Gharnter Leadership Exchange 2024_SG.pdf

Gharnter Leadership Exchange 2024_SG.pdf

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Gartner
Leadership Exchange 2024
17
th
May 2024 l Marina One,
Singapore

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Gear Up: Top Tech Provider Trends That
Will Define Your Future
To stay ahead of the economic volatility, uncertainty and the
underlying forces shaping business requires a balance of
short-term planning and long-term strategy. Gartner’s top
tech provider trends for 2024 reflect this dual reality at the
intersection of technology evolution and business demands.
Learn what actions you need to take to address these
trends, break barriers and achieve success.
Gartner
Leadership
Exchange
Opening Keynote
Location – Auditorium
09:00 AM - 09:45 AM
Derry Finkeldey
Radu Miclaus

3. ©2024Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form
without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this
publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research
may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are
governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or
influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity."
Derry Finkeldey
Radu Miclaus
Gear Up: Top Tech Provider
Trends That Will Define
Your Future
Gartner Leadership Growth Exchange
May 2024 / Sydney

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Developer enablement
GenAI-based software reengineering to drive composability
Metaverse revenue generation
Generative AI transform marketing and sales
Taking the ego out of ecosystems
Search engine 2.0
AI transparency
Microplatforms
Hypertargeted capital
Triple-bottom-line business
Hyperobservation
Reducing the carbon footprint of business
Traditional industries increase presence as vendors in tech markets
Convergence and mesh
Product-led value
Generative-AI-native tech company
Uneven energy transition
Spatial computing
Prompt engineering
AI agents
Digital buying
Actions over analytics
Tech-augmented ecosystem
Rise of digital business units 2.0
Federated enterprise tech buying
Generative AI regulation
AI-driven risk management
AI avatars (digital humans)
Digital marketplaces
Cloud moves to the edge
Smart home AI
Future of work: are we going 360°?
From personal to enterprise productivity
Vertical/Purpose-specific marketplace
Generative AI
Generative-AI-enabled self-serve analytics
Co-innovation ecosystems
The democratization of technology
Efficient growth — high tech grows up
Proprietary value-based pricing metrics
Interactive video in GTM efforts
Industrialization of space
Generative AI is changing how salespeople will sell
Regulatory walls
GenAI unlocks new citizen developer markets
Rise of low-code technologies
Regulated artificial intelligence
Selective use of GenAI to improve usability and access to data within competitive and market intelligence tools
Blurring of provider categories in the digital platform era
CIO involvement in OT decisions
Move toward active cyber defense solutions
Millennials dictate team buying-selling behaviors
High-efficiency sustainable compute
Ultra hypermega personalization
Collapsing of software revenues and increasing of services revenue of infrastructure solution providers
Consumer-grade customer experience
The rise of interactivity in go to market
Online age verification and consent
End of the tech team as we know it
Shifting buying centers
Employee co-pilot
Augmented reality (AR) in the workplace
Buyers are in the driver's seat
The metaverse is dead. Long live the metaverse
Sustainable business
CX analytics
All-mode AI
Generative co-pilots
Big little LLMs
ESG/Sustainability — on the wane
The hollowing out of IT and its impact on TSPs
Talent compression
Sustainable talent
OrchestrationProduct-led growth
Permacrisis amid national security issue in semiconductor industry
Expanding the ABM aperture
Citizen AI becomes BYOAI
Smart technologies requires smart investing
Special-sized AI
Insights-to-execution convergence
Climate-aware tech
The future of operations is intelligent
Techno-nationalism
Unprecedented product verticalization
Smart malware emerges
Future of GenAI driven by domain-specific foundation models
Rise of digital marketplaces
Intelligent applications
Utilizing metaverse technologies for marketing and CX
Almost 100 Trends
From Over 300 Experts
Industry cloud delivers growth
Vertical generative AI models
Precision marketing and sales
AI safety
Hybrid go-to-market models
Personalized marketplace experiences
New enterprise — IT provider relationships
Rising buyer pessimism
Efficient growth for high tech
Sustainable business grows up
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Almost 100 Trends
From Over 300 Experts
Industry cloud delivers growth
Vertical generative AI models
Precision marketing and sales
AI safety
Hybrid go-to-market models
Personalized marketplace experiences
New enterprise — IT provider relationships
Rising buyer pessimism
Efficient growth for high tech
Sustainable business grows up
1
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8
9
10
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Industry cloud
delivers
growth
Vertical
generative
AI models
AI
safety
Precision
marketing & sales
Hybrid
go-to-market
models
5 Most Important
Tech Provider Trends for 2024
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Industry Cloud as a Driver of Growth1

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$261 billion
By 2027
(17% CAGR)

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$45 billion
By 2027
APAC

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Minna Bank
Cloud-based banking
Partnered with Accenture to leverage
MAINRI (banking cloud solution) to cater
to a new generation of customers
Opened 400,000 accounts in first year
Leverages capabilities across Google Cloud
Platform, Amazon Web Services,
Microsoft, Salesforce and Oracle

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330
Industry cloud
offerings identified
50+ Identified vendors
6.4 Average offerings/vendor
67% Multi-industry vendors
12 Industry groups
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Industry Cloud Platform Offerings:
Industry Lens
Communications,
media and technology
Banking and
Investment Service s
Government
Education
Transportation
Wholesale
trade Oil and gas
Manufacturing and
natural resources
Healthcare and
life sciences
Retail
Banking and
investment
Services
Power and
utilities
Insurance
<55 to 1011 to 40>40
Others*

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More than 50% of tech providers will
use industry cloud platforms,
up from <5% in 2023.
By 2027 …
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Map to the
opportunities
Stay in your lane
Reach out
Segmentation
strategy
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Near Term

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Map to the
opportunities
Stay in your lane
Reach out
Segmentation
strategy
Long Term
Adaptability and
functionality
Additive value
Multicloud
preference
Relationship
dynamics
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Vertical Generative AI Models2

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GenAI
Vertical
GenAI models
Industry-based
specifics

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Over half of GenAI models used will be
domain-specific (industry or function),
up from 1% today.
By 2027 …
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Vertical Generative AI
Models
Deep domain
knowledge
Lower cost
Faster
deployment
High accuracy

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Vertical Generative AI
Models
Healthcare
Google Med-PaLM 2, MedGPT, BioBERT,
Stanford Machine Learning Group (CheXNet)
Finance
Bloomberg (BloombergGPT),
FinBERT
Journalism
NewsGPT

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Model
builders
Model
consumers/
buyers
Service
providers
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Tech Provider Personas

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Know the experts
Look to the cloud
Data-first
Model
consumers/
buyers Model
builders
Near Term
Service
providers

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Know the experts
Look to the cloud
Data-first
Trust but verify
Model
management
Use cases
Find the gold
Long Term
Service
providers
Model
builders
Model
consumers/
buyers

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$390 billion
AI software and services
market growth in
next four years

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AI Safety3

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Will AI
Destroy the
World?

