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201306 CIO NET Mobility Survey
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201306 CIO NET Mobility Survey Document Transcript

  • 1. What’s next.CIONET MobilitySurvey 2013Key takeaways to advance in mobile
  • 2. 2Table of Contents_Introduction ................................................................................. 3Quick wins all around................................................................. 4Drivers for mobile initiatives ..................................................... 5What comes next ........................................................................ 7Map out a long term roadmapby defining a mobile strategy............................................... 7Leverage mobility as a true driver for transformationand innovation ....................................................................... 9Get a view on how well you are doing by measuringthe results................................................................................. 10Align the organisation to the mobile strategyto increase the return on investment................................. 11Make sure that the right applications and data areused in the processes by integrating mobilityefforts with the company..................................................... 13Position the user in the centreto increase the adoption rate............................................... 14Make sure that your data is not out on the streetsby ensuring security............................................................... 15Conclusion ................................................................................... 16Appendix....................................................................................... 17
  • 3. Rapid technology developments inwireless connectivity and mobiledevices marked the beginning of themobility revolution. Next came theapps renaissance, when intuitive,engaging pieces of software, tailoredfor smart phones and tablets, beganto change our day-to-day lives. Thisrevolution has now reached busi-nesses . Companies are engaging invarious mobile initiatives to increasethe efficiency of their workforce andto boost their sales, materialising manyof the quick wins that can be obtainedthrough mobility. However, to max-imise the benefits that mobility offers,organisations need to start implement-ing a more corporate-wide approachto mobility. This imposes new chal-lenges on today’s CIOs. Mobile is morethan apps and automation of pro-cesses. It requires companies to buildup new capabilities to develop andmanage these mobile applications anddevices, using mobility as a real driverfor innovation.This paper discusses the key findingsfrom the CIONET Mobility Survey 2012.The purpose of the survey is to assessthe maturity of a company’s mobil-ity efforts, as well as to gain insightinto the focus of these efforts. Thesurvey is based on the Mobile StrategyFramework that is summarised inAppendix 1. A total of 142 respondentsparticipated in the survey, representingcompanies from 13 different countries,various industries and corporate pro-files. For more details on the survey andthe respondent demographics we referto Appendix 1. The responses to thesurvey provided clear insights on thestate of mobility in today’s companiesand the general trends across industriesand countries.Key takeaways fororganisations that wantto advance in mobileare to develop a mobilestrategy and to rethinktheir operating andbusiness model toleverage full mobilepotential.3Introduction
  • 4. 44+14+39+31+12+AThere is no doubt that mobility is andwill be transforming businesses atalmost every level and yield exponentialreturns as they converge. Unlike othertechnology trends mobility has thepotential to impact businesses immedi-ately. As the survey results in Figure 1 in-dicate, more than 80% of organisationsconsider mobility to be at least withinthe top 10 of their strategic priorities.Around 30% of organisations havemobility in their top 5 list of prioritiesand 12% of organisations say mobilityis a top 1 or top 2 priority. In addition,70% of the organisations already have alist with mobile initiatives that they arecurrently undertaking. Because mobiletechnology is so familiar, practical andaccessible, organisations see mobileprojects popping up in different cornersof their business. Focused in scope,simple in execution, and well under-stood by the business, these mobileapps and devices can provide quickwins.Mobility has thepotential to impactbusiness immediately.It’s accessible,understandable, and itsimpacts are easily visible.Quick wins all aroundHow important is mobilityto your organisation?More than 80% oforganisations considermobility to be at leastwithin the top 10 of theirstrategic objectives.80%39,1% Medium(within the top 10)4,26%Not a priority13,48%Low (not in top 10)31,21% High(within the top 5)12,06% Very high(top 1 or 2)Figure 1
