Gartner: How do you know a company is leading through technology?


Many pixels and toner cartridges have been burned in the discussion of the relationship between business and technology – or more correctly computing. The terms and tone of these discussions reflect a deeply held belief that the two are somehow separate. This view is silly but supported by many business and technology leaders. So what does it mean to run a business with technology?

Well, a company that is on the cutting edge of technology is a company that:

  1. Use technology to support revenue growth and customer experience rather than using IT for higher costs, integration, etc.

  2. Have a clear understanding of their priorities, objectives and strategies. Tech-savvy companies know what they need to have and can tell you what actions or changes are needed to achieve their goals, especially those that aren’t expressed in financial terms alone.

  3. Define business challenges by articulating the “knot” of the problem to create a causal link between technology and outcome. They communicate their challenges by stating “if” we can solve this problem, “then” we will achieve this goal. They know what the next challenge will likely come next. Others cite a problem in terms of a digital goal, such as increasing sales by 25%, and assume there is a causal link between the IT they select and that goal.

  4. Uses technology to create and extend strategic options rather than seeing IT as a means to enable previously chosen options. When you look at technology after strategy is set, you fall into a trap that destroys competitive advantage. As one leader said. “Every company works from a similar set of rules, but competitiveness comes from the underlying technologies and the differences they create.” These differences surface when technology creates significant differences.

  5. Think of technology as a business consideration rather than entrusting it to a functional group known as IT. While business involvement is primarily funding and approving IT projects, you don’t run the business with technology, you enable it with IT.

  6. Have ongoing investments in technology and commitments to their employment with the company. This contrasts with programmatic or project investments that create individual projects in bundles or in stages. If you create a list of IT projects and then draw a line, you’re not running the business with technology. “Technology is not a tool that you pull out occasionally to fix something. It’s part of the core business.” It’s not how much you spend, but how much you regularly invest in technology.

  7. Invests in technology to achieve own goals and objectives, often staying ahead of or at the forefront of trends and forces. Leading the business with technology organizes and manages the company’s investments. If you name projects after the technology behind them – the AI ​​project, you’re not running the company you’re following.

  8. Invests in solutions adapted to their needs. This includes creating custom solutions. This contrasts with buying off-the-shelf solutions and “tailoring” them to your situation. Leaders have the confidence to derive business value from one-time investments rather than controlling the cost and timing of implementing standard solutions.

  9. Adapting their technology as the business evolves rather than expecting IT to last for years. As one business leader put it, “Companies traditionally invested in technology that was meant to last for years. Now we know that technology is constantly changing and we have to constantly change our technology.”

  10. Having low walls within their organization and between their organization, their customers, their service providers, their suppliers, etc. Companies that are on the cutting edge of technology recognize that no company can afford to own all the pieces of a solution – it’s just too expensive, too bureaucratic and too cumbersome. Thus, they favor low walls that allow resources to flow to the challenge or opportunity, regardless of their source. The alternative is to split the problem and hope it all comes to fruition in the end. An approach that rarely works.


Gartner Inc. published this content on April 13, 2022 and is solely responsible for the information contained therein. Distributed by Audienceunedited and unmodified, on Apr 13, 2022 3:54:08 PM UTC.

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Analyst Recommendations on GARTNER, INC.

2022 sales 5,259 million

2022 net income 504M

Net debt 2022 1,202 million

PER 2022 ratio 47.6x
2022 return
Capitalization 23,820M
EV / Sales 2022 4.76x
EV / Sales 2023 4.12x
# of employees 16,600
Floating 48.8%

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Medium consensus SURPASS
Number of analysts 8
Last closing price $289.47
Average target price $344.86
Average Spread / Target 19.1%


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