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Gartner: Infrastructure & Operations Must Shift Focus from Efficiency to Adaptive Resilience

In a world where constant change is becoming routine, Gartner said that infrastructure and operations (I&O) leaders must shift their traditional focus from efficiency to one of adaptive resilience.

"I&O leaders must re-imagine how they manage their talent, their platforms and operations, if they want to dynamically and quickly exploit new opportunities," said Dennis Smith, Research VP at Gartner.

I&O Leaders Must Retain, Attract and Evolve Talent

In a world where being adaptable is paramount, talent management plays a more critical role than ever for I&O organizations. A Gartner survey showed that talent availability is the most significant adoption barrier to 64% of emerging technologies. This dynamic — combined with a fiercely competitive labor market — are putting more pressure than ever on I&O leaders.

I&O leaders must learn how to retain the talent they have, attract new talent, and evolve everyone's skills along the way. By embracing diversity, equity, and inclusion's best practices, organizations can build the right resources over time and use agile learning methods to adapt and evolve skillsets as needed.

Gartner analysts predict that by 2026, 50% of large organizations will use agile learning as the upskilling/reskilling method.

I&O Leaders Must Build Adaptive Platforms

"With over 40% of organizations' staff now acting as business technologists, we have a wider variety of users depending on IT departments today than ever before," said Douglas Toombs, Research VP at Gartner. "The rapid growth of "citizen IT" business technologists, paired with the vast array of public and private infrastructure choices available in the market, has placed more pressure on I&O to perform than ever before."

By building adaptive platforms that are loosely coupled, but tightly integrated, I&O can empower creators of all types of systems throughout the organization.

"As hyperautomation is a critical path to achieve growth and operational excellence, I&O leaders must make automation a first-class discipline in everything they do," said Toombs.

By embracing hyperautomation strategies, I&O can pave the way for intelligence systems, such as AIOps and incident response automation, that play a key role in the day-to-day operations of IT.

Gartner estimates that by 2025, 60% of I&O teams will use AI-augmented automation across their organizations, up from 1% in 2020.

I&O Leaders Must Co-Create with the Business

"No matter how good your technologies or solutions are, no matter how talented your staff is, I&O leaders must align I&O with the way the business works to continuously adapt in a world of constant change," said Julia Palmer, Research VP at Gartner. "I&O leaders will have to learn to work towards adaptive operations to focus on multiple business models, and rethink how I&O engages and partners with the business."

I&O leaders must help their organization grow adaptively by sensing and responding to business changes. Embedding I&O closer to the business with the use of fusion teaming will enable leaders to quickly adjust plans, forecasts, budgets, and resources as business environments change.

"This is not about growing I&O. It is about I&O enabling the growth of the business," Palmer concluded.

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Gartner: Infrastructure & Operations Must Shift Focus from Efficiency to Adaptive Resilience

In a world where constant change is becoming routine, Gartner said that infrastructure and operations (I&O) leaders must shift their traditional focus from efficiency to one of adaptive resilience.

"I&O leaders must re-imagine how they manage their talent, their platforms and operations, if they want to dynamically and quickly exploit new opportunities," said Dennis Smith, Research VP at Gartner.

I&O Leaders Must Retain, Attract and Evolve Talent

In a world where being adaptable is paramount, talent management plays a more critical role than ever for I&O organizations. A Gartner survey showed that talent availability is the most significant adoption barrier to 64% of emerging technologies. This dynamic — combined with a fiercely competitive labor market — are putting more pressure than ever on I&O leaders.

I&O leaders must learn how to retain the talent they have, attract new talent, and evolve everyone's skills along the way. By embracing diversity, equity, and inclusion's best practices, organizations can build the right resources over time and use agile learning methods to adapt and evolve skillsets as needed.

Gartner analysts predict that by 2026, 50% of large organizations will use agile learning as the upskilling/reskilling method.

