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Q&A Part One: Gartner Talks About APM Cool Vendors

Pete Goldin
APMdigest

In Part One of APMdigest's exclusive interview, Jonah Kowall, Research Director in Gartner's IT Operations Research group, discusses the Cool Vendors in Application Performance Monitoring report, and emerging technologies in APM.

APM: What was the concept behind Cool Vendors in Application Performance Monitoring? How do you define a Cool Vendor?

JK: The idea behind the Cool Vendors in Application Performance Monitoring (APM) report is just to point out companies that are developing interesting technologies that have not been included in a Magic Quadrant or other Gartner report.

APM: In the Cool Vendors report, you are not necessarily recommending organizations to adopt these technologies, but only to look into the companies to find out more about what they are doing?

JK: Yes, it is a way to say: check out these companies that are doing something innovative. It is also a way to highlight emerging vendors that often end up doing well. If you go back into the history of the Cool Vendors reports, many of the companies covered in those reports have gone on to be successful.

Obviously most of these companies have liability concerns because they are going to be small and emerging companies that do not have many customers. So they are companies to take a look at, but not companies that you want to position as your strategic core.

APM: What is the process? How were the Cool Vendors chosen?

JK: Gartner Analyst Will Cappelli and I went through a list of companies that we thought were doing interesting things – companies that were not previously featured in a Magic Quadrant report – and we chose companies that are taking a different angle on solving problems.

It is up to the Gartner analysts to decide which companies are included in the Cool Vendors report. There is no criteria. There is none of the structure that we have for a Gartner branded research document. A Gartner analyst can write about anything they feel is relevant, interesting and important to the market. We don't have any type of constraints as to what we have to write about or what we cannot write about. That is one of the points that differentiates Gartner from some of the other analyst firms.

We give our opinion, tell you what's interesting, and highlight some vendors. We can even stretch the definition of the Cool Vendors report itself. So a couple of vendors in this year's report were not technically APM, although they definitely have an impact on the APM market.

APM: What is the most interesting information about the APM industry that you discovered while researching the Cool Vendors?

JK: Granularity of the data is driving much of the APM-related decisions. So we are seeing many emerging companies that do very fine-grained monitoring, whether it is APM or system monitoring or network monitoring. Look at the direction that DevOps is going: measure everything, store everything, because you might need it in the future. We are starting to see technology that embraces that mantra in general.

APM: Many of your reports seem to encourage IT organizations to explore cutting edge technologies. Is this one of your goals?

JK: By bringing these emerging technologies up, not only to enterprises but to the market in general, it helps push the envelope a lot more and drives vendors that have conservative product roadmaps to strive to solve the problems that some of these smaller companies are solving. We see these bigger vendors that don't have certain types of capabilities almost forced to invest in those capabilities. And then with emerging companies, users can potentially work better deals than – or at least provide a competitive situation with – an existing vendor.

APM: So it is not just about educating the people who are buying these technologies, but also to actually drive change in the vendors and the industry itself?

JK: I would say that is definitely part of what I try to do, to not only have end users push the envelope as far as what they can do with the technology, but also to ensure that the vendors understand that there are people who are innovating and pushing technology forward, and that they need to keep pace in order to participate in the market.

ABOUT Jonah Kowall

Jonah Kowall is a Research Director in Gartner's IT Operations Research group. He focuses on application performance monitoring (APM), event correlation and analysis (ECA), network management systems (NMSs), network performance management (NPM), network configuration and change management (NCCM), and general system and infrastructure monitoring technologies. Previously Kowall managed a global team of engineers and managers for MFG.com, and was responsible for monitoring and enterprise management software and architecture at Thomson Reuters.

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Q&A Part Two: Gartner Talks About SaaS APM

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Q&A Part One: Gartner Talks About APM Cool Vendors

Pete Goldin
APMdigest

In Part One of APMdigest's exclusive interview, Jonah Kowall, Research Director in Gartner's IT Operations Research group, discusses the Cool Vendors in Application Performance Monitoring report, and emerging technologies in APM.

APM: What was the concept behind Cool Vendors in Application Performance Monitoring? How do you define a Cool Vendor?

JK: The idea behind the Cool Vendors in Application Performance Monitoring (APM) report is just to point out companies that are developing interesting technologies that have not been included in a Magic Quadrant or other Gartner report.

APM: In the Cool Vendors report, you are not necessarily recommending organizations to adopt these technologies, but only to look into the companies to find out more about what they are doing?

JK: Yes, it is a way to say: check out these companies that are doing something innovative. It is also a way to highlight emerging vendors that often end up doing well. If you go back into the history of the Cool Vendors reports, many of the companies covered in those reports have gone on to be successful.

Obviously most of these companies have liability concerns because they are going to be small and emerging companies that do not have many customers. So they are companies to take a look at, but not companies that you want to position as your strategic core.

APM: What is the process? How were the Cool Vendors chosen?

JK: Gartner Analyst Will Cappelli and I went through a list of companies that we thought were doing interesting things – companies that were not previously featured in a Magic Quadrant report – and we chose companies that are taking a different angle on solving problems.

It is up to the Gartner analysts to decide which companies are included in the Cool Vendors report. There is no criteria. There is none of the structure that we have for a Gartner branded research document. A Gartner analyst can write about anything they feel is relevant, interesting and important to the market. We don't have any type of constraints as to what we have to write about or what we cannot write about. That is one of the points that differentiates Gartner from some of the other analyst firms.

We give our opinion, tell you what's interesting, and highlight some vendors. We can even stretch the definition of the Cool Vendors report itself. So a couple of vendors in this year's report were not technically APM, although they definitely have an impact on the APM market.