  • 5. 5Drivers formobile initiativesMobility has the potential to affectcompanies’ efficiency in a variety ofareas, from diversifying the workforceto entirely reshaping business models,and interacting with customers in new,innovative ways2. A distinction can bemade between internal-oriented andexternal-oriented mobility. Internal-oriented mobility can be seen asbeneficial for the business and theemployees or driven by the own ITdepartment, while external-orientedmobility is focused on customers, sup-pliers and competitors. An overview ofthe possible drivers for mobile initiativesis presented in Figure 2. Companiesindicate that the business is the maindriver for mobility initiatives, followed bythe IT department and the employees.External pressures such as the custom-ers, the competition and the suppliersare less important drivers for mobility.When the business or the customer isthe driver for the mobile initiative, fullsupport from senior executives is pro-vided in more than 60% and more than45% of the organizations respectively.On the contrary, support from seniorexecutives is much less common whenthe IT department or the employees arethe driver for the mobile initiatives anddrops completely in case of suppliersbeing the main driver (Figure 3).2Tech Trends 2013, Elements of Postdigital, Deloitte,http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Consulting/Technology/TechTrends13/us_cons_techtrends13.pdfThe customersThe businessThe IT departmentThe employeesThe competitionThe suppliers47,48%25,18%17,27%8,63%0%0%Figure 2 Figure 318+50+132=50+56+84=82+60+58=56+90+54=200=200=There is full supportfrom senior executivesThere is limited supportfrom senior executivesThe support is providedat BU levelDrivers formobile initiativesSenior Executive supportper mobile driverThe businessThe IT departmentThe employeesThe customersThe suppliersThe competition
  • 6. 6 Not surprisingly, companies indicatethat the most important reason whythey engage in mobile initiatives is toincrease the efficiency and effectivenessof their employees, followed by thepotential to reduce the cost of doingbusiness. Though not a main driver, thethird most important benefit compa-nies aim to achieve through mobilityis the possibility to enhance customerrelationships. In line with the previ-ous findings, the potential to increasethe efficiency of supplier relationships,improving employee satisfaction andimproving the sharing of knowledge andideas are seen as less important benefits(Figure 4).Looking at the type of mobile applica-tions companies have already in placetoday, office productivity (email, calen-dar, contacts) is by far on top of the list.Closest followers are collaboration toolsand social media. An explanation for thistrend can be found in the fact that the‘fit for purpose’ of mobile solutions ismore clear within these areas, while ap-plying mobility in domains such as HR,CRM and sourcing requires more effortand involves a bigger change in the waythe organisation operates. When look-ing at the future, organisations plan toimplement mobile solutions for enter-prise performance management andsales force automation.Figure 4Importance of mobile benefitsA large number ofcompanies plan toimplement mobilesolutions for enterpriseperformancemanagement andsales force automationwithin the next 12months.Gains in efficiency andeffectiveness are themost important reasonsfor a business to engagein mobile initiatives.Increase employee effectiveness and efficiency 79%Reduce cost of doing business; Increase efficiency 74%Improve customer relations (customer loyalty, brand loyalty) 72%Offer new products or services 66%Redesign business processes 65%Increase the capabilities to leverage all information in the organisation 64%Increase sales (attract new customers, upselling) 63%Maintain employee satisfaction 61%Improve sharing of knowledge and ideas 58%Increase the efficiency of supplier relationships (eg. provide more accurate stock level) 48%
  • 7. 7It is true that mobility can yield manyopportunities to realise quick wins.Nevertheless, to really benefit from thebig opportunities and value that mobil-ity holds, companies need to take amore carefully planned approach tomobility. It requires a shift from an adhoc approach towards a more strategicand mature corporate-wide approach.However, survey results indicate thatmany organisations are not yet preparedfor this stage. The following sectionsidentify what we think are the next stepsto take for companies who want tostay ahead of the mobility curve, whichreflect areas in which today’s organisa-tions often fall short.The action points are (listed in order ofimportance):1. Map out a long term roadmap bydefining a mobile strategy,2. Leverage mobility as a true driver fortransformation and innovation,3. Get a view on how well you are do-ing by measuring the results,4. Align the organisation to the mobilestrategy to increase the return oninvestment5. Make sure that the right applicationsand data are used in the processesby integrating mobility efforts withthe company6. Position the user in the centre toincrease the adoption rate7. Make sure that your data is not outon the streets by ensuring security.What comes nextMap out a long term roadmapby defining a mobile strategyMobility can lead to big opportuni-ties for a business, if planned carefully.At a Technology Innovation Event3atDeloitte premises, attendants wereasked if they agreed with the state-ment “My company does not have amobile strategy”. Even more than half ofthe participants agreed with the state-ment as depicted in Figure 5. Eight toten months later, no clear change inimportance of mobility has been recog-nized. Almost half of the organisationsthat participated in this survey have anad hoc approach to mobility. Aboutone quarter of the organisations havea well-defined mobile strategy and theremaining quarter is defining a mobilestrategy at BU level.“My company does nothave a mobile strategy”56%3Deloitte Technology Innovation Event, 27 March2012, Event Lounge, Brussels1
