26 years of the Digital Leadership Report
The 2025 Nash Squared Digital Leadership Report is the world’s largest and longest-running survey of senior technology decision-makers. Launched in 1998 and previously called the CIO Survey, it has been an influential and respected indicator of major trends in technology and digital for over two decades.
2015
respondents
122K
data points
62
countries
26
years of data
Download the Report
Over the last 26 years, the research has taken in the views of over 50,000 technology leaders.
Find out what they are saying in 2025.
Find out what they are saying in 2025.
Introduction from Bev White
Find out what you'll learn from the 26th edition of our Digital Leadership Report.
Making more of the report
Global InfographicDownload the infographic with a view of the Global findings of the Digital Leadership Report.
Read the global Press Release'AI creates the world’s biggest tech skills shortage in over 15 years.'
What you need to know about the report
Our report summarised in eight key points
Investment slows, but priorities sharpen
Technology budgets and headcount growth have slowed to the lowest level in a decade.
Global economic pressures and political uncertainty are weighing heavily, but investment hasn’t vanished – it’s just more selective.
Boards are most attracted to clear business cases tied to operational efficiency and AI-powered growth.
Global economic pressures and political uncertainty are weighing heavily, but investment hasn’t vanished – it’s just more selective.
Boards are most attracted to clear business cases tied to operational efficiency and AI-powered growth.
AI moves from pilot to productivity
AI has shifted from experiment to execution. The proportion of organisations running large-scale AI implementations has nearly doubled, and 1 in 3 report clear return on investments (ROI).
But the biggest barrier isn’t the tech – it’s proving the business case.
Digital leaders think that 1 in 5 of their near-term tech hiring can be fulfilled by AI. But AI isn’t replacing people, it’s changing the kind of people leaders want to hire and the operational models they are part of.
But the biggest barrier isn’t the tech – it’s proving the business case.
Digital leaders think that 1 in 5 of their near-term tech hiring can be fulfilled by AI. But AI isn’t replacing people, it’s changing the kind of people leaders want to hire and the operational models they are part of.
Cybercrime jumps
After years of decline, major cyberattacks are rising again.
Half of leaders now worry about threats from foreign powers, while insider risks are also on the up.
With cybersecurity seen by many as the cost of doing business, the pressure to justify prevention spend is growing, but so is the damage of inaction.
Half of leaders now worry about threats from foreign powers, while insider risks are also on the up.
With cybersecurity seen by many as the cost of doing business, the pressure to justify prevention spend is growing, but so is the damage of inaction.
Skills gaps shift – and AI tops the list
AI has jumped to the number 1 skills shortage, up from sixth last year and the steepest rise we have ever seen.
But it’s not alone: cybersecurity and automation are also in short supply.
Meanwhile, demand for software engineers and enterprise architects has dipped, in part due to AI helping bridge long-standing gaps in these areas.
But it’s not alone: cybersecurity and automation are also in short supply.
Meanwhile, demand for software engineers and enterprise architects has dipped, in part due to AI helping bridge long-standing gaps in these areas.
Outsourcing up, retention uncertain
As markets stay unpredictable, more digital leaders are leaning on outsourcing to flex with demand.
While 80% expect to retain their top people, 44% of tech workers say they plan to leave. Engagement, not just retention, is the new battleground – especially as hybrid models evolve and candidates demand flexibility.
While 80% expect to retain their top people, 44% of tech workers say they plan to leave. Engagement, not just retention, is the new battleground – especially as hybrid models evolve and candidates demand flexibility.
Hybrid harmony – or tension?
3 days in the office is the new norm, but not everyone’s happy.
While leaders feel their hybrid approach is working, employee dissatisfaction is higher in organisations with stricter mandates. Flexible working remains key to attracting talent, and what feels fine today could quickly shift as hiring picks up.
While leaders feel their hybrid approach is working, employee dissatisfaction is higher in organisations with stricter mandates. Flexible working remains key to attracting talent, and what feels fine today could quickly shift as hiring picks up.
Diversity in focus, but gender equity flatlines
Diversity, equity and inclusion (DEI) efforts remain strong despite shifting political winds. This is partly because it makes business sense.
Around one-fifth of a tech team could be considered neurodivergent, and nearly half of leaders are supportive.
Organisations that engage with Generation Z (those born between 1997 and 2012) are making more progress in AI. But progress on gender is stuck: just 23% of tech teams are women – the same as 2 years ago.
Around one-fifth of a tech team could be considered neurodivergent, and nearly half of leaders are supportive.
Organisations that engage with Generation Z (those born between 1997 and 2012) are making more progress in AI. But progress on gender is stuck: just 23% of tech teams are women – the same as 2 years ago.
Digital leaders get pragmatic
The influence of digital leaders remains steady, but staying power is short – most expect to leave their role within 3.3 years.
AI and data success are driving the biggest pay rises, but it’s the hunger for challenge that keeps leaders motivated. When asked why they took the job, nearly half said: “exciting, rewarding challenges”.
AI and data success are driving the biggest pay rises, but it’s the hunger for challenge that keeps leaders motivated. When asked why they took the job, nearly half said: “exciting, rewarding challenges”.
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