WH IT E PA P E RMobile in the Enterprise:                                                                                 ...
Market2   MOBIL E IN THE E NT E RPRIS E : T H E G A P B E T WE E N E X P E CTAT I O N S AN D E X P E RT I S E             ...
Market    3     MOBIL E IN THE E NT E RPRIS E : T H E G A P B E T WE E N E X P E CTAT I O N S AN D E X P E RT I S E       ...
Market 4    MOBIL E IN THE E NT E RPRIS E : T H E G A P B E T WE E N E X P E CTAT I O N S AN D E X P E RT I S E           ...
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Mobile in the enterprise the gap between expectations and expertise

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Mobile in the enterprise the gap between expectations and expertise

  1. 1. WH IT E PA P E RMobile in the Enterprise: Market PulseThe Gap BetweenExpectations and ExpertiseMO B I L E T E CHN OLOGY I S ON THE BR INK OF TR ANSFOR M INGB U S I N E S S, B UT MOST ORGAN I ZAT IONS NEED HEL P.As in the consumer space, mobile is a major trend in business. resources as well as expectations, processes as well asAnd its significance in the business environment will increase potential. Yet it is also an approach that, up to this point,substantially over the next several years. Mobile is a forceful and has been seriously underimplemented.compelling change in business computing. It’s a radical shift interms of end user devices, modes of communication, opportuni- » Both Sides Nowties and in how people access enterprise information. Mobile is not unlike other transformative technologies—such It’s important that technology executives understand the as portals, business intelligence or CRM—that have enteredtrends, requirements and imperatives related to enterprise organizations over the past several years, according to Vishymobility and how organizations can use this for tangible busi- Gopalakrishnan, VP, Mobility Solutions, at SAP. “Most organiza-ness benefit. That’s why SAP and CIO magazine conducted tions have a pretty good idea of how to handle new technologies.a survey of business technology executives to gauge current The wrinkle with mobile is that it changes very fast and isdevelopments, opinions and expectations related to enterprise pervasive,” Gopalakrishnan says.mobility. Another difference is that mobile is both a top-down and a The results are both insightful and surprising: bottom-up phenomenon. What’s driving the mobile imperative» TRANSFORMATIONAL. Most executives agreed that mobile is the ubiquity of mobile devices, a function of the widespread can transform the ways their organizations do business. “consumerization of IT” phenomenon, an increasingly tech-» PRODUCTIVE. A significant number pointed to productivity savvy workforce, and the demand for real-time information from gains already made, and most have high expectations related to executive management. mobile for productivity, efficiency and customer engagement. Also, mobile has more than just buy-in from the top in most» ENGAGING. Mobile is expected to intersect with other organizations—it also has push. Senior executives on both the high-profile trends such as cloud computing and social business and technology sides are the primary champions of networking in an interdependent, virtuous, self-reinforcing mobile investments, technology executives said. That’s because circle of innovation. Given mobile’s recognized importance, it’s surprising, then, $ Champions of Mobile Investmentsthat very few organizations today have an enterprise-wide mobilestrategy. And although most technology executives acknowl- Senior IT 66%edged the need for mobile architectures and a common platformfor developing, deploying and managing mobile apps, fully half Executive business 65%admitted that they lack internal mobile application development leadership (CXO level)expertise and a significant number are looking for help with Line of business managementmobile device management and mobile application support. 54% or business unit heads This points out the need to approach enterprise mobility Line of business or 29%strategy and implementation in a comprehensive, cohe- business unit staffsive, detailed way. It’s an approach that takes into account IT staff 26% Customers/clients 19% BASE: 140 RESPONDENTS WHO ARE INVOLVED IN THE PURCHASE PROCESS FOR MOBILE TECHNOLOGY AND SERVICES
  2. 2. Market2 MOBIL E IN THE E NT E RPRIS E : T H E G A P B E T WE E N E X P E CTAT I O N S AN D E X P E RT I S E Pulsesavvy execs realize the sea change mobile technology represents,especially for business and customer interaction opportunities. The push for mobile is coming not only from inside organi- Does Your Company Have azations but also from the surrounding ecosystem of partners Comprehensive Mobile Strategy?and customers. These points speak to mobile’s positive effecton existing business processes. And that positive effect willincrease as mobile technology disperses across the enterprise We have 6% We have aand throughout the global consumer landscape. no plans to No 18% well-defined develop a Yes strategy that is mobile strategy documented,» Leap of Faith understood,Indeed, mobile is perceived as a business game changer. “The and executedsimple truth is that mobility is key to our success,” says William 42% against the entire But we are Not yet 34% organizationMorse, CTO of the University of Puget Sound. Of course, Morse developing Somewhatis dealing with an extremely tech-savvy—and mobile—constitu- a strategyency. “I just think people need to realize that this is the way your Strategies havecustomers or your consumers are going to work,” he says. been developed at the department or According to survey respondents, (more than two-thirds of business unit level,whom are at the CIO, CTO or director level), most tech execu- but there is not onetives agree. Almost three-quarters of the respondents (71 company-wide strategypercent) reported seeing mobile as transformational or strategic BASE: 140 RESPONDENTS WHO ARE INVOLVED IN THE PURCHASE PROCESSto their business. This