Non-Gartner Advisory

Sharpening Instincts: Review of an IT post

Sharpening Instincts: Review of an IT post

Tony Greenberg wrote a recent blog post (on tonygreenberg.com) which pertains to IT trends; when reading it I wondered if it had any implications for the Advisory industry….  Readers should note that Tony is an ‘outsourcing’ advocate;  I’ll summarize  his article with my comments in brackets, and then ask a question: We need to sharpen our instincts and stop trusting IT...

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Chess, Pattern Recognition, and Gartner Inc.

Chess, Pattern Recognition, and Gartner Inc.

The New York Times on 1/25/2011 printed  a photograph of a gentleman  looking down at a chessboard, with an interesting subtitle: Pattern recognition is what sets experts apart from novices. The article points out that “when subjects were shown a chess diagram, the novices looked directly at the pieces to recognize them,  while the experts looked on the middle of the boards and took...

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Advisory Client Satisfaction Issues

Advisory Client Satisfaction Issues

A recent question posed to fifteen CIOs (or equivalent)  regarding value received from Advisory deliverables,  resulted in the answers below (Gartner was not mentioned by me, but virtually all of these were Gartner clients) The question: How do you measure the value you obtain from your current IT advisory service subscriptions? The answers: We don’t measure it. Not sure we’re getting...

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Knowledge Prices Have Actually Been Increasing

Knowledge Prices Have Actually Been Increasing

Will advisory services recover from current sluggish levels? Whether sold commercially, or distributed internally, knowledge produced by for-profit companies (as compared to  information  available for free on the web) will  continue to be under strong pressures to be priced, because knowledge costs money to produce.  In fact, we are now witnessing a rationalization of pricing levels in  the...

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Reposting: Editor of ComputerWorld UK’s Comments on my Recent Post

Reposting: Editor of ComputerWorld UK’s Comments on my Recent Post

Mike Simmons of IDG, editor of ComputerWorld UK, recently referred to my post, called: a Gartner publication, with G.Gartner’s comments. (find it at http://blogs.computerworlduk.com/editors-blog/2010/07/gideon-gartner-takes-a-swipe-at-the-analyst-group-he-founded/index.htm) You’ll find this (currently) on the front page of my blog (otherwise, search on “The Advisory...

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Advisory Industry Competition: Pushing Past ‘Business as Usual’ (Part 2)

Advisory Industry Competition: Pushing Past ‘Business as Usual’ (Part 2)

By Barbara French and Gideon Gartner (@bfr3nch, www.barbarafrench.net, @gideongartner,www.gideongartner.com) In the first part of this post, we challenged an urban myth that small analyst firms are threatening the Gartner and Forrester Research business models. We as yet see no compelling evidence. What we do see is many small advisory firms performing vital roles in the IT ecosystem, a few...

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The Early Years: a Gartner Publication, with G.Gartner’s Comments

The Early Years: a Gartner Publication, with G.Gartner’s Comments

G.Gartner’s note:  the purpose of this post is to describe Gartner Inc.’s own chronology of its early years, with my comments in brackets [ ], which represent an attempt to help set  the record straight. This post is not meant to describe the innovations which resulted in Gartner’s growing from zero to dominating its field within a decade, the 1980s.  I’ll  switch my...

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Advisory Industry Competition: Pushing Past ‘Business as Usual’ (Part 1)

Advisory Industry Competition: Pushing Past ‘Business as Usual’ (Part 1)

By Barbara French and Gideon Gartner (@bfr3nch, www.barbarafrench.net, @gideongartner,www.gideongartner.com) There’s a good deal of speculation on whether the research and advisory business is entering a new phase — one in which small Advisory firms may be thriving at the expense of the large firms. David Hatch summed up this point of view in a  forestercomment to “Advisory Industry, a...

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A Deal with The Devil: Gartner Refuses to be Sold Down the River Part II

A Deal with The Devil: Gartner Refuses to be Sold Down the River Part II

This is part two of a 2-part series. Click here to read Part I. When it was their turn to present, the CEO went through a somewhat plastic presentation, a standard sounding pitch which was undoubtedly used to charge up the people in his numerous offices around the world, and possibly to impress clients as well. There was little value-add, and when he got to the benefits to Gartner which a...

