Gartner Hype Cycle has become a standard tool for most corporations involved in technology (but at this point, who's not?). In my experience, it's still poorly understood and often leads to wishful and sometimes even magical thinking. Let's try to fix that.
It's difficult not to be caught up repeatedly on what ChatGPT is doing – or actually, not yet done – to the market. Behind this current craze, there's the logic of dealing with hype, as defined by the Gartner Hype Cycle framework. And I realize that although I frequently refer to this framework, I've never fully explained why it's useful and its limits.
Let's repair this, shall we?
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Changing your posture in the market, extending new offers to some of the customers you were not reaching out to directly, or simply innovating your services rarely feels groundbreaking. Yet it's a vast field of untapped opportunities.