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IT Executives
Top Concerns
7%
10%
12%
13%
14%
42%
0% 25% 50%
Black-box responses
Bias & unfairness
Misuse
Security
Hallucinations
Data privacy
Most concerning
risk of
generative AI
n = 2,554
Source: 2023 Gartner IT Executives Webinar Poll

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Data
protection
Commercial Regulations
Forces
Driving the AI Safety Trend
Privacy

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Commercial
Forces
Driving the AI Safety Trend
Privacy
Data
protection
Regulations

30. #GLx
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Commercial
Forces
Driving the AI Safety Trend
Privacy
Data
protection
Regulations

31. #GLx
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Commercial
Forces
Driving the AI Safety Trend
Privacy
Data
protection
Regulations

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Data
protection
Regulations
31%
2023
78%
2024
Commercial
Forces
Driving the AI Safety Trend
Privacy
Source: 2023 and 2024 CIO and Technology Executive Survey

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Tech providers with $5B+ revenue will spend 10% of
marketing budget on content monitoring, brand reputation
and crisis management related to AI-generated content.
By 2028 …
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Tech Provider Risks
Model
builders

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Tech Provider Risks
Model
builders
Model
consumers/
buyers

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Model
builders
Model
consumers/
buyers
Tech Provider Risks
Service
providers

37. #GLx
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Customer assurance
policies
Influence and
stay ahead
Establish and
keep trust
Protect your brand
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Near Term

38. #GLx
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Customer assurance
policies
Influence and
stay ahead
Establish and
keep trust
Protect your brand
Long Term
Operating model
Talent needs
Legal policies
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39. #GLx
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Precision Marketing and Sales4
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Deeper Customer
Understanding
To improve sales and
marketing outcomes

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Deeper customer
understanding
=
Tailored
experiences

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Targeting Account planning
Opportunity
pursuit
Segmentation Revenue

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Extract more value
out of your current martech
and sales tech stack
Layer in newer
technologies
such as AI, ML, VR, AR and
predictive analytics Create
Tailored B2B
Customer
Experiences

44. #GLx
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33%
Martech utilization
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Source: 2023 Gartner Marketing Technology Survey

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67%
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Source: 2023 Gartner Marketing Technology Survey
Unused martech

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Complex business processes
contribute to the decline in martech utilization.

47. #GLx
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Illuminate your
blind spots
Invest or divest
Evaluate new
technologies
Prepare to change
your process
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Near Term

48. #GLx
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Illuminate your
blind spots
Invest or divest
Evaluate new
technologies
Prepare to change
your process
Long Term
Conduct a
skills analysis
Imagine the
“impossible”
#GLx
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Hybrid Go-to-Market Models5

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Sales-Led
Growth
Sales Enterprise buyer User
Push Push

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Product-Led
Growth
Sales Enterprise
buyer
User
Pull Pull

52. #GLx
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95% of SaaS providers will employ a form of
self-service PLG for new customer acquisition
By 2025 …
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95% of SaaS providers will employ a form of
self-service PLG for new customer acquisition
By 2025 …
and 75% of SaaS providers will apply PLG
for customer growth and expansion.
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Hybrid
account
strategy
Hybrid Growth
Product-led growth Sales-led growth
Value for the user
Achieved through individual
product usage, engagement,
and accomplishing tasks/jobs
Value for the buyer
Achieved through broad
adoption, usage and achieving
business outcomes
Product-related signals
Marketing- and sales-
driven signals

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Product-led sales
Product analytics
Value realization
Case in Point

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Near Term
Assess hybrid fit
Develop value-based
business cases

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Long Term
Identify future
market needs
Scale through
automation
Assess hybrid fit
Develop value-based
business cases
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Vertical
generative AI
models
Industry cloud
delivers
growth
AI
safety
Precision
marketing &
sales
Hybrid
go-to-market
models
#GLx
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60. #GLx
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Agenda for
Presentation Schedules
Location –
Auditorium
Radu Miclaus
Vertical AI: The Next Frontier in Generative AI
General-purpose AI models work well for broad horizontal use cases but are impractical for higher-value
enterprise use cases that require industry-specific data and domain expertise. In this insightful session, you
will learn how vertical AI can provide tech and service providers the opportunity for niche specialization
leading to market differentiation.
09:45 am
10:15 am
Derry Finkeldey
Marketing, Take the Wheel! Strategies to Drive Growth in Existing Accounts
Marketing leaders are challenged to drive revenue goals for repeatable account growth. In this session,
marketing teams will learn how to accelerate growth in existing accounts, encourage buyers to embrace
change, and work in tandem with revenue teams.
10:20 am
11:50 am
Derry Finkeldey
Deepen Understanding of CxO Digital Leadership Aspirations and Skills
to Win More Business
Technology decisions are made across the organization. For product leaders that target the business,
understanding the mindset and capabilities of business leadership is critical to success. This session will
explore Gartner's research that provides a way to identify four CXO digital leadership profiles that can be
used to win more good business faster.
10:55 am
11:25 pm
12:30 pm
13:00 pm
Tracy Tsai
Harness the Disruptive Power of Generative AI for Product Innovation
Synthetic data, conversational UI, personalization, and AI agents are key capabilities that technology
service providers should exploit using generative AI for new products and services. Product managers must
focus on the simulation of digital moments to accelerate customers’ business value realizations.

