Conference Updates

Gold Coast, Australia, September 13, 2022

Gartner IT Symposium/Xpo 2022 APAC: Day 2 Highlights

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

On Day 2 of the conference, we are highlighting how CIOs can play offense into a downturn, reinventing the IT employee value proposition, how to choose the optimal corporate structure given geopolitical shifts, and why composability starts with business architecture.

Key Announcements

How CIOs Can Play Offense into a Downturn

Presented by Chris Ganly, VP and Team Manager, Gartner 

Economic downturns represent considerable challenges for CIOs and IT functions. In this session, Chris Ganly, VP and Team Manager at Gartner, explored how CIOs should proactively respond and prepare for periods of economic uncertainty, by managing three key components: spend management, digital investment and talent.

Key Takeaways

  • “Be prepared – do the basics and understand where your spend is and what the options are. Understand that you will be asked to continue – just without more funding.”

  • “The goal should be to fund digital acceleration through efficiencies and tough trade-offs. This means prioritizing and protecting what’s important. Start by creating a prioritized list of trade-offs you will make in your budget with a narrative about why.”

  • “Match your cloud strategy to your digital ambition, while paying attention to shifting pricing strategies. Also, consider moving to agile funding models to focus on value creation.”

  • “Optimize your workforce by creating a digital culture that will attract and retain digital talent. Digital can be more effectively implemented by integrating technology delivery with the wider business.”

  • “Improve enterprise workforce productivity by exploring all automation opportunities. For CFOs, back-office operations automation remains the most valuable technology investment to offset inflation.”

  • “Explore all opportunities to reduce operating costs through digital acceleration. Start by developing a future vision of the customer to accelerate the right digital investments for 2025.”

  • “Consider narrowing the metrics you use to measure and manage digital initiatives to the few that align to outcomes.”

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Reinvent Your EVP to Survive and Thrive Through the IT Talent Crisis

Presented by Neha Kumar, Senior Advisory Director, Gartner

Significant demand for technology talent, unprecedented turnover and aggressive compensation increases are reshaping the IT job market, making it difficult to attract and retain talent. In this session, Neha Kumar, Senior Advisory Director at Gartner, discussed how CIOs can create and deliver against a human-centric employee value proposition (EVP) to attract talent, improve engagement and retention.

Key Takeaways

  • “To thrive in this new talent landscape, your company needs to be an employer of choice. This requires CIOs to significantly rethink the EVP.“

  • “Whether you’ve intentionally defined it or not, your EVP exists organically in your culture and behaviors. If it’s not deliberate, then it’s inconsistent, which means every employee and candidate experiences it differently.”

  • “Talking about EVP in the language of attributes or features doesn’t have as much impact anymore. Employment has shifted from a transaction to a relationship; from providing ‘things’ to workers to forging ongoing relationships with human beings.”

  • “Building a more human employment deal requires an EVP that focuses on the whole person, their life experience, and ultimately, the feelings the EVP creates.”

  • “If you can inspire employees' emotions, they will stay longer and work harder, driving the success of your organization.”

  • “In the traditional EVP approach, organizations ask ‘what do we have to offer to be competitive?’ In a human deal approach, the focus is on the opportunity to achieve deeper connections, radical flexibility and personal growth.”

  • “Organizations that communicate and deliver a compelling, differentiated EVP will reduce the compensation premium needed to hire by 50%; improve new hire commitment by 29% and decrease annual employee turnover by 69%.”

Choose the Optimal Corporate Structure to Drive Digital Reglobalization in a New Market

Presented by Gavin Tay, VP Analyst and Gartner Fellow

During times of geopolitical tensions, executive leaders are challenged to decide on which markets to enter, and how to operate in those markets. In this session, Gavin Tay, VP Analyst and Gartner Fellow, explored how taking a forward-looking view of operational risks will help you choose the optimal corporate structure to drive growth and digital business reglobalization.

Key Takeaways

  • “What can you do about geopolitics? Nothing! But you must ensure that your corporate legal counsel is a key business stakeholder in the effort to contain ever-evolving globalization risks.”

  • “Before considering exiting a market altogether, look at alternate operating or corporate structures that your enterprise can pivot to when geopolitical tensions necessitates it. The ability to pivot easily is now a must-have capability for multinational enterprises.”

  • “Conduct agile assessments of local operational risk in each high-risk country, identifying those with high business impact in the future.”

  • “In the past, CIOs weren't normally responsible for most of the enablers of globalization. But with the emergence of digital geopolitics, CIOs must be at the table as part of the executive team for operational risk assessment.”

  • “IT must be involved early in an increasingly localized digital world, so you won’t be left behind in delivering services.”

  • “Do whatever it takes to remain compliant with the local regulations in the countries you operate in. Ensure the technology architecture is flexible and resilient enough to support the local operating structure.”

Composability Starts With Business Architecture

Presented by Marcus Blosch, VP Analyst, Gartner

Bridging the gap between business and IT to build a resilient enterprise with composable applications starts with business architecture. By using business architecture, fusion teams can focus on building adaptive applications that target changing business outcomes. In this session, Marcus Blosch, VP Analyst at Gartner, explained what composability is, why business architecture is essential and how it is used to design for composability.

Key Takeaways

  • “A composable business applies the principles of modularity to the foundations of its business architecture. It’s a design approach that enables organizations to quickly assemble digital assets and build new capabilities. The goal is to make the organization adaptable and resilient in the face of uncertainty.”

  • “Business architecture provides the key deliverables that are necessary to bridge the strategy-to-execution gap to build a more resilient enterprise.”

  • “Composable architecture enables the rapid repurposing of system functionality to support a new opportunity or business direction.”

  • “Identify where the pace of change is the highest across your organization’s business and operating model. This is where there will be an immediate need for composability.”

  • “Start small — begin in a “safe-to-fail” area where you can develop a composable approach and gain experience, refine your approach and roll out more widely.”

  • “Engage business executives and enable a move to a “fusion team” approach to build out composability across business areas and the enterprise.”

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