  • 8. 8Taking a closer look at Figure 6, wecan see that there is a lot of variancein strategy definition per industry:on the one hand industries such asConstruction, Life Science & HealthCare and Manufacturing sectors con-firm the overall findings while on theother hand, the Energy & Resources,Technology, Media & Communicationand Public sector have a strongertendency towards the definition of amobile strategy.Looking forward, we can say thatcompanies that want to be successfulin the mobile age need to elaborate astrategic view on mobility, mixed withan enterprise-wide approach. Mobilitycannot be disconnected from othertechnology trends that mark the postdigital enterprise4, in particular cloudcomputing, social media, advancedanalytics and cyber intelligence. Takentogether, these trends enable a deeprealignment between the business strat-egy and technology roadmap, reflectinggrowing expectations for both businessand technology performance in thepost digital era.Energy & ResourcesTechnology, Media & CommunicationPublic SectorFinancial ServicesCustomer Business & TransportationManufacturingLife Science & Health CareConstructionFigure 6108+108+184=112+112+176=142+192+72=168+224+16=232+80+108=268+68+64=284+116=348+52=We have an ad hoc approachto mobilityWe are defining a mobilestrategy at BU levelWe have a well definedmobile strategy as part of thecorporate strategyMobile strategy per industry4Tech Trends 2013, Elements of Postdigital, Deloitte,http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Consulting/Technology/TechTrends13/us_cons_techtrends13.pdf
  • 9. 9Leverage mobility as a true driver fortransformation and innovationPlacing a “mobile veneer” over existingofferings and business processes can bea smart way to get value from mobilityin a short amount of time. However, inorder to really profit from mobility, it isnot enough to create quick wins, butto consider mobility itself as a constantdriver of innovation. Companies need torethink the underlying tasks and pro-cesses targeted. As our society keepsevolving into the information age, theamount of data collected and reportedis growing exponentially. Mobility is apractical answer to this need, but it alsooffers an opportunity to change thebusiness language, to potentially deliverinformation in a refreshing, innovativeand forward looking way.Mobility has the potential to change thetraditional value chain, putting pres-sure on existing retail and distributionchannels. A reference can be made tothe film, music and publishing industry.Companies that want to be prepared forthe post digital age should use mobil-ity not only to rethink their operationalmodel but also to reinvent and enrichtheir business model. Together withother technology trends such as socialmedia and cloud computing, mobilitycan fundamentally reshape the way wethink and do business. Since the start ofthe internet revolution, the disruptivechanges in technology have reshapedorganisations, forcing organisations tobuild on their digital business model.However, putting a digital layer overthe existing business model is notenough. Companies need to explore theways in which these new digital chan-nels, including mobile solutions, canimpact their value proposition. Whenfully leveraged, companies should seemobility as a compliment of traditionalchannels and eventually a replacement.Only those companies that smartly andproactively engage in these technologi-cal disruptions and that recognise thepower of digital networks and knowl-edge flows will be able to succeed inthe digital era. Figure 7 shows that overhalf of the organisations admit thatthey have a cautious approach towardsmobility and a quarter of the organisa-tions only uses proven technology. Onlya small portion dares to set the exam-ple and engage early in mobile trends.Furthermore, only one fifth of all organi-sations use mobile applications to buildnew and innovative business logic ratherthan developing mobile interfaces ontop of existing business logic.2
  • 10. 10Get a view on how well you are doingby measuring the results“You can’t manage what you don’tmeasure” is an old management adagethat is still true today. Many organisa-tions do not yet measure what is goingon with their mobile initiatives. Over65% of the participants have no KPIs de-fined and less than one third has somebasic KPIs to track internal and externaladoption (Figure 9). Additionally, 30% ofthe organisations do not measure thesuccess of mobile initiatives accordingto their business case and only half ofthe organisations do this only for majorinitiatives. It is obvious that many or-ganisations still have a long road aheadin the journey to develop knowledgethrough measurement.There is a big difference in develop-ment approach of mobile applicationsper industry, as shown in Figure 8.Industries such as Construction andManufacturing mostly buy existingapplications. The Public