Methodology Gartner

8/12/2019 Methodology Gartner

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THE GARTNER RESEARCH PROCESS

AND METHODOLOGIESHow our technology-related insight helps ourclients make the right decisions, every day.


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Why do you need research?

Your decisions, especially those that enableyour organizations unique strategy, have long-

lasting impact, often for years to come. Theyneed to be backed and in formed by researchyou can trust. At Gartner, our promise is to helpyou make better, more informed decisions abouthow you use technology to your advantage.

HY RESEARCH MATTERS

ents like you have spoken loud and clear:

u want to understand the thought processes,

gic, assumptions and methodologies we

e to formulate our research and conclusions.

u care about the quality, independence and

or behind our research engine, and you

pect transparency in understanding how

works.

IT is the business

Our clients are converging IT andbusiness strategy like never before.

And the opportunities just keep coming.Developments in enterprise mobility,business intelligence, consumer technology,virtualization and SOA are presenting newinvestment options every day. Informationabout how IT enables innovation is plentiful;but insight you can trust to make betterdecisions relevant to your unique situationis in much shorter supply. Thats whereGartner comes in.

Gartner is an intelligent lter for the oceans of information I need to track and monitor.With Gartner research and methodologies, I get opinions that are objective, unbiased and candid.

Sports Apparel Manufacture

We help you decide with condence

Gartner was founded in 1979 as aresearch rm to provide clients with

unbiased, independent advice regardingtheir major IT purchases. Thirty yearslater, we are still the industry leader.Clients continue to trust our rich heritage,our vast knowledge network and ourunique research process and proprietarymethodologies to help them make morecondent decisions every day.


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PEER &FACTUALREVIEW

SCENARIOS

SEARCH & VERIFY

STALKINGHORSE

PATTERNRECOGNI-

TION

SURVEYS

Applicable across many roles

Perhaps youre a chief information ofcer, an enter-prise architect or an infrastructure manager. Maybe

you provide commercial IT solutions or invest intechnology companies. In all cases, our researchprocess and unique methodologies help you answercritical questions such as:

What are the most urgent priorities of todaysbusiness and technology leaders? What types ofmanagement techniques and best practices arepaying off for them?

Which emerging technologies have the mostcommercial promise? What types of productivitybreakthroughs or revenue streams will they impact?

How do the buying intentions of Global 1000companies map to technology provider strategies?Which emerging players have the staying powerto rise to the top of their respective sectors?

WAY OF THINKINGur experienced analysts adherea research process and set ofethodologies built on principles consider non-negotiable.

r research process turns complex

ormation into actionable advice you can

e for business advantage. Its underlying

thodologies are a tested set of researchctices, procedures and rules used to

lect and analyze information.

ents like you depend on the integrity and

iability of our methodologies to support the

cisions you make in your role every day.

u rely on the experience and expertise of

r analysts to help you interpret patterns,

your understanding of emerging business

odels and apply technology for innovation.

Independent and unbiased. Our process,methodologies and policies are designed to

ensure that no ones personal agenda drivesthe results.

Reviewed and evaluated by peers. All ofour written research and presentations getpeer-reviewed to inject the most current thinkingabout recent events and their potential impact.

Driven by an experienced analyst community

Rigorous. We are scrupulous in ensuring thatthe research practices we follow deliver insights

that are relevant, appropriate and practical foryour business.

Systematic. Our process and methodologiesfollow a consistent, logical and consideredsequence. We dont take shortcuts; we developsolutions that work.

Valid. Our opinions are grounded in a solid baseof facts veried by our own experienced analystsand others in business and academia.

Empirical. Our conclusions are based on thehard evidence we collectthrough our analystsand market surveysfrom the real-life experiencesof our clients (who number 60,000 across10,000 distinct organizations worldwide).


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SCORESvancing IT Organizational Performanceainst Enterprise Goals

1. Organizational Questions, inconjunction with at least one ofthe CIO/Role surveys, capture howwell your enterprise leverages ITto improve business outcomes.

2. CIO Survey evaluates your ITorganization from a managerial andleadership perspective.

3. Role Surveys assess eightindividual roles and disciplines withinyour IT organization, measuringthe effectiveness of IT leaders indeveloping and exploiting core ITorganizational capabilities.

Take as many of the available surveysas you choose. The more surveys yourorganization completes, the more

accurate your results and the moreapplicable the recommendations.

Surveys can be taken more thanonce to track progress, and the tool

supports what-if scenarios that can bestored for later reference.

Each time you take the OrganizationalQuestions survey in conjunction withat least one of the CIO/Role surveys,you receive a maturity score andrecommendation report for the speciccapability or perspective examined,as well as an enterprise IT maturityscore and accompanying explanation.

