Gartner
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Gartner Leadership & Management
This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.
How are the managers & leadership at Gartner?
Strengths in strategic clarity and transparent top-level communication coexist with uneven team-level leadership capability and pockets of goal misalignment, creating variability in how direction is experienced on the ground. Together, these dynamics suggest a well-communicated corporate plan whose effectiveness depends on local management quality and cross-functional alignment to sustain execution.
Positive Themes About Gartner
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Strategic Vision & Planning: Leadership consistently articulates forward-looking priorities on AI-enabled delivery, platform modernization, and portfolio focus, reinforced by tools like a one-page strategy to align direction and investments. Public guidance on 2026 targets and a multi-year transformation of Business and Technology Insights signal clear planning horizons.
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Open & Transparent Communication: Executives outline specific revenue, EBITDA, EPS, and free cash flow expectations and discuss segment priorities and portfolio moves such as divesting Digital Markets. Regular webinars, podcasts, and CEO commentary convey how priorities link to client value and operating focus.
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Empowering Team Culture: Company culture emphasizes teamwork, continuous learning, ethical leadership, open feedback, and professional growth opportunities. Many teams describe supportive environments with clear goals and weekly feedback that enable development within a high-performing context.
Considerations About Gartner
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Unclear or Misaligned Goals: Internal alignment appears uneven in places, including questions about marketing’s role in business evolution and concerns that unclear objectives and disengaged leaders slow response to disruption. Some perspectives highlight modest near-term growth expectations and ambiguity around reacceleration that can blur priorities at the edges.
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Lack of Development & Mentorship: Manager capability is described as inconsistent, with promotions to leadership without sufficient people-management skill and variable coaching quality across groups. Experiences of uneven feedback and limited empowerment in certain teams suggest gaps in day-to-day people leadership.
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Toxic or Disempowering Culture: Micromanagement, process-over-people behaviors, high-pressure metrics, and political dynamics surface in some areas, at times accompanied by high turnover and rigid oversight. Certain teams report tighter targets and heavier control that can reduce autonomy and trust.
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