I&O Leaders Must Build Adaptive Platforms

"With over 40% of organizations' staff now acting as business technologists, we have a wider variety of users depending on IT departments today than ever before," said Douglas Toombs, Research VP at Gartner. "The rapid growth of "citizen IT" business technologists, paired with the vast array of public and private infrastructure choices available in the market, has placed more pressure on I&O to perform than ever before."

By building adaptive platforms that are loosely coupled, but tightly integrated, I&O can empower creators of all types of systems throughout the organization.

"As hyperautomation is a critical path to achieve growth and operational excellence, I&O leaders must make automation a first-class discipline in everything they do," said Toombs.

By embracing hyperautomation strategies, I&O can pave the way for intelligence systems, such as AIOps and incident response automation, that play a key role in the day-to-day operations of IT.

Gartner estimates that by 2025, 60% of I&O teams will use AI-augmented automation across their organizations, up from 1% in 2020.

I&O Leaders Must Co-Create with the Business

"No matter how good your technologies or solutions are, no matter how talented your staff is, I&O leaders must align I&O with the way the business works to continuously adapt in a world of constant change," said Julia Palmer, Research VP at Gartner. "I&O leaders will have to learn to work towards adaptive operations to focus on multiple business models, and rethink how I&O engages and partners with the business."

I&O leaders must help their organization grow adaptively by sensing and responding to business changes. Embedding I&O closer to the business with the use of fusion teaming will enable leaders to quickly adjust plans, forecasts, budgets, and resources as business environments change.

"This is not about growing I&O. It is about I&O enabling the growth of the business," Palmer concluded.

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The Latest

While companies adopt AI at a record pace, they also face the challenge of finding a smart and scalable way to manage its rapidly growing costs. This requires balancing the massive possibilities inherent in AI with the need to control cloud costs, aim for long-term profitability and optimize spending ...

Telecommunications is expanding at an unprecedented pace ... But progress brings complexity. As WanAware's 2025 Telecom Observability Benchmark Report reveals, many operators are discovering that modernization requires more than physical build outs and CapEx — it also demands the tools and insights to manage, secure, and optimize this fast-growing infrastructure in real time ...

As businesses increasingly rely on high-performance applications to deliver seamless user experiences, the demand for fast, reliable, and scalable data storage systems has never been greater. Redis — an open-source, in-memory data structure store — has emerged as a popular choice for use cases ranging from caching to real-time analytics. But with great performance comes the need for vigilant monitoring ...

Kubernetes was not initially designed with AI's vast resource variability in mind, and the rapid rise of AI has exposed Kubernetes limitations, particularly when it comes to cost and resource efficiency. Indeed, AI workloads differ from traditional applications in that they require a staggering amount and variety of compute resources, and their consumption is far less consistent than traditional workloads ... Considering the speed of AI innovation, teams cannot afford to be bogged down by these constant infrastructure concerns. A solution is needed ...

AI is the catalyst for significant investment in data teams as enterprises require higher-quality data to power their AI applications, according to the State of Analytics Engineering Report from dbt Labs ...

Misaligned architecture can lead to business consequences, with 93% of respondents reporting negative outcomes such as service disruptions, high operational costs and security challenges ...

A Gartner analyst recently suggested that GenAI tools could create 25% time savings for network operational teams. Where might these time savings come from? How are GenAI tools helping NetOps teams today, and what other tasks might they take on in the future as models continue improving? In general, these savings come from automating or streamlining manual NetOps tasks ...

IT and line-of-business teams are increasingly aligned in their efforts to close the data gap and drive greater collaboration to alleviate IT bottlenecks and offload growing demands on IT teams, according to The 2025 Automation Benchmark Report: Insights from IT Leaders on Enterprise Automation & the Future of AI-Driven Businesses from Jitterbit ...

A large majority (86%) of data management and AI decision makers cite protecting data privacy as a top concern, with 76% of respondents citing ROI on data privacy and AI initiatives across their organization, according to a new Harris Poll from Collibra ...

According to Gartner, Inc. the following six trends will shape the future of cloud over the next four years, ultimately resulting in new ways of working that are digital in nature and transformative in impact ...