2022 CIO and Technology Executive Agenda: An

Australia and New Zealand Perspective

Published 24 November 2021 - ID G00757321 - 18 min read
By Analyst(s): Andy Rowsell-Jones, Christopher Bell, Brian Ferreira
Initiatives: CIO Executive Leadership Development

Respondents to the 2022 Gartner CIO and Technology Executive

Survey who report greater success than their peers have been
more ambitious in their initiatives to achieve high composability.
This research provides strategies ANZ CIOs can pursue.

Overview
Key Findings
■ Composability delivers superior business performance, yet few ANZ enterprises are
highly composable.

■ ANZ has slipped down in IMD World Digital Competitiveness Rankings, making
composability more urgent.

■ The high rate of cybersecurity “premiums” in ANZ enterprises takes funds from
composability.

■ A combination of nine practices opens the door to composability in ANZ.

Recommendations
To boost business composability, ANZ CIOs should:

■ To assess your current level of composability, take this self-assessment. An

enterprise’s level of business composability sits on a spectrum from low, through
moderate, to high. Actions to increase composability should be tailored to the current
level of maturity. See The 2022 CIO and Technology Executive Agenda: Master
Business Composability to Succeed in Uncertain Times.

Gartner, Inc. | G00757321 Page 1 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 ■ To accelerate digital adoption, take a multifactor approach. A number of common
barriers exist in ANZ that combine to slow digitalization. Providing greater clarity on
the extent and purpose of a digital transformation, addressing structural problems
with digital teams, and dispelling confusion over which executives “own” digital will
address the most common.

■ To optimize spend, review your cybersecurity premiums. Cybersecurity risks are real
and growing, but cybersecurity is not an end in itself. Treating cybersecurity
investments as a business problem, buying well and treating investment as a
balance of protection against the ability to invest in other areas will help optimize
cybersecurity spend.

■ To accelerate adoption of business composability, develop capabilities in

composable thinking, business architecture and technologies. For ANZ CIOs and
technology executives, areas of greatest leverage are responding to changes in the
environment through adaptive strategy, improving rates of innovation by embracing
multidisciplinary teams, and increasing technical collaboration by extending
knowledge-sharing platforms and tools.

Survey Objective
The 2022 Gartner CIO and Technology Executive Survey was conducted to inform CIOs
and other technology executives on how composability can improve business
performance during times of volatility.

Data Insights
Composability Delivers Superior Business Performance But Few ANZ
Enterprises Are Highly Composable
The challenge facing business leaders is not figuring out when we return to normal, or
what the new normal is. Rather, it’s about the business adapting to change as a normal
mode of operations. Some enterprises are already restructuring for uncertainty and getting
good business results as a consequence. They are practicing “business composability”
(see Note 1: What Is Business Composability?).

This approach applies modularity to any business asset — people, processes and
technologies and even physical assets — so that leaders can quickly, easily and safely
recompose them and create new value in response to disruption.

Gartner, Inc. | G00757321 Page 2 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Business composability matters in Australia and New Zealand (ANZ), as elsewhere,
because of its link to business performance (see Figure 1). The more composable an
enterprise, the better its business performance.

Figure 1. High Business Composability Delivers Superior Business Performance

An enterprise’s level of business composability sits on a spectrum from low, through

moderate, to high. The good news for ANZ CIOs and technology executives is that
business composability is not unknown in the region. As Figure 2 shows, most ANZ
enterprises are already applying some of its principles. Composability is not an
impossible challenge for ANZ that requires unique skills or unobtainable technologies.
What is needed is nurturing and commitment, as we will discuss later.

Gartner, Inc. | G00757321 Page 3 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 2. Business Composability Practices Exist in Most Enterprises

Composability may be known in the region, but ANZ is lagging slightly. In a comparison of
ANZ respondents against their global peers, as Figure 3 shows, ANZ has fewer high-
composability enterprises and more low-composability enterprises than is the global
norm.

