My key Learnings & Top takeaways from the Gartner IT Symposium/Expo 2023, Kochi India

Date: 28th to 30th November 2023

Location: Kochi (India)

Gartner IT Symposium and Expo is one of the flagship forums I always look forward to attend. Under one roof , we get the opportunity to learn and experience the technology and leadership insights from the best of the Analyst and Industry specialists. From connecting with Industry CxOs, to learning from Gartner Experts, to exploring new solutions , and discovering new insights to unleash possibility of emerging technologies and strategies from some of the best known experts in the field.

One of the key learning from this event is the rapidly evolving AI landscape has indeed prompted the rise of sophisticated solutions that cater to the dynamic needs of businesses. Unlike traditional AI which requires predetermined rules, Generative AI’s ability to generate a wide range of content has taken the world by storm. Therefore, is vital for enterprises to scale cohesive ecosystems leveraging Gen AI in challenging global and local environments. Whether these enterprises are creators of AI or consumers of AI, they need to purposefully lead teams by balancing trust and accountability.

The content below is quick summary from different sessions I attended during the 3 day event.

Session 1 : The Next Era ? We Shape AI, AI Shapes Us

Generative AI has become an integral part of digital transformation and is a key component in how machines and humans interact. This is leading to the formation of ‘co-pilots’ where machines are recognized as teammates. According to Gartner, by 2025 90% of companies globally will have Gen AI as a workforce partner. As such, AI will be of two kinds; one that caters to everyday tasks and helps in improving productivity, and another that is game-changing. The latter would be creating a world of opportunities with new products, services, and new business models. However, enterprises need to be wary of the fact that game-changing AI would require humans to think ahead of time, given the scenario where there would be increased interactions between man and machine

Session 2 : Top Strategic Technology Trends for 2024

Businesses today need to look at the best use of technology developments especially to stay afloat in times of volatile economic situations. Gartner identifies three categories of trends – “Protect your investment, rise of the builders, and deliver the value”. These trends encompass sustainable technology, intelligent applications, augmented workforce, and democratized generative AI. As such, sustainable technology has become mainstream with 86% of organizations considering sustainable use of technology.

Enterprises need to leverage intelligent applications that are equipped with generative AI capabilities to optimize and automate decision-making. Furthermore, with the increasing number of smart devices connected to the internet, CIOs must capitalize on the growth of machine customer markets which are expected to contribute to boosting revenues by 2030.

The Future of Cloud in 2028: From Technology to Business Necessity

According to Gartner, by 2028 cloud computing will transition from being a disruptive technology to becoming an essential component for maintaining business competitiveness. Cloud-native platforms will be foundational for over 95% of new digital initiatives - up from less than 50% in 2023. As a result, AI-enabled industry cloud platforms with vertical-specific use cases will be critical for businesses. Consequently, cloud sovereignty will gain prominence driving the need for digital sovereignty strategies.

Session 3 : Supercharge Your Digital Employee Experience With Superapps

A super app is a mobile or web application that provides end users with a range of component tools (miniapps). Tech leaders need to consider creating superapps for end-users (customers, partners, employees) since these apps can help in providing a new work hub or facilitate employee engagement in the digital workplace.

Session 4 :Top Strategic Predictions for 2024 & Beyond: The Year Everything Changed

The year 2023 witnessed a huge creativity potential enabled by generative AI. This will boost the demand for digital charisma filters that will gain prominence in the coming years. According to Gartner, “in 2026, 30% of workers will leverage digital charisma filters to achieve previously unattainable advances in their careers”. Also, AI will become an integral part of national strategy and shall be a key tool in being an economic indicator. The year 2027 is also expected to witness 25% of Fortune 500 companies recruitments actively tapping into neurodiverse (such as bipolar disorder, dyspraxia, dyslexia, ADHD) communities to improve business performance with the help of unique skillsets that can help in strengthening the workforce. By 2027, Gen AI tools are expected to reduce modernization costs by up to 70%.

Session 5 : Culture Hacks to Improve Hybrid Workplace Adoption and Efficiency

Enterprises need to initiate their efforts by addressing smaller components first and then gradually scale, rather than attempting to change everything at once. Businesses need to use low-code/no-code scripts to automatically carry out tasks that employees would perform. It is key for leaders to assess and identify technical issues that can be addressed to reduce digital friction.

Session 6 : Board of Directors Survey 2024 — Return to Growth

According to a survey from Gartner, “58% of boards expect to increase their risk appetite to drive business growth through 2024.” However, it is crucial for CIOs to discern and assess both favorable and unfavorable risks associated with business operations. Boards are inclined to invest in technologies fostering digital businesses, as indicated by the survey's finding that 56% plan to boost digital business investments. Simultaneously, security and risk management will maintain a paramount role throughout enterprises.

Session 7 : CIOs Must Choose a Path Now for Machines as Customers

Machine customers will continue to gain traction driven by the increasing adoption of intelligent virtual assistants. The potential opportunity for generating trillions of dollars will prompt companies to think about what this means for their business. Gartner expects machine customers to render 20% of digital storefronts obsolete. While one challenge would be to make machines buy from others, enterprises need to connect to a business ecosystem that enables machines to choose from multiple suppliers.

