Gartner: Seat Strategy & Multi-Year Retention

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So it is not necessarily the same people using the same seats all the time. Those working on projects might say, "This one is winding down, this project is starting up. Let's get seats for these people." Even as others cancel, there is a more fluid dynamic. For these multi-year projects, I understand where Gartner comes in regarding vendor selection, contract review and similar tasks. However, once the vendor is selected and we move into implementation in years two, three, and four, isn't the organization relying on firms like Accenture and other consulting firms? What role does Gartner play at that point, once the vendor is selected and it is about integration and installation?

Gartner can be thought of as an insurance policy for your initiative. Almost no CIO has ever been fired for having Gartner on their team. Big companies will have firms like Accenture for the actual work because they need the manpower. Gartner isn't doing the physical work, but we provide blueprints, guide your team, educate, and help you choose and negotiate with vendors. Clients that get the most value often continue to engage with us, adjusting their licensing based on the project's maturity. Regular check-ins with our analysts can provide objective insights, comparing your progress with what we are seeing from firms like McKinsey and Accenture. Gartner offers guidance on potential pitfalls you might not be aware of.

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