• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
The impact of mobile on the IT organization
 

The impact of mobile on the IT organization

on

  • 901 views

Presented at IBM Impact Conference 2014 in Las Vegas

Presented at IBM Impact Conference 2014 in Las Vegas

Statistics

Views

Total Views
901
Views on SlideShare
544
Embed Views
357

Actions

Likes
1
Downloads
21
Comments
0

6 Embeds 357

http://www.chrispepin.com 321
http://planetlotus.org 22
http://www.google.com 6
http://feedly.com 5
http://plus.url.google.com 2
http://ranksit.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    The impact of mobile on the IT organization The impact of mobile on the IT organization Presentation Transcript

    • © 2014 IBM Corporation ID4319: The impact of mobile on the IT organization @ChrisPepin IBM MobileFirst Services Executive
    • Please Note Future Plans. IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion. Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion. Confidential Material. Unless specifically advised otherwise, you should assume that all information presented in the Inner Circle program and contained in these sessions is IBM Confidential and restrict access to this information in accordance with the WebSphere Inner Circle Participation Agreement signed by your organization. Performance. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. Actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. Warranty. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. Customer Examples. All customer examples are presented as illustrations of how those customers used IBM products and the results they may have achieved. Actual costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.
    • 2 Information technology maturity Host/Mainframe Client/Server Web Mobile/Social Data Processing Chief Information Officer Decentralized IT Innovation Technology, Process, People Cloud
    • “Nexus of Forces” is changing the IT landscape Social: a faster, richer, ubiquitous conversation Information: big data evolves toward wisdom Cloud: the expectation of ubiquitous access Mobile: becoming the primary computing platform Source: Gartner
    • Source: Institute for Business Value, Digital Reinvention Study C-suite executives expect profound challenges from digital disruption over the next five years
    • IBM Global CIO and CMO studies insight http://bit.ly/PByIP5 http://bit.ly/1aDUgyS
    • Over the past few years, CIOs have begun to shift from the middle ground toward each end of the mandate spectrum 6 Source: The Customer-activated Enterprise–IBV Global C-suite Study 2013 CIOs are shifting toward basic IT providers and pioneers of innovation Expand Refine business processes and enhance collaboration Transform Change the industry value chain through improved relationships Leverage Streamline operations and increase organizational effectiveness Pioneer Radically innovate products, markets, business models
    • CIOs’ views have evolved substantially over time, with technology factors soaring from sixth place to near the top of the list 7 Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years? CIO 2009 CIO 2011 CIO 2013 Underperformers CIO 2013 Outperformers CEO 2013 Technology factors Market factors Macro-economic factors People skills Regulatory concerns Socio-economic factors Globalization Environmental issues Geopolitical factors
    • CIOs recognize more progress is necessary for the IT function to be universally viewed as a critical player in support of the enterprise 8 Effectiveness of the IT function Source: Question E11–How does the enterprise perceive the effectiveness of IT? Provider of basic technology services Facilitator of organizational process efficiency 69% 50% 46% 39% Critical enabler of business vision Provider of industry-specific solutions
    • Mobility, business analytics, and cloud top the list of CIOs’ visionary plans to get closer to customers and become more competitive 9 Visionary plans Source: Question CIO3–Which visionary plans do you have to increase competitiveness over the next 3–5 years? Business analytics and optimization Cloud computing Internal collaboration and social networking Mobility solutions 2013 2009 Business process management 84% 68% 84% 83% 64% 32% 64% 55% 64% 64%
    • Mobile technologies play a big part in CIOs’ plans to increase internal and external collaboration, productivity and competitiveness Source: Question CIO3–Which visionary plans do you have to increase competiveness over the next 3 to 5 years? 81% Underperformers 91% Outperformers 12% more Visionary plans: mobility solutions
    • CIOs in enterprises that have already developed and implemented an effective mobile strategy are significantly ahead of their competitors 11 Source: Question B1–To what extent do you agree with the following statements about your enterprise’s capabilities? 32% Underperformers 52% Outperformers 63% more Our mobile strategy enables us to conduct business regardless of location or device
    • Where the CIO has a close relationship to the CEO, or where the CMO ties closely to the CIO, organizations are more likely to excel 12 Source: Question B6–Which of your two C-suite peers do you work most closely with in support of the enterprise? 41%more Close CIO to CEO relationship Close CMO to CIO relationship 61% Underperformers 86% Outperformers 34% Underperformers 53% Outperformers 56%more
    • IT mobile challenges… … and opportunities
    •  Developing apps that integrate with information across the enterprise  Infrastructure complexity from multiple device platforms  Mobile requirements for employees/workers  Comprehensive mobile strategy and availability of skilled resources  New process and business designs required for transformation opportunities  Rapid and disruptive innovation shortening time to value requirements IT challenges with becoming a mobile business  Protection of privacy and confidential information  Policies for client-owned smartphones and tablets  Visibility, security and management of mobile platform requirements Business & IT Changes Privacy & Security Integration
    • Mobile challenges extend far beyond technology Strategy PolicyEducation Technology
