SlideShare a Scribd company logo

The Individual Enterprise

How Mobility is redefining businesses.

1 of 20
Download to read offline
IBM Institute for Business ValueIBM Institute for Business Value
The Individual Enterprise
How mobility redefines business IBM Institute for Business Value
The right partner for a changing world
At IBM, we collaborate with our clients, bringing
together business insight, advanced research and
technology to give them a distinct advantage in
today’s rapidly changing environment.
IBM Institute for Business Value
The IBM Institute for Business Value, part of IBM
Global Business Services, develops fact-based
strategic insights for senior business executives
around critical public and private sector issues.
Executive Report
Strategy and Analytics
Executive summary
Just as the Internet did before, mobile networks—and the devices that exploit them—are
radically changing the way we interact with the world. Everything, from how we transact
with merchants, to how we educate our students, to how we entertain ourselves, is moving to
mobile platforms with stunning speed. And just as with the Internet before, many businesses
are profoundly underestimating the full and lasting impact of this still nascent revolution.
We see the evidence of the mobile transformation all around us. Approximately ten times more
smartphones and tablets are sold every day than babies are born.5
The average person
checks their smartphone 150 times a day, or nearly once every six minutes.6
And the market
for wearable devices is projected to grow at least fivefold over the next four years.7
These mobile devices not only play an important role in our collective consumption of
information, they also generate a growing proportion of new information. There are more than
2.5 quintillion bytes of data created each day, including countless uploads of video, images,
geo-positioning information and daily updates to social media that increasingly originate from
mobile devices, growing mobile data traffic some 80 percent per year.8
Many businesses are
already using sophisticated data analytics to distill insights and context from this increasing
volume of digital information. Those insights are informing our understanding of the world
around us, and change how people, businesses and governments interact.
There will be
over 200 billion
connected devices1
By 2020
There will be over
12 billion machine-
to-machine devices2
Machine-generated
data will be 42% of
all data3
There will be 4x more digital
data than all the grains of
sand on earth4
Figure 1
The mobile transformation is all around us
1
But while businesses have been quick to adopt analytics as a competitive differentiator, and
are eager to embrace mobile, they have struggled with its full implications. Many of those who
have developed strategies for mobile haven’t yet moved beyond the first wave—using mobile
as a new channel through which they can transact with customers, or as an enterprise
communications tool, for example. Others don’t formally support mobile devices at all.
We believe the time has come for organizations of all sizes, in all industries, to look beyond
consumer applications and consider the full transformational potential of mobile inside the
enterprise. By combining the power of analytics with the ubiquity of mobile, organizations have
the opportunity to serve up rich data on location, within the proper context, based on user
preferences and behaviors. These “mobility” solutions will increasingly serve as a cognitive
extension, empowering employees and organizations to quickly acquire new skills, work more
and better together and improve decisions. Information platforms, tailored to each employee’s
specific needs, can dynamically reconfigure workflows to get the right information (and only the
right information) to the right people, at the right time, in the right place.
We call this the Individual Enterprise. It is enabled by mobile devices that are powered by
analytics, made manifest by a new breed of empowered employees. And we believe
organizations that architect their business and information systems with this model in mind
will unleash the full potential of their employees, evolve their business models, or even create
totally new ones, and thus realize the full transformational benefits of mobility. And all this
leads to ever more engaged and even excited end customers that get precisely what they
need, when and where they need it, at lower cost.
2	 The Individual Enterprise
The double revolution
That mobile has affected every aspect of our lives, personal and professional, is not in dispute.
Already there have been many innovative applications of the technology: GPS devices that
monitor driving habits and offer safe-driver insurance discounts; mobile payment systems in
Africa; location-based taxi-hailing apps in cities. These are just a few of the capabilities made
possible by the unique attributes of mobile devices: portable, connected, personal and
intelligent. Indeed, the customer experience will never be the same.
The business world is well aware of this shift. In the most recent IBM C-suite Study, 84 percent
of CIOs rated mobile solutions as a critical investment to get closer to customers,9
while
94 percent of CMOs ranked mobile apps as crucial to their digital marketing plans.10
Yet most
of the mobile applications they’re considering are customer facing, and that’s only half of
the equation.
For years, big data and analytics have been changing the way people work together, surfacing
previously unseen insights, enabling employees to make better decisions, and improving
everything from customer insight to operational efficiency. During this time, companies have
moved from maintaining “systems of record” (which store and organize highly structured
information in large and complex, mostly centralized computer systems) to “systems of
engagement” (which allow a wider set of users to retrieve and contribute to both structured
and unstructured data) to “systems of insight” (which make rapid, intelligent and predictive
sense of all of this disparate data).
Figure 2
Examples of mobility impacting how organizations conduct business
Mobility
Customer
Management
Marketing
and Sales
Research 
Development
Supply
Chain
Talent
Management
Finance
Management
Context-driven
interactions
Location-based
marketing
Mobile
tracking
Borderless
workforce
Instant
expensing
Augmented
reality
3
The potential for mobile to change the way we work is apparent. But its full value is only
unlocked with analytics. Together, they will completely redefine the way we work.
Mobile technology’s precise location and contextual information is the ideal filtering
mechanism for insights mined from sophisticated data analytics. By delivering these insights
to employees at the point of engagement—whether that engagement is with customers,
business partners or colleagues—the barriers between employees and the information
they need are removed.
Figure 3
The double revolution of mobile and analytics sparks the Individual Enterprise
Mobile
Tablets, phones,
and wearables
Individual
Enterprise
• Integrated ecosystems
• Insight at the point
of engagement
• Contextual actions in
the moment
Situational
Enterprise
• Networked organizations
• Dynamic processes
• Responsive individuals
Insightful
Enterprise
• Intelligent organizations
• Automated processes
• Empowered individuals
Functional
Enterprise
• Efficient organizations
• Streamlined processes
• Focused individuals
Analytics
Desktops and
laptops
Mainframes
and minis
Systems of
record
Systems of
engagement
Systems of
insight
4	 The Individual Enterprise