The enterprise IT maturity score isupdated and rened with each linked,completed ITScore survey.

rtner ITScores are holistic sets of

eractive maturity assessments designed

help CIOs and IT leaders evaluate the

turity of both the IT organization as aovider of IT services, and the enterprise as

onsumer of information technology.

like other IT maturity assessments, a

rtner ITScore measures your organizations

pabilities within the context of enterprise

ture, behaviors and capacity for

dershipfactors that dramatically impact

s effectiveness and its ability to contribute

l business value.

OW DO ITSCORES WORK?

Scores are based on three components:ganizational Questions, CIO Survey andle Surveys.

ITSCORES HELP YOU:

Gain insights into what you want toaccomplish, where you are today in

developing the necessary capabilities,and the actions needed to close gapsand advance

Assess and compare maturity across ITdisciplines, and leverage best practicesthroughout the organization

Provide an objective basis forcross-functional communication,collaboration and planning

Your ITScore provides a holistic view that goesbeyond functional/role disciplines to arrive at anuanced, comprehensive assessment that is trulydiagnostic and produces meaningful recommendedactions. The ITScore differs from other maturitymodels in important ways:

It not only examines IT leadership effectivenessand incorporates business behaviors, perceptionsand expectations, but also tests how yourcapabilities are integrated and their combinedpower leveraged for enterprise advantage.

It is outcome-oriented. Maturity models usuallyfocus on attributes and have little to say aboutwhether they are good or bad or how theycontribute to desired results. Your ITScorefocuses not just on attributes but also oncontribution and results.

It is practical. Real maturity is neither linear norunidirectional. Achieving a state of near-perfectionin key processes or attributes can actually havenegative consequences. Your ITScore takes thisinto account.

Gartner provides complementary research thathelps you understand where you should be on

the maturity score based on business realities,not just where you are or what is required toadvance. Other maturity models fall short here,leading enterprises to conclude that higher levelsof maturity are always better.

HOW DO YOUUSE ITSCORES?


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MARKET CLOCKSoviding a Full Life Cycle View ofchnology Assets

Where it currently lies within its usefulmarket life. Each clock begins at 0 (theMarket Start) and moves clockwisearound to 12.

Its relative level of commoditization . This determines the distance from thecenter of the clockassets furtherfrom center are more commoditized.

The clock is divided into quarters, eachrepresenting one of the market phasesof an assets useful life. The quartersare named to highlight the generalapproach recommended for assetspassing through that phase:

Advantage assets in thecustomized phase, which providedifferentiated technology, serviceor capability

Choice assets in themass-customized phase, subject toincreasing levels of standardization andgrowing supply options

Cost assets in the commoditizedphase, where differentiation betweenalternative sources is at its minimumlevel and competition centers on price

Replacement assets in thedisfavored phase, usually legacytechnologies, services or capabilities

A Market Clock RecommendationSummary provides a tabularsummary of the positions andexpected trajectory for each IT assetor asset class, as well as specicrecommendations.

e useful life of every technology product or

vice has an end, beyond which it will be

ore cost-effective to retire and replace the

et than to continue maintaining it. GartnerMarket Clocks are decision frameworks

t provide a full life cycle view of technology

etswhether capabilities, products or

vices. They help you better evaluate the

hnology assets you are responsible for,

you can prioritize IT investments and

ild technology road maps that support

siness plans.

OW DO IT MARKET CLOCKS WORK?

Market Clocks use a clock-face metaphor toresent relative market time. Each point onclock represents an IT asset or asset class.

asset is positioned on the clock using twoameters:

IT MARKET CLOCKS HELP YOU:

Gain a full life cycle view of yourtechnology assets

Evaluate and prioritize your ITinvestments

Build technology road maps thatsupport business plans

The way an organization invests in, deploys,manages and approaches technology assetsshould change during the assets useful life. IT andbusiness leader clients use IT Market Clocks asdecision frameworks to help them evaluate andprioritize their IT investments.

Understanding how each asset is progressingthrough its useful life allows you to makeinformed investment decisions. IT Market Clocksare complementary to Gartner Hype Cycles. Inessence, Hype Cycles support technologyhunting decisions, while IT Market Clocks supportfarming decisions for assets already in use.

Designed to support multiple IT roles and functions,the IT Market Clock provides a consolidated viewof IT assets within a specic portfolio and canassist with portfolio balancing, project prioritizationand the development of business cases forinvestment/divestment.

