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Conference Updates

October 29, 2020

Gartner IT Symposium/Xpo APAC: Day 3 Highlights

We are bringing you news and highlights from Gartner IT Symposium/Xpo, taking place this week virtually in APAC. Below is a collection of the key announcements and insights coming out of the conference. You can also read the highlights from Day 1 and Day 2 here. 

On Day 3 from the conference, we are highlighting sessions on the top CEO concerns for 2020 and their implications for CIOs, what leaders can do to help their workforce recover after a crisis, and some practical solutions CIOs can use in an unknowable future. Be sure to check this page throughout the day for updates.

Key Announcements

Signature Series: CEO Concerns 2020: Implications and Actions for CIOs

Presented by Mark Raskino, Distinguished VP Analyst at Gartner

Where will CEOs take their companies in 2021 and how can CIOs help? In his session, Mark Raskino, Distinguished VP Analyst at Gartner, shared the results of a new CEO survey and explained what CEOs and CIOs will need to do to help drive growth for their organizations in 2021.

Key Takeaways

  • “Unlike 2001, unlike 2009, half of CEOs anticipated an economic downturn in 2020. They didn’t expect COVID-19 and that crisis, but they did expect a downturn.”

  • Business leaders “use economic downturns to change direction and to fix things.”

  • “We rely on business leaders to grow our companies, to produce the things we need to get through this crisis, and to deliver the jobs we all need.”

  • “CEOs want to restore good growth in 2021.”

  • “Technology is one of the key levers they are going to use to find the growth that they need.”

  •  “Three ways CIOs can help their CEOs restore good growth are 1) accelerate smoothly; 2) nurture people; and 3) rebuild better.”

  • CIOs should “focus on scaling up the digital business mainstream. Don’t push digital experimental extremes.”

    Learn more in the Smarter With Gartner article.

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Use the Leadership Compass to Recover and Restore Your Workforce After a Crisis

Presented by De’Onn Griffin, Senior Director, Analyst at Gartner

Many CIOs are in the middle of leading their teams through the recovery stage of the COVID-19 crisis, while trying to restore a sense of normality to the organizations that they lead. In this session, De'Onn Griffin, Sr Director Analyst, Gartner shared a framework leaders can use to navigate the path to a “new normal.”

Key Takeaways

  • “The leadership compass shows how CIOs must lead in every direction: up to senior leadership; down to direct reports; out to influence functional peers; and within to improve their skills and capabilities.”

  • “Two of the most common questions CIOs are asking Gartner right now are 1) How do I engage the workforce post-crisis? and 2) How do we create effective distributed workforce practices?”

  • “Start within. CIOs must check their own engagement levels first, and set aside time to improve their leadership skills, energy and commitment.”

  • “Consider the whole person. Call out the concept of wellness to your team and make sure you model it yourself.”

  • “Encourage growth and development. This is how we will get from where we are today to where we need to be.”

  • Gartner surveys show 48% of employees will work remotely some or all of the time post-COVD19.

  • “The shift to a distributed workforce is not an individual decision you can make. CIOs need to ‘lead outward’ and partner with peers to harness opportunities and address challenges.”

  • Learn more about the leadership compass in this Smarter With Gartner article.

Planning for an Unknowable Future: Common Mistakes and Practical Solutions

Presented by Jackie Fenn, Distinguished VP Analyst, Gartner

As leaders construct their organization’s future, they must make assumptions and predictions about how the world will be different from today—but it can be challenging to plan for the unknowable. In her session, Jackie Fenn, Distinguished VP Analyst at Gartner, discussed specific techniques for CIOs and IT leaders to anticipate and own the future scenarios that they can and cannot control.

Key Takeaways

  • “Humans are generally very good at predicting what is going to happen. But it turns out, when we are wrong about the future, we’re wrong in predictable ways.”

  • “Many of the assumptions we make are usually right. We think that the future will be like today, and most of the time it is.”

  • “For the things you can control, you want to own them. And that starts, as always, by being explicit and deliberate about your goals and aspirations.” 

  • “An important part of thinking about the future is to question your assumptions. Check for overconfidence, and to counter the optimism bias, make sure you know the odds of achieving your goal—and you want to achieve it anyways.”

  • “Techniques like scenario planning, contingency planning, options and spread bets can help to identify a range of possible futures, rather than focusing on the ones we’re hoping for.”

  • “Increasing your organizational resilience is not about the accuracy of a single bet, but the ability to maintain as many different bets as long as possible, to ease that stress of uncertainty.”

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