Recommended

Strategic IT Transformation Programme Delivers Next-Generation Agile IT Infra...
Strategic IT Transformation Programme Delivers Next-Generation Agile IT Infra...Strategic IT Transformation Programme Delivers Next-Generation Agile IT Infra...
Strategic IT Transformation Programme Delivers Next-Generation Agile IT Infra...Cognizant
 
Recoding the Customer Experience
Recoding the Customer ExperienceRecoding the Customer Experience
Recoding the Customer ExperienceCognizant
 
Analytical Storytelling: From Insight to Action
Analytical Storytelling: From Insight to ActionAnalytical Storytelling: From Insight to Action
Analytical Storytelling: From Insight to ActionCognizant
 
Apps for the Connected World: Supercharge Customer Data with Code Halos
Apps for the Connected World: Supercharge Customer Data with Code HalosApps for the Connected World: Supercharge Customer Data with Code Halos
Apps for the Connected World: Supercharge Customer Data with Code HalosCognizant
 
The age of artificial intelligence
The age of artificial intelligenceThe age of artificial intelligence
The age of artificial intelligenceInfosys Consulting
 
Smart data transformation study
Smart data transformation studySmart data transformation study
Smart data transformation studyInfosys Consulting
 
The upwardly mobile enterprise
The upwardly mobile enterpriseThe upwardly mobile enterprise
The upwardly mobile enterpriseIBM Software India
 
The Robot and I: How New Digital Technologies Are Making Smart People and Bus...
The Robot and I: How New Digital Technologies Are Making Smart People and Bus...The Robot and I: How New Digital Technologies Are Making Smart People and Bus...
The Robot and I: How New Digital Technologies Are Making Smart People and Bus...Cognizant
 

More Related Content

What's hot

CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer Experience
CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer ExperienceCMOs & CIOs: Aligning Marketing & IT to Elevate the Customer Experience
CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer ExperienceCognizant
 
Ctrl-alt-del: Rebooting the Business Model for the Digital Age
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCtrl-alt-del: Rebooting the Business Model for the Digital Age
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
 
Digital transformation whitepaper
Digital transformation whitepaperDigital transformation whitepaper
Digital transformation whitepaperInfosys Consulting
 
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...Digital Transformation for Utilities: Creating a Differentiated Customer Expe...
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...Cognizant
 
Mastering Code Halos Using Digital Insights to Drive Customer Experiences
Mastering Code Halos Using Digital Insights to Drive Customer ExperiencesMastering Code Halos Using Digital Insights to Drive Customer Experiences
Mastering Code Halos Using Digital Insights to Drive Customer ExperiencesCognizant
 
Disrupting Reality: Taking Virtual & Augmented Reality to the Enterprise
Disrupting Reality: Taking Virtual & Augmented Reality to the EnterpriseDisrupting Reality: Taking Virtual & Augmented Reality to the Enterprise
Disrupting Reality: Taking Virtual & Augmented Reality to the EnterpriseCognizant
 
Finding_your_digital_sweet_spot
Finding_your_digital_sweet_spotFinding_your_digital_sweet_spot
Finding_your_digital_sweet_spotAndy Mallows
 
Focusing-on-Cost-Management
Focusing-on-Cost-ManagementFocusing-on-Cost-Management
Focusing-on-Cost-ManagementChristian Reina
 
The Digital Retail Theater: Shopping's Future
The Digital Retail Theater: Shopping's FutureThe Digital Retail Theater: Shopping's Future
The Digital Retail Theater: Shopping's FutureCognizant
 
How Automakers Can Enhance Customer Experience in the New Normal
How Automakers Can Enhance Customer Experience in the New NormalHow Automakers Can Enhance Customer Experience in the New Normal
How Automakers Can Enhance Customer Experience in the New NormalCognizant
 
Summary artificial intelligence in practice- part-4
Summary  artificial intelligence in practice- part-4Summary  artificial intelligence in practice- part-4
Summary artificial intelligence in practice- part-4GMR Group
 
Summary artificial intelligence in practice- part-2
Summary  artificial intelligence in practice- part-2Summary  artificial intelligence in practice- part-2
Summary artificial intelligence in practice- part-2GMR Group
 
Digital Disruption - Disrupt or be Disrupted
Digital Disruption - Disrupt or be DisruptedDigital Disruption - Disrupt or be Disrupted
Digital Disruption - Disrupt or be DisruptedMaria Schmidt
 
Mobile Enterprise Analytics in 60 Minutes
Mobile Enterprise Analytics in 60 MinutesMobile Enterprise Analytics in 60 Minutes
Mobile Enterprise Analytics in 60 MinutesCognizant
 
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...Capgemini
 
taming the digital tiger: seizing opportunities from new ways of working
taming the digital tiger: seizing opportunities from new ways of workingtaming the digital tiger: seizing opportunities from new ways of working
taming the digital tiger: seizing opportunities from new ways of workingOrange Business Services
 
Accenture cio-2013-mobility-survey
Accenture cio-2013-mobility-surveyAccenture cio-2013-mobility-survey
Accenture cio-2013-mobility-surveyMillennial Mobility
 
Putting the Experience in Digital Customer Experience
Putting the Experience in Digital Customer ExperiencePutting the Experience in Digital Customer Experience
Putting the Experience in Digital Customer ExperienceCognizant
 

What's hot (20)

CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer Experience
CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer ExperienceCMOs & CIOs: Aligning Marketing & IT to Elevate the Customer Experience
CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer Experience
 
Ctrl-alt-del: Rebooting the Business Model for the Digital Age
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCtrl-alt-del: Rebooting the Business Model for the Digital Age
Ctrl-alt-del: Rebooting the Business Model for the Digital Age
 
Digital transformation whitepaper
Digital transformation whitepaperDigital transformation whitepaper
Digital transformation whitepaper
 
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...Digital Transformation for Utilities: Creating a Differentiated Customer Expe...
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...
 