is a significant vote of confidence. FOR MOBILE TECHNOLOGY AND SERVICES Still, a quarter of the executives consider mobile technologysimply a tactical tool. Mostly that’s because they’re eitherunclear on the business case for it or haven’t seen enough mobile phenomenon is developing.payback. That’s not surprising. ROI can be difficult to measure “We advise people not to sit back, wait a year, formulatein connection with such a radical and transformative computing a very detailed strategy and then start executing,” says Miljashift as mobile technology. Gillespie, director of mobility thought leadership and strategy at Lack of IT resources to support mobile initiatives is another SAP. “There is a base checklist of questions and approaches yousignificant factor that limits mobility’s potential. Resources— should work through to form a straw man of a strategy and thenspecifically a lack of IT skills to support these new platforms— just get started and learn from each execution. It’s importantwill emerge as a significant factor in why mobile technology to find the balance between quick wins and really significant,hasn’t made a wider impact, sooner, on most organizations. strategic, ROI-generating applications,” she says. It ties in with the lack of enterprise-oriented thinking In fact, the VP at a large (85,000-employee) insuranceabout mobility at most organizations due to the sudden and company says he’s trying to instill that bottom-up thinking inoverwhelming pervasiveness of the mobile opportunity. relation to mobile technology and fight against a tendency“Organizations have not had a chance to catch their collective toward top-down mobile strategy-making and implementa-breath and deal with this,” says SAP’s Gopalakrishnan. tion, which so far has not yielded the benefits the firm has been looking for. “We need to make a much more aggressive» Strategizing Strategy push, bottom-up, in terms of how we’re really going to look atDespite executives’ belief in the transformative power of mobile, our whole operational improvement and then get back to theorganizations with enterprise-wide mobile strategies are a customer and customer satisfaction. Mobility will play a key rolesignificant minority (18 percent). However, almost all organiza- in those satisfaction levels,” he says.tions agree that mobility needs planning and care. The questionis: How (and how well) will it be implemented? » Adventures in Architecture In this regard, it’s interesting to note that the majority of the As for what constitutes a mobile strategy—currently or in the nearsurveyed technology executives considered having a common future—the most common checkpoints are related to securityplatform for development, deployment and management of policies/requirements, followed by mobile device policy and devicemobile applications either somewhat important (21 percent), management. These have become table stakes in the enterprisevery important (55 percent) or critical (16 percent). And a signifi- mobility game, mainly because they have been the most imme-cant percentage (42 percent) said they are in the process of diate enterprise pain points related to mobile device proliferation,developing an enterprise mobile strategy. especially with the trend towards Bring Your Own Device (BYOD). More than a third (34 percent) said mobility strategies are Interestingly, “mobile architecture” scores fourth on thedeveloping ad hoc, at the business unit level, within their organi- mobile strategy wish list, with more than half of the technologyzations. That’s not necessarily bad. This “organic” approach may executives (55 percent) acknowledging its importance (orbe the most practical, and most effective, given how fast the potential importance). Yet, fewer than half (45 percent) cited
  3. 3. Market 3 MOBIL E IN THE E NT E RPRIS E : T H E G A P B E T WE E N E X P E CTAT I O N S AN D E X P E RT I S E Pulse 3 MOBILE WAYS THAT BUSINESSES “processes for mobile application development” as having a STRUGGLE WITH place on their mobile strategy lists, dropping the actual means of accomplishing a mobile architecture down to eighth in priority. It’s enlightening to note that executives from organizations that consider mobility transformational or strategic scored mobile application development processes much higher on their mobile strategy list than other organizations. Nonetheless, the1 general disconnect that appears to exist between architecture REALITY GAP and process is not unique in the mobile business environment. 71 % » Mind the Gap For example, half of the respondents reported that their organi- zations lack expertise in the area of mobile application develop- ment, followed closely by expertise in mobile device manage- OF SENIOR ment (cited by 41 percent) and mobile application support (40 IT LEADERS SEE MOBILE AS percent). It seems reasonable to assume that the general lack of TRANSFORMATIONAL YET an enterprise view of mobile technology might relate to a lack of OR STRATEGIC 18 resources to support it. But relate how? ONLY % Given that resource constraint, it’s surprising that almost two-thirds (62 percent) reported that mobile application develop- ment efforts over the next 12 months will involve at least some HAVE A in-house work, from light customization to total internal develop- COMPREHENSIVE STRATEGY ment. There seems to be a disconnect between strategy and resources when it comes to mobile. But why? “Organizations have not thought through how to structure themselves to really handle mobility,” says SAP’s Gopalakrishnan.2 “They haven’t really sat back and said, ‘OK, if I have to develop SKEPTICS ABOUND five, six, 16 of these apps, what does that mean?’” He uses the analogy of long-distance running: the difference in commitment, training and execution between the casual runner and the multi- 56% ARE UNCLEAR ON THE marathoner and how it relates to the one-off mobile application BUSINESS CASE ? development approach versus the long-term, future-oriented, well-invested mobile strategy. “It’s the