gartner analyst relations forum · - cios – can have delegates, but as proxy for member - not...
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Gartner Analyst RelationsForum
Fall Symposium/IT ExpoCannesNovember 3, 2009
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Agenda• Welcome
- Jeff Golterman, GVP and AR Community Lead• Gartner Corporate Strategy Update
- Gene Hall, CEO• Gartner Research Directions and Strategy
- Peter Sondergaard, SVP Gartner Research• When Social Media and AR Collide: Methods, Madness and Metrics
- Josh Reynolds, Global Technology Practice Director, Hill & Knowlton• Gartner CIO Study 2010: CIO Priorities and CIO Analyst Utilization
- Mark McDonald, GVP and Head of Gartner CIO Research• Q & A• Wrap – up and Cocktail Discussions
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Gartner Corporate Strategy Update
Gene Hall, CEO
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Gartner Research Strategy Update
Peter Sondergaard, SVP Gartner Research
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Pattern-Based Strategy™Pattern Seeking is a discipline to seek and exploit signals that may lead to a pattern that will have a positive or negative impact on strategy or operations.
Optempo Advantage is a discipline for improving an organization’s competitive rhythm so that it can consistently and dynamically match pace to purpose.
Transparency is a discipline that enables awareness and visibility of facts that are critical to the achievement of the desired outcomes of an organization.
Performance Driven Culture is a discipline that extends the traditional performance focus to leading indicators, modeling the impact of patterns, and driving desired behaviors (as a result of a new pattern) across the organization.
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Surveysand
Benchmarks
Daily Interactions
CIO
, CFO
Sur
veys
CIO
, CFO
Sur
veys
HR
Sta
ffing
Sur
veys
HR
Sta
ffing
Sur
veys
IT K
ey M
etric
s D
ata
IT K
ey M
etric
s D
ata
Spe
cific
Tec
hnol
ogy
Sur
veys
Spe
cific
Tec
hnol
ogy
Sur
veys
Vendors Channel Investors
Integrated Perspective on IT Spending
Users
Gartner Perspective:
IT Spending
Forecast byRegion
&Country
Forecast byRegion
&Country
HRHR
Forecast bySize of
Business
Forecast byVerticalIndustry
Forecast byIT SegmentForecast byIT Segment
ITOperations FinanceCIOCIO
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Gartner’s Global IT Council:Catalyzing IT Industry Change• Be the catalyst for global initiatives to improve the state of the IT
industry • Tackle the challenging issues across the global IT industry impacting
businesses and the economy- Global IT Council for Cloud Services- Global IT Council for IT Maintenance
• Attract global leaders throughout the industry to participate • Engage members in communities, inspiring them with strategic
insights and enabling them through initiatives• Establish working initiatives to develop strategies, principles and
recommendations for industry actions to foster progress• Function as organizer, enabler and expert resource, with the voice of
each council member representing its constituent in the global industry
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• Notable IT industry leaders- CIOs – Can have delegates, but as proxy for member- Not limited to Gartner clients
• 10 to 15 participants representing:- Largely Global 500 companies- Important for recognition through household names- Two or more top-tier vendors in each area - Potentially, other leaders in academia, consumer advocacy, etc.
• Gartner lead analyst- Senior analyst representing topic of council- Facilitate working group engagement and collaboration- Produce appropriate declaration document representing council position- Global IT Council for Cloud Services (David Mitchell Smith & Daryl
Plummer)- Global IT Council for IT Maintenance (David Cappuccio)
Gartner’s Global IT Council Members
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Content Methodology and Process
Client feedback is focused on three key areas of content
development
Actionable
Transparent
Relevant
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New - The Evidence Sidebar• A description of the evidence behind the written research
• Positioned on the front page of each document
Included in the sidebar:Notes
• Additional information or commentary
• A description of models used
• Criteria for inclusion of vendors or technology
• Include forecast assumptions
Methodology• A high level view of the
methodology
…OR…
• A link to Methodology document
…OR…
• A pointer to the Methodology Statement
Source• Primary research, e.g.