Mastering Code Halos Using Digital Insights to Drive Customer Experiences
Mastering Code Halos Using Digital Insights to Drive Customer ExperiencesMastering Code Halos Using Digital Insights to Drive Customer Experiences
Mastering Code Halos Using Digital Insights to Drive Customer Experiences
 
Disrupting Reality: Taking Virtual & Augmented Reality to the Enterprise
Disrupting Reality: Taking Virtual & Augmented Reality to the EnterpriseDisrupting Reality: Taking Virtual & Augmented Reality to the Enterprise
Disrupting Reality: Taking Virtual & Augmented Reality to the Enterprise
 
Finding_your_digital_sweet_spot
Finding_your_digital_sweet_spotFinding_your_digital_sweet_spot
Finding_your_digital_sweet_spot
 
Focusing-on-Cost-Management
Focusing-on-Cost-ManagementFocusing-on-Cost-Management
Focusing-on-Cost-Management
 
The Digital Retail Theater: Shopping's Future
The Digital Retail Theater: Shopping's FutureThe Digital Retail Theater: Shopping's Future
The Digital Retail Theater: Shopping's Future
 
How Automakers Can Enhance Customer Experience in the New Normal
How Automakers Can Enhance Customer Experience in the New NormalHow Automakers Can Enhance Customer Experience in the New Normal
How Automakers Can Enhance Customer Experience in the New Normal
 
The New Moats
The New MoatsThe New Moats
The New Moats
 
Summary artificial intelligence in practice- part-4
Summary  artificial intelligence in practice- part-4Summary  artificial intelligence in practice- part-4
Summary artificial intelligence in practice- part-4
 
Summary artificial intelligence in practice- part-2
Summary  artificial intelligence in practice- part-2Summary  artificial intelligence in practice- part-2
Summary artificial intelligence in practice- part-2
 
Digital Disruption - Disrupt or be Disrupted
Digital Disruption - Disrupt or be DisruptedDigital Disruption - Disrupt or be Disrupted
Digital Disruption - Disrupt or be Disrupted
 
Mobile Enterprise Analytics in 60 Minutes
Mobile Enterprise Analytics in 60 MinutesMobile Enterprise Analytics in 60 Minutes
Mobile Enterprise Analytics in 60 Minutes
 
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...
 
taming the digital tiger: seizing opportunities from new ways of working
taming the digital tiger: seizing opportunities from new ways of workingtaming the digital tiger: seizing opportunities from new ways of working
taming the digital tiger: seizing opportunities from new ways of working
 
Accenture cio-2013-mobility-survey
Accenture cio-2013-mobility-surveyAccenture cio-2013-mobility-survey
Accenture cio-2013-mobility-survey
 
Putting the Experience in Digital Customer Experience
Putting the Experience in Digital Customer ExperiencePutting the Experience in Digital Customer Experience
Putting the Experience in Digital Customer Experience
 
Reimagine Your Enterprise
Reimagine Your  EnterpriseReimagine Your  Enterprise
Reimagine Your Enterprise
 

Similar to The Individual Enterprise

IBV Mobile Enterprise
IBV Mobile EnterpriseIBV Mobile Enterprise
IBV Mobile EnterpriseDiana Müller
 
IBM Institute for Business Value - The Upwardly Mobile Enterprise
IBM Institute for Business Value - The Upwardly Mobile EnterpriseIBM Institute for Business Value - The Upwardly Mobile Enterprise
IBM Institute for Business Value - The Upwardly Mobile EnterpriseIBM Software India
 
HTCpro White Paper
HTCpro White PaperHTCpro White Paper
HTCpro White Papersthakkar12
 
Don't come last in a mobile first --Whitepaper
Don't come last in a mobile first --WhitepaperDon't come last in a mobile first --Whitepaper
Don't come last in a mobile first --WhitepaperAbhishek Sood
 
Digital transformation-of-business-harvard-business-review
Digital transformation-of-business-harvard-business-reviewDigital transformation-of-business-harvard-business-review
Digital transformation-of-business-harvard-business-reviewJerry Chen
 
Digital-Transformation-of-Business-Harvard-Business-Review
Digital-Transformation-of-Business-Harvard-Business-ReviewDigital-Transformation-of-Business-Harvard-Business-Review
Digital-Transformation-of-Business-Harvard-Business-ReviewMatthew Lambert
 
An Executive's Guide to Reimagining the Enterprise in the Digital Age
An Executive's Guide to Reimagining the Enterprise in the Digital AgeAn Executive's Guide to Reimagining the Enterprise in the Digital Age
An Executive's Guide to Reimagining the Enterprise in the Digital AgeArmanino LLP
 
Baofortheintelligententerprise
BaofortheintelligententerpriseBaofortheintelligententerprise
BaofortheintelligententerpriseFriedel Jonker
 
Microsoft_on_Becoming_a_Digital_Business-January_2015
Microsoft_on_Becoming_a_Digital_Business-January_2015Microsoft_on_Becoming_a_Digital_Business-January_2015
Microsoft_on_Becoming_a_Digital_Business-January_2015Kelly Wagman
 
An era of game changing insight from Big Data
An era of game changing insight from Big DataAn era of game changing insight from Big Data
An era of game changing insight from Big DataIBM Government
 
Draft e book slidedocs r4 8 april_2014
Draft e book slidedocs r4 8 april_2014Draft e book slidedocs r4 8 april_2014
Draft e book slidedocs r4 8 april_2014Bootstrap Marketing
 
SMAC effect on Healthcare
SMAC effect on HealthcareSMAC effect on Healthcare
SMAC effect on HealthcareMphasis
 
89% of consumers switch to a competitor after a poor CX
89% of consumers switch to a competitor after a poor CX 89% of consumers switch to a competitor after a poor CX
89% of consumers switch to a competitor after a poor CX Abhishek Sood
 
Lead to Cash: The Value of Big Data and Analytics for Telco
Lead to Cash: The Value of Big Data and Analytics for TelcoLead to Cash: The Value of Big Data and Analytics for Telco
Lead to Cash: The Value of Big Data and Analytics for TelcoSam Thomsett
 