Gartner, Inc. | G00757321 Page 4 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 3. Business Composability Adoption Lies on a Spectrum

To highlight this disparity between ANZ’s current performance, and where the region could
be, Figure 4 shows the percentage of top-composability enterprises for a series of selected
regions. ANZ is down the global rankings alongside the U.K. and Ireland and Canada.

Gartner, Inc. | G00757321 Page 5 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 4. High Composability Ranges Widely by Location

Recommendations — To Assess Your Current Level of Composability, Take This Self-

Assessment
For inactive people to run a competitive obstacle course, they must start with something
easier and build their fitness gradually. To assess your business composability “fitness,”
take the self-assessment in Figure 5 to position your enterprise on the business
composability scale from low through moderate to high.

Gartner, Inc. | G00757321 Page 6 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 5. Composability Self-Assessment

ANZ’s Slip Down the IMD Digital Rankings Makes Composability More
Urgent
What might be holding the ANZ region back in the race to become more composable? A
host of factors influence a region’s performance, but one that stands out is ANZ’s
relatively low ranking in digitalization.

A low digital ranking at first sight seems odd. Digital success stories abound across ANZ.
From a Government agency using AI on high-definition aerial imaging to identify banana
plantations (with 87% accuracy) for agricultural planning purposes in Australia, to New
Zealand’s prowess in fintech, health IT, digital and creative technologies. However, look
more broadly at digital and things are less rosy. A recent study by IMD (a Swiss business
school) shows Australia and New Zealand both slipping down the global digital
competitiveness rankings. In Australia’s case, that slip was from 15 in 2020 to 20 in 2021.
For New Zealand it was less precipitous but from a lower base: 22 in 2020 to 23 in 2021.

Gartner, Inc. | G00757321 Page 7 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 The 2022 Gartner CIO and Technology Executive Survey shows the same relative decline.
Figure 6 contrasts ANZ respondents’ average level of digitalization with that of the high-
and low-composability peers. ANZ is trending toward the low group over time.

Figure 6. ANZ Is Dropping Down the Rankings in Digitalization

Recommendations — To Accelerate Digital Adoption, Take a Multifactor Approach

A number of factors could be slowing digital uptake in ANZ. These include:

■ A lack of clarity on the extent and purpose of a digital transformation. To remove

these, assess the current state of your digital strategy and benchmark your
enterprise using Gartner’s Digital Execution Scorecard (DES) (see Figure 7 and Digital
Execution Scorecard). Consider scheduling quarterly DES execution review sessions
with the executive and your Gartner delivery partner.

■ Structural problems with digital teams. To resolve structural issues with digital
transformation, CIOs should follow the best practices advice that combines product
management with distributed technology producers (see Infographic: Fusion Teams:
Democratized and Distributed Technology Delivery for Digital).

Gartner, Inc. | G00757321 Page 8 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 ■ Confusion over which executives “own” digital. To establish proper ownership of
digital, create an education program for senior leadership that tutors them in their
role. See:

■ Engage Stakeholders in Building a Digital Business Roadmap

■ End the Confusion About Who Is Accountable for Digital Government

■ How CIOs Can Build Leaders’ Digital Dexterity

■ Case Study: Leadership Program for Digital Opportunity Identification (ASICS)

ANZ’s High Rate of Cybersecurity “Premiums” Takes Funds From

Composability
Volatility will remain a business driver for the foreseeable future, placing a premium on
business composability (see Innovation Insight for Composable Modularity Of Packaged
Business Capabilities). The good news for 2022 is that average ANZ IT budgets are
expected to increase by 3.1% compared with 2021 (see Figure 7). However, this increase is
only about 0.6% above inflation; with growing resource shortages, any budget increase
will likely be wiped out by increasing resource costs.

Gartner, Inc. | G00757321 Page 9 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 7. Average IT Budget Growth Expectations 2021-2022

With tight budgets, the problem for ANZ is that we seem to be paying what appears to be
growing cybersecurity “premiums” (see Figure 8). Seventy-three percent of ANZ
respondents are increasing their expenditure on cybersecurity. In the short run, this may be
at the cost of AI and machine learning (ML) for example, where 57% percent of high-
composably respondents are increasing their investment, but only 18% of ANZ
respondents are.