Examples of how the IT Market Clock is usedinclude:

Development of business cases to replaceaging infrastructure

The establishment of principles for bringingoutsourced support services back in-houseas underlying technology enters its replacementphase

HOW DO YOU USEIT MARKET CLOCKS?


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YPE CYCLESerpreting Technology Hype

Technology Trigger. A potentialtechnology breakthrough kicks thingsoff. Early proof-of-concept stories andmedia interest trigger signicant public-ity. Often no usable products exist, andcommercial viability is unproven.

Peak of Inated Expectations. Early publicity produces a number ofsuccess storiesoften accompaniedby scores of failures. Some companiestake action; many do not.

Trough of Disillusionment. Interestwanes as experiments and implemen-tations fail to deliver. Producers of thetechnology shake out or fail. Invest-ments continue only if the survivingproviders improve their products tothe satisfaction of early adopters.

Slope of Enlightenment. Moreinstances of how the technology canbenet the enterprise start to crystallizeand become more widely understood.Second- and third-generation productsappear from technology providers.More enterprises fund pilots; conserva-tive companies remain cautious.

Plateau of Productivity. Mainstreamadoption starts to take off. Criteria forassessing provider viability are moreclearly dened. The technologys broadmarket applicability and relevance areclearly paying off.

hen new technologies make bold promises,

w do you discern the hype from whats

mmercially viable? And when will such

ims pay off, if at all? Gartner Hype Cyclesovide a graphic representation of the

turity and adoption of technologies and

plications, and how they are potentially

evant to solving real business problems

d exploiting new opportunities. Gartner

pe Cycles help you understand how a

hnology or application will evolve over

me, providing a sound source of insight to

nage its deployment within the context of

ur specic business goals.

OW DO HYPE CYCLES WORK?

ch Hype Cycle drills down into the ve keyases of a technologys life cycle:

HYPE CYCLES HELP YOU:

Separate hype from the real drivers ofa technologys commercial promise

Reduce the risk of your technologyinvestment decisions

Compare your understanding of a tech-nologys business value with the objectiv-ity of experienced IT analysts

Clients use Hype Cycles to get educated aboutthe promise of an emerging technology within thecontext of their industry and individual appetitefor risk.

Should you make an early move? If youre willingto combine risk taking with an understanding thatrisky investments dont always pay off, you couldreap the rewards of early adoption.

Is a moderate approach appropriate? Executiveswho are more moderate understand the argumentfor an early investment but will also insist on asound cost/benet analysis when new ways ofdoing things are not yet fully proven.

Should you wait for further maturation? If thereare too many unanswered questions around thecommercial viability of an emerging technology, itmay be better to wait until others have been ableto deliver tangible value.

HOW DO YOU USEHYPE CYCLES?

A Gartner Hype Cycle that shows how technology is reshaping the payment business and how competitorsare attacking bankings traditional domain gets executives to sit up in their chairs and listen.

Executive Vice PresideIT Services and Management Consulting Firm


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AGIC QUADRANTSsitioning Technology Players Within aecic Market

Challengers execute well today ormay dominate a large segment, but donot demonstrate an understanding ofmarket direction.

Niche Players focus successfully ona small segment, or are unfocusedand do not out-innovate or outperformothers.

Leaders execute well against theircurrent vision and are well positionedfor tomorrow.

Visionaries understand where the

market is going or have a vision forchanging market rules, but do not yetexecute well.

ho are the competing players in the

jor technology markets? How are theysitioned to help you over the long haul?

rtner Magic Quadrants are a culmination

research in a specic market, giving you

wide-angle view of the relative positions

the markets competitors. By applying

raphical treatment and a uniform set of

aluation criteria, Gartner Magic Quadrants

ckly help you digest how well technology

oviders are executing against their

ted vision.

OW DO MAGIC QUADRANTS WORK?

agic Quadrants provide a graphical competitivesitioning of four types of technology providers,ere market growth is high and provider

ferentiation is distinct:

MAGIC QUADRANTS HELP YOU:

Get quickly educated about a marketscompeting technology providers and

their ability to deliver on what end usersrequire today and in the future

Understand how a markets technologyproviders are competitively positionedand the strategies they are using tocompete for end-user business

Compare a technology providersstrengths and challenges with yourspecic needs

Clients use Magic Quadrants as a rst step tounderstanding the technology providers they mightconsider for a specic investment opportunity.

Keep in mind that focusing on the leaders quadrantisnt always the best course of action. There aregood reasons to consider market challengers. Anda niche player may support your needs better thana market leader. It all depends on how the provideraligns with your business goals.

HOW DO YOUUSE MAGICQUADRANTS?

Gartner Magic Quadrants have helped guide our strategic actions for capturing leadership positionsin contact center infrastructure, interactive voice response and enterprise voice portals.

