Will Gartner go the way of the dinosaur? – Part II

Source | LinkedIn : By Venkataraman Ramachandran

Probably yes, for those nimble Enterprise startups, who’ve plunged into the market with Promethean vigour, shouldering an avowed mission to disrupt Gartner’s 800-pound influence in the IT ecosystem.

Probably not, for those cynical IT industry veterans who are deeply aware of the incestuous influence Gartner wields among the the movers and shakers of the IT ecosystem, despite its diminishing returns of value.

If you ask me, few years from now, Gartner would cease to be the center of gravity in the IT ecosystem. They would live on as weakened ghosts of vital hubs which once shaped the sinews of the IT industry as we knew it. (Remember the good old Y2K days?)

Despite the hosannas they sing about the digital world, I doubt if they would be anything more than a band of one-eyed men (Why is it so rare to see women IT Analysts?) guiding the deluded lot.

I know these are strong words and I think it is impossible for me to explain why without narrating the whole story.

Settle down for yet another long post with a cup of tea, if you will.

We are going to read tea leaves from the digital future, evangelists, including Gartner’s Hype Cycle riders, have been orgasmic about.

In case if it weren’t obvious by now, I have been obsessed by this problem for a while. Couple of weeks back, I lavishly spent more than 2000 words to explain everything I could about the problem. You can read it right here along with the feathers that were ruffled.

Now, I want to go one step further.

I want to examine how the terrain is gradually shifting underneath Gartner’s feet.

I want to examine those promising shoots of startups which can potentially transform the landscape forever, if only they cared to not repeat the same old mistakes of their forefathers.

We have a long way to go.

Let us start with the moot question:

What problems did Gartner solve for their customers?

1) In a world in which IT Analysts were the exclusive “information hubs” linking buyers and sellers of the software, Gartner offered valuable opinions and recommendations aggregated from both sides of the table. Just to be clear, in the past, they have emphasized that these were opinions alone, as Gartner’s reply to ZL technologies in the latter’s 2009 lawsuit clearly reveals to us.

2) In a world in which IT departments wielded the maximum influence over technology buying decisions, as Gartner’s 2016 CIO Agenda Survey but obviously wanted us to believe, Gartner’s written research lowered the anxiety of the Decision Making Unit (Read as Committee or Investment Council) to justify their buying decisions.

3) In a world in which IT sales cycle mirrored the waterfall model guiding the IT solutions that were being built, Gartner’s recommendations ensured that the every day IT operational challenges involved in

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