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gartner know-how | 1
Symposium/ITxpo ®
Summit Events
Asia/Pacific Application Development, Integration & Web Services April 27 – 28 Sydney, Australia
Outsourcing & IT Services Summit June 7 – 8 Sydney, Australia
IT Security Summit July 18 – 19 Melbourne, Australia
Business Intelligence & Enterprise Portal Summit February 15 – 16 Tokyo, Japan
Sourcing Summit April 19 – 20 Tokyo, Japan
Application Integration & Web Services Summit June 21 – 22 Tokyo, Japan
IT Governance Forum (in conjunction with JUAS) September 6 – 7 Tokyo, Japan
Latin America Application Integration & Web Services Summit March 30 – 31 São Paulo, Brazil
Application Integration & Web Services Summit April 6 – 7 Mexico City, Mexico
Outsourcing Summit June 20 – 21 Mexico City, Mexico
Outsourcing Summit June 28 – 29 São Paulo, Brazil
Economics of IT Conference August 23 – 25 São Paulo, Brazil
Economics of IT Conference August 31 – September 1 Mexico City, Mexico
Gartner Events.
For the most up-to-date calendar, or to learn more about Gartner Events,
visit gartner.com/events.
Relatively few clients of Gartner Research, for example, know that we also
operate a highly valued consulting organization that helps business and
government clients around the world solve problems and stimulate growth
through technology. Likewise, clients of Gartner Consulting and Gartner
Research aren’t always aware of Gartner Executive Programs, the largest
membership organization of CIOs in the world. And delegates to Gartner
Symposium/ITxpo® often don’t realize that Gartner Events operates more
than 60 events worldwide, many of them specifically focused on issues they
need to know more about.
produced by
gartner corporate marketing
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gartner know-how | 5
“People are feeling that the complications
they deal with—more and more technology
becoming more and more sophisticated—is
causing them to suffer, that they really can’t
get their arms around it any longer.”
6 | gartner know-how
Complexity Self-Test
Try this quick self-assessment to see if your ❏ Reduced inter-team working due to groups
organization suffers from too much complexity: looking out for themselves rather than the
larger company good?
❏ High turnover of staff as a result of a highly
❏ Unable to make corporate decisions? stressful, uncertain environment?
• Indecision—rapid change, complexity and unclear
decision rights—slows decision times to a crawl ❏ Experiencing personal impacts?
• Lack of decision rights: can’t tell who has the right • Personal stress health impacts on
to make a decision (related to the first point) individuals, such as high blood pressure
• Uncertainty of responsibility • Use of all-caps in e-mails
❏ Eroding control of inventory, ordering, billing and asset ❏ Executives departing, either by choice or by
tracking causing delivery and billing mismatches and force (perhaps also causing organizational
delays, loss of assets, etc.? stress)?
gartner know-how | 7
d
Gene Hall joined Gartner as CEO in mid-2004 and has already
had a major impact on the way the company does business. His
immediate goals: deeper and broader research (through the meta
Group acquisition), more industry-specific research and a greater
worldwide presence for technology’s No. 1 independent authority.
deep insight
an interview with Gene Hall
What do you see as the Company’s central What’s the ROI Gartner provides? We can be the
value proposition to clients? Being a technology difference between a $50 million IT project succeeding or
professional is a tough job. Change never stops. Products failing, between a CIO performing at a high level or getting
from technology providers get updated constantly. There fired for not doing a good job, between paying a 20 percent
PHOTO: TRACEY KROLL | DIGITAL ILLUSTRATION: DAVID CUSHMAN
are security threats to worry about. Internal and external premium for big IT procurements or paying only what’s
systems have to work without a hiccup. Expectations fair, or between having a major security breach that costs
from business units are always high. These are fun jobs you $40 million or being prepared because Gartner warned
if you like technology, but they’re extremely demanding you about it and prepared you for it.
jobs, nevertheless. What we do is provide technology Frankly, our value proposition is among the best
professionals with the insight and information that can I’ve ever seen, and I’ve seen many companies, thanks to
help them succeed in these demanding jobs. my years at McKinsey. Clients usually spend less than 1
percent of their IT budget on Gartner. For that, you get a
tremendous wealth of practical, applicable advice you can’t
get anywhere else. We have more than 600 analysts who
are constantly thinking of what will make the difference
between success and failure in our clients’ businesses.
gartner know-how | 9
“What we do is provide
technology professionals with the
insight and information that can help them
succeed in [their] demanding jobs.”
What do you see as Gartner’s competitive advantage over others who specific software should I use?” or in retailing, “How do
say they provide the same thing? Our pivotal advantage is our sheer number of I maximize RFID?” This is a whole new growth area for
analysts. Our 600+ analysts are out every day working with end users and technology Gartner.
providers. We provide broad, deep coverage in any given topic area. Finally, we are making it easier for clients to do
Our analysts are seasoned professionals with years of industry experience; they are business with us. For example, it can be difficult to
not recent college graduates. schedule time with an analyst, so we’re re-engineering
Let’s say a technology provider has recently offered a new product that’s supposed that process.
to improve availability. A Gartner analyst can tell you which companies have used it
successfully and why, which failed to use it successfully and why, whether or not it will What are the other reasons the META
work in your environment and what you’ll have to do to make it work. There’s nowhere acquisition is good for Gartner clients? Our two
else in the world you can get that same insight. companies have complementary research coverage. One
of our strategic objectives is to make our analyst coverage
Gartner is always emphasizing its independence. Why is that so superior by an order of magnitude to anything else in the
important? It’s this simple: If you get IT product or service advice from someone market. META was covering some areas better than we
who has a vested interest in your deciding one way or another, that person is not acting were, and vice versa. Put the two together and clients get
independently and that demonstrates a conflict of interest very well. At Gartner, we the best of both. Clients can definitely expect an enhanced
don’t have a vested interest in your deciding one way or another; we are only interested product in the year ahead.
in what’s right for you. There is simply no conflict of interest. Secondly, there’s a huge need and opportunity for
research and advisory services around the world. We
What is top of mind with Gartner clients today? There are several issues, started in the United States, so that’s where our largest
depending on the particular client’s situation. There’s a continuing focus on being client base is. Today about 40 percent of our business is
efficient—reducing costs. It doesn’t necessarily mean that the IT budget is going down, from outside the United States, and one of our priorities
although that could be, but people want cheaper per-unit costs. Security is another major is to grow this over time. META had a presence in several
issue. People worry about security. It’s almost as though you can’t do enough because countries outside of the United States; combining this
the thieves are becoming more creative every day. In many industries, compliance and with Gartner’s international presence, we will be able to
regulatory requirements are a big issue. If you want to know the big issues of today, just serve non-U.S. companies better than ever before.
look at the content of Symposium/ITxpo. Open the conference program. Run your Finally, the merger will give us better sales coverage.
finger down the list. This event reflects what our analysts and consultants see in the real Frankly, our sales force has been spread too thin to offer
world. the level of continuity we would like. The combined
Gartner/META sales force will address that.
What changes are you and the Company making to better respond to the
challenges facing your clients? We are making sure we are as deep and broad as we One of your personal priorities is to ensure
can be on every topic that’s important to our clients. We acquired META Group largely that clients know there are multiple ways
for that reason. to solve problems with Gartner—Gartner
META will also help with specific industry solutions, which are increasingly Research, Gartner Consulting, Gartner Events
important to our clients. META will help us answer questions like, “Which industry- and Gartner Executive Programs. Can you
10 | gartner know-how
elaborate on this? Many clients use only one of our
businesses; they are getting only part of the value we can
provide. Gartner is designed to deliver research and advice
four ways. Gartner Research is our core offering. It’s the
collective work of our extraordinary analyst community.
We deliver our analysts’ original thinking and data
analysis through our four businesses, which all have
different approaches.
Some people find it useful to go to an intensive
conference like Symposium/ITxpo or one of our other
events to be immersed in the very latest research and
opinions on key topics.