Session 8 : CIO and Technology Executive Agenda for 2024

While the CIO's roles are expanding, it will be necessary for leaders to focus on enterprise digital transformation. According to a survey, 62% of CIOs are also wearing an enterprise digital transformation leader hat. Success will be driven by engaging with CxOs and having improved accountability for digital engagements. Meanwhile, businesses will be driven by a franchise model backed by trust and co-leadership to overcome challenges associated with talent and budget, thereby minimizing risk. Consequently, it can be said that revenue generation and improving operating margins are the most important outcomes that CIOs are focusing on through their investments for 2024.

Session 9 : Five Ways CIOs Can Boost IT Employee Output and Wellbeing

Organizations can leverage AI to improve productivity and adopt human-centric work models. Here are five ways to improve employee output –

1.?????? Adopting a data-driven approach

2.?????? Imparting flexible work environments.

3.?????? Improving focus time to improve productivity.

4.?????? Managing outcomes and protecting employees

5.?????? Delivering Human-centric digital enablement

Session 10 : Pitfalls to Avoid in CIOs’ Strategic Cost Optimization Efforts

Cost optimization by way of reducing unnecessary expenditure while improving the performance of resources is key for ensuring that business outcomes are judiciously met. According to Gartner, mature organizations are more likely to define savings before the negotiation of certain contracts. “86% of mature IT organizations assess cost savings through cross-functional teams and communicate them to relevant stakeholders” as per Gartner's Strategic Cost Optimization Score for IT data. As a strategy, enterprises need to have short-term and long-term plans with their key goals in mind while having the right set of partners to achieve their goals.

Session 11 : The End of Legacy IT

It is evident that AI is going mainstream which can be attributed to the increase in modernization spend by CIOs. With regard to legacy IT, while traditional systems continue to be used, enterprises face cost-associated challenges when it comes to changing the existing systems. However, AI can help in modernizing these systems by way of automating infrastructure and reducing manual configuration. While enterprises may not completely end legacy IT, they will improve cost and value.

Concluding Summary

In this evolving technological landscape, the imperative is clear: organizations must leverage AI's potential across various dimensions. As aptly stated by Dave Aron, VP Analyst at Gartner, "AI is not just an IT initiative; it's an enterprise initiative." This directive underscores the importance of human-machine relationships, aligning guiding principles with organizational values to fundamentally transform businesses with AI, fostering heightened productivity.

To strategically position an organization in the unfolding AI future, the focus shifts to investing in high-value use cases and ensuring data readiness. This encompasses embracing AI-enabled testing and code creation tools, leveraging design-to-code platforms, honing prompt engineering skills, and establishing a generative AI CoE. Yet, responsibility accompanies this newfound power and proactive risk management takes center stage in the AI landscape. To adeptly handle AI risks, organizations must evaluate exposure by inventorying AI, heighten staff awareness, establish data protection initiatives, integrate risk management into model operations, and implement targeted security measures against potential attacks. As wisely articulated by Svetlana Sicular, VP Analyst at Gartner, "The true winner isn't the one with superior technology but the one who wields technology effectively.

Innovation emerges as the pivot for navigating disruptions effectively. The recommendation is to invest in innovation labs, chart clear visions with defined goals, and create structured operating models. It's about expanding expertise in micro innovator roles, reducing digital friction, applying adaptive governance, and collectively sharing responsibility. There is also a need to embrace a new strategic mandate, where organizations focus on outcomes over outputs. Developing risk, value, and cost diagrams and identifying obvious business processes supported by technology signify a shift toward a holistic approach to value creation and outcome-driven leadership.

Integral to this shift are also the metrics that play a crucial role in conveying the value story. Organizations are advised to measure IT's impact on what matters most to their primary audience. Leveraging universal metrics such as experience, outcomes vs. expectations, quality, cost of value, availability, and quantity/capacity becomes integral. Subsequently, navigating organizational change within the transformative wave of AI involves more than just adopting new technologies. It's about employing 'culture hacks' within a broader cultural transformation program. These hacks, rooted in clear goals and an understanding of potential consequences, are not merely isolated interventions but transformative habits that sustain change over time.

Even as the world leans into AI, it must be known that the essence of progress remains deeply tied to people. Leadership and innovation within this evolving landscape find their strength in understanding and empowering individuals. This involves strategic initiatives such as appointing a leader for the digital employee experience, seeking workers' perceptions, steering digital dexterity, and delivering human-centric digital enablement. Amidst simultaneous changes in every facet of our world, the symposium echoes a critical reminder: technology is a means, not an end. Organizations are advised to safeguard their investments, recognizing the intrinsic value brought by those building the technological future. This extends to treating organizational change capacity as a finite yet powerful resource and identifying strategic portfolio leaders within the organization.

Some Gartner Analyst Quotes fy reference

"AI is not just an IT initiative; it's an enterprise initiative.”

- Dave Aron, Distinguished VP Analyst, Gartner

"Many of you will not end legacy IT, and that’s okay, because you'll still improve cost, value, risk and adaptability.”

