Enterprise mobility trends 2013


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The era of the Mobile Enterprise is here to stay. Mobile penetration is unprecedented: subscribers are growing four times faster than the world’s population. To remain successful, CIOs must continuously investigate, prioritize, fund, adopt, and integrate multiple new technologies to support vital organizational objectives.

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Enterprise mobility trends 2013

  1. 1. ENTERPRISE MOBILITY TRENDS 2013 AN AGENDA FOR THE CIO 2012 was a year that saw corporate workforces creating the Bring Your Own Device (BYOD) phenomenon, attracted by feature-rich mobile and tablet screens. Today, a year later, every seventh person in the world owns a smartphone. Progressive company managements know that surfing the mobile Web is unstoppable at work as it is elsewhere. Japan and Australia are the new leaders in mobile revenue and China, India, Brazil and the UK now own close to half of the world’s smartphones (although the US continues to retain high revenue and penetration). Forecasts indicate that, by 2016, India will have grown at 57.5% to lead growth in the enterprise mobility market, followed by Brazil (44%) and China (26.2%). The era of the Mobile Enterprise is here to stay. Mobile penetration is unprecedented: subscribers are growing four times faster than the world’s population. To remain successful, CIOs must continuously investigate, prior- itize, fund, adopt, and integrate multiple new technolo- gies to support vital organizational objectives. Research
  2. 2. 01 Enterprise Mobility Trends 2013 Real-time enterprise mobility and management-by-data are the essence of Gartner’s 10 top strategic technology trends for 2013. As much as 89% of all organizational IT departments worldwide support BYOD. Financial Services, Hospitality, Media & Entertainment and Infrastructure players are the early adopters. They’ve achieved over 40% deployment in enter- prise mobility. Manufacturing, Retail and Healthcare follow hard on their heels. Mobile advertising, commerce, wellness, gaming and Cloud are multi-billion dollar opportunities. Mobility enhances employee communication, boosts out-of-office productivity, allows on-mobile sensing and increases the number of customer channels. Employees, vendors and partners gain Mobility Adoption and Benefits access to calendars, messages, timesheets and dashboards; CRM, BI, SCM and ERP tracking; expense submissions and approvals. Near Field Communication (NFC) sensors allow shoppers’ smartphones to read QR and bar codes; transact through tap-to-pay; exercise over-the-air control of processes and systems in healthcare, reporting changes in patient health to physicians for action. Buyers can connect with sellers via a number of additional touch points and conduct location- based searches and mCommerce transactions, picking up promotional deals and discounts. And an astounding range of rich media content can be delivered in real-time to customers’ fingertips. 80% Use phone 65% Use iPad 71% 3.5 1 Of Fortune 500 2 Of IT leaders see mobile as transformational 3 Average # of devices per employee Yet only 18% Companies have a well -defined mobile strategy 1. GigaOm - Mobile in the Enterprise - May 2011 2. iPass - The iPass Global Mobile Workforce Report - May 2012 3. Custom Solutions Group - 3 Ways that Business Struggle with Mobile - May 2012
  3. 3. 02 Enterprise Mobility Trends 2013 McKinsey identifies four steps to developing and implement- ing a holistic mobility strategy: defining the organization’s mobile policy, building its support infrastructure, identifying key user segments and their needs, and integrating the mobil- ity subsystem with the organization’s IT function. Defining mobile policy Enterprise mobility is not just about technology, but a decision to change the way one does business. Developing policy to guide the organization’s IT strategy and set employee expecta- tions goes a long way in laying a firm foundation. Employee preferences must be balanced with enterprise security, telecom expense management and personal use of corporate mobile assets. Building support infrastructure Managing the life cycle, content and services related to mobile devices, from configuration or entry to the time they leave the enterprise network is the scope of enterprise mobility management. Solutions work best when the IT organization is viewed as being extended to cover mobile. WHY IS A ENTERPRISE MOBILITY STRATEGY NECESSARY Identifying key users and their needs At the heart of developing a winning mobility strategy is user experience. Users expect a feature-rich, seamless interaction on demand and in real time that is device-agnostic. Under- stand the critical user segments and the ways in which mobil- ity can help them create more value. Integrating mobility with enterprise IT Integration needs reassessing the IT architecture and applica- tions and introducing some new short-term priorities to include mobile. The IT and business leaders should then focus investments on the areas of greatest impact and draw up a better targeted roadmap. Developing a Strategy For Enterprise Mobility Key Steps the CIO’s Enterprise Mobility Strategy Must Include: • Build fundamental R&D capabilities • Understand device choice options • Understand payback realities • Build and deploy governance frameworks • Create growth oriented and future ready business process models
  4. 4. 03 Enterprise Mobility Trends 2013 Challenges and Solutions for CIOs Managing enterprise mobility has three major challenges – security, cost and governance. $ A majority of employees own smart- phones and tablets, use them for both personal and business purposes and have at least one other portable computing device. The information stored in such devices becomes more vulnerable to breaches because the devices – and their data – could be lost or stolen. Security Getting corporate security staff involved early in strategy develop- ment, embedding security in the enterprise architecture, and develop- ing clear policy that balances user demand with security requirements are some ways to assure higher data confidentiality. For many CIOs, cost is a critical challenge. While device, connectiv- ity and infrastructure costs fall within a known range, application costs vary widely, depending on the number and type of applica- tions and the way they are enabled for mobile. Productivity drain – time wasted on games, social media and leisure apps – is an indirect cost. Cost An approach that uses an ROI or a value creation yardstick is prag- matic. Provide services on a need- to-use basis. For custom applica- tion development and deploy- ment, use cheaper options such as mobile browser platforms. Geo- fencing technology would work for non-productive apps or device features in restricted areas. Mobility makes for an awkward fit in a traditional organizational silo such as IT because it concerns application development, business processes, infrastructure and operations. Governance A company’s IT and business leaders would thus need to work cross- functionally, review application portfolios and allow for flexibility in a dynamic tech-business landscape. The starting point would be sound enterprise governance, mirrored by IT governance and driven by buy-in from the company’s board. Solution Solution Solution