Enabling your Enterprise Mobility to tap New Growth Opportunities
Enabling your Enterprise Mobility to tap New Growth OpportunitiesEnabling your Enterprise Mobility to tap New Growth Opportunities
Enabling your Enterprise Mobility to tap New Growth OpportunitiesNIIT Technologies
 
Enterprise Mobility - Whitepaper
Enterprise Mobility - WhitepaperEnterprise Mobility - Whitepaper
Enterprise Mobility - WhitepaperNIIT Technologies
 
Moasis guide to location technology
Moasis guide to location technologyMoasis guide to location technology
Moasis guide to location technologyLudovic Privat
 

Similar to The Individual Enterprise (20)

IBV Mobile Enterprise
IBV Mobile EnterpriseIBV Mobile Enterprise
IBV Mobile Enterprise
 
IBM Institute for Business Value - The Upwardly Mobile Enterprise
IBM Institute for Business Value - The Upwardly Mobile EnterpriseIBM Institute for Business Value - The Upwardly Mobile Enterprise
IBM Institute for Business Value - The Upwardly Mobile Enterprise
 
HTCpro White Paper
HTCpro White PaperHTCpro White Paper
HTCpro White Paper
 
Don't come last in a mobile first --Whitepaper
Don't come last in a mobile first --WhitepaperDon't come last in a mobile first --Whitepaper
Don't come last in a mobile first --Whitepaper
 
Digital transformation-of-business-harvard-business-review
Digital transformation-of-business-harvard-business-reviewDigital transformation-of-business-harvard-business-review
Digital transformation-of-business-harvard-business-review
 
Digital-Transformation-of-Business-Harvard-Business-Review
Digital-Transformation-of-Business-Harvard-Business-ReviewDigital-Transformation-of-Business-Harvard-Business-Review
Digital-Transformation-of-Business-Harvard-Business-Review
 
An Executive's Guide to Reimagining the Enterprise in the Digital Age
An Executive's Guide to Reimagining the Enterprise in the Digital AgeAn Executive's Guide to Reimagining the Enterprise in the Digital Age
An Executive's Guide to Reimagining the Enterprise in the Digital Age
 
the_digital_transformation_of_business
the_digital_transformation_of_businessthe_digital_transformation_of_business
the_digital_transformation_of_business
 
Baofortheintelligententerprise
BaofortheintelligententerpriseBaofortheintelligententerprise
Baofortheintelligententerprise
 
Microsoft_on_Becoming_a_Digital_Business-January_2015
Microsoft_on_Becoming_a_Digital_Business-January_2015Microsoft_on_Becoming_a_Digital_Business-January_2015
Microsoft_on_Becoming_a_Digital_Business-January_2015
 
SMAC
SMACSMAC
SMAC
 
An era of game changing insight from Big Data
An era of game changing insight from Big DataAn era of game changing insight from Big Data
An era of game changing insight from Big Data
 
SMAC
SMACSMAC
SMAC
 
Draft e book slidedocs r4 8 april_2014
Draft e book slidedocs r4 8 april_2014Draft e book slidedocs r4 8 april_2014
Draft e book slidedocs r4 8 april_2014
 
SMAC effect on Healthcare
SMAC effect on HealthcareSMAC effect on Healthcare
SMAC effect on Healthcare
 
89% of consumers switch to a competitor after a poor CX
89% of consumers switch to a competitor after a poor CX 89% of consumers switch to a competitor after a poor CX
89% of consumers switch to a competitor after a poor CX
 
Lead to Cash: The Value of Big Data and Analytics for Telco
Lead to Cash: The Value of Big Data and Analytics for TelcoLead to Cash: The Value of Big Data and Analytics for Telco
Lead to Cash: The Value of Big Data and Analytics for Telco
 
Enabling your Enterprise Mobility to tap New Growth Opportunities
Enabling your Enterprise Mobility to tap New Growth OpportunitiesEnabling your Enterprise Mobility to tap New Growth Opportunities
Enabling your Enterprise Mobility to tap New Growth Opportunities
 
Enterprise Mobility - Whitepaper
Enterprise Mobility - WhitepaperEnterprise Mobility - Whitepaper
Enterprise Mobility - Whitepaper
 
Moasis guide to location technology
Moasis guide to location technologyMoasis guide to location technology
Moasis guide to location technology
 

More from IBM Software India

Analytics and Cricket World Cup 2015
Analytics and Cricket World Cup 2015Analytics and Cricket World Cup 2015
Analytics and Cricket World Cup 2015IBM Software India
 
The Rise of Private Modular Cloud
The Rise of Private Modular CloudThe Rise of Private Modular Cloud
The Rise of Private Modular CloudIBM Software India
 
Achieving Scalability and Speed with Softlayer
Achieving Scalability and Speed with SoftlayerAchieving Scalability and Speed with Softlayer
Achieving Scalability and Speed with SoftlayerIBM Software India
 
Build your own Cloud & Infrastructure
Build your own Cloud & InfrastructureBuild your own Cloud & Infrastructure
Build your own Cloud & InfrastructureIBM Software India
 
Web version-ab cs-book-bangalore
Web version-ab cs-book-bangaloreWeb version-ab cs-book-bangalore
Web version-ab cs-book-bangaloreIBM Software India
 
Maa s360 10command_ebook-bangalore[1]
Maa s360 10command_ebook-bangalore[1]Maa s360 10command_ebook-bangalore[1]
Maa s360 10command_ebook-bangalore[1]IBM Software India
 
Maa s360 10command_ebook-bangalore
Maa s360 10command_ebook-bangaloreMaa s360 10command_ebook-bangalore
Maa s360 10command_ebook-bangaloreIBM Software India
 
Web version-ab cs-book-bangalore
Web version-ab cs-book-bangaloreWeb version-ab cs-book-bangalore
Web version-ab cs-book-bangaloreIBM Software India
 