Gartner, Inc. | G00757321 Page 10 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 8. High-Composability Enterprises’ 2022 Investment Priorities

In the longer term, pressing cybersecurity considerations starve funds from a number of
technologies that will be increasingly important in the future (see Figure 9). For example,
ANZ enterprises’ emerging technology investment intentions show only 35% of ANZ
respondents have already invested or intend to invest in the next 12 months in AI/ML.
This is in contrast to 72% of high-composability respondents. AI and distributed cloud
seem to be important foundational technologies for composable enterprises.

Reasons for this increase in cybersecurity investment in ANZ abound, from an increased
threat landscape to catching up on historic underinvestment. Whatever the cause, it’s
important to get the best value from this new spend on cybersecurity.

Gartner, Inc. | G00757321 Page 11 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 9. Composable Enterprises’ 2022 Activities Around Emerging Technologies

Recommendations — To Optimize Spend, Review Your Cybersecurity Premiums

Cybersecurity risks are real and growing. The threat from bad actors is indisputable. The
requirement to comply with more and more standards is a given. The need to invest is
clear. But cybersecurity is not an end in itself. It is a business decision. Cybersecurity
investment should balance the needs to protect the enterprise against the need to invest in
value-creating areas (such as the move to more composability). Optimizing the risk and
value of cybersecurity in a business context through the lens of stakeholders is key. Two
actions can help optimize investment levels in cybersecurity.

Gartner, Inc. | G00757321 Page 12 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 First, make sure investments that are being made in cybersecurity are returning the
maximum level of security. Anecdotally, many large enterprises in ANZ engage multiple
vendors supplying overlapping products and services. This suggests there are abundant
opportunities to rationalize supply. Review your cybersecurity sourcing arrangements and
consider whether sourcing from a smaller number of vendors would provide cost savings.
Use this review to help refine your vendor preference (see Critical Capabilities for IT Risk
Management).

Second, ensure cybersecurity investment is treated as a business decision like any other.
Consider the following three actions:

1. Better engage senior executives to treat cybersecurity as a choice that must be

aligned with business outcomes and create a balance between protection and
running the business (see Cybersecurity Is a Business Decision).

2. Shift accountability for cybersecurity to enterprise leaders more broadly. Boards of

directors view cybersecurity as a business risk, yet accountability for cybersecurity
still lies mostly with the CIO (see CIOs Need to Rebalance Accountability for
Cybersecurity With Business Leaders).

3. Take a risk, value and cost optimization approach to cybersecurity investment.

Optimizing cybersecurity investment is essential. But how much is enough, and how
much too much? A risk, value and cost optimization approach demonstrates to key
stakeholders like shareholders, customers, regulators and partners that the
enterprise has the balance right (see Optimize Risk, Value and Cost in Cybersecurity
and Technology Risk).

A Combination of Nine Practices Opens the Door to Composability in ANZ

To assist ANZ CIOs and technology executives make their enterprises more composable,
the survey identified nine composability actions — three in each of thinking, business
architecture and technologies — that made the greatest contribution to enhanced
composability. (See Note 2: Nine Practices That Accelerate Composability).

Catch Up on Composable Thinking

Gartner, Inc. | G00757321 Page 13 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 10 shows the relative adoption rates of ANZ versus high-composability
respondents for the actions that deliver composable thinking. The results reveal a
significant gap in adoption rates between ANZ and the high-composability respondents
for each of the three principle actions of composable thinking. That said, in all cases,
nearly one-quarter of ANZ respondents take each action, so the gap is not
insurmountable:

■ Sixty-four percent of high-composability respondents practice adaptive strategy to

respond to changes in their environment. In contrast, only 29% of ANZ respondents
report doing the same. A difference of 35 percentage points shows ANZ lagging,
injecting relative rigidity in the face of volatility.