For CIOs, we highly customize access for their
specific needs through Executive Programs, where they
have a personal relationship manager and one-to-one
service and guidance. Others prefer Web access via a
Gartner Research seat and gartner.com. Finally, Gartner
Consulting offers hands-on business and technology
counsel from that unique Gartner vantage point.
distill it down on behalf of our clients into reliable data, beyond the traditional Gartner client base. “There’s a huge need and
well-researched opinions and practical advice they can
opportunity for research advisory services around the world,” says
use every day to remove the complexity, make the right
Gene Hall, Gartner CEO. “We have been quite U.S.-focused, even though
decisions and sit back and take a breath. We help them
not only cope but be successful—to get ahead of relentless 40 percent of our published research comes from outside the U.S. With
change and make it work in their favor. META, and its more developed foreign business, we have an opportunity
To my mind, that’s incredibly valuable. ■ to reach out to a much broader non-U.S. client base.”
gartner know-how | 11
12 | gartner know-how
DAN YACCARINO | IMAGES.COM
Gartner Research is the heated core of all
our businesses, the source of data and insight
that flows continually from more than 600
Gartner analysts around the world.
brain trust
gartner know-how | 13
Gartner Research sits at the intersection
of a huge network of users, technology
providers, the academic environment
and the investment community.
100% independence. Founded in 1979, Gartner What are clients of Gartner Research most concerned about today? Our
now has more than 600 analysts worldwide servicing clients want to understand and drive continuous value from information technology to
10,000 client organizations around the globe. Our position support the objectives of their businesses.
as technology’s No. 1 authority is based largely on our
independence. Here’s how we keep it clean. How is Gartner making that easier? We help clients distill their problems, and
Hard-wired: To begin with, independence is an we suggest solutions and options to them. We do that verbally, with text or with graphic
unassailable value of the Company; it is hard-wired into the models. We also show them what similar organizations in their industry and others have
organization. Independence for Gartner is an irreplaceable done. We give them choices.
business asset. Everyone inside the Company knows it and The world of technology is increasingly complex because of its deep infusion into
protects it. business processes, so organizations such as Gartner are becoming increasingly valuable,
Unhindered: The average Gartner analyst has 15 not only to technologists but also to business professionals running technology projects.
years of experience. One hundred percent of the research They want the complex to be made easier.
they develop is original. Our analysts operate as independent
thinkers, free of influence from inside or outside the What is it about Gartner Research that differentiates it from all the
Company. Their opinions are grounded in a consistent other information clients can gather? Gartner Research sits at the intersection
methodology. of a huge network of users, technology providers, the academic environment and the
Arbitrated: Our standards for objectivity are investment community. The size of the network—and the vast amount of information
extremely high. They are defended and upheld by the swirling through it—differentiates us and the size of our community of analysts, who are
Gartner Office of the Ombudsman, an independent defender constantly learning, interpreting and advising.
of independence. The Ombudsman takes action whenever
issues of accuracy, fairness, tone and balance arise. How do clients get value from Gartner Research? Through reading the
research or engaging directly with analysts, either over the phone or face to face. The
value is in getting exactly the information or advice you need to make a decision, then
making the decision with greater clarity. That’s always of value.
Who are you competing with, and how is Gartner Research different? We
compete with many purveyors of information, but no one offers the same breadth and
14 | gartner know-how
depth of research and opinion, or the same independent viewpoint.
Other research companies in the IT field are much smaller and therefore limited in
the scope of their research and the final distillation of their opinions. We have many Getting the
more analysts, a much larger client network and the ability to connect it all.
Gartner is able to put teams of analysts together that work on the same topic but
look at it from different angles. Often they are based in different parts of the world, or
Most Out of
they have experience in different business sectors. The synergy within these analyst
communities is remarkable. It leads to the innovative thought process that ultimately
gartner.com
results in our research and opinion.
Consulting organizations also offer information and advice, but the strategic
business consulting organizations are often too close to the big technology providers.
The research they present is often supportive of certain products, almost like marketing
material. Our critical difference is independence and integrity, and our ability to distill
complexity into something that is relatively straightforward and easily explained.
Those are the key factors that make Gartner Research the No. 1 source: scope, depth,
brainpower and independence.
1 Read the home page
first. If you skip to
Where is Gartner Research having a major impact on the way clients “search” without looking,
do business? It’s important to realize that we are literally researching everything of
you’ll miss new First
importance in IT, so our impact is pervasive and continual. Pick any topic. For example,
we are researching software ecosystems—these huge stacks of software—and there’s a Takes, Magic Quadrants,
substantial consolidation in the market. That’s one area where we’ve assigned multiple Hype Cycles and the
analysts with different kinds of expertise. It’s a complicated topic that requires many
minds to be able to interpret what is going on today and what the best steps will be Monthly Research
tomorrow. Our research around sourcing has also been important. We have been able Review.
to look at sourcing from a business process perspective and advise clients on how to
deal with various sourcing frameworks. We have a senior analyst in India who works
with our sourcing analysts in Europe and the U.S. to build a highly informed and clearly 2 Use advanced search.
interpreted body of research. You can only do that if you have people based around The filters make it easier
the world who talk with many different clients. The best research is largely about to get to exactly what
recognizing patterns.
you need. Narrow your
How do clients want their information, and what is Gartner Research criteria for a shorter list
doing to deliver it that way? They want information that’s concise and relevant.
They don’t have a lot of time to read, so they want it distilled and quickly recognizable.
of more relevant results.
3
They also want it in the context of how they engage—in a vertical industry, for
example—addressing the primary issues they face and the specific role they play, be it Be alerted. Don’t use
a CIO or an infrastructure architect or a chief marketing officer. We’re answering these one or two broad Alerts.
needs, first by distilling constantly into clear, easy-to-grasp language and, secondly,
by better organizing our work around industries and roles. Gartner Research is like a Create several specific
funnel with an extremely wide top. queries to ensure each
What else has Gartner Research done lately that clients should know
one delivers what you
about? We have started to better articulate our coverage agendas. It just makes sense need. Make gartner.com
to let your clients know what you’re working on, and to get their input so they have
work harder for you.
more say in the direction of the research. We’re asking clients to rank what we already
4
do and to recommend new areas of coverage. The research industry has been built
around the organizations deciding the coverage. While we don’t want to be entirely Use the Focus Areas.
client-driven because our people constantly identify things most clients don’t know Focus Areas will link you
about, we want to strike a better balance.
to hot research, the most
How do the other Gartner business units—Consulting, Events and relevant browse topics
Executive Programs—affect Gartner Research? It’s a symbiotic relationship.
and suggested searches
Gartner Research is the intellectual foundation of the other units; the other units
constantly feed intelligence into Gartner Research. Gartner Consulting is a good and Alerts.
example. Consultants go into great depth with most of their clients. Gartner analysts
provide the research used by the consultant and learn from the consultant’s work.
Gartner Events attracts more than 30,000 people to our events each year. Analysts
5 Spend time in Browse.
present to the delegates and interact with them. So Gartner events, like Symposium/
Read the Research Topic
ITxpo, are both a platform for validation of existing ideas and a source of new ones. Index available in Browse
With Executive Programs, we are in steady touch with more than 3,000 CIOs who
help to get familiar with
are driving IT strategy at some of the world’s largest enterprises. Again, they want our
research and we want their input. Across the entire Gartner network this give and take topics that best match
is very powerful. your interest. Browsing
Is it part of your mandate to formalize the capture of that intelligence? will be easier. Scan
Absolutely. We are structured to capture ideas, evaluate them, devise new ways of searching will be faster.
looking at things and then ultimately articulate them in an easy-to-understand way to
the client.
gartner know-how | 15
What IT topics are top of mind with Gartner clients? How can clients make better use of Gartner
Research? Using gartner.com skillfully is important.
Here are the 10 most popular topics, based on queries to the Client
It’s the way to get at everything we publish. Beyond that,
Services Organization. During 2004, Client Services fielded more than it’s important to talk to Gartner analysts, particularly
107,000 such queries. Beside each topic are the number of inquiries one who’s studying your issue. It’s easy for us to provide
logged between March 2004 and March 2005. written research to clients, but that’s actually only a
fraction of what we know. Gartner Research really comes
alive when you spend 30 minutes on the telephone or face
1) IT Management (2,654) to face with an analyst.