Sector, LifeScience & Health Care and Energy &Resources sectors are building theirown applications while the FinancialServices, Consumer Business &Transportation and Technology, Media& Communications sectors art touch-ing the mobile possibility to leveragefrom its benefits. Furthermore, the R&Dinvestment in mobility that is done byorganisations is not yet very high. Onethird of the organisations perform re-search on mobility while the other twothirds do not invest in R&D specificallyfor mobility.Technology, Media& CommunicationCustomer Business& TransportationFinancial ServicesEnergy & ResourcesLife Science &Health CarePublic SectorManufacturingConstructionFigure 8Figure 981+200+112=112+192+96=120+180+100=144+180+72=172+172+56=184+184+32=200+200=300+32+68=Yes, we are develop-ing new (innovativebusiness logic lev-eraging the benefitsof mobile specificfeatures.Yes, we are develop-ing mobile interfaceson top of existingbusiness logic.No, we only buy ex-isting applications.Do organisations develop mobile applications?KPIs defined to monitorthe organisations mobile effortsNo KPIs are defined.Basic KPIs are defined totrack internal and externaladoption.KPIs are defined to track thecosts and benefits from mo-bile initiatives.65+27+8+A65,41%7,52%27,07%3
  • 11. 11Figure 10Are Mobile application processesavailable in your organisation?No, the processes to design,develop, test and maintainmobile apps and devices aread hoc.The processes are in place,some are even standardised.The processes are standard-ised to formal/well defined.66+24+10+A65,91%9,85%24,24%Whatever you do,don’t panic. Just startchipping away atsome easy mobilitywins, while keepingan eye on the largersculpture you’retrying to create.Align the organisation to the mobile strategyto increase the return on investmentWith the rise the new mobility trend, companies feel an urge to develop processesthat manage their applications, devices, operating systems and contracts.1. Mobile applications65% of the participants admit that theydo not have a formal process to de-sign, develop, test and maintain mobileapplications (Figure 10). Indeed, thiscan be a big shift for many IT organiza-tions, and it typically requires new skillsand capabilities that were not availablewithin the traditional IT department.There are two paths to consider: on theone hand companies need the abilityto address immediate needs through fitfor purpose, short lived mobile applica-tions (e.g. apps in support of companyevents or for marketing purposes), whileon the other hand they need to figureout how to use the benefits of mobileapps to increase the efficiency of long-term processes (e.g. employee timeregistration).Whatever you do, don’t panic. Juststart chipping away at identified mobil-ity wins, while keeping an eye on thelarger sculpture you’re trying to create.You don’t need to have every detail ofthe overall vision mapped out. In fact,because mobility is changing so rapidly,that’s probably an exercise in futilityanyway. As your organization gears-up and embarks on this journey a wellthought and agile strategy will guideyou through the identification and reali-zation of the major opportunities.As a consequence of this need forflexibility and scalability, traditional ap-proaches to application developmenthave become obsolete. Organisationsthat want to implement mobile solu-tions need to shift towards an agile de-velopment method. This developmentmethod is characterised by short incre-mental development cycles, focused oninteraction and on the individual users.Prototypes and working software aredeveloped continuously throughout theproject in order to capture early andcontinuous feedback. This minimizesthe overall risk and allows the devel-opment team to incorporate changesquickly while putting maximum focuson usability and end user acceptance.4
  • 12. 12Figure 11BYOD support in organisationsEmployees cannot accessthe network from their owndevices.BYOD is applied, employeesare free to bring their ownhardware but use corporatehardware for daily work.Employees receive a budgetinstead of corporate hard-ware and are free to purchasetheir own hardware.39+60+1+A38,64%0,76%60,61%“Bring you owndevice” is a newtrend that effectsmobile devicemanagement andsecurity.2. Mobile device managementOrganisations are doing better concern-ing the mobile device management.More than 60% of the participants statedthat they have some form of mobiledevice management and half of thecompanies have a well-documenteden generically executed mobile devicemanagement. In particular “Bring YourOwn Device” is a trend in mobile devicemanagement that is announced bymany sources in the last years. To get anunderstanding of the maturity of BYOD,organisations where asked if employ-ees can access the network from theirown devices, the results can be foundin Figure 11. Surprisingly, 40% of theorganisations do not let employees ac-cess their network form their personaldevices. This is particularly true in theFinancial sector, because of securityreasons. On top of that, over 60% of theorganisations stated that the employeesare on their own concerning supportfor their own devices. On the otherside of the spectrum, the hardware,software and networking sector are theonly ones that provide their employeeswith a budget to buy and use their owndevices.40+6040% of the organisationsdo not let employeesaccess their network formtheir personal devices.40%
