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164 results

Executive Summary: Reimagining IT: The 2011 CIO Agenda

1 January 2011

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Modest budget growth and growing legacy requirements have forced CIOs and IT to make heavy operational commitments. New lighter-weight technologies and IT models enable CIOs to reimagine IT and focus on two objectives that elude many IT organizations: growth and strategic impact. ...

Analyst(s): Mark P. McDonald Dave Aron

Executive Summary: Leading People Through Periods of Unplanned Demand

1 February 2011

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CIOs must develop strategies to respond to the spikes in unplanned demand that plague IT. With IT environments becoming leaner, this means sustaining critical priorities while adapting to additional work requirements. The problem for many CIOs is that they may already be operating ...

Analyst(s): Heather Colella Diane Berry

Executive Summary: Optimizing IT Assets: Is Cloud Computing the Answer?

1 February 2011

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Changing markets and new technology are raising the bar on IT asset performance. Approaching IT asset investment as a planned journey allows CIOs to optimize their investment decisions. This report addresses the question, What are CIOs doing to optimize their IT assets? “Optimizing ...

Analyst(s): Andy Rowsell-Jones Barbara Gomolski

Executive Summary: A Different Theory of the Firm and IT: Comprehensive Value and Dynamic Capabilities

1 April 2011

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If you were creating a company from scratch, would you immediately copy the processes, practices and structures of today’s enterprises, or would you do something different? Either way, you would start with the need to create value, but then the idea of value may change, broadening ...

Analyst(s): Mark P. McDonald Jeffrey Cole

Executive Summary: Don't Waste a Crisis: Becoming an Engaged IT Organization

1 March 2011

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A crisis can strike anytime. IT organizations focused solely on supplying expected services cannot react to a crisis quickly or effectively, and so they risk becoming commoditized or obsolete. The business-engaged IT organization, however, uses a crisis as an opportunity to help ...

Analyst(s): Patrick Meehan Leigh McMullen Jacques Begin

Executive Summary: Masters of Innovation: What CIOs Can Learn From the World's Best Innovators

1 May 2011

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It’s long been known that innovation is not achieved through business-as-usual practices. Yet a majority of enterprises still struggle to support it. This report studies master innovators—individuals who create breakthrough results through serial innovation—and analyzes how CIOs ...

Analyst(s): Mary Mesaglio Dave Aron Cristina Lazaro

Executive Summary: Benefits Realization: The Gift That Keeps On Giving

1 September 2011

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The only reason to make business investments, including IT-intensive ones, is to generate business value (the benefits). But most enterprises and their IT organizations have weak benefits realization practices. This weakness is becoming more of an issue as IT-intensive investments ...

Analyst(s): Dave Aron Michael Smith

Executive Summary: Managing Strategic Partnerships

1 June 2011

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To support business value and innovation-focused initiatives, CIOs are expanding their use of partnerships as they conduct traditional run-the-business activities. The increased complexities inherent in these partnerships, which generate high business value, cannot be effectively ...

Analyst(s): Partha Iyengar Heather Colella William R. Snyder

Executive Summary: Capturing Business Value From Mass-Market Mobile Technologies

1 August 2011

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The “consumerization” of IT with mobile devices and their ecosystem of applications—what this report calls “mass-market mobility”—has gone into overdrive. CIOs need to focus on how these devices drive innovation and create business value, carefully balancing device and data control ...

Analyst(s): Andy Rowsell-Jones Nick Jones Monica Basso

CIO Power Politics Executive Summary

1 October 2011

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Leadership and power go hand in hand. CIOs often have significant positional power, yet typically they must deal with an array of enterprise stakeholders with equal or superior power. Many CIOs view power as inherently negative, rather than as an asset essential to strong leadership. ...

Analyst(s): Tina Nunno Heather Colella

Executive Summary: Building the IT Brand: Impacting the Front Office and Beyond

1 October 2011

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CEOs expect technology to power the business into adjacent markets and channels. To be successful in this mission, CIOs must build a strong IT “brand” as credible providers of front-office and customer-facing business solutions. Branding is not normally part of IT’s lexicon, and this ...

Analyst(s): Patrick Meehan Leigh McMullen

Executive Summary: New Skills for the New IT

1 November 2011

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With almost half of CIOs planning to move most applications and infrastructure to the cloud over the next four years, and with the rapid rise of social media and new digital technologies, CIOs have an opportunity to re-imagine IT. As the automation of operational processes and the ...

Analyst(s): John P. Roberts Lily Mok

Executive Summary: Amplifying the Enterprise: The 2012 CIO Agenda

1 January 2012

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Technology’s role in the enterprise is increasing. This does not mean, however, that the role of the IT organization is increasing. CIOs concentrating on IT as a force of operational automation, integration and control are losing ground to executives who see technology as a business ...

