Recently, I have been involved in a large project aiming at how a very rich and diverse market space could be described more clearly for the benefit of the users of the products and services developed in that space. The project implied an assessment of the technology and solution providers. The objective of the assessment was not to compare providers, but, to create an informative snapshot on what was offered and what was not offered. Those snapshots should have then helped users of those products and services to understand them better and drive them to an in depth evaluation. The collection of snapshots meant to be a public resource. That was to emphasise the knowledge creation objective of the research. Does it sound good? Does it sound useful? I believe the real objective of an analyst is to make sense of market spaces that can appear confusing. The analyst does not give you the final answer. He or she should help you reaching that answer enabling knowledge creation and context analysis. I do not believe in the analyst’s mission of identifying who is the best. I do not like the concept of “being best”, the idea of being a leader, the unique brain on this planet and surrounded galaxies! But, my belief does not count because the main objections to the work derived from the consideration that I was not telling companies that they were the best. The “fixation for being a leader” above all killed the will of fair discussion and moved the beauty of a respectful debate towards the domain of threats. At this stage, there are two options. The first option is giving up my life as an IoT analyst because I do not really understand business managers and chief officers of various forms. Therefore, Saverio, please, go and write poetry. You will be better at that, definitely! However, there is the other option, which is debating “the fixation of being a leader” in the IoT vision. Is that really the approach to go about in the IoT space in order to gather market shares? If the IoT is context-centric, multidisciplinary in nature, cross-application and cross-vertical, could there be a unique leader? Is there a sharing ecosystem creation process in which companies with different skills cooperate? If the partnership paradigm drives the development of the IoT, how could that paradigm coexisting with an unmovable leadership paradigm? My answers to those questions is to move from the “fixation of the being leader” frame of mind towards the “consideration that we are doing something very well and some other things less.” Ambition is a key driver , but business realism should always comes first! But, maybe, I am profoundly terrible at understanding business dynamics. Tomorrow, I will resign for doing something else. My destiny is poetry! In 10 years time, I will ask my analyst colleagues and friends to tell me if there was a leader in the IoT. I am sure they will struggle with the answer.