  5. 5. Enterprise Mobility Drivers Change Management Tactical Operational Strategic Competitive Positioning Customer Satisfaction Value chain strengths-Partner, Vendor Employee Convenience & Productivity-Concerns Productivity Responsiveness Collaboration Decision Making Flexibility User convenience INTERNAL: Power user, Field User, General User EXTERNAL: Enhanced User, Standard User Create vs Consume; Push vs Pull Web 2.0 capabilities New functions: GPS, Camera, MEMS Pressures Actions Cababilities Enablers Business Drivers Business Impact areas Usage Scope Device, Functional, Technical Process Hygiene drivers Deployment & Governance Smartphone-Tablet-Laptop fitment Cloud + Mobility leverage Security - New dimiensions Infrastructure-Non-linear demands Solution Accelerators Tools & Technologies Governance-new dimensions Morphing work-style and life-style - impacts Change adoptions-bi-directional, force-multipliers
  6. 6. 05 Enterprise Mobility Trends 2013 01 Consulting & Professional Services • Business consulting • Process definition & optimization • Requirements assessment 04Application & Messaging Management • Application and content monitoring • Enterprise App Store • Cloud/first-use provisioning 02 Security Management • Network security (VPN/LAN/WAN) • Access security (Authorization, authentication, encryption) • Device security(Location, backup, remote wipe/lock) • Reporting 05Service Management • Help desk and escalations • Device, OS, Software and configuration updates • SLA validation 06Maintenance • Mobile asset tracking • Fleet/workforce management • Warranty, repair, insurance 07Service Delivery • Integration with enterprise systems and applications • Integration with additional managed services offerings • SLA definition and management 03 Device Management (All Types) • Over-the-air mobile device management • Software and configuration • M2M An EMM solution framework Enterprise mobility management (EMM) is a method of managing the increasing number of mobile devices, networks and related services in a structured business mobile computing scenario. Frost & Sullivan propose a seven-module EMM framework
  7. 7. 06 Enterprise Mobility Trends 2013 Consulting and professional services. To deliver the higher productivity at reduced costs that justify its existence, an EMM framework should start at aligning with the corporate policies and structure of the enterprise. Security management and device management. These modules provide for tight control over data access and use; a platform that has the needed safeguards and reporting functionality for audits; network security; device and software management and security; access security; and reporting tools. Application and messaging management. Robust EMM solutions are capable of managing multiple OSs and applications and monitoring and providing updates on content that is not only being downloaded but also on what has been downloaded internally or externally from the app store. Service management. Service management comes with help desk and escalation support features and includes multiple device management and updates for OS, software and configuration. Maintenance management. Some EMM solutions offer fleet management tools for cost containment regarding other assets of the enterprise. Aspects such as asset warranty, repair and maintenance, which are often overlooked, are provided for by such EMM frameworks. Service delivery. Tablets and smartphones introduce additional risk with their user-downloadable apps, a risk that is further sharpened when the mobile asset belongs to an employee for whom it has personal and professional uses. In a corporate environment that integrates its enterprise systems and applications, a well-designed EMM framework restricts app downloads within the environment as a first level of defense. Businesses the world over are aggressively adopting enterprise mobility. Smartphone and tablet penetration – and mobile Web browsing – have risen phenomenally over the past 24 months and more. Senior management is building mobility into its enterprise systems to allow employees to collaborate at work and raise productivity. Marketers are using mobile technologies to increase the number of customer channels. Smart sensors on mobile handsets are being used for over- the-air mCommerce transactions. The CIO’s shopping list in 2013 will expand to include anything that promises to increase employee productivity and business growth. Technologies like mobile, cloud computing and virtualization will become change drivers. While mobile technology is relatively simple, the security, cost and governance concerns it raises are still a challenge. Piggy- backing on enterprise IT to develop effective mobility strate- gies, working closely with the organization’s leaders and adopting a comprehensive enterprise mobility management framework will make the mobile enterprise successful. In most organizations, CIOs are intensely focused on enterprise mobility and new IT strategies. They are struggling with the need to reduce costs and improve security while also driving the innovation mobility can provide. Dedication and a balanced approach would be the main attributes of the CIO, because rewards are sure to come. What’s definitely clear is that the CIO has an opportunity to lead with enterprise mobil- ity, or let it go as the next missed opportunity.
  8. 8. While mobile technology is relatively simple, the security, cost and governance concerns it raises are still a challenge. Piggybacking on enterprise IT to develop effective mobility strategies, working closely with the organization’s leaders and adopt- ing a comprehensive enterprise mobility manage- ment framework will make the mobile enterprise successful.