White paper native, web or hybrid mobile app development
White paper  native, web or hybrid mobile app developmentWhite paper  native, web or hybrid mobile app development
White paper native, web or hybrid mobile app developmentIBM Software India
 
Buyer’s checklist for mobile application platforms
Buyer’s checklist for mobile application platformsBuyer’s checklist for mobile application platforms
Buyer’s checklist for mobile application platformsIBM Software India
 
Social business for innovation
Social business for innovationSocial business for innovation
Social business for innovationIBM Software India
 
The Forrester Wave - Big Data Hadoop
The Forrester Wave - Big Data HadoopThe Forrester Wave - Big Data Hadoop
The Forrester Wave - Big Data HadoopIBM Software India
 
Forrester Wave - Big data streaming analytics platforms
Forrester Wave - Big data streaming analytics platformsForrester Wave - Big data streaming analytics platforms
Forrester Wave - Big data streaming analytics platformsIBM Software India
 
Analytics - The speed advantage
Analytics - The speed advantageAnalytics - The speed advantage
Analytics - The speed advantageIBM Software India
 

More from IBM Software India (20)

Analytics and Cricket World Cup 2015
Analytics and Cricket World Cup 2015Analytics and Cricket World Cup 2015
Analytics and Cricket World Cup 2015
 
Why analytics?
Why analytics?Why analytics?
Why analytics?
 
The Rise of Private Modular Cloud
The Rise of Private Modular CloudThe Rise of Private Modular Cloud
The Rise of Private Modular Cloud
 
Achieving Scalability and Speed with Softlayer
Achieving Scalability and Speed with SoftlayerAchieving Scalability and Speed with Softlayer
Achieving Scalability and Speed with Softlayer
 
Build your own Cloud & Infrastructure
Build your own Cloud & InfrastructureBuild your own Cloud & Infrastructure
Build your own Cloud & Infrastructure
 
Web version-ab cs-book-bangalore
Web version-ab cs-book-bangaloreWeb version-ab cs-book-bangalore
Web version-ab cs-book-bangalore
 
Maa s360 10command_ebook-bangalore[1]
Maa s360 10command_ebook-bangalore[1]Maa s360 10command_ebook-bangalore[1]
Maa s360 10command_ebook-bangalore[1]
 
Maa s360 10command_ebook-bangalore
Maa s360 10command_ebook-bangaloreMaa s360 10command_ebook-bangalore
Maa s360 10command_ebook-bangalore
 
Web version-ab cs-book-bangalore
Web version-ab cs-book-bangaloreWeb version-ab cs-book-bangalore
Web version-ab cs-book-bangalore
 
White paper native, web or hybrid mobile app development
White paper  native, web or hybrid mobile app developmentWhite paper  native, web or hybrid mobile app development
White paper native, web or hybrid mobile app development
 
Buyer’s checklist for mobile application platforms
Buyer’s checklist for mobile application platformsBuyer’s checklist for mobile application platforms
Buyer’s checklist for mobile application platforms
 
SoftLayer Overview
SoftLayer OverviewSoftLayer Overview
SoftLayer Overview
 
Standing apart in the cloud
Standing apart in the cloudStanding apart in the cloud
Standing apart in the cloud
 
Social business for innovation
Social business for innovationSocial business for innovation
Social business for innovation
 
Liking to leading
Liking to leadingLiking to leading
Liking to leading
 
Focus on work. Not on inbox
Focus on work. Not on inboxFocus on work. Not on inbox
Focus on work. Not on inbox
 
The Forrester Wave - Big Data Hadoop
The Forrester Wave - Big Data HadoopThe Forrester Wave - Big Data Hadoop
The Forrester Wave - Big Data Hadoop
 
Forrester Wave - Big data streaming analytics platforms
Forrester Wave - Big data streaming analytics platformsForrester Wave - Big data streaming analytics platforms
Forrester Wave - Big data streaming analytics platforms
 
Analytics - The speed advantage
Analytics - The speed advantageAnalytics - The speed advantage
Analytics - The speed advantage
 
The Future Data Center
The Future Data CenterThe Future Data Center
The Future Data Center
 

