For several years now, the influential analyst firm Gartner has been issuing an annual list of suggestions for CIOs' new year resolutions. Of course, the problem with such lists is that they tend not to vary too much from year to year: technology might move very quickly but strategic planning still tends towards the glacial.

However, the shocking conclusion to 2008 has sent many firms scampering to revise their plans, striking red lines through budget items and generally settling for a holding pattern rather than pursuing rapid growth.

The good news -- if it can be so described -- is that organisations will have to think different in 2009, and that lateral decision-making process is reflected in Gartner's latest list. CIO talked to John Mahoney, Gartner vice president, to discuss the year ahead and his firm's Top 10 predictions, grouped under three themes. "The purpose of the list is to get people to sit up and take notice," he says by way of introduction.

Theme One: Reinforce enduring strengths and assets

1. Start building an alumni network Gartner suggests that in order to maintain holders of legacy and other skills firms should establish networks of ex-staff. This might comprise a web page or use social networking tools and could include reward schemes for useful suggestions.

Mahoney agrees that some might find this fanciful, however.

"One journalist I spoke to said, 'Are you seriously telling me that when you fire somebody your last question is would you like to join our alumni network?'" he laughs. "But if you can say, 'Look, it's tough out there but let's stay in touch it might be good for both parties because you might end up re-hiring that person or using them part-time or as a stringer."

2. Stop being the exception that enforces the rules.

For Gartner, this means leading by example, for example, in terms of body language, manner of dress or behaviour. For example, the CIO or other executive who parades the latest smartphone might not be most popular with staff asked to press on with an older model.

"It's not that the upgrade to the latest smartphone or laptop is going to make any difference at all to the total budget but it's about setting an example," Mahoney argues. "There are people who make an announcement about the need for conspicuous frugality and then go off to their next meeting in a heated, chauffeur-driven limousine rather than taking the tram. One CIO we met uses a six-year-old cellphone and there's a message there that says it's sufficient for the purpose. Even new technology for the company might be older technologies you haven't yet adopted."