■ Fifty-six percent of high-composability respondents have worked on creating a high-

trust culture that empowers employees to make decisions independently. In contrast,
only 29% of ANZ respondents report having done the same — a difference of 27
percentage points, which again takes its toll on rates of innovation.

■ Fifty-one percent of high-composability respondents empower autonomous, self-

organizing teams, whereas only 24% of ANZ respondents do the same — a
difference of 27 percentage points in adoption, with ANZ lagging the high-
composability group, to the detriment of rates of innovation.

Gartner, Inc. | G00757321 Page 14 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 10. Key Actions That Deliver Composable Thinking

Recommendations — To Respond to Changes in the Environment, Practice Adaptive

Strategy
As with all developmental plans across ANZ, build composability fitness by starting small,
measuring success to prove the business case, then rolling out from there.

To enable your enterprise to respond to change more rapidly:

■ Adopt adaptive strategy more widely by (initially at least) keeping the IT strategy
aligned with the changing environment.

■ Establish a continual planning process for strategy.

■ Perform regular scans of the internal and external business context.

■ Feed the insights generated into the strategy planning process.

Gartner, Inc. | G00757321 Page 15 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 ■ Share the results of this adaptive strategy process widely across the enterprise to
show other execs what a continual process looks like, the benefits it brings (see
Toolkit: Getting Started With Adaptive Strategy).

Expand Composable Business Architecture

Figure 11 lays out the relative adoption rates of ANZ versus high-composability
respondents for the actions that deliver composable business architecture. The results
show a gap in adoption rates between ANZ and the high-composability respondents for
each of the three principle actions of composable business architecture. However, the gap
is less pronounced than it was in the case of composable thinking. When it comes to
business composability, the results show that ANZ seems to have more of a problem with
leadership thinking than with business model design:

■ Sixty-seven percent of high-composability respondents have adopted

multidisciplinary teams as a locus of innovation, working collaboratively across
business functions, IT disciplines, and geographies. In contrast, only 34% of ANZ
respondents have chosen this path, reducing the flexibility with which teams can be
aimed at business problems.

■ Sixty-four percent of high-composability respondents design business processes in

parallel with technology capabilities — an approach necessary to support iterative
development and short time to value. Fifty-four percent of ANZ respondents do the
same. So while there is some room for greater adoption in ANZ, the difference of
only 10 percentage points is very encouraging.

■ Fifty-three percent of high-composability respondents have distributed

accountability for digital outcomes beyond the traditional IT organization to other
business units/business leaders. Thirty-nine percent of ANZ respondents have done
the same. The difference reinforces anecdotal evidence from inquiry and member
interaction by Gartner in ANZ that shows considerable ambiguity over “ownership”
of digital transformation, with too many business leadership groups in this region
seeing digital purely in terms of technology.

Gartner, Inc. | G00757321 Page 16 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 11. Key Actions That Deliver Composable Business Architecture

Recommendations — To Accelerate Innovation, Embrace Multidisciplinary Teams

To improve creativity and the quality of solutions produced by your enterprise:

■ Expand your use of multidisciplinary teams to create them.

■ Systematically engage in activities that lead to a more robust understanding of the

business and its value in the ecosystem.

■ Start small, measuring the success of this approach to prove the business case.

■ Roll out teams that mix IT and business teams together (see Leverage Three Forms
of Teams for the Post-COVID-19 Workplace and Build Business Acumen for Your
Team Members and Yourself).

Gartner, Inc. | G00757321 Page 17 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 One of the concerns about using multidisciplinary teams is that separate teams working
in related areas create inconsistency. For example, a customer dealing with the output
from one team may experience a different set of rules and processes when dealing with
another. To increase the likelihood that different teams’ outputs are complementary, CIOs
can help by establishing sound working relationships with all of the various teams and
their business unit leadership (see Case Study: Composable Platforms to Foster Reuse
(Ally Financial)).