  • 13. 133. Operating SystemsAnother challenge is the fragmentationin terms of Operating Systems, whichforces companies to develop mobileapplications on multiple platforms(Figure 12). It may not be surprising thatApple’s iOS is the most supported OSwith almost 65% of the organisationswho claim to support this OS. Google’sAndroid is on a small distance with55% of the organisations supporting it.A bit further away are BlackBerry andWindows 8. It is very surprising to seethat Windows 8 is already supported inover 20% of the organisations, consid-ering its recent release date (October2012). Over all countries and sectors,Apple’s iOS is most supported, exceptfor Spain and the public sector withmore support for Google’s Android.4. Contract and vendormanagementThe upswing of mobile devices andapps requires organisations to recon-sider their policies in terms of contractand vendor management. Even amongcompanies that have already invested inmobility in the past, their contracts withservice providers will typically apply toa fraction of their workforce. Once yougive access to mobility to a wider por-tion of users, it is a good idea to re-ex-amine older contracts, and potentiallyrealize substantial cost savings.OS SupportMake sure that the rightapplications and data are usedin the processes by integratingmobility efforts with thecompanyWhile it may not be the first thing manypeople think of when implementing amobile strategy, effectively managingand integrating the company data thatis transferred between mobile devicesshould be a top priority for both net-work administrators and informationmanagers. On the other hand, mobilesolutions can deliver rich new layersof data, a definite advantage for deci-sion makers. It makes questions such asthe one version of the truth and timelyaccess to up to date information morerelevant than ever before. Additionally,finding the right balance between infor-mation access and information overloadcan be extremely challenging, due tothe wireless and screen size limitations.The current situation is that one third ofthe participants claim that there is nointegration between mobile apps andback-end systems (Figure 13). Only 22%of the participants state that real-timeinformation is captured and accessibleat the moment of the transaction. Thislow number of real-time informationaccess will be positively impacted bytwo things, the rising connectivity pos-sibilities to open wireless networks and3G networks and better management ofsecurity challenges.Figure 13Figure 12Are mobile apps integrat-ed with corporate dataand back-end systems?NoPartiallyYes, data is captured/acces-sible at the moment of thetransaction.33+44+23+A33,08%22,56%44,36%4,29%Other24,29%Windows 837,14%BlackBerry54,29%Android64,29%iOS (Apple)5
  • 14. 14Position the user in the centreto increase the adoption rateTo get the customer, supplier, employeeand manager into the mobility storyof the organisation, it is important toplace the user in the centre of attention.Consider aiming for simple, intuitive,and efficient designs with an appeal-ing user interface. Some of the mosteffective apps put usability in the centreof attention. That is what makes themso powerful. Failure to deliver on thispromise will inevitably lead to usersfinding alternative mobile applications.More than half of the organisations statethat usability is at least as important asother aspects of mobility and over 35%of the organisations even think that us-ability is more important. However, 45%of the organisations decide not to givetraining on how to use mobile applica-tions and devices in an effective way.Another 45% only trains specific groupsof users (Figure 15). The main goal ofthese trainings is to serve as knowledgesharing event. Employees can sharetheir experiences about how using theirmobile devices and applications in aneffective way.Concerning feedback on mobile appli-cations, one quarter of the participantsnever capture feedback and 55% do it“sometimes”. As mentioned before, “tomeasure is to know”. Feedback from us-ers is a very important part of this.Figure 15Figure 14User trainingMyaremobile44,27%No user training.47,33%Specific groupsof users.8,40%Users across all functionsand levels and even out-side the boundaries ofthe organisation receivetraining or guidance.With the move tomobile, business usersexpect the IT group todeliver capabilities thatare on par with thosethey can get with a tapof the screen on theirown mobile devices.Business EmployeesSuppliersSocialClientscompany6