The Individual Enterprise

  • 1. IBM Institute for Business ValueIBM Institute for Business Value The Individual Enterprise How mobility redefines business IBM Institute for Business Value
  • 2. The right partner for a changing world At IBM, we collaborate with our clients, bringing together business insight, advanced research and technology to give them a distinct advantage in today’s rapidly changing environment. IBM Institute for Business Value The IBM Institute for Business Value, part of IBM Global Business Services, develops fact-based strategic insights for senior business executives around critical public and private sector issues. Executive Report Strategy and Analytics
  • 3. Executive summary Just as the Internet did before, mobile networks—and the devices that exploit them—are radically changing the way we interact with the world. Everything, from how we transact with merchants, to how we educate our students, to how we entertain ourselves, is moving to mobile platforms with stunning speed. And just as with the Internet before, many businesses are profoundly underestimating the full and lasting impact of this still nascent revolution. We see the evidence of the mobile transformation all around us. Approximately ten times more smartphones and tablets are sold every day than babies are born.5 The average person checks their smartphone 150 times a day, or nearly once every six minutes.6 And the market for wearable devices is projected to grow at least fivefold over the next four years.7 These mobile devices not only play an important role in our collective consumption of information, they also generate a growing proportion of new information. There are more than 2.5 quintillion bytes of data created each day, including countless uploads of video, images, geo-positioning information and daily updates to social media that increasingly originate from mobile devices, growing mobile data traffic some 80 percent per year.8 Many businesses are already using sophisticated data analytics to distill insights and context from this increasing volume of digital information. Those insights are informing our understanding of the world around us, and change how people, businesses and governments interact. There will be over 200 billion connected devices1 By 2020 There will be over 12 billion machine- to-machine devices2 Machine-generated data will be 42% of all data3 There will be 4x more digital data than all the grains of sand on earth4 Figure 1 The mobile transformation is all around us 1
  • 4. But while businesses have been quick to adopt analytics as a competitive differentiator, and are eager to embrace mobile, they have struggled with its full implications. Many of those who have developed strategies for mobile haven’t yet moved beyond the first wave—using mobile as a new channel through which they can transact with customers, or as an enterprise communications tool, for example. Others don’t formally support mobile devices at all. We believe the time has come for organizations of all sizes, in all industries, to look beyond consumer applications and consider the full transformational potential of mobile inside the enterprise. By combining the power of analytics with the ubiquity of mobile, organizations have the opportunity to serve up rich data on location, within the proper context, based on user preferences and behaviors. These “mobility” solutions will increasingly serve as a cognitive extension, empowering employees and organizations to quickly acquire new skills, work more and better together and improve decisions. Information platforms, tailored to each employee’s specific needs, can dynamically reconfigure workflows to get the right information (and only the right information) to the right people, at the right time, in the right place. We call this the Individual Enterprise. It is enabled by mobile devices that are powered by analytics, made manifest by a new breed of empowered employees. And we believe organizations that architect their business and information systems with this model in mind will unleash the full potential of their employees, evolve their business models, or even create totally new ones, and thus realize the full transformational benefits of mobility. And all this leads to ever more engaged and even excited end customers that get precisely what they need, when and where they need it, at lower cost. 2 The Individual Enterprise
  • 5. The double revolution That mobile has affected every aspect of our lives, personal and professional, is not in dispute. Already there have been many innovative applications of the technology: GPS devices that monitor driving habits and offer safe-driver insurance discounts; mobile payment systems in Africa; location-based taxi-hailing apps in cities. These are just a few of the capabilities made possible by the unique attributes of mobile devices: portable, connected, personal and intelligent. Indeed, the customer experience will never be the same. The business world is well aware of this shift. In the most recent IBM C-suite Study, 84 percent of CIOs rated mobile solutions as a critical investment to get closer to customers,9 while 94 percent of CMOs ranked mobile apps as crucial to their digital marketing plans.10 Yet most of the mobile applications they’re considering are customer facing, and that’s only half of the equation. For years, big data and analytics have been changing the way people work together, surfacing previously unseen insights, enabling employees to make better decisions, and improving everything from customer insight to operational efficiency. During this time, companies have moved from maintaining “systems of record” (which store and organize highly structured information in large and complex, mostly centralized computer systems) to “systems of engagement” (which allow a wider set of users to retrieve and contribute to both structured and unstructured data) to “systems of insight” (which make rapid, intelligent and predictive sense of all of this disparate data). Figure 2 Examples of mobility impacting how organizations conduct business Mobility Customer Management Marketing and Sales Research Development Supply Chain Talent Management Finance Management Context-driven interactions Location-based marketing Mobile tracking Borderless workforce Instant expensing Augmented reality 3
  • 6. The potential for mobile to change the way we work is apparent. But its full value is only unlocked with analytics. Together, they will completely redefine the way we work. Mobile technology’s precise location and contextual information is the ideal filtering mechanism for insights mined from sophisticated data analytics. By delivering these insights to employees at the point of engagement—whether that engagement is with customers, business partners or colleagues—the barriers between employees and the information they need are removed. Figure 3 The double revolution of mobile and analytics sparks the Individual Enterprise Mobile Tablets, phones, and wearables Individual Enterprise • Integrated ecosystems • Insight at the point of engagement • Contextual actions in the moment Situational Enterprise • Networked organizations • Dynamic processes • Responsive individuals Insightful Enterprise • Intelligent organizations • Automated processes • Empowered individuals Functional Enterprise • Efficient organizations • Streamlined processes • Focused individuals Analytics Desktops and laptops Mainframes and minis Systems of record Systems of engagement Systems of insight 4 The Individual Enterprise
  • 7. Defining the Individual Enterprise The concept of the Individual Enterprise can feel futuristic and abstract. But the technology and capabilities are already available. And the power lies simply in what information is delivered to whom, when and where. The proper application of mobile and analytics can substantially compress the time between identifying situations and taking action on them, radically boosting productivity and allowing the fundamental redesign of workflows. And it can improve the quality of decisions, small and large, inside and beyond the enterprise. For example, in just the last few years, carmakers have greatly expanded their business partner ecosystem, adding satellite service providers, GPS-based traffic services, mobile device manufacturers, and concierge services. All of these new partners must seamlessly interact, sending and receiving location-based, context-aware information to each other and to the end user. Mobility is the primary force behind this change, pushing organizations toward economic integration and new business value. This same dynamic can occur within the enterprise. Linear business processes will evolve into apps, organized around specific tasks and constantly combining the latest information from multiple sources. Employees will no longer be limited by rigid processes or incomplete knowledge, or by their skills, location or circumstances. Instead, dynamically configurable platforms and apps will untether employees, allocating organizational expertise precisely where and when needed, and serving as cognitive extensions to help employees make faster, better-informed decisions. Winning the in-store information race Mobility equips in-store sales personnel with the analytical power and tools they need to stay ahead of price-comparison shoppers. Access to things like product pricing comparisons and inventory location, coupled with the data and autonomy to make real-time decisions and offers, gives sales personnel the tools they need to redress declining in-store sales. Equipped with as-good-as or even better information than customers obtain online, store staff can deliver the true advantages of traditional retail: personal interaction and advice, the ability to “touch and test,” and rapid delivery at competitive prices. 5