2) IT Services and Outsourcing (2,337) Many people think Gartner Research is a library or a
3) Semiconductors (2,269) database. That’s only one dimension. The written stuff is
reference material that helps you understand the eventual
4) Enterprise Management (1,964)
conversation with the analyst, who can explain the most
5) Security and Privacy (1,912)
recent findings specific to your business.
6) Servers and Storage (1,909)
7) ERP and Supply Chain Management (1,848) Can non-clients do that? Only when they attend
8) Knowledge Support (1,731) one of our events and book a One-On-One session, but
9) Application Development (1,675) no, obviously they can’t call analysts on the phone. That
10) Communications Services (1,635) requires buying a Core Research seat.
seen¬ed
Gartner analysts are constantly writing Research Notes on Real-World Web: Massive Connectivity Five
Years Away
subjects of greatest concern to our clients. Here are excerpts The first serious effects of the “real-world Web” will
from recent ones that cast new light on a dozen hot topics. start to be seen within five years. But it will be a decade
before mass deployment levels breach key tipping points
within social groups and business markets … By 2015,
Bigger and Better Displays: Productivity Boosters wirelessly networked sensors in everything we own
When IT leaders consider investing in updated PC equipment, they are usually will form a new Web. But it will only be of value if the
driven by factors like upgrades to the Windows operating system, or rising total cost “terabyte torrent” of data it generates can be collected,
of ownership costs at the end of a life cycle. The displays being used by information analyzed and interpreted.
workers have not typically been a major consideration. Companies need to change —Extracting Value From the Massively Connected
this attitude if they are to benefit from increased productivity … To get the best use World of 2015, Mark Raskino, Jackie Fenn and Alexander
out of the human brain’s ability to recognize patterns will require improvements in t Linden, 1 April 2005
he way information is viewed. One key to that progress will be through producing
better displays. The Linux Desktop: Over-Hyped, for Now
—Bigger and Better Displays Will Boost Productivity at Last, Mark Raskino, 1 April 2005 The benefits of Linux OS in a desktop environment
continue to be over-hyped. Contributing to this
Software Architecture: The Rise of the Virtual Network misinformation are eight myths that Gartner identified
Several trends will drive the future of software architecture. Modularity, service in 2003 (see “Myths of Linux on the Desktop”), as well
enablement, events, dynamism and reuse are all key factors. However, the movement as two more recent examples that further exaggerate
of complex software into the realm of utility computing will have an even larger effect. the advantages of deploying Linux on desktops … The
The cost of building today’s relatively simple SOAs will be dwarfed by the cost of the hype surrounding Linux may create unrealistic customer
complex systems that will eventually be built. This will drive technology providers and expectations; however, companies also need to know
end users to experiment with virtual architectures … Virtual networks of services will the real benefits of desktop Linux and how they can
become a reality by 2010. achieve those benefits.
—Software Architectures Will Evolve From SOA and Events to Service Virtualization, —The Myths About Desktop Linux Persist, Michael A.
Daryl C. Plummer, 9 March 2005 Silver, 1 April 2005
16 | gartner know-how
Ultimately, you will be able to guide the strategy and tactics of the organization you With a great analyst, it doesn’t seem to matter what
work for much better. subject they are actually covering. We have people,
like [VP and Gartner Research Fellow] Nick Jones, for
How do power-users leverage Gartner Research? Many users get Gartner example, who started covering application development
involved just before they have to make a critical decision at the end of a project. In and then went to Y2K, then the introduction of the euro,
those cases, there’s only so much light we can shine on the subject. Power-users use and now he’s a specialist in mobile-based applications.
us throughout the life cycle of a project—for the initial planning, during the project The man is brilliant. He knows his stuff, and nobody
phase, during the implementation phase and, ultimately, during the maintenance would think that seven years ago he didn’t know a lot
and improvement of any project. At all stages, they benefit. about the mobile-based industry.
In a sense, he’s a living metaphor for Gartner Research
What does it take to be a Gartner analyst? We look for the ability to itself. We have the brain trust. The job is to continually
analyze a problem then articulate good advice both verbally and in written form. So turn it toward the problems our clients face and give them
[we look for]: thinkers, writers and communicators. A great analyst has a unique way the answers they need—preferably brilliant ones. ■
of providing advice to people.
gartner know-how | 17
trusted advisor
Gartner Consulting is the leading independent consultancy at the nexus
of technology and business, helping clients manage major technology
change initiatives, optimize operations and outsource successfully. We
asked Bob Patton, president of Gartner Consulting, about what clients
need today, how Gartner Consulting is competitively different and
whether clients can expect a high return on their consulting investment.
What are the clients of Gartner Consulting most concerned with today?
The context of so many conversations with clients today revolves around three things:
extracting the business value from their IT investment, doing more with less and
maintaining the competencies they need to achieve their aspirations.
Increasingly, clients are coming to us for Critical Program Management. They have a
wide array of major technology programs but they don’t have the structure, leadership
and methodology in place to manage those programs effectively. Often there just aren’t
enough people to devote to the task, or the right skills, and program management is not
their core competency. Strategic sourcing is another major line of business for us. Many
clients are still unsure about what their sourcing strategy should be, what capabilities
they should provide in-house and which ones should be outsourced. We also do a lot of
IT optimization. Clients want their infrastructure investment to pay off. We help them
optimize that investment.
of knowledge—unique insights that can be applied for strategic advantage. We bring our
clients insights that can make a tremendous difference in the direction they take their
gartner know-how | 19
have adequate structure, leadership and rigor around
program management.
Outsourcing Do’s & Don’ts
What about the private sector? A notable example
Five Common Errors Five Winning Strategies involves a major electronics company that has a new
1. Short-sightedness. Outsourcing 1. Get good advice. Outsourcing CEO. He plans to decentralize a lot of activities. He
is often done as a short-term, money- is too complicated and risky to do wanted a consultant with a trusted brand and a proven
saving strategy. Beware. Costs often alone. Work with an independent methodology that could sit on top of that collection of
escalate over the long run. And don’t advisor that has lots of experience. It programs.
automatically think the cheapest deal always pays. Gartner will help in a number of ways. If the CEO
is the best one. It seldom is. decides to oversee change from within, we’ve got a
2. Start at the end. Most enterprises
framework, a model, methodologies, dashboards, etc. If
2. Sole-sourcing. Enterprises often pick a vendor first, then negotiate
he wants performance management, we know how to
hand the job over to a familiar a contract and, afterward, manage
help evaluate performance and predict outcomes. With
service provider without shopping the deal. First, ask how you want
suppliers, we provide the very latest market research
around. Don’t. Vendor prices vary the outsourcing to look, feel and
and help clients source and evaluate suppliers. All of
tremendously. function. Then create a strategy
this will be brought together by Gartner Consulting in a
3. Fat RFPs. RFPs are long, tedious (draw a map).
program management office (PMO) established onsite for
documents that force too many 3. Work together. Companies often managing the elements of transformation: performance,
candidates to provide too much negotiate with a service provider cost, HR, suppliers, customers, contracts, change.
information that’s really not all that as if they are at war. Wars always
useful. They are a bad habit. Fast- produce casualties. Commit to the What’s the ROI on Critical Program
track with more accurate methods. relationship. Management? It’s always high for the client. Major
4. Dragging it out. When the 4. Measure before and after. initiatives entail major cost and risk. Having someone
process takes too long, both parties Measure performance to prove your knowledgeably help control those costs and reduce those
get exhausted and the deal can suffer. operations should be outsourced. If risks is quantifiably valuable. Money is saved. Time is
Don’t rush, but set a tight timeline. you do a deal, measure performance saved. Change is accelerated.
