Gartner predicts the ongoing talent shortage and wireless value innovation – a new way of thinking brought forth by the firm's network analysts – will both be major trends impacting enterprise leaders of infrastructure and operations (I&O) in the year ahead.

Analysts have observed the increasing range of wireless connectivity solutions like WiFi 5 through 7, bluetooth, 4G, LTE, and 5G; and, "there are potential ways to combine these technologies to leverage some kind of a problem solution that could be new," Gartner's Jeffrey Hewitt said.

Bringing different wireless technologies together could enable improved tracking and control of devices by using positioning and location information to better utilize those devices as an edge solution, he explained. "Let's say it's automated forklifts within a warehouse. So there's communication to that that's going on. But there's also ways to leverage location information."

He also highlighted network analysts' talk of RFID tags that take energy pulses and send signals back. "There [are] energy harvesting opportunities to potentially do more with those kinds of devices, again, relative to tracking, relative to control of the device that maybe you're trying to leverage for some kind of an edge solution," Hewitt said.

"Do I have a lot of examples at this point? No, I don't," he said. This type of innovation requires people with both deep wireless expertise and an inventive drive. "They want to innovate. They like to innovate. They like to think differently," Hewitt said.

Gartner also predicts the competition for high-demand skills will grow even more heated in 2023. "I feel like I could actually just scream," Hewitt said of this problem's tenacity. He suggested the answer lies in taking a step back and a hard look at the organization.

In the race to gather the best talent, leaders need to clearly define the brand of the I&O organization. "What do people like about working here? And what is it that they get out of it?"

Hewitt recalled a previous conversation with a large tech company that claims it never needs to recruit for open positions. "They communicate what you get when you work there, and it's not just a paycheck in their case. People know it's a good place to work for the people who fit that profile, that brand," he explained.

There are a number of elements that impact quality talent retention. "They feel like they're making positive contributions. They're recognized for those contributions. They collaborate [and] work together."

But efforts at gathering and retaining skilled talent shouldn't be confused for marketing campaign instructions. "It's got to be serious, and it's got to be very transparent and as honest as it can be to say, what's good about working here? What kind of people would want to be here, stay here, contribute, and be a part of it?"

Gartner also recommends I&O leaders work with HR departments to create a career lattice rather than a ladder. This allows employees to move laterally while still experiencing an advancement in the organization.

Today, "a lot of skills are in demand, but there's also a shift where there are a lot of new skills that are needed and required in I&O. That compounds that competition for skills," Hewitt said.