  • 8. To be considered truly individual, an enterprise should exhibit four characteristics: Create new business value The faster response times enabled by mobility make the Individual Enterprise significantly more nimble than its predecessor. Both individuals and the enterprise can do more with less by increasing people efficiency and reducing process waste. Time-optimized decision-making improves outcomes—for example, last-second pricing decisions optimize margins. These productivity gains are amplified by mobility’s ability to spread critical capabilities and expertise when and where it’s needed, maximizing these enterprise assets and helping identify capability gaps. And as it has with most consumer-facing businesses, mobility enables completely new business models via greater transparency and dynamism, while accelerating both evolutionary and revolutionary innovations. Powered by analytics • Mobility amplifies analytics value through real-time situational understanding • Mobile analytics brings intelligence to action in the moment • Mobile analytics accelerates the return on investment of information Create new business value • Mobility compresses time between identifying situations and taking action • Mobility drives a step change in productivity growth • Mobility allows fundamental redesign of the enterprise Designed first for mobile • Mobility redefines operating models • Mobility is the foundation of new models of engagement • Mobility shifts design to optimize for the end user Unleash empowered employees • Mobility dynamically reconfigures workflow around every individual • Mobility stimulates skill acquisition and sharpens career focus • Mobility empowers individuals to create their own work experience 1 2 4 3 Figure 4 Characteristics of the Individual Enterprise 6 The Individual Enterprise
  • 9. Powered by analytics The value of analytics is amplified by mobile, not only by providing more precise information about time and place, but through its ability to break down large decisions into a series of smaller ones that can more accurately hone in on desired results. More precise inputs also boost confidence in the quality of analytic insight. And in-the-moment analytical intelligence creates real-time situational understanding that can improve responsiveness. In the end, every step—from product and service creation through to every customer touch point—can take advantage of advanced analytical capabilities. Simply put, mobile analytics can accelerate the return on information investment. Designed first for mobile Mobility redefines possible operating and engagement models, shifting the design of enterprise systems to focus on the experience of the end user. Building apps with time, location, speed, temperature and ever more situational dimensions embedded and across the most appropriate form factors (smartphone, tablets and wearables) makes possible an anywhere-anytime environment. And all that with highly intuitive visual interfaces. Mobility should not be an afterthought but the starting point. Unleash empowered employees The Individual Enterprise evolves from managing employees to optimizing ecosystems; from assigning “a person for the process” to creating “a process for the person.” By dynamically reconfiguring workflows around the individual, mobile combined with analytics can empower employees to make better, context-rich decisions based on situational awareness. Immersive augmented learning-on-demand and virtually unlimited opportunity to collaborate can diversify and expand the skill sets of every employee. With the flexibility to create their own work experiences, employees are free to find better ways of getting things done across the ecosystem. Passenger assistant—in the air Mobility will deepen relationships between passengers and airlines as flight attendants are enabled to provide a full range of services in-flight. Device-equipped flight attendants will offer real- time information and calibration of customer travel schedules, including re-booking flights mid-air. Flight issues will be resolved when and where they occur. Flight attendants will have real-time access to scheduling and employee tools, improving their personal efficiency. Mobility can reduce traveler anxiety and improve passenger loyalty. 7
  • 10. The five Individual Enterprise building blocks Building the truly Individual Enterprise starts with leaders defining the mobility transformation journey and championing a call to action. Using customer insights, leaders must envision the change from the outside in, mapping the perspective of the individual customer to the perspective of the individual employee. Changes as profound as those we envision require a rock-solid foundation. The fundamental building blocks of the Individual Enterprise include: Security Secure systems deliver the trust and confidence necessary for the enterprise and individuals to embrace mobility. Connectivity “Always-on” mobile networks facilitate a continuum of information and services throughout the enterprise. Resiliency Persistent availability of connections, data and services are essential to business continuity. Orchestration Processes and enterprises become configurable around workflows and situations in real time. Insights and learning Mobility generates insights in the moment that responsively adapt to circumstances. Figure 5 The fundamental building blocks of the Individual Enterprise Insights Connectivity Orchestration Resiliency Security 8 The Individual Enterprise
  • 11. Security Even a casual glance at today’s business headlines underscores the essential role of data security. High-profile security breaches have cost organizations billions of dollars, countless customers, trusted reputations and even the jobs of top executives. As mobility accelerates the flow of enterprise data, the imperative to secure that data grows exponentially more critical. The Individual Enterprise proactively monitors, controls and protects enterprise data from end to end—even as the endpoints are in perpetual motion. Security controls not only enhance the reliability and availability of vital information, they help protect the chain of relationships throughout the ecosystems that share that data. It enables employees, partners, customers and other stakeholders to access mission critical applications and data irrespective of location or device. Securing the Individual Enterprise will be no small challenge. Organizations must employ centralized management of device security, while many will have to cope with the fragmented device platforms driven by the increasingly popular bring your own device (BYOD) phenomenon. Provisioning, supporting, monitoring and securing multiple platforms with comprehensive compliance, management policies and processes is vital. Bringing financial advice to where it’s needed Mobility-enabled financial advisors will break down physical barriers to connect with customers where and when they want. Using mobile devices enabled with big data, cognitive analytics and recommendations, financial advisors will redefine their role from technical analysis, to partnership and collaboration. “Trusted advisors” will become commonplace, driving increased customer satisfaction. Advisor quality will improve as technology equips advisors with leading edge skills and capabilities. 9