5. Cleaning house. Some companies regularly to ensure you are getting
wipe out their IT departments. It’s a what was promised. How has Gartner Consulting changed in the
big mistake. Good people are needed 5. Leave openings. Outsourcing past year to better serve clients? We are much
to run the outsourcing relationship. deals are often tied down tight in a more client-centric. What does that mean? It means we
Keep them and give them an contract for five to seven years, even don’t show up once a year before contract renewal and
incentive to stay. 10 years. Leave room to renegotiate ask if we can be of assistance. We are investing much
based on change, which is inevitable. more time in getting to know the senior people within
client firms and doing more advance thinking about their
problems—knowing their challenges, increasing our
value to them over the long term. Clients want that. They
businesses, in who they choose to deal with for products and services, in the applications want a single point of contact. They want context. They
they choose to implement, in the way they refine their organizations to meet the major want continuity. They want us tapped into their strategies
changes they will have to face. so that when a problem arises we can hit the ground
The most significant barrier to change in any organization is trust. Clients also want running.
advice they can trust from a brand they can trust. Skepticism relative to motives is a
major headwind to any change that has to be implemented across a wide population. The You mentioned the optimizing of infrastructure
Gartner brand is based on trust, independence and objectivity. When clients trust, they being a major client issue these days. What’s
can accelerate their pace of change. That alone has great value. the problem? Information technology has long been
promised as a strategic differentiator. However, that
Where is Gartner Consulting having the greatest impact? Mission-critical promise has not been adequately met so IT is under
program management. Our clients are telling us this is a major problem, and we’re seeing pressure. Business leaders often see it as a cost, not
it for ourselves. According to independent research, about two-thirds of our clients’ a strategic advantage. That’s why outsourcing is so
transformational initiatives fail for a variety of reasons. Largely it’s because they don’t prevalent. Infrastructure and IT transactions are seen as
20 | gartner know-how
When Gartner Consulting helps organizations
optimize their IT infrastructure, the goal is to improve
management and structure. This is achieved by first What Is IT Optimization?
aligning with the goals of the businesses it serves, then
moving them forward.
You must start with the fundamentals.
Stability. The systems and technology must
work when they are turned on. Robustness. IT
products and services must recover quickly if they go
down. Efficiency. IT must operate on budget within
predetermined cost limits.
Believe it or not, many IT organizations don’t have
the fundamentals right. That’s why business leaders so
often dismiss IT as an expensive service or commodity.
IT groups that have the basics right get less trouble from
the lines of business. Those that have optimized their
infrastructure tend to enjoy the best relationships with
senior business managers.
Process. The robustness of the process and how well it operations. The “machine” must be reliable and efficient at a cost that makes sense to
is documented. senior management. It must be visibly earning a return on investment.
gartner know-how | 21
commodities that should be as cheap as possible, or at With a number of “partner-clients” we are also a trusted advisor. We help them
least a fixed cost. Concurrently, and largely because of execute and manage important changes on a daily basis. We help clients establish a
this trend, many CIOs have lost their seat at the executive program management office to put in place the governance required to ensure success
committee table. So they’re struggling to optimize the of their projects. We help them negotiate their customer and vendor contracts to
cost and the value of IT. ensure win-win relationships. We help them implement a sourcing strategy that
What Gartner can do is help those CIOs get back their aligns with the company’s overall vision in the marketplace. We help them transform
influence—their seat at the table—by optimizing the underperforming organizations into optimized “tools” that drive value through
transaction costs within their infrastructure and making the enterprise.
that infrastructure the agent of business growth. If you
were to ask me our primary goal at Gartner Consulting, Do your clients earn a high return on their investment in Gartner
that would be it: Help the CIO succeed. Consulting? Almost always. And almost always many times over. All of the types
of assignments I just mentioned have potentially huge paybacks. In general, when you
How can non-clients get a taste of what invest to accelerate change in the right direction, you normally increase revenues or at
Gartner Consulting offers without a large least efficiencies, which translates into saved costs. Risk management is a big part of
financial commitment? An IT optimization what we do. With over 60 percent of all large-scale IT initiatives failing, having Gartner
assessment is probably the best way. We come in for a with you for execution and management is like having an insurance policy.
couple of weeks and do an overall assessment of the IT
environment. We show clients their strengths compared Consultants can be accused of insensitivity to bottom-line results. How
to others in the field and in other industries, and we show is Gartner different? Critical thinking and financial analytics run through Gartner
them where they need improvement. They get a portfolio Consulting. They are a major part of our training, and we are investing significantly in
of improvement initiatives that can be implemented training. We have also instituted a certification program that requires our consultants
partially by themselves and partially with our support— to go through multitiered programs in our various competencies, such as engagement
keeping in mind that Gartner Consulting doesn’t do management, financial analytics, program management, security, strategic sourcing
hardware or software implementations. We offer advice and benchmarking—all with an eye to the bottom line.
only. That’s a big part of our value to clients. There’s no
vested interest beyond the client’s success. Gartner Symposium/ITxpo is focused this time on conquering
complexity. How does Gartner Consulting help clients do that?
How can existing clients go deeper with Critical Program Management is certainly in keeping with conquering complexity.
Gartner Consulting to get greater benefit It’s all about reducing the complexity of multiple initiatives through a governance
from the relationship? Many clients meet with a structure that takes the “noise” out of the system, creates the synergies and aligns
Gartner consultant and analyst to gather insight, but they the objectives to achieve results.
often don’t go the next step, which is to make Gartner On a more general level, our job is to bring clarity to clients. Clarity is a
a critical part of the execution and the management of weapon against complexity. The clarity we bring to client engagements through
a solution. I think Gartner is often viewed as a research research and best practices is a huge advantage when fighting complexity in
company that mostly provides information. technology today. ■
22 | gartner know-how
technology. And implementations like CRM and major The planning is minimal. Teamwork and consensus-building are nonexistent.
infrastructure overhauls for e-commerce or real-time Success is unlikely.
supply chain are mission-critical. They can make or Homelessness. The project has no clear ownership. This happens often with
break a company’s ability to remain competitive. multibusiness unit or multiagency initiatives. With no central authority, the project
Gartner is responsible for the upper layer of is led by committee. Big risk.
quality control that such a high level of performance
requires. “We’re not really managing the program,” The Objective Eye
says Ruth Steinberg, managing vice president of Why not simply appoint a project office manager from inside the company?
the Gartner Critical Program Management practice, “The challenge,” says Steinberg, “is, first, finding program-management skill
“that’s the job of the business sponsor. But he’s not a in-house and, second, ensuring it’s free of conflict or self-interest. Big, complex
program manager by training. He’s an executive. He’s initiatives are often once-in-a-career-type programs. They include many systems
the right person to be managing the program but not integrators or outsourcing vendors, a blizzard of detail and the continual need to
the right person to be worrying about the individual solve problems that bubble to the surface unexpectedly. The needed skills are seldom
project schedules or how to get it all done.” a core competency found in IT organizations. Half the time, inside people can’t even
tell they are in difficulty until it’s too late. And every internal person brings his or
Under Water her own personal goals and aspirations, and they are limited by their own singular
Many executives put in charge of complex IT knowledge base.
projects are not trained to manage the vast flow “A third party like Gartner brings fresh eyes and many minds. We bring
of details. Or they might be experts in one part of an independent perspective—independent of the vendors and the client. It’s a
the job but not others. A senior finance executive, necessary neutrality. Our job is to watch the whole program, and we can because
for example, might be in the best position to ensure of our scale and scope. In fact, no one else in the market can do it the same way.
the P&L is correct but may fail to see the warning No other consultancy has the breadth of technical knowledge combined with
signs of a major logjam in applications programming Gartner independence. The strategy firms may have independence but lack the
or operations. Likewise, a technology executive may technical depth. The system integrators have the technical capabilities but not the
be a great project manager because he or she knows independence. For instance, if you engage one systems integrator to oversee another
the technologies and has the project management systems integrator’s project, there’s an inherent conflict of interest. As a competitor,
skills, but might not be equipped to navigate its purpose may be to find fault with the other systems integrator’s work. That’s not
internal politics. our business model. There’s no absolute right or wrong, there is only how to do it
Competing priorities also derail enterprise-level better. And to pinpoint the best way to do it better, we have the great advantage of our
initiatives. Multinational companies, multicampus proprietary database of best practices, our extensive benchmarking and, of course, the
universities and multiagency governments will unmatched resources of Gartner Research.”