Analyst(s): Mark P. McDonald Dave Aron

Executive Summary: Apple: At the Vanguard of Change?

1 December 2011

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Apple is at the forefront of a wave of consumer-focused vendors that IT is increasingly being asked to support. The company’s business model does not follow that of the traditional IT enterprise vendor; therefore, Apple has not been a vendor of choice for most IT organizations. Still, ...

Analyst(s): Mary Mesaglio Ken Dulaney Michael A. Silver

Executive Summary: Sustainable Enterprise Change

1 February 2012

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As enterprises face increased pressure to change, traditional management practices no longer provide an effective solution. When an enterprise tries to cope with too much change for too long, it becomes fatigued and less able to take on new change, no matter how important. Fortunately, ...

Analyst(s): Lee Weldon Richard Hunter Cassio Dreyfuss

Prevention Is Futile in 2020: Protect Information Via Pervasive Monitoring and Collective Intelligence

27 January 2016 |  30 May 2013

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Information security can no longer prevent advanced targeted attacks. IT will not own the majority of user devices or services that users consume. Too much information security spending has focused on the prevention of attacks and not enough has gone into security monitoring and ...

Analyst(s): Neil MacDonald

Top 10 Mobile Technologies and Capabilities for 2015 and 2016

16 October 2015 |  12 February 2014

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Organizations wishing to unlock the full potential of mobility must master a wide range of technologies and skills, many of which are currently unfamiliar to IT staff. The business and technical opportunities enabled by our "top 10" mobile technologies and skills should be explicitly ...

Analyst(s): Nick Jones

Five Steps to Best Practices in Supply Chain Benchmarking: From Numbers to Action

30 December 2016 |  28 March 2014

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The reasons to do a benchmark study are often unclear, and the stated goals are often only part of the story, making it hard to achieve the benefits. The benchmarking effort typically takes longer and is significantly more difficult than anticipated. Finding a good comparison peer ...

Analyst(s): Debra Hofman Debashis Tarafdar Jane Barrett

Top U.S. Supply Chain Graduate University Programs, 2014

12 January 2016 |  16 September 2014

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University supply chain programs' relevance to modern supply chain organizations has improved markedly through a combination of applied course work and more frequent and applied work experience. A combination of program scope, internship and co-op participation, and perceived value ...

Analyst(s): Dana Stiffler Karen Carter

Five Golden Rules for Creating Effective Security Policy

7 January 2016 |  17 September 2014

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Security policies that are developed by the security team in isolation alienate the rest of the organization and lead to high levels of resistance and counterproductivity. A rigid policy unnecessarily removes your ability to consider multiple options to hard or complex problems. ...

Analyst(s): Rob McMillan Jay Heiser

Business Architecture Is Not Optional for Business-Outcome-Driven EA

10 February 2016 |  3 October 2014

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Successfully executing a business strategy depends on business architecture to help inform and guide a rigorous analysis of the business, its context and the disruption it faces. Business architecture is essential to strategically respond to massively disruptive business and technology ...

Analyst(s): Betsy Burton Marcus Blosch

The Healthcare Supply Chain Top 25 for 2014

2 March 2016 |  19 November 2014

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Cardinal Health attained the No. 1 spot in our ranking for the fourth year in a row. Mayo Foundation, Intermountain Healthcare, Owens & Minor and CVS Caremark rounded out the top five spots in the ranking. 2014 marks the first time in our study that a retailer has cracked the top five. ...

Analyst(s): Eric O'Daffer Stephen Meyer Kimberly Nilles Andrew Stevens

Organizing for Big Data Through Better Process and Governance

7 July 2016 |  10 March 2015

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Despite all the hype surrounding big data, information leaders and analytics leaders are struggling to turn proofs of concept into demonstrable business value. Time is ticking and trust will disappear once big data hits the Trough of Disillusionment. Big data requires new skills ...

Analyst(s): Frank Buytendijk Thomas W. Oestreich

Kick-Start Bimodal IT by Launching Mode 2

29 April 2016 |  2 April 2015

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A large number of CIOs want to adopt bimodal, but don't know where to start or how to grow their bimodal capability. There is also confusion about what bimodal is and what it isn't. The cultural challenge looms large: How to create a thriving culture in each mode? How to manage chafing ...

Analyst(s): Mary Mesaglio Suzanne Adnams Simon Mingay

How to Manage Customer Experience Metrics

8 November 2016 |  20 May 2015

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The majority of organizations already measure a wide variety of customer experience (CX) metrics across different departments and owned by different individuals. The challenge is in the lack of understanding of the range of metrics as well as their oversight and management across ...

Analyst(s): Ed Thompson