President and CEContact Management Software Company


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ARKETSCOPESnderstanding Emerging andature Markets

A MarketScope rates a market itselfand helps you evaluate its participatingtechnology providers against theGartner vision for that market.

MarketScopes rate each marketstechnology providers as StrongPositive, Positive, Promising, Cautionor Strong Negative.

hen markets are growing and IT solutions

stable, Magic Quadrants provide thet tool for understanding how the players

competitively positioned. But when new

rkets emerge and user requirements are in

x, solutions are often approached in wildly

ferent ways, making a competitive posi-

ning less useful. Mature markets present

imilar challenge, as the differentiators

ong consolidating technology providers

d solutions grow more difcult to discern.

MARKETSCOPES HELP YOU:

Manage the risk of investing in bothemerging and mature markets, and what

level of promise their future holds Support the argument for allowing an

emerging market to further evolve beforeyou invest, or support decisions to retireyour investments in solutions that havematured

Understand how technology providersin both market types are performingand which criteria play a key role in theirsurvival

Clients use MarketScopes to understand how thestatus of an emerging or mature market aligns withtheir own state of maturity and future plans.

For example, should you invest in emerging marketsolutions that appear innovative but are potentiallyrisky? On the ip side, should you begin retiringyour investments in market solutions that havematured?

HOW DO YOU USEMARKETSCOPES?

We believed we had an opportunity to innovate in our market with a next-generation tool,but we needed to scope the market. With help from Gartner, we got the market validation

and insight we needed to launch a unique solution that would rise above the market noise.

Software and Professional Services Company

OW DO MARKETSCOPES WORK?


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ENDOR RATINGSacking and Monitoring Providerrformance

ents use our well-dened methodology to

e IT technology providerslarge, small,blic or private. Gartner Vendor Ratings

ess all the different aspects of a

hnology provider, such as its strategy,

anization, products, technology, marketing,

ancials and support. These ratings are

riodically revised to reect changes in

essment when a signicant internal or

ernal event directly affects th e provider.

VENDOR RATINGS HELP YOU:

Support your decisions in a continuingprovider relationship or contract renewal

opportunity Manage the risk of your provider

portfolio while you keep an eye onup-and-coming players and potentialalternate providers

Understand how providers are competingand performing, how they are deliveringagainst their vision and strategy, andhow they are set up to survive in thelong term

Clients use Vendor Ratings to understand howa providers offering aligns with their businessstrategy, and to help assess the health of theirown strategic provider portfolio.

Vendor Ratings also reveal solution gaps amongproviders, and markets that could be ripe forinvestment opportunity.

HOW DO YOU USE VENDOR RATINGS?

We review and evaluate our strategic technology providers two times per year.Its a difcult process, made simpler by Gartner Vendor Ratings.

Financial Services Fi

Strong Positive. Customers can feelcomfortable investing in a continuedrelationship with this provider. Potentialcustomers should consider this providera strong choice for new strategicinvestments.

Positive. Customers should continueplanned investments. Potential cus-tomers should consider this providera viable choice for strategic or tacticalinvestments, while planning for knownlimitations.

Promising. Customers should con-sider the short- and long-term impactof possible changes in status. Potentialcustomers should factor issues relatedto the ongoing evolution and maturityof this provider into their decisions.

Caution. Customers should under-stand challenges in relevant areas anddevelop contingency plans based onrisk tolerance and possible businessimpact. Potential customers shouldconsider the providers challenges intheir due diligence.

Strong Negative. Customers shouldexecute contingency options. Potentialcustomers should consider this provideronly for tactical investments with rapidpayback.

OW DO VENDOR RATINGS WORK?

chnology providers with a clear focus, solid prod-s and an advantageous market position may beed Positive or Strong Positive. Providers that face

allenges in these areas may be rated Caution orong Negative. Those that have potential but stillve some areas to develop further may be ratedomising. Vendor Ratings provide actionable advice:

STRONG POSITIVE

POSITIVE

PROMISING

CAUTION

STRONG NEGATIVE


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ARKET FORECASTShere Are Markets Headed?

w do you quantify the impact of a mar-

s business drivers? Is a market growing,reating or at? The best answers come

m an analysis of both supply and demand,

mparing technology investment trends in

provider community with the spending

nds of end users. Its a unique picture you

from Gartner, based on our relationships

th thousands of end users and providers.

d its a view you cant get anywhere else.

MARKET FORECASTS HELP YOU:

Understand the market opportunity forIT products and services

Differentiate which market opportunitiesare emerging, maturing or declining

Base your business plans and strategieson fact, not conjecture

Clients use our Market Forecasts as checks againsttheir own internal forecasts in the telecom, ITservices, software, hardware and semiconductorindustries.