invariably run into conflicts between the local Steinberg points out that Gartner never wants to “own” a program or take it over
and “corporate” parts of the whole. (unless asked). As advisors, Gartner Consulting augments the client team with a team
“What we provide is visibility when those of experts matched to the needs of the program, be it ERP, Web development, data
competing objectives will hurt a program,” says center consolidation, merger integration or any other type of program. “Our goal is
Steinberg. “We make the issues come to light in not to be the star,” says Steinberg, “but to make a star of the inside project manager.”
a politically astute and politically correct way, so
that they can be handled and managed and properly ROI: Through Every Phase
accounted for so they don’t stall the program.” Does Critical Program Management always pay a return? Yes, if you avoid purchasing
expensive hardware and software that you don’t need. Yes, if you avoid incurring the
Six Proven Ways to Fail thousands spent on reworking applications. Yes, if you avoid wasting six months, like
There are many reasons a major IT project can fail. one state government did recently, on an incorrect RFP. Or, yes, if you overlook subtle
According to Gartner, these are the six most common: but profitable efficiencies through every phase of the project, or don’t benchmark
Fog. No one is clear on the goals and objectives of your performance once you’ve finished.
the initiative. The project crawls along like a ship in an “Let’s talk about financial management,” says Steinberg. “In the strategy phase of
iceberg field, at night, in a fog. a project, Gartner can help baseline your costs. Over the course of the project, we can
Novice in the cockpit. This is the accidental track your savings. Imagine you want to consolidate 30 data centers down to six. We
appointee or a first-time program manager, or someone can baseline the current costs, help you put the consolidation plan together, oversee
who appears to have the needed skills but really has the project and manage the vendor that’s doing it, ensuring they stay on track and on
only some. The missing ones, such as dealing with budget, implementing the right solutions. We also benchmark performance. If, over
vendors or controlling costs, might be crucial. the course of the project, you find you are not generating the savings expected, we can
Quicksand. Decisions aren’t made. Getting work with you to take immediate corrective action. Then we can review performance
people to sign off is like pulling molars. For example, six months later and one year later to prove that the savings took place. That kind of
consultants might help a company design a new data ‘delivering on promises’ generates massive goodwill with the company’s business
center or a new business process. Everyone agrees leadership, with the customers and with investors.”
at a meeting that it’s a go. The consultant writes What does Critical Program Management with Gartner cost? “When we oversee
up the design. But nobody wants to put his or her a large program, our fees may range from 1 percent to 5 percent of the total budget,”
name on it. So the consultant is forced to choose says Steinberg. “Not a big touch when the savings can be in the multimillions.”
between waiting on the client’s signatures or moving
forward based on assumptions that may be off track. Accountability, Visibility, Predictability
Quicksand. Critical Program Management is gaining ground fast, particularly in government
Premature haste. The deadline is an obsession. where cost sensitivity runs high. A number of government organizations at the U.S.
All else takes a backseat. This happens frequently in state and federal levels have mandated third-party project supervision. But it’s still
government. A system must be in place before an election not common practice in large companies because, as Steinberg says, “people still feel
or before a certain date. Rushing almost always leads to like they can do it themselves—despite the risks.
bad decisions and sloppy work. “Our position is that you don’t have to go it alone, and it will almost always pay
Cowboy culture. A hot new programming manager not to. Bring us in, and we’ll show you the benefits of third-party Critical Program
or junior executive looking to make his or her mark Management: accountability, visibility, predictability, consistency, problems avoided,
steps forward and says, “Let me do this. I can handle it.” money saved, ultimate success. Who can argue with that?”
gartner know-how | 23
landscape view
What are the priorities of the attendees who come to Gartner events?
Three things primarily: 1) Am I evaluating and deploying the right technologies and
processes for my business to grow? 2) Am I partnering with the right technology
providers to help execute on that? 3) What do I need to know or pay attention to in
the near future? Those are the things that seem to rise to the top of the priority list
at our events.
Attendees come to find the information and technology solutions they need to grow
their businesses or better serve their customers. And we try to build an environment and
facilitate the right kind of information-exchange forums to allow them to achieve those
goals. For example, we partner with leading technology providers as event sponsors,
so that attendees can access the information they need from these providers in the
most productive way possible. And all events feature attendee/analyst One-on-One
sessions, where attendees confer privately with Gartner analysts and consultants on their
particular needs.
Gartner events? We measure satisfaction in many ways. At the highest level, the
number of attendees at our events has been growing year over year, and our growth is
outpacing the rest of the IT events industry, so those are clearly trends that indicate
value delivered.
At a more granular level, we solicit feedback extensively from our attendees
both onsite and post-event through the event evaluation process. At our European
gartner know-how | 25
“For any organization considering a relationship with Gartner,
there’s simply no better way to evaluate their position than
coming to see us in real life. What we deliver at an event is the
experience of being a Gartner client.”
What’s the Difference? Symposium/ITxpo last November in Cannes, by way of example, 96 percent of
attendees who returned evaluations said that we either achieved or exceeded their
There are three types of Gartner events: expectations.
Gartner Symposium/ITxpo, Gartner Technology In addition, members of my leadership team are always onsite at an event to
Summits and Gartner Vision Events. Here are gather feedback from our attendees and sponsors, and we welcome and take action
the differences: on feedback that comes to us through other channels, such as our analysts and
Gartner Symposium/ITxpo, our flagship Gartner account executives.
event, is held twice a year for six days. Attendee satisfaction is the real pulse of our business, so we never take our finger
off of that pulse.
Attendees choose from hundreds of sessions
that span the depth and breadth of enterprise
What, in addition to Symposium/ITxpo, does Gartner Events offer? We
IT. The conference experience also includes
go to market with three very distinct brands. The Symposium/ITxpo series is seven
access to ITxpo, an IT solutions and services
events across five geographies. That’s where people get the most up-to-date Gartner
showcase where delegates meet leading IT
insight across many technology areas. The second brand is our Gartner Technology
solutions providers in a low-hype environment. Summits. Each of these drill-down conferences revolves around a hot topic, so
Gartner Technology Summits are focused Gartner analysts can delve into more detail on issues we know are of interest to the
on specific topics such as security, wireless attendees, such as business intelligence, outsourcing, security, business process
technology, outsourcing and more. They include management and many others. The third one is our Gartner Vision Events, where we
presentations at technology showcases from invite technology providers and buyers, and we create an environment where they
Gartner analysts and respected keynotes from can do business together in a very informed way.
the leading minds in the IT industry.
Gartner Vision Events are highly focused, What do attendees take away from Gartner events? We are very content-
business-intensive events that bring together driven. We create an environment rich in insight and education based around
leading vendors and senior-level decision Gartner’s rigorous, independent research. There’s future-looking content that
makers who attend by invitation. One-on-One people want for strategizing. There’s also plenty of practical, real-world content.
meetings are arranged. Gartner advice is For example, best practices sessions and case studies are part of every Gartner event.
provided by attending analysts. The intention These are the cases of organizations that have used specific technologies for growth
is for users and solutions providers to form and competitive advantage. This is how other companies like you, with the same
mutually beneficial strategic partnerships. issues and pressures and goals you have, have leveraged technology in a way that you
might find useful.
In addition, attendees can bring their own specific challenges and have them
addressed one to one with Gartner analysts. Plus, there’s plenty of opportunity to
network and exchange information—with other attendees, with Gartner analysts
26 | gartner know-how
Networking
or ‘Notworking’?
Events like Symposium/ITxpo are promoted as
great places to network. But you have to know how.
Very few of us are born to it. It’s something you learn
through practice.
Effective networking is about establishing
relationships, not just putting yourself in front of people.
Success, at a conference like Symposium/ITxpo, is
measured not by how many business cards you hand out
but by how many meaningful conversations you have.