61. #GLx
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Agenda
Roundtable Schedules
Location –
Meeting Room 2
Pulkit Pandey
When not to use Generative AI
Using GenAI for the right use cases gives good results, however, using it for the wrong ones can diminish
the value of AI within an organization. Join this roundtable session to explore and discuss how GenAI fits
within use case families – which use case family have high. Medium or low usefulness of GenAI.
Radu Miclaus
Best Practices for Accelerating Impactful GenAI POCs That Win
Technology decisions are made across the organization. For product leaders that target the business,
understanding the mindset and capabilities of business leadership is critical to success. This session will
explore Gartner's research that provides a way to identify four CXO digital leadership profiles that can be
used to win more good business faster.
09:45 am
10:15 am
10:20 am
11:50 am
10:55 am
11:25 pm
12:30 pm
13:00 pm
Gavin Tay
How Will Digital Workplace Technologies Impact the Future of Work?
This session will explore how organizations are facing the “future of work” sooner than expected and are
having to hit the road running now. Questions abound on whether technology has a role to play and how
will it make a difference. Bring your questions about how Digital Workplace Technologies impact the Future
of Work.
Tracy Tsai
How to Position a Generative AI Product for your Customers' Business
Priorities
Every GenAI product must target a business priority for your customer - be it internal or external. Knowing which
use case helps address which business priority is critical for your product positioning. This session will help you
articulate the messaging and positioning for your Gen AI product based on how the use cases they target address
your customers’ top business priorities.

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Gartner
Leadership
Exchange
Coffee Break
08:30 am
09:15 am
09:45 am
10:15 am
10:45 am
11:15 am

63. ©2024Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form
without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this
publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research
may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are
governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or
influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity."
Radu Miclaus
Vertical and Specialized
models: The Next Frontier in
Generative AI

64. #GLx
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Generative AI
(GenAI) foundation
models are like
Swiss army knives:
Good for a lot
of things (but
not great at
everything).
#GartnerTGI
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65. #GLx
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Industry Knowledge is The Most Common Criterion to
Differentiate a Chosen Provider
And most correlated with good outcomes
n = 1,106
Q: Which of the following characteristics would you say best differentiated the chosen provider from other providers
you considered? (Note: Base logic might be different for individual options.)
Source: 2022 Gartner Technology Buying Behavior Survey
24%
28%
33%
34%
38%
38%
24%
30%
47%
35%
40%
47%
Existing relationship
Willingness to collaborate with us
Demonstrated understanding of our situation
Skills of personnel supporting implementation
Trustworthiness
Industry knowledge
Buyers Achieving High Quality DealsAll Buyers

66. #GLx
66 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Be Relevant to Business Leaders’ Situations
“Your Product Categories: Nobody Cares.”
Top 5 Attributes of Chosen Provider Business Buyers
37%
40%
46%
48%
54%
0% 30% 60%
Existing relationship
Cultural fit of the provider
Trustworthiness
Industry knowledge
Demonstrated understanding
of our business situation
n = 3,037 All respondents
Q What attributes stood out to you about the provider you purchased the software product from or through? (Multiple Responses Allowed)
Source: 2022 Gartner Functional Business Buyer Survey

67. #GLx
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Use AI Prisms to Identify the Highest Value and
Most Feasible Use Cases in Different Verticals
Use-Case Prism Categories
Value Feasibility
Low
Likely
wins
Calculated
risks
Marginal
gains
Selective
exceptions

68. #GLx
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Vertical/Specialized Generative AI Models
Domain knowledge and
terminology are getting
infused into baseline
foundation models for
serving more specific use
cases with deeper
relevance and accuracy
(legal, finance, sciences,
etc.)
Emerging

69. #GLx
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Examples of Vertical GenAI Models
Google Med-
PaLM 2
BioBERT CheXNet
MedicalGPT
Medical
Narrativa
(Narralegal)
LegalBERT
Legal
Google
Sec-PaLM
Security
NewsGPT
Journalism
BloombergGPT
Finance
FinBERT
Geospatial
HLS Geospatial FM

70. #GLx
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2024 AI and GenAI Impact Radar (new model specialization)

71. #GLx
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Multimodal GenAI

72. #GLx
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7
Transition to AI Foundation Models Trained in Multiple
Modalities

73. #GLx
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9
Multimodal GenAI
models are emerging as
in multiple use cases that
need specificity through
multi-modality like
gaming, e-commerce, life
sciences and
engineering.
Emerging
Multimodal AI Models Growth and Evolution

74. #GLx
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Open Source LLMs

75. #GLx
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Open-Source Models
As viable alternative to
commercially closed models
to enable approachable
development as well as
control over deployment
options.
Llama 2, Mistral, Mixtral,
Starcoder 2, Bloom, DBRX,
Falcon, Granite are examples
of OSS models to build
specificity on top
Evolving

76. #GLx
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Light LLMs

77. #GLx
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Light LLMs
As powerful inference
processors “shrink” and new
light LLMs improve the use
cases for cost-efficient
inference in the cloud and
edge are emerging with
both consumer and
industrial applications.
Emerging

78. #GLx
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LangChain and Agents

79. #GLx
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Agents
AI agents are autonomous
orsemiautonomoussoftwa
re entities that use AI
techniques to perceive,
make decisions, take
actions and achieve goals
in their digital
orphysicalenvironments.
Emerging and
Transformational

80. #GLx
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Adaptive Systems
When LLMs, Large Action
Models, data access and guard-
railed processes come together,
the results are adaptive systems
with ability to react to signals,
recommend and complete
workflows and actions.
Emerging and
Transformational

81. #GLx
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Specialized GenAI Opportunities for Tech
Providers
Model
builders
Solution
implementers
Model
consumers
1 2 3

82. #GLx
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Specialized
GenAI
models
Domain
use cases
Domain
data
Domain
expertise
Model
Builders
1

83. #GLx
83 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Model Providers: Investments and Cautions
•Look for domain expertise in your org.
•Start with high-impact use cases and
build backwards
•Find vertical data on data exchanges.
•Validate the model with customers.
•Promote on cloud marketplaces.
•Ensure models are transparent and fair.
•Stay current on AI and industry
regulations and standards.
•Have a robust data management and
model training strategy and process
in place.
•Don’t forget about packaging and pricing.

84. #GLx
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Model
Consumers
2
Application
No. 2
Application
No. 1
Specialized
GenAI
model
Application
No. 3
Users
Specialized
GenAI
model
Specialized
GenAI
model

85. #GLx
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Model Buy vs. Build Decision Framework
Urgency
Skills
and data
High
Low
HighLow
Buy/Build
Buy
Build
Partner

86. #GLx
86 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Model Consumers: Guidance and Cautions
•Create a list of key use cases.
•Explore if a general-purpose or vertical
model will best address the needs.
•Decide on “build vs. buy” based on your
org skills, urgency and strategic importance.
•Look for GenAI models on marketplaces.
•Ask model providers about training data
sources and model limitations.
•Stay current on regulations and standards
to ensure compliance with relevant laws.
•Plan for the integration complexity of
building or buying models.
•Don’t forget to consider model usage costs
when determining pricing and packaging.