  • 15. 15Make sure that your data is not out on the streetsby ensuring securityPutting mobile applications and de-vices in the hands of a large numberof people who are spread throughoutyour organization can introduce cer-tain security challenges. As the numberof mobile devices in the organisationincreases, also related cyber treats pros-per. Questions that might arise are: Howdo you manage data security at the de-vice level and what happens when thosedevices are used to share informationwith other devices that aren’t owned bythe enterprise? Will users jailbreak theirdevices for private reasons? What kindof security breaches can result fromuncontrolled OS updates? Which usersget which apps? What about apps thataren’t provided by the organisation? Area username and password enough?Multiple sources predict that in 2013,password re-use by employees formultiple accounts and human habits informing passwords will pose a seriousthreat on security . And that is just thebeginning. Because mobile devicescan be so deeply entwined with othercentral enterprise resources (like forexample offline databases), companiesshould have a plan in place to man-age the whole chain of connections.It requires companies to rethink theirsecurity policies and explore new waysof cyber security.5For this reason security remains animportant challenge for mobility. Almost85% of the participating organisationsindicate that they have some formof mobile security. When the level ofsecurity is plotted against the size of theorganisations in number of Full TimeEquivalents (FTEs) in Figure 16, we cansee that the level of security and theavailability of security policies evolveswith the size of the organization.Figure 16Do organisations have a security policy related to mobility?No security policy or only someguidelines related to mobile devicesand apps.Yes, we have a well documentedmobile security policy an mecha-nisms in place to ensure that usersadhere to these policies at all times.5Tech Trends 2013, Elements of Postdigital, Deloitte,http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Consulting/Technology/TechTrends13/us_cons_techtrends13.pdf< 100 101 - 5005.001 - 10.000501 - 1.00010.001 - 50.0001.000 - 5.000> 50.000Size oforganisation(# of FTEs)7
  • 16. 16ConclusionCompanies need to take an approachto mobility that allows them to realisequick wins, while keeping an eye on thelarger picture. In other words: think big,start small, scale fast! Eventually, quickwins will run out, leaving the businessand IT to deal with bigger questions andchallenges. A smart approach to mobil-ity recognises the importance of makinga smooth transition from quick wins toan enterprise level implementation. Thechallenges discussed above illustratehow strategic vision and operationalconsiderations must go hand-in-handto smoothen the transition. It is alsoclear that most organisations are still inthe early stages of this journey, and thata lot of additional effort and profession-alization are required for organisationsto succeed.That is where mobility presents someof the most exciting opportunities forcompanies that are prepared to makethe transition from doing the samethings in new ways to doing thingsin a fundamentally different way. Atpresent, the majority of mobile initia-tives are internal-oriented, focusing onthe business and the employees. Thisbrings obvious advantages in terms ofincreased employee effectiveness andefficiency and reduced cost of doingbusiness. However, various opportuni-ties for innovation related to externalforces such as customers and suppliersare still out there, waiting to be capital-ised by those companies that want totake their efforts in mobility to the nextlevel. And more than anything: remem-ber that while you can innovate withmobility, mobility itself is in a constantstate of innovation. New solutions willkeep changing the game, so make sureyou have a vision, even if it’s a littleunclear, have a plan, be flexible and getcracking, because you can’t afford to bethe last one to this party.Companies need to take an approachto mobility that allows them to realisequick wins, while keeping an eye on thelarger picture. In other words: think big,start small, scale fast! Eventually, quickwins will run out, leaving the businessand IT to deal with bigger questions andchallenges. A smart approach to mobil-ity recognises the importance of makinga smooth transition from quick wins toan enterprise level implementation. Thechallenges discussed above illustratehow strategic vision and operationalconsiderations must go hand-in-handto smoothen the transition. It is alsoclear that most organisations are still inthe early stages of this journey, and thata lot of additional effort and profession-alization are required for organisationsto succeed.That is where mobility presents someof the most exciting opportunities forcompanies that are prepared to makethe transition from doing the samethings in new ways to doing thingsin a fundamentally different way. Atpresent, the majority of mobile initia-tives are internal-oriented, focusing onthe business and the employees. Thisbrings obvious advantages in terms ofincreased employee effectiveness andefficiency and reduced cost of doingbusiness. However, various opportuni-ties for innovation related to externalforces such as customers and suppliersare still out there, waiting to be capital-ised by those companies that want totake their efforts in mobility to the nextlevel. And more than anything: remem-ber that while you can innovate withmobility, mobility itself is in a constantstate of innovation. New solutions willkeep changing the game, so make sureyou have a vision, even if it’s a littleunclear, have a plan, be flexible and getcracking, because you can’t afford to bethe last one to this party.A smart approach tomobility recognisesthe importance ofmaking a smoothtransition from quickwins to a companylevel implementation.Think big,start small,scale fast!