Clients trust our relationships with 10,000 distinctorganizations worldwide across both the providerand end-user communities to give them a pictureof supply and demand they can only get fromGartner. They use our forecasts to balance internalbias with an objective view.

HOW DO YOUUSE MARKETFORECASTS?

Our rm has grown up in the large-enterprise market, and we wanted to increase our focus on smaller companies.Gartner forecasts and share analysis helped us quantify our opportunities in smaller, midsize markets.

Vice President Worldwide SMB MarketingNetworks and Communications Company

Our Market Forecasts use primary sur-veys, inquiry analysis and s econdarysources to help you fully understanda markets future spending pattern.We cover a broad supply chainfromraw materials to semiconductors, tosystems, software and services.

Gartner forecasts provide two yearsof history while peering ve years intothe future. You get a comprehensiveunderstanding of supply and demandby market, country and global region.

Forecasts track the complete supplychain of hundreds of products andservices, allowing us to reconcile top-down and bottom-up approaches tomarket forecasting. And they are morethan a quantitative exercise. Quarterlydata includes analysis and a summaryof how we believe market trends willplay out.

OW DO MARKET FORECASTS WORK?


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ARKET SHARE ANALYSISow Is Revenue Allocated Across aarkets Leading Technology Providers?

derstanding market share is one of the

ost important metrics used by executivesany business. Through our market share

thodology, clients see how share is allocated

ong 400 technology providers in 37 key

rkets. Our detailed analysis of how provider

venue is allocated reveals what types of

utions are succeeding, which are trailing

d where opportunities exist for providers to

e additional share.

MARKET SHARE ANALYSISHELPS YOU:

Understand where and how you can

take advantage of shifts in market share,both now and in the future

Identify markets where providers haveopportunity to take additional marketshare

Understand how leading providers arecompeting for market share

HOW DO YOU USEMARKET SHARE

ANALYSIS?

We continually inform our investment strategies with Gartner share analysis of the major software markets we follow.

Software Investment Analy

Our approach to Market Share Analysiscombines primary surveys and vendorbriengs with secondary research suchas public nancial disclosures, industrytrade association material and govern-ment statistics.

Multiple data points ensure that thestatistics we report are objective andaccurate.

Our market share methodology hasquality checks in place to make surepotential double-counting acrosssectors doesnt happen. Its anotherprocess to ensure that we accuratelyquantify market share, helping youmake the most informed decisionspossible.

OW DOES MARKET SHARE ANALYSISORK?

End-user clients depend on our Market Share Analysisto validate their evaluation of a markets leading providers.

Technology providers use our share analysis to betterunderstand their own market position. The timelinessof our share data gives clients condence in using itto support their important business decisions. Manymarkets are updated quarterly. All are updated annually.


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Clients like you make critical decisions about howtechnology can be used to innovate procesess,enable business strategy and strengthen competitive

advantage. You take these decisions seriously, andso do webecause we realize they are decisionsthat will have lasting impact on both your businessand ours.

As you conti nue to look for new opportu nities toseize business advantage with technology, we willcontinue to earn your loyalty through processesand methodologies that you can trust.

For more information about how Gartner methodolo-gies can help you apply technology to your bus inesswith greater ins ight, visit our Web site at gartner.comor contact your Gartner account executive.

HY GARTNER?xty-ve percent of the Fortune 1000 and% of the Global 500 support their key

chnology decisions with Gartner insight.

e hope this review has shed more light

the processes and methodologies that

derlie the actionable research we provider clients every day.

Gartner, Inc. (NYSE: IT) is the worlds leading information technologyresearch and advisory company. We deliver the technology-relatedinsight necessary for our clients to make the right decisions, every day.From CIOs and senior IT leaders in corporations and governmentagencies, to business leaders in high-tech and telecom enterprisesand professional services rms, to technology investors, we are theindispensable partner to 60,000 clients in 10,000 distinct organizations.

Through the resources of Gartner Research, Gartner Consulting andGartner Events, we work with every client to research, analyze andinterpret the business of IT within the context of their individual role.Founded in 1979, Gartner is headquartered in Stamford, Connecticut,U.S.A., and has 3,900 associates, including 1,200 research analystsand consultants in 75 countries.

ABOUT GARTNER

1000 and 80% of the Global 500support their key technology deci-sions with Gartner insight.


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2011 Gartner, Inc. and/or its afliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its afliates. For moreinformation, e-mail [email protected] or visit gartner.com. Produced by Marketing Communications COCORPMETHBROC070111

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