When two senior marketing executives from different solution providers told me that even though they had paid a lot of money to Gartner, my content had drawn more readers and interest than the analyst firm’s, I thought great. Still, I didn’t give it too much thought until this morning.
I write what I write based on five decades of experience and expertise in high-tech and procurement – in short, I write what I know and, through this process, make meaningful insights accessible to as wide an audience as possible.
Conversely, I often don’t understand what Gartner is providing by tossing around “buzz terminology” with incomprehensible graphs under the banner of silly titles like “Emerging Tech Impact Radar.”
Here is an example of Gartner’s most recent contribution to the world – the Emerging Tech Radar Map:
For tech product leaders looking to capitalize on emerging technologies, scoping the landscape for opportunities requires careful evaluation of breadth, depth, and speed of impact.
Understand how to start building your strategy and move down a path of competitive advantage.
Once again, I have been around for a very long time and have seen (and in some cases forgotten) so many graphic illustrations over the years, and this one is the epitome of nonsensical wall scribblings. Here is the link to access the Gartner website and reach your own conclusions on . . . whatever you call it.
However, to avoid this becoming a lengthy dissertation on how not to inform and empower an audience, I will focus on the main problem – Gartner’s insistence on propagating the technology-first equation-based model, otherwise known as the shiny paper.
Stop Chasing Solutions, Start Solving Problems!
Technology is always in a progressive state of evolution – period.
As I have written many times before, ten to fifteen years from now, we will look back on today’s technology with the same dismissive attitude we have toward 10GB hard drives, 2800bpms modems, and dot matrix printers.
Here is an excerpt from a past post that explains my position:
When asked what I think about the “evergreen” evolution of high-tech computing. My answer has always been the same – it’s not about the technology but the problems the technology solves. In other words, as great as the tech may be, it means nothing if it doesn’t come after people and process understanding.
When organizations make the mistake of leading with technology, they are bending their people and processes around an equation-based model approach in which the tech is the driver for success.
When you lead with people and process understanding – an agent-based model, technology moves from a functional driver to a problem-solving tool that streamlines and delivers efficiencies and tangible results.
The Takeaway: Based on the past many years and the above “Radar Screen,” I can only conclude that Gartner is a product pusher, not a problem-solver. We wouldn’t be stuck in a decades-long initiative failure if they were the latter.
The only question I have is WHY? Why does Gartner insist on leading with technology? The answer may be in this timeless video from my 2011 post: Madison Avenue ooops . . . make that Gartner, names Oracle as a leader in supply chain planning
What Is Gartner’s annual revenue?
Gartner, a leading research and advisory firm, generated approximately $5.5 billion in annual revenue in 2022. The company provides insights, research, and consulting services across various industries, focusing on IT, supply chain, finance, and other sectors. Gartner’s revenue comes from subscription-based research services, consulting, and conference events. (Source: ChatGPT)
What percentage of Gartner recommendations result in a successful initiative outcome?
Gartner is known for its Magic Quadrant and Hype Cycle reports, which help companies choose technologies and strategies. Many firms report positive results when following Gartner’s guidance, but overall success also depends on the organization’s ability to execute those recommendations effectively. (Source: ChatGPT)
Don’t Do As I Do. Do As I Say!
Has Gartner ever had to actually implement one of their “insights, research, and consulting” recommendations?
30
Radar Love: A Great Song, A Lousy Technology Graphic
Procurement Insights
Gartner Emerging Tech Impact Radar – More Shiny Paper From An Analyst Firm With Few Answers
Posted on September 17, 2024
0
When two senior marketing executives from different solution providers told me that even though they had paid a lot of money to Gartner, my content had drawn more readers and interest than the analyst firm’s, I thought great. Still, I didn’t give it too much thought until this morning.
I write what I write based on five decades of experience and expertise in high-tech and procurement – in short, I write what I know and, through this process, make meaningful insights accessible to as wide an audience as possible.
Conversely, I often don’t understand what Gartner is providing by tossing around “buzz terminology” with incomprehensible graphs under the banner of silly titles like “Emerging Tech Impact Radar.”
Here is an example of Gartner’s most recent contribution to the world – the Emerging Tech Radar Map:
For tech product leaders looking to capitalize on emerging technologies, scoping the landscape for opportunities requires careful evaluation of breadth, depth, and speed of impact.
Understand how to start building your strategy and move down a path of competitive advantage.
Once again, I have been around for a very long time and have seen (and in some cases forgotten) so many graphic illustrations over the years, and this one is the epitome of nonsensical wall scribblings. Here is the link to access the Gartner website and reach your own conclusions on . . . whatever you call it.
However, to avoid this becoming a lengthy dissertation on how not to inform and empower an audience, I will focus on the main problem – Gartner’s insistence on propagating the technology-first equation-based model, otherwise known as the shiny paper.
Stop Chasing Solutions, Start Solving Problems!
Technology is always in a progressive state of evolution – period.
As I have written many times before, ten to fifteen years from now, we will look back on today’s technology with the same dismissive attitude we have toward 10GB hard drives, 2800bpms modems, and dot matrix printers.
Here is an excerpt from a past post that explains my position:
When asked what I think about the “evergreen” evolution of high-tech computing. My answer has always been the same – it’s not about the technology but the problems the technology solves. In other words, as great as the tech may be, it means nothing if it doesn’t come after people and process understanding.
When organizations make the mistake of leading with technology, they are bending their people and processes around an equation-based model approach in which the tech is the driver for success.
When you lead with people and process understanding – an agent-based model, technology moves from a functional driver to a problem-solving tool that streamlines and delivers efficiencies and tangible results.
The Takeaway: Based on the past many years and the above “Radar Screen,” I can only conclude that Gartner is a product pusher, not a problem-solver. We wouldn’t be stuck in a decades-long initiative failure if they were the latter.
The only question I have is WHY? Why does Gartner insist on leading with technology? The answer may be in this timeless video from my 2011 post: Madison Avenue ooops . . . make that Gartner, names Oracle as a leader in supply chain planning
What Is Gartner’s annual revenue?
Gartner, a leading research and advisory firm, generated approximately $5.5 billion in annual revenue in 2022. The company provides insights, research, and consulting services across various industries, focusing on IT, supply chain, finance, and other sectors. Gartner’s revenue comes from subscription-based research services, consulting, and conference events. (Source: ChatGPT)
What percentage of Gartner recommendations result in a successful initiative outcome?
Gartner is known for its Magic Quadrant and Hype Cycle reports, which help companies choose technologies and strategies. Many firms report positive results when following Gartner’s guidance, but overall success also depends on the organization’s ability to execute those recommendations effectively. (Source: ChatGPT)
Don’t Do As I Do. Do As I Say!
Has Gartner ever had to actually implement one of their “insights, research, and consulting” recommendations?
30
Radar Love: A Great Song, A Lousy Technology Graphic
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