  • 17. Mobile Strategy Framework17The Mobile Strategy FrameworkThe CIONET Mobility Survey 2012is based on the Mobile StrategyFramework as summarised in Figure 17below. The Mobile Strategy Frameworkdistinguishes between 3 mobile matu-rity stages: novices, experimenters andmodels. Each of the stages demandsa different level of effort and capabili-ties. However, as the required effort andcapabilities increase also the busi-ness value that the company can gainthrough its mobile initiatives increases.The differences between the3 maturity stages are described along4 dimensions:-- Strategy: does the company have amobile strategy, and if yes, at whatlevel in the organisation (silo-basedvs. organisation-wide)?-- Implementation: the degree towhich the organisation has the rightstructures and governance in placeto ensure the implementation of themobile strategy (executive supportfor mobile initiatives, mobile col-laboration, dedicated teams andprocesses for mobility, etc.). Alsothe impact of mobile solutions onthe business processes is assessedas part of this dimension.-- Measurement: assesses a com-pany’s maturity regarding to itsability to track KPIs related to mobileinitiatives and the use of mobilesolutions within the organisation(i.e. capturing user feedback, defineand tracking the business case formobile initiatives).-- Technology: mobile maturity interms of technology and exper-tise, including in-house develop-ment capabilities and the level oftechnological sophistication andinnovation.Appendix: Approachand MethodologyStrategyImplementationMeasurementTechnologyOrganisationTechnologyOrganisation-- No mobile strategy-- Focus on the device. Givepeople the tools to bemobile-- Buy existing applications-- Low internal mobileexpertise-- Silo-based mobile strategy-- Focus on the application-- User interfaces are devel-oped on top of existingbusiness logic-- Corporate data is integrat-ed in mobile applications-- Data is captured at point/moment of transaction-- High internal mobileexpertise-- Mobile strategy as part ofcorporate strategy-- Appropriate governancestructures are in place tofoster organisational widecollaboration-- High level of control,value of the mobile initia-tives is tracked-- Development of newbusiness logic-- Mobility is used to funda-mentally change businessprocessesNOVICESPurchase mobiledevices & appsEXPERIMENTERSMobilise existingapplicationsMODELSMobility-centricinnovationFigure 17
  • 18. 18The SurveyThe survey questions are based onthe Mobile Strategy framework, eachquestion relating to at least one of the4 dimension of the framework (strat-egy, implementation, measurementand technology). The questions wereformulated with the aim to gain insightinto the company’s maturity for each ofthese four dimensions. An additional setof questions was added to capture thefocus of the company’s mobility effortsbeing on clients, employees, suppliers,the business, social media or a combi-nation of these domains.The survey was sent to potentialparticipants in the form of an onlinequestionnaire. The survey’s objectivewas to identify general trends acrossindustries and countries. As such, thetarget was to gather as many answersas possible to ensure broad coverage,but not to constitute a representativesample across all dimensions. The mainbody of the questionnaire comprised 25closed (multiple-choice) questions. Themultiple-choice questions were formu-lated in such a way as to leave the leastamount of freedom for interpretation bythe respondents.The participantsAfter excluding incomplete, duplicate orinconsistent responses, the final sampleincluded 142 valid responses. The sam-ple comprises companies from 13 dif-ferent countries, in particular Europeancountries, as shown in the table below.The main part of the responses (77%)was captured through the CIO of theparticipating company.Responses from a wide variety ofindustries were collected. The chartbelow (Figure 18) shows the distributionof industries participating in the survey.Most responses were captured from theFinancial Services sector, representingalmost 18% of the sample