MQ for Workload Automation

MQ for Workload Automation

Gartner Magic Quadrant for Workload Automation

27 February 2012 ID:G00219826

Inclusion and Exclusion Criteria


The vendors in this Magic Quadrant were included based on the following criteria:


  • Gartner client inquiry data confirms that the product is of interest to Gartner clients in enterprise environments because it has made their product selection shortlists, in some cases for specific environments, such as SAP, or enterprises having shown specific interest in open-source tools.


  • The functional and technical capabilities of the tool — the tool should cover some of the key features that customers are looking at, especially in cross-platform and heterogeneous environments.


  • The vendor should have at least 100 active customers.


Quadrant Descriptions


Leaders in the workload automation market combine insightful understanding of the realities of the market, the ability to influence the market’s direction, the ability to attract an industry following and the capacity to lead the market. Leaders have the proven ability to deliver on their vision and to support their customers through periods of stability, as well as periods of change or economic hardship. The leaders control most of the market’s business activities and are the primary influencers of market evolution.

A leader is not always the best choice for a particular user’s project. Some are spread too thinly in their offerings, channels or geographies, which can cause them to fall behind more narrowly focused, smaller vendors in the support of and commitment to individual mainstream customers. With the exception of UC4, leaders in this Magic Quadrant are powerful generalist vendors. Leaders have large installed bases, a long-term presence in this market and established industry records. They represent safe choices, but are not necessarily best-of-breed vendors in all circumstances.

Leveraging the widespread adoption of workload automation technology by risk-averse, mainstream enterprises that favor adoption of technology from well-established vendors, the leaders in this market have been able to continue to grow their business and attract industry support through strong execution. However, the fast pace of technology evolution driven by Web, self-service capability, mobile and cloud computing, and other factors have pushed leaders to also strongly invest in innovation and to continue to develop their vision.


Challengers excel in their ability to attract a large user following, but owe that ability to a relatively narrow focus on a particular use pattern, vertical industry, geographic location or other specialization for workload automation technology. These vendors often trail leading-edge industry innovations and lack a broad industry appeal; however, they excel in dependable execution. The conservative Challengers are the best choices for similarly conservative users: Their time-proven technologies and support networks may carry certain guarantees that are not available elsewhere. The focused Challengers excel in their chosen patterns and are the best choices for a subset of workload automation users, while lacking or trailing in the delivery of some of the most advanced capabilities for others.


Most vendors in the Visionaries quadrant are relatively small innovators that invested in excelling with highly differentiated variations of workload automation offerings, usually at the expense of a lesser breadth of the total offering, compared with established, comprehensive products. Some vendors are attempting to introduce a radically new approach to the market, while others are addressing some limitations of the mainstream options.

Some Visionaries will eventually be acquired by the Leaders, or will merge with their peers; a few will grow to become market leaders. Others will limit their target markets to focus on their core vertical industries or geographic competencies and will become Niche Players, or they will grow to be Challengers. Some will exit the market or will refocus their strategies on other industry segments. Compared with the Leaders’ number of customers and production deployments, visionary vendors usually have relatively small installed bases and real-life deployments. However, by addressing advanced requirements that Leaders don’t support, they offer the greatest opportunity for differentiation for users looking for a competitive use of IT.

Visionaries represent the minority of vendors in this Magic Quadrant.

Niche Players

Niche Players operate well in a specific environment, vertical industry or geographic segment of the workload automation market. They are often specialists in their areas, and may represent the optimum choice for some projects and some IT organizations by offering the specialized expertise, more-relevant support practices, flexible terms and conditions, and greater dedication to their customers.

Some Niche Players look to grow their businesses to challenge the leaders. Others discover innovative solutions that attract interest beyond their target market segments and emerge as Visionaries. However, most Niche Players are focused on serving their market segments, geographies and customer bases, and they generally limit their ambitions to maintaining excellence in their market segments, industries or geographies.

Evaluation Criteria

Ability to Execute

  • Product/Service
  • Overall Viability (Business Unit, Financial, Strategy, Organization)
  • Sales Execution/Pricing
  • Market Responsiveness and Track Record
  • Marketing Execution
  • Customer Experience
  • Operations

Completeness of Vision

  • Market Understanding
  • Marketing Strategy
  • Sales Strategy
  • Offering (Product) Strategy
  • Business Model
  • Vertical/Industry Strategy
  • Innovation
  • Geographic Strategy


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