Gartner Analyst Relations Forum · - CIOs – Can have delegates, but as proxy for member - Not limited to Gartner clients • 10 to 15 participants representing: - Largely Global

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Gartner Analyst RelationsForum

Fall Symposium/IT ExpoCannesNovember 3, 2009

2© 2008 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author>

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


Gartner Corporate Strategy Update

Gene Hall, CEO

© 2007 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.


Gartner Research Strategy Update

Peter Sondergaard, SVP Gartner Research

© 2007 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliated.


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.


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


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


• 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


Content Methodology and Process

Client feedback is focused on three key areas of content

development

Actionable

Transparent

Relevant


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



New Client Toolkit


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


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


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


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


When Social Media and AR Collide: Methods, Madness and Metrics

Josh Reynolds, Tech Industry Practice Leader, Hill & Knowlton



Meeting the Challenge: The 2010 CIO Agenda

Mark McDonald, GVP and Head of Gartner CIO Research



+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.


Business Expectations Reflect the Tension Between Cost and Performance



2010 Business Expectations are Changing Little in a Tight IT Budget Environment.

2010 Preliminary Rankings based on 233 responses received by 10/14/09


CIOs Are Pursuing a Dual-Track Strategy: Cost Consolidation and Selective Investment



2010 CIOs and IT Organizations are Retrenching Back to the Basics with their Current Personnel.



2010 CIO Technologies have Shifted in Favor of Lightweight Solution Technologies.



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


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)




‐ 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



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



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Documents

Gartner Analyst Relations Forum · - CIOs – Can have delegates, but as proxy for member - Not limited to Gartner clients • 10 to 15 participants representing: - Largely Global