The goal is to establish mutual benefit and create a seed of
trust that you can grow later.
Networking is a “soft skill,” and the rules are somewhat
flexible (they change, for example, the more senior your
position). Here are some valuable tips to practice and some
classic faux pas.
Be prepared. Networking is a process, not a goal. The
first step is to prepare yourself. Review your reasons for
attending the conference. Practice how you will introduce
yourself to people and the questions you might ask them.
Some advisors say you should create a 30-second personal Be interesting. Don’t bore people with endless shoptalk. Be ready to talk about things
infomercial. And have plenty of business cards on hand. in your life that sincerely mean something to you and might inspire personal responses
Faux pas: If you forget your cards, forget networking. from others—family, sports, new ideas. Keep it light but authentic. Have a point of view.
Be on the ball. Talking to strangers is one of the Ask questions that will lead to mutually interesting dialogue: “What do you think are
things people dislike intensely. But there’s some the implications of that session/speech?” “What interesting projects are you working
comfort in knowing that almost everyone feels equally on?” “What is your firm doing about [subject]?” “What do you like most about your
uncomfortable. Find someone else who looks like you work?” Faux pas: controlling the conversation by overwhelming the listener with a
feel, then break the ice smoothly with something like: barrage of questions.
“How’s the conference working out for you?” It will be Be sociable. At conference meals, try to sit with people you don’t know, and with
easier from that moment on. Faux pas: hanging out only different groups at each meal. Take advantage of scheduled social events. They are often a
with people you know. more relaxed place to meet people. Faux pas: hiding in your room.
Be impressive. Your body language is vitally Be generous. Be nice to everyone, not just to those you feel might be useful to you.
important. Be confident but not brash, open but not Think of networking as an opportunity to help the people you meet. Find out what
falsely so. Pronounce your name clearly. Make eye contact. their challenges are and what they hope to accomplish. Tell them what you’ve found
Open your stance. Lean forward to show interest. Nod in out that might be useful. Share the names of contacts you’ve made. Likewise, be clear
agreement to show empathy and understanding. Smile on what you want to get out of the conference and ask if they have any advice for you.
frequently. Faux pas: looking around the room while Faux pas: complaining.
you are talking to someone.
Know when to walk. Know when to end the conversation and move on. First-time
Be interested. Interesting people are interested in conversations should generally not exceed 10 minutes. Monopolizing someone’s time is
others. They are attentive listeners. They put their own bad form. You can always meet up later if the connection warrants it. Be prepared with
agenda aside and focus on their new acquaintance. an elegant exit, such as “I know you’re here to meet new people, so I won’t take up all
Listen to the full answer of the other person. Try hard of your time” or “I enjoyed meeting you.” Or, “Perhaps we’ll see each other after the
to learn more about them. Offer helpful suggestions. [event].” Faux pas: clinging to someone past your expiry time.
Show interest by asking things like, “What have you
Follow through. Lots of earnest networkers get home and don’t make the time to
JOYCE HESSELBERTH | IMAGES.COM
gartner know-how | 27
Gartner has added four new events this year.
New in
to retail. Some of the key technology areas featured
include CIS/billing and information security, as well as
key energy-specific technologies encompassing the
arena of utility automation systems, including SCADA,
2005
AMR and wireless monitoring.
28 | gartner know-how
and with leading technology providers.
Our goal is to enable attendees to leave our events with a list of actions,
confirmations and changes in the direction they are taking with their organizations.
Why is the ITxpo showfloor so subdued? It’s designed that way—to be 1 Get comfortable. Wear
comfortable shoes, and
businesslike. We build the booths for the technology providers so they can’t turn
up with elevators to install and glamour girls in short dresses, as happens at other layer your clothing.
events that allow such things. We ban all that stuff. The priority is information
2
exchange and learning. Our attendees value that. They tell us they appreciate
meeting with the technology providers in an uncluttered, low-hype environment. Plan ahead. Spend your
first day onsite planning
Do your events differ across the world? You have to look at each of the
three brands we talked about. What we’re seeing with Symposium/ITxpo is a
your agenda for the
very powerful brand. All versions across the world are very healthy. With the week. Use the Gartner
Summits, we’re launching eight new events worldwide, either leveraging events
we know have done well in one region or launching the same type of event in new
interactive kiosks to
geographies. For example, we’re launching a Mobile & Wireless event in EMEA build your agenda online
this year, as well as a Data Center event. In Australia, we’re launching a Security using the Agenda Builder
event. Hot topics tend to incite demand.
Tool.
How are you changing Gartner events to meet client needs? Content
is always changing. While our events are successful, we have to keep them really
fresh and really focused on the hottest issues. To do that, we work in very close 3 Network online. Use
the interactive kiosks
collaboration with Gartner Research. Every one of our events has an event chair
and co-chair who is actually a Gartner analyst. They help us build the content and to connect with other
the focus.
attendees and access
What about Gartner Executive Programs? How does it fit with your the Internet.
events? I think last fall in Orlando we had more than 700 CIOs at Symposium/
4
ITxpo, which is probably the largest single gathering of CIOs in the industry. Many
of them are members of Gartner Executive Programs. Our events are a place to
Arrive early. Get
not only learn from Gartner analysts and consultants but to meet and confer with to popular sessions
peers—your community within the larger community of Symposium/ITxpo
attendees.
early to get a good
We’ve also created something unique at Symposium/ITxpo for our loyal public seat, especially at lead
sector folks. At the Orlando event, we create a community within a community for presentations.
them that features a designated area to gather and network, and breakfast briefings
focused on their issues. It seems to work very well for our public sector delegates.
Is Symposium/ITxpo a good way for IT people who are not Gartner 6 Lighten the load.
Have your conference
clients to taste and feel what Gartner has to offer? For any organization
considering a relationship with Gartner, there’s simply no better way to evaluate materials shipped back
their position than coming to see us in real life. What we deliver at an event is the
to your office by Gartner
ROBERT NEUBECKER
experience of being a Gartner client. You get access to the intellectual property and
the advice and the guidance. You get a good opportunity to find out if this is the at no charge.
kind of company you want to be involved with. Many people just read our reports.
Coming to a Gartner event gives you the amazing depth and prowess behind the
reports. It’s where everything comes alive. ■
gartner know-how | 29
CIOs have perhaps the loneliest job in senior
management. They are often misunderstood
by their peers. They bear the full weight of
high expectations around the ever-changing
technology systems that drive business today.
tailor-made insight
Gartner Executive Programs exists to lift this
weight and help CIOs lead their teams and
collaborate with their business colleagues more
effectively. In this interview, Terry Waters, senior
vice president of Gartner Executive Programs,
JOHN BERRY | IMAGES.COM
Position(s) Gartner: senior vice president and Recent Movies Seen “Ray, ” “Friday Night
general manager, Executive Programs; senior Lights,” “Mystic River,” “Man on Fire”
vice president, Best Practices; senior vice Major Business Influences Peter Drucker,
president, IT Executive Programs; vice president, Xerox SPIN sales training, Jack Welch, Gideon
Worldwide Marketing; regional vice president, Gartner
Sales; Screaming Media: chief operating officer; Major Personal Influences Family, friends, the
Xerox: product specialist Jesuits at Holy Cross, Boy Scouts of America
Companies Most Admired General Electric, Favorite Web Sites wsj.com, yahoo.com,
Goldman Sachs, Microsoft, McKinsey, Bloomberg forbes.com
Book You Read Most Recently “Undaunted Courage: Favorite Saying “What would you attempt to do
Meriwether Lewis, Thomas Jefferson and the if you knew you could not fail?”