87. #GLx
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Vertical
solution
offerings
Data
readiness
assessment
Model
compliance
& security
Model
management
strategy
Specialized
model
evaluation &
selectionModel
Implementers
3

88. #GLx
88 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Use AI Design Patterns to Build Reusable
Solutions Using Vertical GenAI Models
LLM and Retrieval
User interface
Prompt Response
Retrieval/
Search model
Prompt +
context
LLM API
Query
Top
docs
Document
database
Design pattern application
Value
Use cases

89. #GLx
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Solution Implementers: Guidance and Cautions
•Deep understanding of the industry/domain.
•Understand the key GenAI use cases and
formulate accelerator offerings.
•Ability to connect models to customer’s
enterprise data.
•Offer ongoing support to ensure success.
•Consider building vertical GenAI models.
•Stay current on industry regulations
and standards.
•Build solutions with enterprise guardrails in
mind (data privacy, security and accuracy).
•Plan for multimodel management needs.
•Expect new vertical model entrants to enter.

90. #GLx
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Gain a
Competitive
Edge in GenAI,
Leveraging
Specialized
Models in
Your Products
and Services

91. #GLx
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92. ©2024Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form
without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this
publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research
may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are
governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or
influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity."
Derry Finkeldey
Marketing, Take the Wheel!
Strategies to Drive Growth
in Existing Accounts

93. #GLx
93 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Revenue growth is
expected to come from
existing customers in
fiscal year 2024.
n = 235
D2_New: Thinking about fiscal year 2024, where is your company
revenue growth expected to come from relative to existing
customers versus new prospect?
Source: 2023 Gartner Product Marketing Branded Role Survey
71%
Marketing leads coming
from existing customers.
n = 107
Q06: What proportion of your organization’s leads are
generated from the following sources?
Source: 2022 Gartner Tech Marketing Benchmarks
57%

94. #GLx
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#GLx
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95. #GLx
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#GLx
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96. #GLx
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#GLx
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97. #GLx
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#GLx
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98. #GLx
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Fuel
revenue
with
technology
Drive
confidence
toward
change
Steer
customers toward
growth
#GLx
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99. #GLx
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Steer
customers
toward growth
#GLx
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100. #GLx
100 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
The Key to Growth Existing Accounts
Customer
decision
confidence
Customer confidence increases when
customers feel that:
•They’ve asked the right questions
•They’ve identified the best information
•They’re aligned at key decision points
•The purchase will positively impact their business
•The purchase was a good choice
Source: 2020 Gartner Digital Buying Survey
Marketing must serve just the right information at the
right time

101. #GLx
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Decision Confidence and Account Growth
13x
Buyers with a high level of decision
confidence are 13.26x more likely to
close a high-quality
growth purchase
n = 351 B2B buyers
Source: 2020 Gartner Digital Buying Survey

102. #GLx
102 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
3 Ways to Boost Decision Confidence
Customer
improvement
Buyer
enablement
Change
enablement

103. #GLx
103 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Customer Improvement Drives Growth
Product-
focused
Value-
focused
Backward-looking Forward-looking
Product
success &
service
Customer
improvement

104. #GLx
104 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
3 Ways to Boost Decision Confidence
Customer
improvement
•Vision for improving
their business
•Future ROI
Buyer
enablement
•Prescriptive advice
•Practical support
Change
enablement

105. #GLx
105 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Buying Tasks for

106. #GLx
106 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Calculator
Buyer Enablement Builds Confidence
Source: Gartner
Benchmark Recommender
Implementation
guide
Advisor Connector Simulator
Diagnostic

107. #GLx
107 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
3 Ways to Boost Decision Confidence
Customer
improvement
•Vision for improving
their business
•Future ROI
Buyer
enablement
•Prescriptive advice
•Practical support
Change
enablement
•Practical advice
•Emotional support
•Clarify and prioritize
steps to take

108. #GLx
108 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Change Tasks for
•Environmental
assessment
•Strategic planning
•Stakeholder consultation
•Change communication
•Process adaptation
•Progress validation

109. #GLx
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Breaking Down the Change
BDC’s content architecture for interconnected customer journeys
Source : Adapted from BDC

110. #GLx
110 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
3 Ways to Boost Decision Confidence
Customer
improvement
•Confidence to go
on the journey
with you
Buyer
enablement
•Confidence in how
to make the
decision
Change
enablement
•Confidence to
make the change

111. #GLx
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Drive
confidence
toward change
#GLx
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112. #GLx
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2 Key Frameworks to Drive Growth??
Account
planning
Joint business
planning

113. #GLx
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Account Planning With 6 Growth Strategies
3
Penetrate Develop Diversify
Expand Cross-sell Upsell
New
Existing
Business
unit
or
sponsor
Product or service offering
Basic Premium New or different
Land and expand
New sponsor buying
basic + premium
New buyer centers
Buying more of the
same
Upgrade purchase Expansion of contract
or portfolio
Marketing support

114. #GLx
114 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Account Planning With 6 Growth Strategies
Penetrate Develop Diversify
Expand Cross-sell Upsell
New
Existing
Business
unit
or
sponsor
Product or service offering
Basic Premium New or different
Land and expand
New sponsor buying
basic + premium
New buyer centers
Buying more of the
same
Upgrade purchase Expansion of contract
or portfolio
Tailored messaging
Customer
improvement
content
Tailored value prop
supported by ABM
Demand monitoring
Demand monitoring
and demo
assistance
Messaging and
customer
improvement value
Marketing support

115. #GLx
115 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Joint Business Planning
Mutually
identified joint
business
objective
Define priorities,
KPIs, timelines
Key milestones
and mutually
agreed upon
activities
Identify and
commit
investment and
support
Identify
implementation
barriers and
mitigation
strategies
1 2 3 4 5
How to incorporate customer improvement, buyer enablement and change enablement content and tools
Curate information
objective and
trustworthy
information
Help customer
reconcile competing
claims
Prescriptively guide
customer to key points
in information
Lead customer back
to your unique
differentiators

