Analyzing the End of Gartner

Any company model can reach a point where it no longer functions. Buggy makers failed in favor of cars, stage coach companies failed in the face of trains, and telegraphs failed in the face of telephones. In the technology sector, most of the companies that were around 50 years ago are gone. My favorite example is Cross Talk, the firm that had reached near invulnerability when it came to Internet bulletin board systems (BBS) that was taken out at the knees by Netscape (which isn’t around either but largely due to internal blunders). Myspace gave way to Facebook, Palm to Apple (there is also some irony there as Palm largely was born out of the ashes of Apple’s failed Newton program).

But, in the end, things change. A few weeks back, the IT industry analyst firm had a cow when I was critical about one of their reports and argued that it should have been supported using an tool because the results would have been both more actionable and more accurate. In considering this over the last few days, I think the company’s concern wasn’t with my comment but the fact that they didn’t want people to realize that broad use of tools could make them redundant. Here’s how I think this scenario is likely to play out.

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NOTE: This column was originally published in the .

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