Leverage Composable Technology

Figure 12 shows the relative adoption rates of ANZ versus high-composability
respondents for the actions that deliver composable technology. The results show a large
gap in adoption rates between ANZ and the high-composability respondents in each of
the three principle actions of composable technology, especially in ways of sharing ideas
among internal and external partners. Reflecting a more traditional approach to ideation
and development:

■ Sixty percent of high-composability respondents use iterative development

techniques (e.g., DevOps) as their default approach to development. In contrast, only
32% of ANZ respondents report having done so.

■ Fifty-nine percent of high-composability respondents have established platforms

and tools for sharing of ideas internally and with external allies and/or business
partnerships. In contrast, only 28% of ANZ respondents report having done so.

■ Fifty-eight percent of high-composability respondents have created integration

capabilities for connecting data, analytics and application components. In contrast,
only 40% of ANZ respondents report having done so.

Gartner, Inc. | G00757321 Page 18 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 Figure 12. Key Actions That Deliver Composable Technology

Recommendations — To Increase Collaboration, Extend Knowledge-Sharing Platforms

and Tools
ANZ CIOs and technology executives should:

■ Ease and encourage collaboration by strengthening the digital tools and platforms
that offer the potential to hold creative groups together.

■ Keep local business practices in mind and start small as a proof of concept to prove
new digital “connective tissue” works.

■ Spread understanding of discoverable and modular capabilities by creating

incentives (monetary and other recognition approaches) that encourage the flow of
ideas on knowledge sharing platforms (see Promoting Continuous Knowledge
Transfer).

Gartner, Inc. | G00757321 Page 19 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 A practical example of this is how U.K.-based mortgage lender Nationwide Building
Society scaled its cross-functional sharing of ideas and approaches (see Case Study:
Mechanisms to Co-create New Ways of Working for Digital Transformation (Nationwide
Building Society)).

Conclusion
ANZ CIOs and technology executives must prepare to operate in a more disruptive
business environment by making their enterprises more composable. ANZ CIOs are in a
strong position to lead the charge and advance composable thinking, business
architecture and technologies at the same time (see Note 2: Nine Practices That
Accelerate Composability).

Plans should include steps in the three domains that reinforce each other. For example,
using platforms that facilitate the sharing of ideas complements adaptive strategy in the
thinking domain and the use of multidisciplinary teams in architecture. Moreover, CIOs
should plan these steps based on the enterprise’s current level of composability — low,
moderate or high. Enterprises must build composability gradually — starting small,
measuring outcomes, proving success and building out from that solid base.

Presentation Deck
View the full survey results from Australia and New Zealand respondents

Additional Research Contribution

Melissa Rossi Wood

Evidence
Research Methodology
The 2022 Gartner CIO and Technology Executive Survey was conducted online from 3
May 2021 through 19 July 2021 among Gartner Executive Programs members and other
technology executives. The total sample is 2,387, with representation from all geographies
and industry sectors (public and private), including 114 from enterprises in Australia and
New Zealand.

The survey was developed collaboratively by a team of Gartner analysts, and was
reviewed, tested and administered by Gartner’s Research Data and Analytics team.
Disclaimer: Results do not represent global findings or the market as a whole but reflect
sentiment of the respondents and companies surveyed.

Gartner, Inc. | G00757321 Page 20 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 The 2022 CIO and Technology Executive Agenda report segments respondents based on
self-reported extent of utilization of principles of composability. This segmentation allows
a group of “high composability” enterprises to be identified as a best practices group to
contrast the performance of others.

We define high-composability enterprises (n = 150) as those that utilize the principles of

composable thinking, business architecture and technologies “widely” or “extensively
throughout the enterprise.”

Low-composability enterprises (n = 316) utilize the principles of composable thinking,

business architecture and technologies “not at all,” “rarely” or “somewhat.”

Moderate-composability enterprises (n = 1,921) encompass the rest of the sample.

Note 1: What Is Business Composability?

Business composability is a way of planning, organizing and operating based on
reassembling modular components into new business capabilities and workflows.
Modular design, the key principle of composability, makes aspects of business that could
not have been changed easily in the past now be adjusted readily to drive business value.
In short, business composability is an antidote to volatility (see Business Composability
Helps You Thrive Amid Disruption).