?Christian Stephan, Sr Director Analyst, Gartner

"The winner is not the one who has better technology, but the one who uses technology better.”

?Svetlana Sicular, VP Analyst, Gartner

"The CIO must empower the IT organization to have a constructive dialogue around micro innovation ownership with the business stakeholders.”

?Gunjita Mundeja,Principal Analyst, Gartner

"To become an effective value creator, you have to change your mindset and practices.”

?Daniel Sanchez Reina, VP Analyst, Gartner

"IT demonstrates value when we enable business outcomes. Not when we report effort expended, resources consumed, or work done.”

?Sid Sahoo,Sr Director Analyst, Gartner

"Rather than trying to change everything at once, begin with small things that are easy to change.”?

Gavin Tay, VP Analyst, Gartner

"Get AI to do the grunt work and amplify productivity.”

?Matt Hancocks, Sr Director Analyst, Gartner

"The challenge is to optimize your strategic choices for your particular position.”

?Arun Chandrasekaran, Distinguished VP Analyst, Gartner

Cheat sheet for quick ref

1.?????? Unleash AI possibilities.

To unleash possibility in this new era, focus on everyday AI, game-changing AI, and how to be AI-ready. For everyday AI, start with the human-machine relationship, choose your AI ambition, and identify your everyday AI opportunities. For game- changing AI, be the executive AI guide, decide on your optimal investments, and brace for shockwaves. To be AI-ready, align your lighthouse principles with your values, choose which data needs to be AI-ready, and prepare for new attack vectors. Renovate, redesign, and reinvent your business with AI to go beyond improved productivity.

2.?????? Shape AI’s impact on the IT organization.

You must play a strategic role in your organization’s AI future by investing in the highest value use cases and ensuring data readiness while managing AI risks and its future implications on work. Start by adopting AI-enabled testing and code creation tools, using design-to-code platforms, developing prompt engineering skills, and establishing a generative AI CoE.

3.?????? Manage AI risks before they manage you.

To manage AI risks in your organization, capture the extent of exposure by inventorying AI, drive staff awareness, adopt data protection programs, incorporate risk management into model operations, and adopt specific security measures against attacks. Match the maturity stages to your own activities, set realistic expectations to get to the next stage, and invest in frameworks that ease the transition between stages.

4.?????? Fast track innovation to harness disruption.

Invest in an innovation lab, set a crystal-clear vision by defining goals that lead to desired business outcomes, and create a structured operating model to guide decision-making activities for investments. Remove your blind spots and build your enablement approach by expanding your micro innovator role knowledge, minimizing digital friction, applying adaptive governance, and sharing responsibility.

5.?????? Embrace your new strategic mandate...are you ready?

Design your critical path to value creation and outcome-driven leadership by focusing on outcomes over outputs, proaction over reaction, and offers over orders. Develop risk, value, and cost diagrams to drive priorities and investments by identifying several obvious business processes supported by technology, defining business outcome- driven metrics, identifying technology risk, and identifying technology outcome- driven metrics.

6.?????? Become a value-driven enterprise.

Use metrics to help tell your value story by measuring IT’s impact on what matters to your primary audience; leveraging these six universal measures (experience, outcomes vs. expectations, quality, cost of value, availability, quantity/capacity) as a metrics starting point; and tracking contributions to business outcomes and leadership objectives (now and over time).

7.?????? Reimagine leadership and work.

Improve your organization’s workplace by using culture hacks as part of your culture change program. Start by checking that you have a clear goal (what specific behavior should you start or stop?), then consider what to do if the hack backfires (how would you contain the consequences?). Once you have successful hacks, turn them into repeatable habits.

8.?????? Even in an AI world, it’s all about the people.

You can lead and innovate by appointing a digital employee experience leader, seeking your workers’ perception (of IT, application experience, digital skills, and the future of work), and steering the digital dexterity of your workforce toward the future. Adopt a data-driven path to productivity, co-create flexible work experiences, protect focus time and provide purposeful sync time, and deliver human-centric digital enablement.

9.?????? When everything is changing all at once, focus on what drives your strategic priorities.

Technology is and must remain a means (not a purpose in itself), so protect your investment, give rise to the builders, and deliver value to internal and external stakeholders. Confirm executive understanding of value as outcomes, accept that risk is inherent in any investment, begin treating organizational change capacity as a constrained resource, and identify strategic portfolio leaders in your organization.

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Overall a very enriching experience and look forward to use these learnings and insights in steering our goals and strategies in the new year 2024.

Thanks

Dinesh Chandrasekar

Ref Sources

?https://www.gartner.com/en/newsroom/press-releases/2023-11-28-gartner-it-symposium-xpo-2023-kochi-india-day-1-highlights

https://www.gartner.com/en/newsroom/press-releases/2023-11-29-gartner-it-symposium-xpo-2023-kochi-india-day-2-highlights

https://www.gartner.com/en/newsroom/press-releases/2023-11-30-gartner-it-symposium-xpo-2023-kochi-india-day-3-highlights