116. #GLx
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Marketing Provides Enablement for Growth
Establish the Right Actions in the Workflow

117. #GLx
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Marketing Provides Enablement for Growth
Source: Adapted from Rogers

118. #GLx
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Fuel
revenue with
technology
#GLx
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119. #GLx
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Using Tech to Fuel Account Growth
Account planning tools
Digital sales rooms
Data Indicators

120. #GLx
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Marketing Support: Account Planning Tools
•.
•.
Account-based strategies
•.
•.
Analytics
•.
•.
White-space analysis
•.
•.
Relationship mapping
•Buying-stage-aligned enablement integration
•ABM
•Systems integrated into martech
•Prescriptive stage advancement
•Prioritize product mix
•Link solutions to opportunities
•Customer engagement tracking
•Website interaction
•Email campaign engagement

121. #GLx
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Digital Sales Rooms
Source: Gartner
Key digital sales room features
•Add content and buyer
enablement based on the
buying journey
•Monitor content
effectiveness
Marketing

122. #GLx
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Account Growth Data Indicators
Illustrative
Account growth data indicators
Engagement with
indicator content
Change in
market, industry
or business
Spike in
website activity
Articulation of
new pain points
Readiness
for change
Ability to
implement
solution

123. #GLx
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Fuel
revenue
with
technology
Drive
confidence
toward
change
Steer
customers
toward growth
#GLx
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124. #GLx
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#GLx
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Closing

125. #GLx
125 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Call to Action
•Develop content for customer improvement, buyer
enablement and change enablement.
•Participate in both account and joint business planning.
•Coordinate efforts with sales through technology.
•Bonus: Integrate with customer success platforms.
#GLx
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126. © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.This presentation, including all supporting materials,
is proprietary to Gartner, Inc. and/or its affiliates and is for the sole internal use of the intended recipients. Because this presentation may contain information that is confidential,
proprietary or otherwise legally protected, it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
Harness the
Disruptive Power of
GenAI in Product
Innovations
Tracy Tsai

127. #GLx
127 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.

128. #GLx
128 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Top 3 Customer Value Tech Providers Aim to Deliver
or Improve with GenAI
Customer value to be improved using GenAI
Top 3 ranks vs 1
st
rank
n = 454; All respondents excluding not sure
Q28. What customer value are you aiming to deliver or strengthen with your generative-
enabled products/service offerings?
Source: 2023 Gartner Impact of GenAI on Tech Providers
0.2%
15%
15%
21%
26%
27%
31%
34%
34%
34%
41%
5%
6%
7%
8%
10%
8%
12%
13%
14%
17%
0% 40% 80%
Other
Address Their Sustainability Concerns
Fulfil Their Regulatory Compliance…
Improve Their Governance and/or Risk…
Increase Their Revenue Growth
Improve Their Profitability
Reduce Their Operating Costs
Improve Their Provided Customer Experience
Improve Their Employee Productivity
Improve Their Time to Value Realization from…
Improve Their Product/Service Quality
Sum of Top 3
1st choice
•Product/Service Quality
•Time to Value
Realization
•Employee Productivity
•Customer Experiences

129. #GLx
129 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Agenda
•Harness Four Key Capabilities of GenAI to Deliver Top Customer
Value
•Maximize Product Innovations by Looking Beyond Your Domain -
Software, Hardware and Services

130. #GLx
130 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Harness Four Key
Capabilities of GenAI
to Deliver Top
Customer Value

131. #GLx
131 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Four Key Capabilities of GenAI to Deliver Top
Customer Value

132. #GLx
132 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Synthetic Data Used In Credit Risk Modeling
•Create dataset that simulates
customer data to respect data
privacy regulations
•De-bias data sets by expanding
under-represented demographics
•Simulate/test/predict with
expanded data set
“The underlying financial transaction
data was used to generate data with
almost identical statistical properties
as the original data, without
containing any customers’ sensitive
personal or financial information”
Less Bad Debt

133. #GLx
133 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Personalization

134. #GLx
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Conversational AI

135. #GLx
135 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Hybrid Language Support -
Indonesian and English
https://www.telkomsel.com/en/support/asisten-virtual-telkomsel

136. #GLx
136 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Graphic source: Microsoft AutoGen
AutoGen – A Framework Enables Development
of LLM Using Multi-Agent

137. GenAI Impact on Every Aspect of
Technology – Look Beyond Your
Domain Software, Hardware, or
Services to Maximize Innovation
Value

138. #GLx
138 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Maximize Software
Development
Productivity by
Utilizing AI Agents

139. #GLx
139 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Two-Third of Users Were Frustrated with New
Applications
0% 20% 40% 60% 80% 100%
New applications have been rolled out with inadequate training for me
New application made me wish they would bring the old system back
New applications required too much time and effort from me
New applications have crashed or broken after deployment and need…
New applications have frustrated me
New applications have disrupted my day-to-day work
New applications were introduced with no explanation of why or how…
New applications have negative impact on my productivity
New applications have been retired in short span after deployment
Situations encountered in past 24 months
FrequentlyOccasionally
Everything
Is
fine
n = 4082; all software application users
Q10. Select how often you have encountered the following situations in your organization within the past 24 months?
Source: 2023 Gartner User Behavior and Influence Survey
ID:

140. #GLx
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Poor Experiences Hinder Successful Adoption
n = 3,388, excluding none of these
Q: Select the actions taken by you after any negative experiences using company-provided software or applications in the last 24 months?
Source: 2023 Gartner User Influence on Software Decisions Survey

141. RESTRICTED DISTRIBUTION
141 © 2021 Gartner, Inc. and/or its affiliates. All rights reserved.
76% of users
interacting with AI expressed
a desire for increased AI
integration in the applications.
n = 3,388, excluding none of these
Q: Select the actions taken by you after any negative experiences using company-provided software or applications in the last 24 months?
Source: 2023 Gartner User Influence on Software Decisions Survey

142. #GLx
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143. #GLx
143 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Gartner Report: Innovation Insights: AI Agents
AI Agents Close the Gap of Building Embedded AI

144. #GLx
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AI Agents To Boost Developers’ Productivity
•Microsoft AutoGen
•Amazon Agents for Amazon Bedrock
•Google Vertex AI Agent Builder
•Outsystems AI Agent Builder
•Accenture Cerebra Agent for Industrial IoT platform
•Yellow.ai INBOX – AI Agents Platform for Customer Support

