- We were asked the question of why we are better than Gartner.
- In this article, we explain all the reasons and provide supporting research.
We discussed the question of how Brightwork is better than Gartner and Forrester with Robbert Naastepad.
Comment from Robbert Naastepad
“Working for Teradata I need to ask you if you can you underpin your blunt statements with facts? Why are companies like SAP, Oracle, IBM and Teradata still in leaders quadrants reported by known analyst firms like Gartner and Forrester? Do you do the same kind and amount of research they do? Please show me facts. What counts for a company like SAP in this research by Brightwork, can not automatically be applied to other vendors in this sector.”
We have plenty of evidence to show you to answer all of your questions.
Let us address the question of Gartner and Forrester. We have extensively analyzed the output for both Gartner and Forrester and wrote a book on Gartner. We describe the problem with how Gartner makes its money The Problem with How Gartner Makes its Money. Gartner and Forrester make the most fundamental violation of research rules by soliciting the same vendors that they rate, and by not declaring which vendors are paying them and how much. The clear reason for this is to deceive the readers as to their motivations. The lunacy of their output is demonstrated by their ODMS MQ which we analyzed here Can Anyone Make Sense of the ODMS Magic Quadrant?. This MQ places different database categories in the same MQ and then ranks them against each other! Which makes no sense and would identify anyone as a database ignoramus if it were not for Gartner’s brand. Notice almost no open source databases are included only the commercial side of the open source project.
Why? Obviously $$$.
Gartner functions to move clients to the most expensive solutions because those entities can pay them the most $$$. We covered this in How to Understand Gartner and the Patent Software Vendor System.
Gartner has zero interest in research is all about $$$. Gartner is a Rubix Cube of corruption. They have piles of VPs, “distinguishes analysts” and a highly aggressive quota system and sales culture. This is not conducive to research.
So much so that they operate a boiler room operations out of Fort Meyers to shake down vendors which we covered in The Gartner Sales Boiler Room in Fort Meyers. Their upselling strategy is eerily similar to that employed by The Church of Scientology as we covered in The Similarities Between Gartner and Scientology in Sales Strategy. In fact, it looks like it was directly copied or vice versa. Gartner does not want TCO calculated because their biggest vendor customers have the highest TCO. And virtually all of the advice given by Gartner ends up looks inaccurate in retrospect. Just look at their disastrous advice on mainframes as we covered in How to Understand Gartner’s Disastrous Advice on Mainframes. That is what happens when you work backwards from funding sources to conclusions.
Both Gartner and Forrester can be hired to produce the desired output by vendors. For example, Gartner completely bombed on its analysis of HANA as we covered in How Gartner Got HANA So Wrong. Forrester has a similarly insane ranking for big data warehouse (whatever that is) as we covered in How to Best Understand Forrester’s Crazy Big Data Warehouse Rankings. Forrester has been repeatedly used by SAP to publish rigged information, as they did when they paid Forrester to find that HANA reduced TCO as we covered in How Accurate Was The Forrester TCO Study?, when Forrester announced SAP the leader in translytical databases as we covered in How to Understand What is a Transalytical Database. SAP then used this study to report the progress of HANA to Wall Street, without mentioning that SAP paid Forrester to put them as a leader in this new “category.” Forrester even produced a TCO/ROI study on S/4HANA which showed an average implementation cost of $870,000. Which is curious, as we have multiple data points showing $500 million implementations. Our TCO calculators for ECC (the precursor to S/4HANA) show no possible situation for a sub $1 million implementation as we covered in Enterprise Software TCO Calculator – SAP ERP/ECC/R/3. Forrester accepted only three projects from SAP to base the entire study on.
This is for a product that supposedly has 2000 live deployments. Odd, isn’t it? However, you can read our analysis here How to Understand Forrester’s Fake S/4HANA TCO Study.
Neither Gartner nor Forrester are research firms. They sell rigged output written by people who spend most of their time talking to executives and who lack first-hand exposure to the reality of projects. They are interpreted as research firms by people who do not know what research is or how the rules of research work. In the area of databases, they don’t seem to know enough about them to write on the topic, and their conclusions are easily traceable to their funding. No vendor can pay Brightwork to write a research piece.
You cannot perform research if you only care about money and if you are corrupt. This is why any research entity must either be publicly funded (as in academic research exclusive of medical research) or must substantially sub-optimize profits. Any profit optimized focus of research means undermining the research and altering it to meet the requirements of the entities that can pay the most.”
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Financial Bias Disclosure
Neither this article nor any other article on the Brightwork website is paid for by a software vendor, including Oracle, SAP or their competitors. As part of our commitment to publishing independent, unbiased research; no paid media placements, commissions or incentives of any nature are allowed.
Gartner is the most influential IT analyst firm in the world. Their approval can make or break a vendor in an application category, or at the very least control their growth. Gartner has been behind most of the major IT trends for decades. However, many people read Gartner reports without understanding how Gartner works, how it comes to its information, its orientation, or even the details of the methods it uses for its analytical products. All of this and more is explained in this book.
Table of Contents
- Chapter 1: Introduction
- Chapter 2: An Overview of Gartner
- Chapter 3: How Gartner Makes Money
- Chapter 4: Comparing Gartner to the RAND Corporation, and Academic Research
- Chapter 5: The Magic Quadrant
- Chapter 6: Other Analytical Products Offered by Gartner
- Chapter 7: Gartner’s Future and Cloud Computing
- Chapter 8: Adjusting the Magic Quadrant
- Chapter 9: Is Gartner Worth the Investment?
- Chapter 10: Conclusion
- Appendix a: How to Use Independent Consultants for Software Selection
- Appendix b: What Does the History of Media Tell Us About This Topic
- Appendix c: Disclosure Statements and Code of Ethics