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A Deal with The Devil: Gartner Refuses to be Sold Down the River Part I

A Deal with The Devil: Gartner Refuses to be Sold Down the River Part I

This is a story presented in two parts… The material below describes the visit of the CEO and officers of a very large company (all of whom will be nameless), when the firm was bidding to acquire our company from Saatchi, despite our resistance. Gartner and 10 other consultancies were put on the auction block by Saatchi & Saatchi in June 1989, and in late October one of the firms...

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Brief Gartner Story: Competing With Ourselves

Brief Gartner Story: Competing With Ourselves

In 1989 Ryal Poppa, Chairman of the Board of Storage Technology Corporation, a billion dollar computer peripherals corporation which Poppa had brought out of bankruptcy was visiting our Gartner analysts to present his marketplace strategies and he asked for an audience with me. I had known Poppa for many years from the early 1970’s when I was on Wall Street and he ran Pertec, another computer...

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IT Advisories Part II: Gartner & Forrester and Other Competition

IT Advisories Part II: Gartner & Forrester and Other Competition

As mentioned, Gartner’s and Forrester’s (G&F) pricing policies in tandem suggest that they can live with each other peacefully, not bothered by competition. I can see the IT vendors accepting the increases because they’re hoping to indirectly encourage Advisory’s support of their product values (it would be interesting to know how their AR people are handling this). Is anyone...

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IT Advisories Part III: Murray Gell-Mann

IT Advisories Part III: Murray Gell-Mann

Murray Gell-Mann is one of the world’s standout intellectual legends, where he’s known for developing key aspects of the modern theory of quantum physics, but is renowned in many other fields as well. Admitted to Yale at 15, he earned his PhD from MIT at 21; in 1969 he received the Nobel prize (unshared) in Physics.  But he has also become an international adviser on the environment,...

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IT Advisories Part I: Information vs. Knowledge

IT Advisories Part I: Information vs. Knowledge

The two largest sell-side firms in our space, Gartner and Forrester (G&F), have been open about their policies of annual 5-7% price increases, plus no client discounts, plus other similar policies, perhaps assuming that the economy will thrive and that clients will not care about 5% here and there. This new policy hints at the possibility that G&F live with each other peacefully, and are...

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Advisory Industry Future Redesign: The “Payment” Model

Advisory Industry Future Redesign: The “Payment” Model

Some day the Advisory Industry may look different than today, and an example of what’s possible may be the manner in which vendor and user clients compensate their Advisory providers. It seems worthwhile for segments of our industry to study this alternative compensation model, as it has been implemented successfully in the Wall Street Research space over many decades, being both useful...

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Gartner Innovation: Conferences

Gartner Innovation: Conferences

The area of conferences was one which I continued to get deeply involved with throughout my Gartner career.  I’ll recount one example of many which does not address the design of conference/expositions, but the maximization of potential usefulness of such events to the clients of Advisories. CeBIT was and is the world’s largest computer exposition, and I decided that we should not only...

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Gartner Group Early Business Model

Gartner Group Early Business Model

What follows are a couple of paragraphs from a much longer and more informative post: Gartner Innovation During Its Formative Years. Gartner Group’s Business Model: Innovation During its Formative Years During the 1960′s at IBM and 1970′s on Wall Street, I was a subscriber or reader of research from several firms which were predecessors to the current Advisory Industry. The...

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Gartner Culture Case Study

Gartner Culture Case Study

A brief sideshow: After the intimate family party celebrating my 75th birthday, I posted a description of some of my kid’s gifts on my “Gideon Gartner” blog category. Two items from that blog click here to access the Gideon Gartner category, which have to do with Gartner Group “culture”, are repeated here with minor changes. Around 1986, my older daughter Sabrina...

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Can new Advisories penetrate Gartner Inc. at all?

Can new Advisories penetrate Gartner Inc. at all?

I’m sometimes asked if any competitor of Gartner could unseat it as the leading Advisory. I think not. But, could a competitor penetrate it? Allow me to share with you accurate data from my Giga experience, based upon the huge and detailed spreadsheet by month which I recently found in a closet, dating back to 10/1/2000!  As you likely know, I founded Giga in late 1994 (I left Gartner in...

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