Opening of the American West,” Stephen Ambrose
32 | gartner know-how
them one on one to advise them on their most pressing issues. across our membership in the same way a management
Membership in Executive Programs is geared toward enabling members to make the consultant might bring advice to a select group of clients
best possible decisions in a rapidly changing environment. We make it easy for members or an individual client.
to leverage all aspects of the program: member-driven content, peer networking and
expert advice tailored to their unique needs. Executive Programs is one of the fastest
growing units at Gartner. Why? The service is
What separates Gartner Executive Programs from other similar authentically valuable, the convenience appeals to time-
programs? There are three things that differentiate us substantially from any of our pressed members and the content is extremely relevant
competitors. One: the Gartner research engine, which includes more than 1,000 subject because it’s member-driven. Our members tell us their
experts, including Gartner analysts and consultants, with more than 10,000 collective issues, and we put our team of 210 professionals to work
years of experience. Two: the largest CIO network in the world, with more than 3,000 to help them maximize the ROI from their membership.
members actively participating. And three: the 210 professionals within Executive Our member-driven process comes to life most vividly
Programs who have more than 1,000 collective years of experience advising CIOs and in our annual CIO survey. Done at the end of every year,
senior IT executives around the world. All three of those considerable advantages are it sets our research agenda and program delivery for the
brought to bear for the personal benefit of each individual member. That’s a powerful following year. This past year, more than 1,300 CIOs
and distinct value proposition that all of our members benefit from when they need it. gave us input about their major business initiatives,
management challenges and technology programs. We’ve
So there’s nothing similar in the marketplace? No. One similar program is taken that input … and our goal is to deliver fresh insight
about one-third our size, but they only provide some of the value via case studies from and advice by industry sector, by business segment and
the membership and peer networking. We bring so much more to the table: Gartner by geography to each individual member over the course
expertise and depth of content, including frameworks, templates and case studies; the of 2005.
size of our member network; our dedicated team of professionals; and our program
management that ensures outstanding relationship management for all our members. What were the key issues cited for 2005? The top
three issues cited were delivering projects that enable
Executive Programs almost sounds like an inexpensive form of consulting. business growth, linking business and IT strategies and
Gartner Executive Programs brings together a unique blend of capabilities to deliver real plans, and demonstrating the business value of IT.
value for our members. Each program is a hybrid of member-driven multiclient studies,
expert advice and peer exchange. We are delivering specialized advice syndicated CIOs want to get more involved with corporate
strategy, rather than be the head of a service
function that simply implements strategy.
How does Gartner Executive Programs help
them do that? What we do is help align what CIOs
are trying to do in the context of what their business is
“Our members are able to asking them to do. There is great focus on projects tied
to business growth. Our job is to support a CIO to be
make smarter decisions more successful personally, with his or her team, and with his
or her key business stakeholders. Part of this mission is to
deliver insight on how the CIO can best work with peers
rapidly around complex IT and build a better relationship with the CEO. CIOs are
involved in, and in some cases driving, some aspects of
issues by using Gartner CIOs are losing their footing in the senior leadership
teams of big companies. However, this depends on the
expertise, case studies and industry, sector and size of the company. Generally, we’ve
found that many CIOs did, indeed, lose some ground
with regards to being involved in corporate strategy,
peer advice.” post-bubble.
In the past 18 months, CIOs have been regaining
ground, as enterprises have been upgrading their
infrastructure and trying to move toward important
IT-enabled strategies, such as real-time enterprise and
business process fusion, which are technology-dependent
and very strategic. We continue to see an interesting
demographic shift: About half of the CIOs being hired
and/or promoted into the role are coming out of the
business side of the enterprise vs. rising up through the
traditional IT ranks. This is significant and should help
with aligning business and IT strategy in the years ahead.
our members the way they want to work with us. We Top 5 Trends Impacting the Enterprise, According to CIOs 1. Business
work very hard to provide a combination of content, process improvement 2. Security breaches and disruptions 3. Enterprisewide
advice and connections to add value and help them operating systems 4. Supporting competitive advantage 5. Data protection
move more quickly toward making the right decisions and privacy
for their enterprise. That sounds like conquering
complexity to me. ■
34 | gartner know-how
[ essential reading ]
CIOs at
the Crossroads
Broadbent says that for today’s CIOs, standing still is not an option: “Every CIO
will follow one of two paths based on these perspectives. The path influenced by the
view that sees IT as a commodity with no differentiation in use lays the foundation for
a role that might be called ‘chief technology mechanic.’ The other path, influenced by
the view that sees information and technology as the heart of every significant business
process and crucial to innovation and enterprise success, leads to a role we call ‘the new
The role of the CIO is inevitably changing CIO leader’; it’s a role with all the prestige, respect and responsibility of other senior
due to two perspectives on information executive positions. It’s up to CIOs to help construct that path.”
technology, according to Ellen Kitzis, Broadbent’s and Kitzis’s perspective is laid out in their book, “The New CIO Leader:
group vice president product management, Setting the Agenda and Delivering Results,” from Harvard Business School Press. Kitzis
Research Business Development, and notes that the difference between the two paths, between chief technology mechanics
and new CIO leaders, is very simple: “It’s all about leadership. Most CIOs today are
Marianne Broadbent, senior vice president
excellent managers, but relatively few have stepped up to become leaders, true enterprise
and Gartner Fellow, Global Research leaders. And there is a crucial difference between leadership and management.”
Business Strategy. On the one hand, there Leadership is about change, doing new and different things. Management is about
is the lingering disaffection with IT from executing well on the things you’re already doing. And if ever there was a time for IT
the Internet bust, the technology capital organizations and CIOs to think about doing new and different things, it’s now, says
spending overhang, popular press stating that Kitzis.
IT is now irrelevant in competitive advantage CIOs need to become enterprise leaders both on the demand-side and supply-side
of IT, the authors say. Broadbent explains, “There are really two aspects of leading
discussions and hysteria about IT jobs
when you’re a CIO. First, you have to lead with your business colleagues to determine
moving overseas. what are the appropriate uses and applications of technology in the enterprise. This is
On the other hand, the global economy primarily about setting real and appropriate expectations for how technology can help
seems to be finally escaping the doldrums, the enterprise reach its goals. It’s what we call the demand-side of IT. The supply-side
business executives are desperate for involves leading the IT group to deliver on the expectations of the business.”
innovation, the regulatory environment has Broadbent also notes that leadership in both of these areas is crucial for enterprise
put far more emphasis on the timeliness, success and crucial for the career prospects of any current CIO: “Enterprises desperately
need this leadership from CIOs now. And they will find it, if not from their current CIO
completeness and accuracy of corporate
then from whomever they hire as a replacement.”
information, and technology is playing a In “The New CIO Leader,” the authors introduce 10 critical points—divided into
foundational, if not a central, role in virtually demand-side and supply-side issues—that distinguish new CIO leaders. These 10 points
every product and service. differentiate CIOs who will be enterprise leaders from those who won’t.
CIOs’ priorities among the top 10 will vary by their current situation, Kitzis says.
ROB DAY | IMAGES.COM
“Enterprises that are rapidly growing want their CIOs to focus on having a compelling
vision for how IT can help them continue to grow and succeed. Enterprises that are
struggling need CIOs to focus on building a better and leaner IT team. All CIOs who
want to be leaders, though, have to make knowing their enterprise inside and out a
top priority.”
gartner know-how | 35
our story thus far ...
“Multisourcing: Moving Beyond Outsourcing
to Achieve Agility and Growth,” by Linda Cohen
and Allie Young
A new approach to a timely business issue from leading
experts in the field. Multisourcing presents a road map
managers can follow to move beyond simply outsourcing
and position their firms as tomorrow’s industry leaders.
Harvard Business School Press, Fall 2005
36 | gartner know-how
[ essential reading ]
McGee details his research on the Real-Time Enterprise and the implications for
businesses in his book, “Heads Up: How to Anticipate Business Surprises and Seize
Opportunities First,” published by Harvard Business School Press. Recently, Gartner
Know-how had the opportunity to discuss the book, and reactions to it, with McGee.
“My intensive research started in 1999 but took off in earnest after the 2000 stock
market crash,” McGee says. “At that time I wondered, ‘How is it possible to have so
much wealth destroyed so quickly?’ Even with all the real-time stock-market-watching
tools, millions of people lost more money than they dreamed possible. The issue wasn’t
that they couldn’t respond fast enough, it was that they didn’t know they needed to
respond until it was too late. That’s when I really started to look at other examples, first
natural or man-made disasters like the Zeebrugge, the Belgium ferry disaster, the Mount
St. Helens eruption, the Challenger explosion and so forth, and then at business disasters
like MCI , WorldCom and Enron. A very clear pattern emerged.