APM: What is the most interesting information about the APM industry that you discovered while researching the Cool Vendors?

JK: Granularity of the data is driving much of the APM-related decisions. So we are seeing many emerging companies that do very fine-grained monitoring, whether it is APM or system monitoring or network monitoring. Look at the direction that DevOps is going: measure everything, store everything, because you might need it in the future. We are starting to see technology that embraces that mantra in general.

APM: Many of your reports seem to encourage IT organizations to explore cutting edge technologies. Is this one of your goals?

JK: By bringing these emerging technologies up, not only to enterprises but to the market in general, it helps push the envelope a lot more and drives vendors that have conservative product roadmaps to strive to solve the problems that some of these smaller companies are solving. We see these bigger vendors that don't have certain types of capabilities almost forced to invest in those capabilities. And then with emerging companies, users can potentially work better deals than – or at least provide a competitive situation with – an existing vendor.

APM: So it is not just about educating the people who are buying these technologies, but also to actually drive change in the vendors and the industry itself?

JK: I would say that is definitely part of what I try to do, to not only have end users push the envelope as far as what they can do with the technology, but also to ensure that the vendors understand that there are people who are innovating and pushing technology forward, and that they need to keep pace in order to participate in the market.

ABOUT Jonah Kowall

Jonah Kowall is a Research Director in Gartner's IT Operations Research group. He focuses on application performance monitoring (APM), event correlation and analysis (ECA), network management systems (NMSs), network performance management (NPM), network configuration and change management (NCCM), and general system and infrastructure monitoring technologies. Previously Kowall managed a global team of engineers and managers for MFG.com, and was responsible for monitoring and enterprise management software and architecture at Thomson Reuters.

Related Links:

Q&A Part Two: Gartner Talks About SaaS APM

Q&A Part Three: Gartner Talks About Application Performance Management

Hot Topic
The Latest
The Latest 10

The Latest

Like most digital transformation shifts, organizations often prioritize productivity and leave security and observability to keep pace. This usually translates to both the mass implementation of new technology and fragmented monitoring and observability (M&O) tooling. In the era of AI and varied cloud architecture, a disparate observability function can be dangerous. IT teams will lack a complete picture of their IT environment, making it harder to diagnose issues while slowing down mean time to resolve (MTTR). In fact, according to recent data from the SolarWinds State of Monitoring & Observability Report, 77% of IT personnel said the lack of visibility across their on-prem and cloud architecture was an issue ...

In MEAN TIME TO INSIGHT Episode 23, Shamus McGillicuddy, VP of Research, Network Infrastructure and Operations, at EMA discusses the NetOps labor shortage ... 

Technology management is evolving, and in turn, so is the scope of FinOps. The FinOps Foundation recently updated their mission statement from "advancing the people who manage the value of cloud" to "advancing the people who manage the value of technology." This seemingly small change solidifies a larger evolution: FinOps practitioners have organically expanded to be focused on more than just cloud cost optimization. Today, FinOps teams are largely — and quickly — expanding their job descriptions, evolving into a critical function for managing the full value of technology ...

Enterprises are under pressure to scale AI quickly. Yet despite considerable investment, adoption continues to stall. One of the most overlooked reasons is vendor sprawl ... In reality, no organization deliberately sets out to create sprawling vendor ecosystems. More often, complexity accumulates over time through well-intentioned initiatives, such as enterprise-wide digital transformation efforts, point solutions, or decentralized sourcing strategies ...

Nearly every conversation about AI eventually circles back to compute. GPUs dominate the headlines while cloud platforms compete for workloads and model benchmarks drive investment decisions. But underneath that noise, a quieter infrastructure challenge is taking shape. The real bottleneck in enterprise AI is not processing power, it is the ability to store, manage and retrieve the relentless volumes of data that AI systems generate, consume and multiply ...

The 2026 Observability Survey from Grafana Labs paints a vivid picture of an industry maturing fast, where AI is welcomed with careful conditions, SaaS economics are reshaping spending decisions, complexity remains a defining challenge, and open standards continue to underpin it all ...

The observability industry has an evolving relationship with AI. We're not skeptics, but it's clear that trust in AI must be earned ... In Grafana Labs' annual Observability Survey, 92% said they see real value in AI surfacing anomalies before they cause downtime. Another 91% endorsed AI for forecasting and root cause analysis. So while the demand is there, customers need it to be trustworthy, as the survey also found that the practitioners most enthusiastic about AI are also the most insistent on explainability ...

In the modern enterprise, the conversation around AI has moved past skepticism toward a stage of active adoption. According to our 2026 State of IT Trends Report: The Human Side of Autonomous AI, nearly 90% of IT professionals view AI as a net positive, and this optimism is well-founded. We are seeing agentic AI move beyond simple automation to actively streamlining complex data insights and eliminating the manual toil that has long hindered innovation. However, as we integrate these autonomous agents into our ecosystems, the fundamental DNA of the IT role is evolving ...

AI workloads require an enormous amount of computing power ... What's also becoming abundantly clear is just how quickly AI's computing needs are leading to enterprise systems failure. According to Cockroach Labs' State of AI Infrastructure 2026 report, enterprise systems are much closer to failure than their organizations realize. The report ... suggests AI scale could cause widespread failures in as little as one year — making it a clear risk for business performance and reliability.

The quietest week your engineering team has ever had might also be its best. No alarms going off. No escalations. No frantic Teams or Slack threads at 2 a.m. Everything humming along exactly as it should. And somewhere in a leadership meeting, someone looks at the metrics dashboard, sees a flat line of incidents and says: "Seems like things are pretty calm over there. Do we really need all those people?" ... I've spent many years in engineering, and this pattern keeps repeating ...