Business composability encompasses three domains of an enterprise that we will come

back to so are worth noting:

■ Composable Thinking comes from a belief that anything is composable. It leads to a

culture that emphasizes the assembly and reassembly of components.

■ Composable Business Architecture is a framework to maximize the ability to build,

assemble and reassemble different business elements for the digital era.

■ Composable Technologies are digital assets packaged as discrete components that

each deliver independent, clear and complete business value, and are designed as
building blocks for assembly and reassembly of business processes and application
experiences.

Gartner, Inc. | G00757321 Page 21 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 For more background to the theory, and further discussion of these domains, see
Becoming Composable: A Gartner Trend Insight Report. See Toolkit: Composable
Business Index From the 2020 Gartner IT Symposium/Xpo Keynote when communicating
them with a business audience, and How to Design Enterprise Applications That Are
Composable by Default for a more technical discussion.

Note 2: Nine Practices That Accelerate Composability

To assist ANZ CIOs and technology executives to help their enterprises to become more
composable, the survey identified nine composability actions — three each in thinking,
business architecture and technologies — that made the greatest contribution to
enhanced composability. The important thing about these actions is that they are open to
all enterprises and CIOs, not just an elite few. The more composability actions an
enterprise takes, the higher its business composability becomes (see Figure 13).

Figure 13. Nine Practices Set Highly Composable Enterprises Apart

The nine practices to improve composability are:

Gartner, Inc. | G00757321 Page 22 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 ■ Composable thinking:

■ Practice adaptive strategy to spot and respond to opportunities and threats.

■ Promote a high-trust culture that empowers employees to independently make

decisions.

■ Empower internal functions, product teams, external allies and/or business

partnerships to work together through autonomous self-organizing networks.

■ Composable business architecture:

■ Shape multidisciplinary teams to align on value, promote transparency, drive

accountability and collaborate on demand.

■ Design business processes in parallel with technology capabilities.

■ Distribute accountability for digital outcomes beyond the traditional IT

organization to other business units/business leaders.

■ Composable technologies:

■ Establish continuous and effortless sharing of ideas and access to platforms,

tools and knowhow across internal functions, product teams, external allies
and/or business partnerships.

■ Establish iterative development techniques (e.g., DevOps) as the default

approach to development.

■ Create dynamic and easily deployable integration capabilities for connecting

data, analytics and application components.

Document Revision History

2021 CIO Agenda: An Australia and New Zealand Perspective - 15 December 2020

2020 CIO Agenda: An Australia and New Zealand Perspective - 19 December 2019

2019 CIO Agenda: An Australia and New Zealand Perspective - 29 March 2019

2018 CIO Agenda: An Australia and New Zealand Perspective - 9 March 2018

2017 CIO Agenda: An Australia and New Zealand Perspective - 9 February 2017

2016 CIO Agenda: An Australia and New Zealand Perspective - 19 February 2016

Gartner, Inc. | G00757321 Page 23 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.

 2015 CIO Agenda: An Australia and New Zealand Perspective - 30 January 2015

2014 CIO Agenda: An Australia Perspective - 20 March 2014

Recommended by the Authors

Some documents may not be available as part of your current Gartner subscription.

Becoming Composable: A Gartner Trend Insight Report

Digital Execution Scorecard
Cybersecurity Is a Business Decision
CIOs Need to Rebalance Accountability for Cybersecurity With Business Leaders
Optimize Risk, Value and Cost in Cybersecurity and Technology Risk
Toolkit: Getting Started With Adaptive Strategy
Leverage Three Forms of Teams for the Post-COVID-19 Workplace
Build Business Acumen for Your Team Members and Yourself
Promoting Continuous Knowledge Transfer

© 2022 Gartner, 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."

Gartner, Inc. | G00757321 Page 24 of 24

This research note is restricted to the personal use of linhtn16@fpt.com.