145. #GLx
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146. #GLx
146 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
To enhance AI development
productivity for yourself and your
customers, utilize an AI agent
from a third-party platform or
develop your own

147. #GLx
147 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Transform Hardware
With Software-
Defined Capabilities
to Continuously
Learn and Adapt

148. #GLx
148 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
GenAI Software-Defined Hardware Stack

149. #GLx
149 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
OTA Monetization Is Already a Reality for Tesla
After-sales: Tesla’s OTAs already deliver higher revenue in relation to traditional after-sales model.
Year Vehicle deliveries Deferred revenue
2019 367k $1.16b
* Vehicles in operation: 985,154 units of models S, 3, X and Y (Source: Tesla)
Tesla’s 2019 OTA revenue per VIO*
Ford F-150’s
cumulative dealer aftersales revenue per VIO*
~ $301$1,177
* Source: Ford Motor Company, for all vehicles in operation until April 2020
Tesla’s deferred revenue accounts for
sales of OTAs

150. #GLx
150 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Two Levers for OTA Monetization
1.External
Sales of OTA features
2. Internal
Cost reduction recognition
Deliver high-value OTA features that
can boost revenue
Approaches and technologies to reduce
expenses related to the management of
the connected car program
Connected car profitability maximization is an effort across these different areas.
OTA
Monetization

151. #GLx
151 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Enable Model-As-A-Service Business
Models by Developing Adaptive
Software Modules that Meet User
Needs, Product Usage, and System
Integration Requirements .

152. #GLx
152 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Simulate Digital
Moments With GenAI

153. #GLx
153 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Top Strategic Changes on GenAI – Realize End-to-
End Services Solutions
n = 459; All respondents
Q18. Which of the following strategic changes have you/will you pursue as you increasingly rely on Generative AI for internal operations and/or product or service enablement?
Source: Gartner Impact of GenAI on Tech Providers
25%
26%
28%
31%
33%
48%
0% 30% 60%
Adapt our routes to market strategy to incorporate one or
more new routes to market
Changes the way we monetize our products/services to
generate revenue
Transition to build new products/services out of a more
narrow/limited feature or offering in an existing
product/service that is getting market traction
Transition to new technologies to deliver our product or
service
Change our value proposition and positioning to convey
our product/service benefits or differentiation that better
captures buyer attention
Build out/extend our core product/service, adding
features and functions to realize more of a whole product
or end-to-end services solution

154. #GLx
154 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
A digital moment is a
transient opportunity in
which people, data,
businesses, and things
work together in unique,
situationally adaptive ways
to create increased value
over and above what would
have taken place ordinarily.

155. #GLx
155 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Source: Gartner (June 2019)
ID: 386953
SocialE-Commerce Payment CourierRetail
Music VideoGaming EducationGovernment
BankingInsuranceInvestmentHospitalHealthcare
FashionFoodRestaurantHotelAirlineCinema
Service/Information Federation
Connected Things Data Feeds
Store and Sync Filter Prioritize Analyze Predict Act Sync, See,
Know and Be Me
B2C, B2B, B2B2C
VEVA Applicatio ns
Connect ed Things
UX NLP/ASR
Control, Monitor,
Get Notice,
Search
Service Delivery
Access Point and UI
Any type of form factor
with embedded audio
input and output
1
3
2
4
5
6
Digital Moments – React With Information from
Digital and Physical Worlds

156. #GLx
156 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Simulate Digital Moments With GenAI

157. #GLx
157 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Use GenAI to Simulate Digital
Moments and Integrated Solutions
of Software, Hardware, and Services
to Improve the Time of Value
Realization

158. #GLx
158 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Deliver Customer Value with 4 Key Capabilities of
GenAI

159. #GLx
159 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Recommended reading
•Harness the Disruptive Power of Generative AI in Product Innovation
•Capitalize on the Need for Data Privacy Solutions for GenAI
•Innovation Insight: AI Agents
•Framework for Monetizing Over-the-Air Software Updates
•Predicts 2024: The Future of Generative AI Technologies
•Predicts 2023: AI’s Profound Impact on Products and Services

160. #GLx
160 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Gartner
Leadership
Exchange
Lunch
11:30 am
12:05 pm
11:25 pm
12:25 pm
13:45 pm
14:30 pm
Served Outside

161. ©2024Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form
without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this
publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research
may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are
governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or
influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity."
Derry Finkeldey
Deepen Understanding
of CxO Digital Leadership
Aspirations and Skills
to Win More Business

162. #GLx
162 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Business
162 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
or
IT?
#GartnerTGI
162 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.

163. #GLx
163 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Who Do You Think Works Closest With IT
Department A Department B
11% of staff
dedicated to
technology work
32% of staff
dedicated to
technology work

164. #GLx
164 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Who Do You Think Works Closest With IT
CxO interacts
once a quarter with CIO
CxO interacts
twice a month with CIO
Department B Department A

165. #GLx
165 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Business
and
IT?
#GartnerTGI
165 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.

166. #GLx
166 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
When Business and IT Work Together
2.3x
more likely

to achieve a
high-quality deal
4 months
shorter
average
buying cycle

167. #GLx
167 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Leadership Matters …
But May Be Lacking

168. #GLx
168 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Top Leader Involvement in Most Impactful
Purchase Is Limited
57%
Not a
decision maker
81%
Did not have the
final say

169. #GLx
169 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
When Involved, Not Enough Effort to
Create Consensus
65%
Very different and often
conflicting objectives
for the purchase
65%
Many disagreements
on the best course of action
60%
Frequent overrules
by occasional decision makers

170. #GLx
170 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Assessing CxO Digital Ambitions and Activities
Gartner survey of executive leaders to capture cross-functional views on digital leadership
n = 618; CxOs outside IT
Source: 2023 Gartner Strengthening CxO Digital Leadership Survey
a
Analytics, data, digital, digital transformation, technology or software engineering not reporting up to a CIO/head of IT or equivalent.
CFOs
Heads of HR
Heads of marketing
Heads of sales
Heads of product
Supply chain
Technology groups outside IT
a
Heads of strategy
General counsel
Heads of R&D
Heads of operations
Heads of customer service
General managers
•618 CxOs outside of
IT departments
•71% of respondents report
to a CEO
•57% lead corporate functions
•43% lead P&Ls or business units
•20+ countries across
major economies

171. #GLx
171 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
There Is a Digital Desire/Proficiency Mismatch
n = 618; CxOs outside IT
Source: 2023 Gartner Strengthening CxO Digital Leadership Survey
Managing digital
technology risks
Harvesting value from
digital investments
Fostering digital
dexterity
Leading digital
transformation
CxO
Self-assessed proficiency
D+ D+ D+ D+
CIO
Proficiency, assessed by CxOs
C C+ B C
% of CxOs who want responsibility
81% 65% 82% 87%

172. #GLx
172 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
The gap between ambition
and proficiency creates challenges —
and opportunities — for all of you.

