize sample, 86 in the large sample, and 84 in the very large sample.

  August, 2025

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 3B: Benchmarks by Organization Size: Midsize

  In these chapters, we provide a complete set of benchmarks for organizations within the specified size classification. Small organizations benchmarks are in Chapter 3A, midsize organizations in Chapter 3B, large organizations in Chapter 3C, and very large organizations in Chapter 3D. There are 66 respondents in the small organization sample, 73 in the midsize sample, 86 in the large sample, and 84 in the very large sample.

  August, 2025

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 20: Commercial Real Estate Sector Benchmarks

  Chapter 20 provides benchmarks for commercial real estate organizations. The 33 respondents in the sample range in size from about $50 million to over $15 billion in annual revenue. The sector includes retail, office, industrial, multifamily, and other property management companies, commercial real estate developers, real estate investment firms, and real estate brokers, consultants, and advisors.

  August, 2025

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 19: Education Sector Benchmarks

  Chapter 19 provides benchmarks for the education sector. This sector includes public and private colleges and universities, business and medical schools, for-profit educational institutions, school districts, online course providers, and foundations. The 18 respondents in the sample have annual revenues ranging in size from a minimum of about $50 million to around $8 billion.

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 18: Nonprofits and Charitable Organizations Sector Benchmarks

  Chapter 18 provides benchmarks for nonprofits and charitable organizations. This sector includes local and national charity organizations, conservation groups, youth development organizations, organizing bodies, and other nonprofit organizations. We do not include organizations where the nonprofit status only reflects the entity type. Nonprofit hospitals are an example. They operate from an IT perspective in a way that is not significantly different from for-profit hospitals. The 14 respondents in the sample range in size from a minimum of about $50 million to over $300 million in annual revenue.

  August, 2025

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 3A: Benchmarks by Organization Size: Small

  In these chapters, we provide a complete set of benchmarks for organizations within the specified size classification. Small organizations benchmarks are in Chapter 3A, midsize organizations in Chapter 3B, large organizations in Chapter 3C, and very large organizations in Chapter 3D. There are 66 respondents in the small organization sample, 73 in the midsize sample, 86 in the large sample, and 84 in the very large sample.

  August, 2025

• IT Spending and Staffing Benchmarks 2025/2026: Chapter 2: Composite Benchmarks

  This chapter provides composite metrics for all survey respondents across all sectors and organization sizes. The sample includes over 300 organizations and is stratified by size and sector as described in the survey methodology section. Respondents must have at least $50 million in annual revenue or IT spending greater than $1 million, and maintain at least some operations in the US or Canada. There is no upper limit on the size of survey respondents.

  August, 2025

• Beyond Automation: AI as the Catalyst for Connected Travel and Transport

  The travel and transportation industry is at a pivotal moment. As global supply chains grow more complex and customer expectations rise, organizations must evolve beyond traditional models to remain competitive. Artificial Intelligence (AI), the Internet of Things (IoT), and real-time analytics are no longer emerging technologies—they are essential tools for driving integration across customer experience, operations, and supply chains.

  August, 2025

• Beyond Efficiency: How GCCs Are Becoming Strategic Assets

  Global Capability Centers (GCCs), once seen primarily as cost-effective back offices, are undergoing a profound transformation. Traditionally focused on transactional tasks and operational efficiency, GCCs are now emerging as strategic enablers that drive innovation, agility, and enterprise-wide value creation.

  August, 2025