CIOs engaged in driving digital transformation should consider Ashby\u2019s Law of Requisite Variety: It states that to persevere, a system\u2019s internal structures must be as complex as the external forces challenging it. Your CEO, board, investors, and customers expect you to create the most advanced digital products and services. However, managing the complicated web of relationships, resources, interdependencies, and ever-changing conditions is requiring you to forge new territory in business history.\nFew CIOs have all the resources and capabilities required to get a handle on this. Traditional, disconnected systems, processes, and applications are not equal to the mission.\nIn other words, CIOs must fight fire with fire. Breaking new ground requires a new category of solutions. These must help you connect planning, strategy, and delivery for everyone involved in digital transformation, as well as create the agility to adapt on the fly as things change both inside and outside your organization.\nA $13.5 billion market has risen to the challenge. Elements of it are undoubtedly scattered across your enterprise already, helping smart employees and teams get work done. The opportunity lies in harnessing this technology to your advantage \u2013 as only a CIO can do.\nWRM is a defining factor\nWork and resource management (WRM) has surfaced as a means to give CIOs the ability to lift their organizations and connect all the disparate pieces needed to produce new digital offerings. This includes the ability to react quickly to both internal and external developments and opportunities.\nJust as enterprise resource planning (ERP) eventually integrated the management of core business processes (and is now a $40 billion market), WRM brings together all types of work and resources across an organization to support company goals.\nUsing this new enterprise software category of solutions, you can translate strategy into delivery by continuously mapping your limited resources \u2013 technology, assets, locations, financials \u2013 to all the work that must be done by the organization to deliver innovative products and services to customers.\nWRM gives you dominion over digital transformation planning and delivery rather than just letting it happen to you. It provides the tools, data, and insights you need to make informed investment decisions and prioritize your initiatives. You gain visibility into performance that spans strategy, projects, teams, products, financials, and resources. Your organization can better analyze emerging technologies, break down silos, adapt to change, and get work done.\nMarket significance\nThe WRM category uniquely combines the latest elements of strategic planning and delivery. Recent activity indicates the category is energized around a market estimated to be $13.5 billion in size.\n\nAtlassian acquired project management service Trello for $425 million\nWork management platform Smartsheet filed for an IPO earlier this year. The company had an $800 million valuation in 2017\nCA acquired Rally, an Agile development software and services company, for $450 million\nWork management software company Workfront has raised about $100 million of funding\nCollaboration and productivity app Asana raised another $75 million recently and is valued at $900 million\nWorkspace app Slack is reportedly worth $8 to $10 billion\nAcquisition of Planview by Thoma Bravo for $800 million following Planview\u2019s acquisitions of Projectplace, Troux, Innotas and LeanKit\n\nCIOs need more than add-on solutions\nMany IT service management (ITSM), ERP, and application lifecycle management (ALM) companies offer some sort of basic collaboration as well as project management assignment, tracking, and reporting functionality as part of their solutions. These add-ons are not sophisticated enough for the challenges facing today\u2019s CIOs: It\u2019s like fighting a four-alarm fire with a garden hose.\nIn the 2018 Magic Quadrant for Project Portfolio Management, Worldwide (Gartner, Magic Quadrant for Project Portfolio Management, Worldwide, authored by Daniel B. Stang, Matt Light, published May 29, 2018), Gartner makes the distinction between advanced project portfolio management and other categories of software:\n\u201cProject automation stemming from platforms and products in markets adjacent to PPM (e.g., ITSM, ALM, ERP) often does not work well for IT PPM leaders and IT PPM offices. These leaders and offices are charged with facilitating difficult decision making regarding the use of limited resources for project work. Whereas many pure-play PPM providers can blend both comprehensive project and resource tracking and reporting capabilities with the dynamic and advanced planning needed to support project investment decision making, non-PPM vendors claiming a PPM capability cannot.\u201d\nCIOs need dedicated WRM solutions that are calibrated for the complexity of today\u2019s digital environments and the different ways people are working.\nBuilt for advanced PPM\nWRM provides the data, insights, and capabilities needed to harness all work and resource elements strategically in support an organization\u2019s goals. Your teams can better collaborate and build the interconnected products and services that will deliver true value to your customers and catapult your business into a leadership position.\nWRM solutions are all over your enterprise and spreading. If you fail to connect and adapt them to your unique opportunities, work methodologies, and desired outcomes, you may end up getting burned.\n Planview \nGartner Disclaimer Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner's research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.