Analysts tend to be lone wolves. We like to think of ourselves as "wolves," anyway. Sometimes, the reality is more like "lone mutts." Or "fairly solitary beagles." Grr. So when I asked to chair this conference, I didn't necessarily foresee all the moving parts that would need to mesh together, at least from time to time, to make this conference happen.

I've been watching movies – I have a Facebook page, and my friends can come look at what I add to my movie rental queue, which kind of creepy but also interesting, as I find it has elevated my choices somewhat, less Sandra Bullocky and more Otto Premingerish, hoo-wah – and I marvel at what producers and directors accomplish in their final products. I saw an awful movie recently, Robert Altman's 3 Women, and then a bizarre piece of work, his M*A*S*H. A few months ago I watched Altman's McCabe and Mrs. Miller, and now I'm watching Deadwood, the HBO series which is deeply informed by that movie to the point of occasional homage.

Sorry, back to the point – collaborating is VERY HARD. I sought proposals from practically everybody at Gartner that covers anything but chip fabs, and I ended up with this great big email folder bursting with great ideas. Then I had my own ideas. And then I had ideas from my manager, and other people's managers. And then I had to look at workload – mine, and everyone else's. Suddenly – and believe you me, it was sudden like a kidney stone – I realized that the conference was not putty in my hands, or even Play-Doh. It was more like an erector set, and at that, a yard sale erector set with about 20% of the pieces lost to the bellies of family room-swelling beagles, solitary or otherwise.

Making what I wanted the conference to look like real meant making some version of what everyone else wanted to be real, as well. So, using email and telephone calls and instant messaging and a shared server, I and my colleagues settled down together to make some collective vision take shape. We're still working on it – there are a few session titles and descriptions in flux – but it’s been deeply informing. I looked at every title, blurb and package of key issues, and wrote many of them myself. I talked to all the analysts to find out what they could bear in terms of workload, their managers, and conference management. We talked on the phone, and in rapid-fire emails, and we squinted at surveys in spreadsheets.

It's a lot like making a movie, or even an episodic TV show like Deadwood – this is, after all, the fourth episode in the PCC history for Gartner. A lot of different kinds of personalities need to be brought together, with attached intellects as well, and with corresponding creative visions and even strategic purposes. (HBO shows need to get good ratings and DVD sales; straight-to-cable movies sell soap. Analysts want good crowds and a sense that they made clients happy; sponsors want to look good and sell software.) It's hard. But sustainable advantages are always hard. I want this conference to wow you like the good parts of M*A*S*H – making you laugh, think, and imagine. We're working on it here.

I promise: The lessons we learn won’t be secrets. We'll put them up on the Big Screen. I hope to see you in the audience!