“In every case … there was warning before the disaster occurred—just like in the
stock market crash. The evidence, the pattern, was overwhelming; before every disaster I
could find, there was always warning.”
According to McGee, the consistent presence of early warning is what drives the
need for businesses to focus on detection instead of responses. “If you can detect that
Gartner Fellow Ken McGee is a man on the market is changing, that sales volumes are not being met, that costs are running
a mission—a mission to change the way over budget in real time, that gives you the ability to respond at the right time, with a
business executives and their IT peers look well-planned and appropriate strategy. If, however, you focus on real-time response,
you’ll always miss the best opportunities for a positive response to changing market
at real-time data. “Far too many people think
conditions.”
of responses as soon as they hear the words If there is warning before all business mishaps or disasters, why do
‘real time,’ ” says McGee, “but the Real-Time they still happen so often? There are several reasons, but the primary reasons have
Enterprise is about real-time detection, not to do with timeliness and availability of information. In many of the cases I researched,
real-time response.” the information that would have provided warning was not being captured in real time
According to McGee, his realization of the (and in many cases, not being captured at all), and therefore the warning was received
importance of detection vs. response came too late.
By the way, what exactly is a Real-Time Enterprise? In the book I define a
about after years of research. “I had always
Real-Time Enterprise as one that practices real-time detection in all its critical business
been troubled by the emphasis on responses, processes. Additionally, a Real-Time Enterprise further improves its performance
having seen many companies suffer from by redesigning all processes needed to respond more efficiently and effectively when
overreactions to market changes or competitor required.
actions. It was only after studying dozens of So there is a role for faster responses? Absolutely. Businesses need to take
disasters, both in the natural world and in the unnecessary delays out of their responses, but that is very different than responding in
business world, that I realized the core of the real time. You might say the goal is real-time detection, right-time response.
Are there Real-Time Enterprises out there right now? Right now,
problem,” he says.
I don’t believe there are true Real-Time Enterprises, but they are coming. As we
speak there are an ever-growing number of companies using real-time information
to avoid surprises and seize opportunities. The CEO of GM tracks sales in real time,
JOYCE HESSELBERTH
for instance. Retailers like Wet Seal are using real-time sales information to more
effectively allocate inventory. Amberwood Homes has raised its margins at least 10
percent by gathering real-time information on subcontractors’ efforts. eBay is using
real-time information to keep offensive material out of its auctions. So RTEs are
coming, and they are coming fast.
gartner know-how | 37
Gartner Consulting, staffed by nearly 600 specialist consultants, is hired to help
business and government clients solve problems and stimulate growth through
IT. Gartner Research, with more than 600 analysts, is the rich source of our
independent viewpoints and market data. Here are three client case studies of
recent Gartner work in both Consulting and Research where good advice and
independent data led to strong results.
True Value
The Value of Optimization
Challenge
The firm’s aim is to help CIOs run IT like a business, using principles of
supply-and-demand management to optimize technology investments.
No company wants to over-invest in technology, nor does it want
to come up short. By using this firm’s solutions, CIOs find the right
balance, especially in high-budget categories like infrastructure,
governance and application development. Like any technology company,
the firm is challenged with growth, assessing emerging markets such
as China and India, evaluating potential acquisitions and growing new
partners and alliances.
Approach
Insight. Gartner analysts advise the firm on strategic planning, keeping
product development and marketing professionals ahead of the curve in
an exceptionally competitive market.
Market awareness. Gartner helps the company build awareness through
marketplace events, online webinars and inclusion of Gartner insight in
its promotional materials.
Customer segmentation. Gartner research and advice helps the firm’s
marketing staff fine-tune their segmentation strategy. Such fine-tuning
helps the firm promote its solutions to the customer segments most
likely to respond to its marketing campaigns.
Results
Brand excellence. Gartner has helped the company build and establish
its brand, propelling the company from a point product solution to a
full-scale, enterprisewide solution.
Growth. Gartner analysts have been advising the client for five years.
Since then, the company’s market presence has expanded into global
markets. The brand has been strengthened and revenues have steadily
increased on average by 20 percent each year.
Buyer insight. With Gartner, the firm has improved its knowledge
and insight about the needs of IT buyers for its products and solutions.
The results have also helped it develop and grow a best-in-class
marketing organization.
38 | gartner know-how
[ making the case ]
For the past four years, Entergy has entrusted Gartner to help it When organizations look to outsourcing as a strategy to reduce
benchmark pricing and other key performance indicators of its costs, the emotional response can run high. The challenge is even
multimillion-dollar outsourcing arrangement. The relationship has tougher in city government environments where the interests of local
paid off in a big way, keeping Entergy’s IT performance metrics in the politicians and labor unions must be delicately managed. When the
top 25 percent of its peer group. Entergy’s managers also benchmark the City of Minneapolis, Minnesota, U.S.A., faced such a situation, Gartner
firm’s IT practices against those in the industry to keep it abreast of other consultants were called upon to support the city in validating a business
opportunities to add value to the business. case for outsourcing, as well as evaluating external service providers.
Challenge Challenge
Every firm that decides to outsource major IT operations needs an City of Minneapolis CIO Karl Kaiser was looking to guide his
external perspective on vendor relationship management, cost control organization with technology strategies that would advance business
and, in many cases, migrating to a performance-based billing model. objectives, optimize costs and drive higher customer satisfaction.
Since Entergy conducted a full outsource of all IT operations, it has Outsourcing was an obvious strategy for cost reduction, but would it
been continually challenged with ensuring it is getting full value for its compromise existing service levels and relationships with local labor
outsourcing investment. unions? Would local politicians find outsourcing a threat to their
constituents? Could the city attract top vendors?
gartner know-how | 39
[ talent pool ]
collaboration, customer service and responsiveness we breath. Hopefully, you can either admit you are wrong
all strive for doesn’t keep us from doing the research and and move on, or get ahead of the curve of everybody else
publishing. No one can use what’s stuck in your brain.” and change a position when warranted.” —Mike Chuba,
—Yvonne Genovese, Research Analyst Research Analyst
40 | gartner know-how
Gartner Consulting.
Harnessing
the Power of IT.
Many initiatives are quick to start, but elude the peak. It’s typically easier to start IT initiatives
than it is to finish them. Just when the mountaintop is in sight, it can suddenly feel you’re that
much further from reaching the top. And with so many business initiatives vying for
resources, some of them inevitably start to fall.
So how can you do a better job of setting priorities, managing resources and assuring all your IT initiatives reach the
summit—with the results the business expects?
Get Gartner Consulting involved. With 2,000 projects a year, we have the experience and know-how that keeps IT initiatives
focused on desired business outcomes. Our methodology helps you set goals and priorities, make key technology choices
that enable the business and simplify your environment, select the right vendors and manage the most critical initiatives—
with complete objectivity and independence. And, we help you tie it all together with a consistent quality standard. We are
the mountaineers that give you the boost you need.
To learn how Gartner Consulting can help you push IT initiatives to the top,
visit gartner.com/consulting.
Real insight.
Real impact. Today.
Every day, you face tough decisions. Any one of them can change your future. One right move
can produce record growth. One wrong move can cause your customers to go elsewhere.
With Gartner at your side, you can make these decisions armed with the best insight available. In doing so, you’ll be backed by
the experience and expertise of our 600 analysts—all of whom are experts in their chosen fields. With our research, you’ll get the
intelligence you need on which vendors are right for you, cost-of-ownership, forecasts of market demand, and even our
predictions for the future. And you’ll get it based on our proven methodologies that push through market hype to get to the facts.
It’s all at your fingertips: research, interaction with our analysts, and more.
See for yourself why 45,000 clients across 10,000 organizations rely on us every day.
Visit us at gartner.com.