    • Characteristics of mobile leaders Research was conducted by IBV and Oxford Economics in 1Q13 • Leaders build apps that unlock core business knowledge for mobile uses: • They excel 2:1 at integrating existing systems with mobile and are more effective with app security than non-leaders (82% vs 51% of others). • Leaders secure and manage the mobile enterprise to optimize performance: • They are more than twice as likely to adopt BYOD programs, and excel at data security (90% leaders vs 55% others), and at ensuring network capacity (80% leaders vs 48% others). • Leaders use insights to engage their customers wherever they are: • They are twice as effective at taking action based on mobile data. • Leaders are using mobile to fundamentally transform the way they do business: • They are twice as likely to realize ROI from mobile initiatives. http://ibm.co/ibvmobile
    • Mobile strategy is aligned with the overall business strategy Organization has clear funding mechanism for mobile initiatives There is executive- level oversight for mobile initiatives Organization has a well-defined, enterprise-wise mobile strategy There is an established governance structure for mobile initiatives 50 49 47 45 44 Source: Institute for Business Value, Mobile Enterprise Study (Percent indicating agree or strongly agree) Mobile leaders agree on key imperatives
    • Key mobile technologies in addition to the device and the network Segment Capabilities Platform Mobile application platform: an integrated tools, application runtime, and operational management for cross platform, multi-channel delivery Test automation: Capture, replay, and test execution for mobile. Service simulation and load testing enable back-end verification “In the wild” testing: Quality services to integrate feedback & app failure information at each stage of the application lifecycle Mobile campaigns: Rich personalized content & targeted user segmentation Analytics Customer experience analytics: Capture everything about a user’s activity from device to network and gain insight by replaying the experience Security App certification: Scan apps for vulnerabilities and risks of data leakage Contextual access: Contextual policies for mobile user access Secure B2C Transactions: Enable secure commerce & protect against fraud Management Device management: Centrally manage BYOD & corporate mobile devices alongside traditional PC & server endpoints within a single infrastructure
    • Cloud and mobile applications 19
    • Partnering to accelerate the value of mobile End-to-End Capabilities: From Strategy to Managed Services Mobile Solutions (Industry & Cross Industry) EA Mobile (SAP, ORCL) Application Innovation & Design Integration / API Mobile Testing Mobile Advisory Services Applications & Platforms Mobile Managed Services Mobile Business Strategy IT Strategy & Architecture Traditional and Outcomes-Based Consumption Models Managed Cloud SolutionsTraditional Advisory and Consulting Apps and Middleware Infrastructure Delivery On Premise or Cloud Operations & Supply Chain
    • Characteristics of a Mobile Center of Excellence • Best practices • Standards, tools, templatesStandardize • Experts in the field of Mobile • Advice and oversight • Mobile champions for the strategy, vision, and policy Lead • Mobile Governance • Management of mobile projectsManage
    • 22 Driving innovation through the Digital Front Office and the Globally Integrated Enterprise Reimagining everything about the way people connect, transact and engage with companies, institutions and governments—and how they create mutual value Digital Front Office Transforming the organization for efficiency, effectiveness and to enable new growth Globally Integrated Enterprise
    • We Value Your Feedback Don’t forget to submit your Impact session and speaker feedback! Your feedback is very important to us – we use it to continually improve the conference. Use the Conference Mobile App or the online Agenda Builder to quickly submit your survey • Navigate to “Surveys” to see a view of surveys for sessions you’ve attended 23
    • Thank You
    • Legal Disclaimer • © IBM Corporation 2014. All Rights Reserved. • The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. • References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. • If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete: Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. • If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete: All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. • Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in your presentation. All product names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included in your presentation. IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both. • If you reference Adobe® in the text, please mark the first use and include the following; otherwise delete: Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries. • If you reference Java™ in the text, please mark the first use and include the following; otherwise delete: Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both. • If you reference Microsoft® and/or Windows® in the text, please mark the first use and include the following, as applicable; otherwise delete: Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. • If you reference Intel® and/or any of the following Intel products in the text, please mark the first use and include those that you use as follows; otherwise delete: Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. • If you reference UNIX® in the text, please mark the first use and include the following; otherwise delete: UNIX is a registered trademark of The Open Group in the United States and other countries. • If you reference Linux® in your presentation, please mark the first use and include the following; otherwise delete: Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others. • If the text/graphics include screenshots, no actual IBM employee names may be used (even your own), if your screenshots include fictitious company names (e.g., Renovations, Zeta Bank, Acme) please update and insert the following; otherwise delete: All references to [insert fictitious company name] refer to a fictitious company and are used for illustration purposes only.