“Gartner Survey”
• Secondary research
• Reference to another Gartner note, etc. – with appropriate details
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New Client Toolkit
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Hype Cycle CoverageFocused on up to 50% market penetration
Startup companies, first round of venture capital funding
time
Slope of Enlightenment
Trough ofDisillusionment
Peak of Inflated Expectations
InnovationTrigger
Plateau ofProductivity
R&D
First-generation products, high price, lots of customization needed
Early adopters investigate
Mass media hype begins
Negative press begins
Supplier consolidation and failures
Second/third rounds of venture capital funding
Methodologies and best practices developing
Supplier proliferation
Activity beyond early adopters
Less than 5 percent of the potential audience has adopted fully
Second-generation products, some services
Third-generation products, out of the box, product suites
High-growth adoption phase starts: 20 to 30 percent of the potential audience has adopted the innovation
expectations
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Hype Cycles and Market ClocksMarket Start
Com
mod
itiza
tion Peak of Inflated
Expectations
Trough of Disillusionment
Plateau of Productivity
Extent ofHype Cycle Coverage 20%-50% Market
Penetration
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The IT Market Clock
Dawn of Standards
Dusk of Obsolescence
Zenith of Industrialization
Market Start
Com
mod
itiza
tion
Product A
Product M
Product K
Service E
Service DProduct C
Service B
Product F
Product H
Product G
Service J
Service I
"time to next phase"
<2 years
2-5 years
5-10 years
>10 years
End of life
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Research Organizational Update• EMEA
- Victoria Barber, Software Licensing
- Jason Harris, IT Services
- Julie Short, EA
- Michael Spink, Enterprise Network Services
- Christopher Wilson, EA
• North America- Sheila Childs, Storage/Archiving
- Eric Knipp, Web & Cloud App Dev
- Steven Lefebure, Manufacturing, Life Sciences, Supply Chain, Clinical Trials
- Randy Rhodes, Energy & Utilities – Power Delivery Apps, GIS
- Koppel Verma, Software Licensing
• APAC - Tsuyoshi Ebina - IT Services, IT
Services Providers, ERP & SCM Consulting and Solution Implementation in Japan
- CK Lu, Mobile Devices
• Russia- Igor Ustimenko, IT Marketing & Channels
Strategies
• New Positions- IT Services, Asia- IT Strategy in Government; US;
Government- Defense IT; US; Government- Plant Systems: Manufacturing- Security - Infrastructure Protection - Portals & Mashups - BPM, EMEA - EA, APAC - Invest, NA
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When Social Media and AR Collide: Methods, Madness and Metrics
Josh Reynolds, Tech Industry Practice Leader, Hill & Knowlton
© 2007 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliated.
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Meeting the Challenge: The 2010 CIO Agenda
Mark McDonald, GVP and Head of Gartner CIO Research
© 2007 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliated.
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+1.3%
2004 2005 2006 2007 2008
2009
+2.7% +3.0%+2.5%
+3.3%
-4.7%
-4.0%
-6.0%
-2.0%
0.0%
4.0%
6.0%
2.0%
Per
cent
age
wei
ghte
d ch
ange
in IT
bud
gets
Uncertainty and Volatility Erode IT Budgets
Note: Interim CIO survey results will be presented during Symposium.
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Business Expectations Reflect the Tension Between Cost and Performance
Note: Interim CIO survey results will be presented during Symposium.
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2010 Business Expectations are Changing Little in a Tight IT Budget Environment.
2010 Preliminary Rankings based on 233 responses received by 10/14/09
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CIOs Are Pursuing a Dual-Track Strategy: Cost Consolidation and Selective Investment
Note: Interim CIO survey results will be presented during Symposium.
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2010 CIOs and IT Organizations are Retrenching Back to the Basics with their Current Personnel.
2010 Preliminary Rankings based on 233 responses received by 10/14/09
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2010 CIO Technologies have Shifted in Favor of Lightweight Solution Technologies.
2010 Preliminary Rankings based on 233 responses received by 10/14/09
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Effectiveness Is the Test for Every Enterprise
• Financial performance
• Business and strategic goals
• IT resources and focus
• IT confidence
The ability to achieve your financial and strategic goals
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Enterprise Effectiveness Matters Financially
Challengers
CloseFollowers
Leaders
LateFollowers
6.0%
4.0%
2.0%
0.0%
‐ 4.0%
‐ 2.0%
Mean value for effectiven
ess grou
p
Return on Assets (2007 & 2008)
* Based on analysis conducted with MIT Sloan School Center for Information Systems (CISR)
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* Based on analysis conducted with MIT Sloan School Center for Information Systems (CISR)
Enterprise Effectiveness Matters Financially
‐ 15.0%
Leaders
Challengers CloseFollowers
LateFollowers
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
‐ 20.0%
‐ 10.0%
‐ 5.0%
Return on Equity (2007 & 2008)Mean value for effectiven
ess grou
p
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Enterprise Effectiveness Matters Financially
Challengers
CloseFollowers
Leaders
LateFollowers
0.0%
‐ 20.0%
‐ 10.0%
10.0%
20.0%
30.0%
40.0%
50.0%
Return on Invested Capital (2007 & 2008)Mean value for effectiven
ess grou
p
* Based on analysis conducted with MIT Sloan School Center for Information Systems (CISR)
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Thank You!
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