173. #GLx
173 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Not All CxOs Are Created Equal
Resist all forms of
collaboration with IT.
Steward digital
initiatives resourced,
managed by IT.
Discover tech-
enabled innovations
together with IT.
Co-lead and
resource digital
delivery teams
end to end.
Project sponsor
27% of sample
Digital explorer
35% of sample
Digital vanguard
20% of sample
Abdicator
18% of sample
n = 617;CxOs outside IT
Source: 2023 Gartner Strengthening CxO Digital Leadership Survey

174. #GLx
174 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
More People for Digital, Yet Closer With IT
n = 617;CxOs outside IT
Source: 2023 Gartner Strengthening CxO Digital Leadership Survey
Q: How frequently did you interact with your CIO in the past two years?
Q: What percentage of the employees (FTEs) that report into your business area is specifically dedicated to building, implementing or managing technologies?
Average share of business area staff dedicated to technology work
11% 16% 26% 32%
Degree to which business areas collaborate with IT by CxO profile
Transactional
relationship
Emerging
partnership
Collaborative
partnership
Synergistic
partnership
Project sponsor Digital explorer Digital vanguardAbdicator
Average CxO-CIO meeting frequency and key conversations
Quarterly Every six weeks Monthly Twice a month

175. #GLx
175 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Digital Vanguards Have the Most Success
% of CxOs in each profile that meet or exceed targets for most critical digital initiative
Project sponsor Digital explorer Digital vanguardAbdicator
34%
47%
49%
73%
n = 617;CxOs outside IT
Source: 2023 Gartner Strengthening CxO Digital Leadership Survey

176. #GLx
176 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Digital Vanguards Have the Most Success
% of CxOs in each profile that meet or exceed targets for most critical digital initiative
Project sponsor Digital explorer Digital vanguardAbdicator
More Likely to:
•Articulate digital initiatives and technology use
in precise terms with reference to capabilities.
•Use AI/ML, RPA and IoT in critical
digital initiatives.
More Likely to:
•Articulate digital initiatives and technology
use in vague terms and with reference
to vendors.
n = 617;CxOs outside IT
Source: 2023 Gartner Strengthening CxO Digital Leadership Survey

177. #GLx
177 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
A Wide Spread in Digital Leadership Proficiency
CxO and CIO digital leadership proficiency by CxO profile (as assessed by CxOs)
CxO
Proficiency, self-assessed
F D+ C B
Project sponsor
27% of sample
Digital explorer
35% of sample
Digital vanguard
20% of sample
Abdicator
18% of sample
CIO
Proficiency, as assessed by CxOs
D+ C C+ B
n = 617;CxOs outside IT
Source: 2023 Gartner Strengthening CxO Digital Leadership Survey

178. #GLx
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Refine Your Enterprise
and Buyer Personas

With Digital Leadership Profile Insights

179. #GLx
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Discover Signals to Improve Qualification
% of staff dedicated
to digital
Attitudes toward CIO
and the IT organization
Clarity of goals
and objectives

180. #GLx
180 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Support Skills Development of Leaders and Teams
Executive guides to
<topic>
Closed loop
value management
Share stories
of other leader’s
journeys to success

181. #GLx
181 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Embrace Business and IT Collaboration
Encourage
collaborative work
Contribute
to prioritization
of objectives
Technology expertise
is everywhere

182. #GLx
182 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Your Action Plan
Monday morning
•Assess current digital opportunities against digital leadership insights.
•Stop promoting the idea of the business/IT divide.
Next 90 days
•Revisit and revise your enterprise persona (ideal customer profile) and any leader personas
using Gartner’s CxO leadership profiles.
•Identify at least three ways you can help build digital proficiency and confidence for
your customers.
Next 12 months
•Assess your customers and prospects to determine if digital proficiency is growing or declining
to guide strategic adjustments to your plans.

183. #GLx
183 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Business
and IT
Is the Path
to Faster Growth

184. #GLx
184 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
The Ripple Effect: How Innovation
Disrupts Innovation
“Digital” has driven innovation in product development,
GTM, and customer experience for tech providers.
GenAI now imposes compound innovation, creating
ripples that force us to rethink and reprioritize
everything from business models to buyer engagement
– NOW. The TGI Opening keynote will define the key
elements required of tech providers to make smart
strategic decisions with speed.
Closing Keynote
Location – Auditorium
13:05 PM – 13:50 PM
TRACY TSAI
RADU MICLAUS
Gartner
Leadership
Exchange

185. ©2024Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates. This publication may not be reproduced or distributed in any form
without Gartner's prior written permission. It consists of the opinions of Gartner's research organization, which should not be construed as statements of fact. While the information contained in this
publication has been obtained from sources believed to be reliable, Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner research
may address legal and financial issues, Gartner does not provide legal or investment advice and its research should not be construed or used as such. Your access and use of this publication are
governed by Gartner’s Usage Policy. Gartner prides itself on its reputation for independence and objectivity. Its research is produced independently by its research organization without input or
influence from any third party. For further information, see "Guiding Principles on Independence and Objectivity."
Tracy Tsai
Radu Miclaus
The Ripple Effect:
How Innovation
Disrupts Innovation

186. Radical
simplification
Human-centric
improvement
Obvious
value

187. #GLx
187 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Enterprise tech is complex
Integration
Microservices
Ecosystems &
partnerships
Modular
architecture
APIs
IP, ethics
& privacy
LLMs
Consumer Enterprise

188. #GLx
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Consumer Enterprise

189. #GLx
189 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Consumer
tech
Enterprise
tech
Product Roadmaps Buying Journey
Elevated customer experience

190. #GLx
190 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
The enterprise GenAI disruption