group.Organisations from all sizes are repre-sented in the survey, reflecting a goodsample of small, medium-sized andlarge organisations. The size of the or-ganisations is expressed both by the sizeof the annual revenues (Figure 19) andthe number of FTEs (Figure 20).Number of respondents per industry26+50+64+50+32+24+14+14+8132532251612774Energy & ResourcesFinancial ServicesCustomer Business & TransportationPublic SectorTechnology, Media & CommunicationConstructionLife Science & Health CareManufacturingOtherFigure 18< € 5 Million€ 5 Million - € 50 Million€ 50 Million - € 500 Million€ 500 Million - € 5 Billion€ 5 Billion - € 50 Billion> € 50 BillionFigure 19Annual revenues of the respondents6+13+40+30+7+4+A5,80%13,77%39,86%3,62%7,25%29,71%
  • 19. 19The size of the IT department of themajority of the participating companiesranges from less than 20 FTEs up to500 FTEs, with almost an equal distribu-tion within this range. This is illustratedby the graph in Figure 21. Only 12% ofthe companies indicated to have an ITdepartment comprising more than 500FTEs. More than 1 out of 2 participatingcompanies spends less than 3% of theirannual revenues on IT.It was also found that 80% of the par-ticipating companies spend less than10% of their IT budget on mobility, whileeven the majority of companies (morethan 60%) dedicates less than 5% oftheir IT budget to mobility (see Figure22).< 100101 - 500501 - 1.0001.001 - 5.0005.001 - 10.00010.001 - 50.000> 50.000Figure 20Number of FTEs of the respondents6+22+15+29+10+11+7+A6,43%22,14%15%6,43%11,43%10%28,57%< 2021 - 5051 - 100101 - 500501 - 1.0001.001 - 5.000> 5.000Figure 21Number of FTEs within the IT departmentof the respondents25+25+19+19+6+4+2+A25%24,29%2,14%4,29%5,71%5%19,29%19,29%Not in thebudget< 5%5% - 10%10% - 15%> 15%Don’t knowFigure 22Percentage of the IT budget dedicated to mobilityby respondents5+61+19+8+5+2+A5%61,43%2,14%7,68%18,57%
  • 20. About CIONETWe are CIONET, the biggest commu-nity of IT executives in Europe. Bringingtogether over 3500 CIOs, CTO’s and IT directors from wideranging sectors, cultures, academic backgrounds and genera-tions, CIONET’s membership represents an impressive bodyof expertise in IT management. CIONET’s mission is to feedand develop that expertise by providing top-level IT executiveswith the resources they need to realise their full potential.CIONET develops, manages and moderates an integrated arrayof tools and services from the online CIONET platform – theworld’s first social network for CIOs – to a range of offlinenetworking events, conferences, workshops and executiveeducation programmes all tailored to top-level manage-ment. CIONET also provides exclusive access to the latestresearch through regular online and offline publications anda number of value adding partnerships with key players fromthe academic and corporate worlds.Faced with the rapidly changing role of today’s IT execu-tive, CIONET not only helps its members keep up with thepace of change but empowers them to take an active rolein shaping the future of their field, always challenging themwith “What’s next.”What’s next.This survey was organised and conducted by Deloitte Belgium, in close collaborationwith CIONET and the CIONET Special Interest Group “Enterprise Mobility”, consist-ing of the following collaborators: Peter Strickx (Fedict), Jean-Claude Blaimont(McCain Foods), Wim Claeys (ING), Peter De Bruyne (ING), Hendrik Deckers (CIONET),Gerdy De Clercq (Belgacom), Frank De Saer (FPS Economy), Werner de Wever (BosalInternational Management), Tim Groenwals (bpost), Catherine Hellebaut (3M), NickMarly (RIZIV-INAMI), Pierre Masai (Toyota Motor Europe), Kalman Tiboldi (TVH),Erwin Van den Brande (CIONET), Stijn Van den Enden (ACA IT Solutions) & JohanVandewalle (ACV)CIONET and Deloitte would like to thank all the European CIONET memberswho kindly accepted to participate in this survey and share their insights with thecommunity.This report was prepared by Deloitte Belgium: Patrick Callewaert, Christian Combes,Aleksej Choukhman, Bart van der Heijden, Britt Joosten & Thomas De Jaeger.Design: echtgoed.be