regimen, it’s the structure, 49% DON’T SEE SUCCESS FROM it’s the discipline, it’s the exercising, it’s the dieting—and it’s the THEIR MOBILE INVESTMENTS shoes,” he says. The desire to use internal resources may relate to the fact that the mobile applications deployed or planned for deployment 39% LACK THE TIME OR RESOURCES in the next 12 months are, in large part, industry-specific. Or it may be a simple case that most organizations are writing wishful mobile checks they can’t cash (yet). “They haven’t3 defined their enterprise strategy, so they haven’t figured out EXPERTS NEEDED what their app development strategy is or don’t know what their resource needs really are,” says SAP’s Gillespie. HELP 50 WANTED % » Value Proposition The two most important factors when it comes to mobilizing 62% applications are value to the business and usability, according OF ENTERPRISES LACK to the technology executives. That jibes with mobile’s dual top- MOBILE DEVELOPERS OF APPS ARE down/bottom-up orientation. EITHER CUSTOM-BUILT OR Security risk is a relatively low concern. That may be because NEED HEAVY TWEAKING most organizations (60 percent) now consider security to be part of the application development process (and uppermost on the Who Did We Ask? mobile strategy list) rather than as a “bolt-on” afterthought. IDG Research polled 140 members of CIO’s invite-only LinkedIn Forum in February 2012, of which 99% held titles ranging from Cost of development is the lowest concern for developing VP to CIO to IT Manager. mobile applications. This is surprising, given the general lack of
  4. 4. Market 4 MOBIL E IN THE E NT E RPRIS E : T H E G A P B E T WE E N E X P E CTAT I O N S AN D E X P E RT I S E Pulse productivity improvements, and more than a quarter (28 percent)+ have increased the efficiency of business processes by using Mobile apps already deployed mobile technology. Once again, it’s the consumerization of IT that’s been driving Industry specific (unique to your industry process) 58% the mobile-for-all trend, and these mobility wins are a function of time and familiarity. Companies have been achieving productivity Line of business (Finance, gains with mobile solutions for well over a decade. For example, 52% HR, CRM, field service) workers now check their mobile devices for e-mail anytime, Productivity (approvals, anywhere, and not just when in the office. The small productivity 51% time & expense) gains of replying to an e-mail in the grocery store or approving a Analytics (dashboards/KPIs) 46% workflow from the doctor’s office add up over time. However, the real and significant business benefits of enter-Business to Consumer (loyalty prise mobility are still in the anticipation phase. And anticipation 40% management, social media) runs red-hot when it comes to mobile technology and strategy. Expected improvements include not only better productivity and BASE: 140 RESPONDENTS WHO ARE INVOLVED IN THE PURCHASE PROCESS FOR MOBILE TECHNOLOGY AND SERVICES efficiency, but also better customer support, increased competi- tive advantage and more-informed decision-making. That’s a laundry list of business innovation and process improvement. So it’s reasonable to infer from the expectations technology experience and expertise organizations have with mobile tech- executives place on enterprise mobility—and the priority and nology at the enterprise level, and indicates the high expecta- investment they said they’re willing to make—that the antici- tions most organizations have for the eventual payback (ROI) pated business improvements related to mobile technology are from enterprise mobility. not long-range. For most tech execs, these improvements and Mobile is not a unique (stand-alone) phenomenon—it is advantages seem to appear to be within their short-term grasp. synergistic with other emerging and important technological trends such as cloud computing and social networking. Once » The Expertise Imperative again, this is a function of the “consumerization of IT” trend: That’s where an expert can help. A provider with experience and Think teenagers, smartphones and Facebook. expertise in mobile technology, management and service can bring But it helps explain why cloud computing, presence and to bear the necessary resources to enable an enterprise-wide social media are the application areas that will generate the mobility strategy and help technology executives achieve their most mobility-related business value over the next 12 months, planned goals for mobile technology in a timely and effective manner. tech execs believe. Even video squeaks in as a valuable mobile For instance, SAP offers a wide range of mobile applica- application for more than a quarter of these business technology tions, underlying infrastructure and services. Using SAP mobile executives. solutions, businesses can increase productivity, speed decision- In other words, for experienced mobile users and savvy tech- making and accelerate business processes by giving employees, nology managers, it’s a short jump from a consumer applica- partners and customers secure access to vital data and applica- tion that accesses Netflix on the iPad to a business-to-business tions on their preferred mobile devices. tablet experience that starts at LinkedIn. “These people are Mobile is already a business reality. Business transforma- already using these technologies as part of their mobile experi- tion enabled by mobile technology can be achieved—and will ence, and they are going to want to apply those in their enter- be, sooner rather than later, by the bold and ambitious. Getting prise implementations as well,” says SAP’s Gillespie. from here to there is a matter of successful implementation of strategy and resources. n » Anticipating Achievements Organizations report significant mobility wins. More than a third Learn more at sap.com/mobile and the CIO Forum Group on (34 percent) of the survey respondents said they have achieved LinkedIn.com. Copyright© 2012 SAP

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