191. #GLx
191 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Low-Code/
No-Code
App Build
a
Code
Generation
a
ML Ops
for LLMs
Application Design
and Delivery
Technology
Builders
WorkflowsCommunicationsCreatives
Technology
Users
Knowledge
Engineering
Knowledge
Retrieval and
Contextualization
External
Customers
Enterprise
Readiness
Technology Vendor
Opportunity
Services Accelerator
Opportunity
HighLow
Content
Consumption
Content
Creation
Technology
Creation
GenAI Disruption Areas in Enterprises

192. #GLx
192 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
The GenAI stack

193. #GLx
193 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
The GenAI stack
Buyer Motivation, Buyer and Use Personas

194. #GLx
194 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
2023 1H24 2H24 2025+
Piloting
Deployment
Scale
GenAI adoption stages in the enterprise

195. #GLx
195 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
2023 1H24 2H24 2025+
Piloting
Deployment
Scale
GenAI adoption stages in the enterprise
Enterprise Self-Reliance
◔
◑
◕
○ ●
Lo
w
High

196. #GLx
196 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
2023 1H24 2H24 2025+
Piloting
Deployment
Scale
GenAI adoption stages in the enterprise
Technology Vendor Dependency
◔
◒
◕
○ ●
Low High

197. #GLx
197 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
2023 1H24 2H24 2025+
Piloting
Deployment
Scale
GenAI adoption stages in the enterprise
Services Involvement
◔
◑
◕
○ ●
Low High

198. #GLx
198 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Explore 70% 35%
March 2023 January 2024
n = 1,299 (January 2024)
Q: How would you characterize your organization’s generative AI investments (time, money, resources)? Percentage of respondents.
Source: Generative AI Realities: Measuring and Quantifying Business Results webinar polling January 2024
Current GenAI adoption

199. #GLx
199 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Pilot 15% 38%
March 2023 January 2024
Explore 70% 35%
n = 1,299 (January 2024)
Q: How would you characterize your organization’s generative AI investments (time, money, resources)? Percentage of respondents.
Source: Generative AI Realities: Measuring and Quantifying Business Results webinar polling January 2024
Current GenAI adoption

200. #GLx
200 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Production 4% 21%
March 2023 January 2024
Pilot 15% 38%
Explore 70% 35%
n = 1,299 (January 2024)
Q: How would you characterize your organization’s generative AI investments (time, money, resources)? Percentage of respondents.
Source: Generative AI Realities: Measuring and Quantifying Business Results webinar polling January 2024
Current GenAI adoption

201. #GLx
201 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Break
barriers

202. #GLx
202 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
9%
12%
5%
14%
18%
7%
7%
34%
33%
39%
51%
44%
44%
41%
21%
24%
24%
22%
11%
24%
14%
16%
17%
16%
8%
10%
13%
21%
17%
13%
16%
5%
16%
9%
14%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
WW
A&Z
China
India
Japan
SEA
Taiwan
Already deployed Will deploy within next 12 months
Will deploy in 12-24 months Will deploy in 2-3 years
The Next 12 Months are Critical for GenAI Adoption
in Asia

203. #GLx
203 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Leaders
This quarter
Increase your
leadership
Opportunity
Message
Fast followers
This year
Proven paths to
value
Mainstream and
laggards
Next year
Low risk change

204. #GLx
204 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
9%
12%
5%
14%
18%
7%
7%
34%
33%
39%
51%
44%
44%
41%
21%
24%
24%
22%
11%
24%
14%
16%
17%
16%
8%
10%
13%
21%
17%
13%
16%
5%
16%
9%
14%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
WW
A&Z
China
India
Japan
SEA
Taiwan
Already deployed Will deploy within next 12 months
Will deploy in 12-24 months Will deploy in 2-3 years
Not sure
The Next 12 Months are Critical for GenAI Adoption
in Asia

205. #GLx
205 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Leaders
This quarter
Increase your
leadership
Opportunity
Message
Fast followers
This year
Proven paths to
value
Mainstream and
laggards
Next year
Low risk change

206. #GLx
206 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Simplify the Complexity with
Localized Innovations for Asia

207. #GLx
207 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Attributes
Democratize
AI engineering
Incorporate
the regional
differences
Support
sovereign AI
AI regulations
Evolve
ecosystem for
local markets

208. #GLx
208 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Democratize AI
engineering
Incorporate
the regional
differences
Support
sovereign AI
AI regulations
Evolve
ecosystem for
local markets
Provide best
practices and
successful cases
Build a shared
understanding
and empathy
Minimize
engineering
efforts with pre-
integrations
Make it easy for
customization
needs
User
experience
Buyer JourneyProduct Roadmap

209. #GLx
209 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Democratize AI
engineering
Incorporate
the regional
differences
Support
sovereign AI
AI regulations
Evolve
ecosystem for
local markets
Data
Language
Industry
Use Cases

210. #GLx
210 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Hybrid Language Support - Indonesian and English

211. #GLx
211 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
The Asia Scam Report
2023, published by GASA
and Gogolook, reveals that
Asia is becoming a
key target for
criminals who are
likely to use AI
technology to
commit fraud
faster and more easily
while operating overseas to
make them harder to detect
and capture.

212. #GLx
212 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Democratize AI
engineering
Incorporate
the regional
differences
Support
sovereign AI
AI regulations
Evolve
ecosystems for
local markets
Sovereign AI
•Singapore’s Sea-Lion (Southeast Asian Languages in One
Network) LLM for Southeast Asia’s diverse linguistic
environment; supporting National AI Strategy 2.0
•Korean Naver HyperCLOVA X, an LLM for cross-lingual
reasoning in Asian languages for regional sovereign LLMs
•Taiwan’s Trustworthy AI Dialogue Engine (TAIDE) LLM
supports Taiwanese and traditional Chinese characters
•India AI Mission, investing US$12.5 billion in computing
infrastructure and LLM
AI Regulation in Asia
•ASEAN – Associate of Southeast Asian Nations
– ASEAN Guide on AI Governance and Ethics
(published Feb. 2024)
•Japan - AI Safety Institute to implement
standards for the development of generative AI
and set out 10 principles for organizations
involved with generative AI
•China gov’t national AI regulations targeted at
particular types of AI services or use

213. #GLx
213 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Evolving ecosystem
with local and global
business and
technology partners
Democratize AI
engineering
Support
sovereign AI
AI
regulations
Evolve
ecosystem for
local markets
Incorporate
the regional
differences

214. #GLx
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215. #GLx
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