Breaking down Gartner’s latest terminology – TechQuilibrium

Gartner’s annual IT Symposium/Xpo wraps up today, or the Care Town leg of the series of conferences does, and with it brings a host of new ideas for CIOs to consider and look to strategise around and implement in their own organisations.

As it does every year the opening keynote for the Symposium brought with it a new theme and a number of new phrases too.

Last year’s terminology for example focused on ContinuousNext and this time around the theme was “Winning in the Turns”, which speaks to how effectively a company can slow down and accelerate when needed in order to handle what the market throws at it and stay ahead of the pack.

Every organisation’s is different

One of the examples given by Gartner’s Val Sribar, who presented large portions of the keynote, was Shell.

The company well-known for being in the fuel industry, decided to halt its projects and drilling efforts in the Artic in order to acquire an energy startup and become the leader in car charging for electric vehicles in many countries.

Here Shell slowed down in one area and accelerated in another to become a market leader in an area to previously had little experience in.

Along with winning in the turns, Gartner also introduced a new term we had not heard before – TechQuilibrium.

While winning in the turns is the overriding theme for this year’s Symposium, we found TechQuilibrium to be the far more interesting terminology worth exploring.

So here’s how Gartner has framed it for us over the past few days.

Getting the balance right

Ideally TechQuilibrium is described as, “the balance point when your business model drives value from the right mix of traditional business and digital technology.”

As Sribar explains it, each organisation’s level of TechQuilibrium is different, as each company may require a different mix in order to achieve the most desirable outcome.

How long does it take to achieve this? Sribar notes that it again happens at different rates for organisations, but notes that tech giants can achieve it in an average of seven years.

That said savvy CIOs need not be a part of tech giant in order to reach this state, especially if the operational return on investment for the mix of traditional business and digital technology can be determined early on.

Whether TechQuilirium will be refined or changed for next year’s Symposium remains to be seen, but it’s clear that balance is the becoming vitally critical for organisations if they intend to win in the turns.


About Author


Related News