  • 12. Connectivity Making enterprise assets accessible continuously across time and place will be the hallmark of organizations of tomorrow. It requires seamless integration of information across enterprise systems and platforms, as well as the ability to collect and coordinate data, and share it across devices. Ubiquitous public and private wireless networks are essential. So too, will be emerging technologies like near field communication, a radio standard that allows data transfer so items don’t need an IP address to be connected and share data. The inevitability of widespread mobile connections is evident in the explosive growth of the Internet of Things, projected to reach 30 billion by 2020.11 According to one study, between 2013 and 2022, an estimated US$14.4 trillion of value (the combined impact of higher revenues and lower costs) will be attributable to people, processes, data and things.12 Such connectivity will allow immediate access to enterprise data, enabling collaboration, emergent coordination and unprecedented levels of group behavior and synchronization. It will also provide on-demand access to systems of record, faster response times and better asset optimization. Though the Internet of Things is here today, connecting more than 10 billion devices, limitless connectivity is not without challenges. Platform complexities must be overcome and flexible architectures that can easily incorporate changing components must be implemented. Developing the necessary scalability and robustness of mobile networks is also crucial. 10 The Individual Enterprise
  • 13. Resiliency Above all, network redundancy and resiliency is paramount. Reliability and availability of resources must be uninterrupted regardless of challenges to devices or system failures. Just as they must remain secure, data and applications need to remain available and functioning at the point of engagement. Enterprises should provide multiple touch points building system-wide redundancy using loosely connected components and also implement elasticity in their network designs. They must design for possible failures, with adequate disaster recovery and contingency plans, aligning policies to business values and needs. Orchestration Mobility can be deployed to automate the arrangement, coordination and management of complex workflows. By comprehending current situations and providing responsive solutions, such implicitly intelligent systems will empower employees and help organizations do more with less. Componentization of workflows creates efficiencies and enables both organizations and individuals to quickly combine and recombine different applications, rapidly identifying and implementing specific solutions based on current circumstances. Insights and learning If mobile enables the Individual Enterprise, advanced analytics powers it. The new breed of apps that ingests, analyzes and manages location-based, context-rich data—both structured and unstructured and fed by ever more precise and rich device features—can produce actionable insights and better informed decisions. And these apps will grow more productive and powerful with use over time. Continuous iterative exploration and investigation of data and transactions will sharpen the organizational intelligence “baked into” these apps. Like the human brain, such intelligence can grow more responsive and learn on the fly, ultimately enabling predictive and prescriptive recommendations that further inform decision making. Making complex simple for telco field engineers Mobile devices powered by analytics provide a collaboration platform and sales support tool for telecommunications field engineers, who can establish real-time collaborations to solve complex problems on location. With access to instantly available expertise, repair and service times are compressed while efficiencies expand. Scheduling and other functions will allow for flexible rerouting to address urgencies or fill open time slots. Increased customer face-time can be used to provide analytics-enabled suggestions and recommendations for additional services. 11
  • 14. Activating the Individual Enterprise By definition, the Individual Enterprise will be highly customized. In the emerging era of pervasive mobility and advanced analytics, no two organizations will look alike. Yet some of the steps needed to achieve the vision are common across organizations and even industries. And as with the Internet, first-mover advantage will deliver the lion’s share of the lasting transformative value. Innovators and Early adopters 17% Early majority 33% Late majority 34% Laggards 16% zly Technology Figure 6 (illustrative) Leaders will extract most of the value while laggards face possible value destruction Value acquisition curve Technology adoption curve 12 The Individual Enterprise
  • 15. We see a clear five-step progression toward the Individual Enterprise, comprising these key steps: 1. Depict employee/user experiences via persona journey maps. Develop day-in-the-life storylines based on a deep understanding of user needs, then share demos, templates and functional information about the app(s). 2. Pilot test apps, and quantify costs and benefits. First identify mobile apps aligned with organizational needs, then run pilot activities that provide hands-on experience and allow for performance evaluation. 3. Build capabilities to realize the Individual Enterprise. Architect the strategy and develop the technical transformation roadmap, then leverage the enterprise software and application programming interface (API) catalog and development environment. 4. Leverage existing apps and solutions. Identify opportunities to use existing third-party solutions and apps to enable faster time-to-market and reduce development costs. Leverage and build upon existing apps using standard developer kits, while developing an app marketplace and sourcing strategy. 5. Promote the value and scale of the benefits. The toughest challenge for internal proponents of the Individual Enterprise may be selling the sometimes intangible benefits of tighter collaboration and data-driven decision making. Yet organizations must integrate mobility as the primary mode of interaction within the enterprise and among partners in their ecosystem. Establishing new ways of working and aligning organizational policies and governance with the new mobility reality will be vital. So too, will be defining performance parameters and success criteria, and doing cost-benefit analysis as the mobility strategy continues to evolve. Social service experts solve urgent issues on the fly Mobility can deliver the dual benefits of substantially increased productivity and dramatically improved client outcomes in social services. By enabling real-time access to case records, recommended actions, changing case priorities, resources and experts, mobile enablement of social service case- workers redresses institutionalized pain-points, and promotes better, faster decisions. Mobility enables real-time collaboration and informed decision- making, mitigating cross-agency coordination challenges. Clients experience improved outcomes while an area that has typically been held back by scarce resources can cover an increased range of those in need. 13
  • 16. Mobility makes us smarter, more productive and faster Mobile and analytics. Two coinciding phenomena that together will change the way business gets done, putting real-time contextual information at employees’ fingertips and providing predictive recommendations and insights to improve decision making. They will give people access to collaboration opportunities when and where they need them and amplify organizational expertise. Thus, employees will be better able to leverage the knowledge of the entire enterprise, make better use of time and assets, and drive results faster. In the end, this allows organizations to discover, define and refine new and emerging customer wants and needs, and create truly unique, exciting experiences. To learn more about this IBM Institute for Business Value study, please contact us at iibv@us.ibm.com. For a full catalog of our research, visit ibm.com/iibv 14 The Individual Enterprise
  • 17. About the authors Fred Balboni is the Global Managing Partner of Strategy and Analytics within IBM Global Business Services. He integrates IBM management consulting with expertise in vertical industries, big data, analytics, mathematical sciences and information management to help clients create sustainable advantage by identifying, predicting and taking action on business insights. He was recognized for his leadership in big data and analytics by Consulting Magazine, which named him among the Top 25 Consultants of 2011. Fred can be reached at fbalboni@us.ibm.com. Saul J. Berman, Ph.D. is Partner and Vice President, Chief Strategist in IBM Global Business Services. He works closely with major corporations around the globe on strategic business issues. He has more than 25 years of consulting experience advising senior management of large corporate and start-up organizations and was named as one of the Top 25 Consultants of 2005 by Consulting Magazine. Saul has authored numerous books and publications, including   Not For Free: Revenue Strategies for a New World. He can be reached at saul.berman@us.ibm.com. Peter J. Korsten is Partner and Vice President, Global Leader Thought Leadership and Eminence in IBM Global Business Services (GBS). He leads the IBM Institute for Business Value, IBM benchmarking consulting activities and the GBS global eminence program. He is a recognized expert in contemporary strategy and top management performance and leads the IBM C-suite Study series, in which over 4,000 board members participate. In 2008, Consulting Magazine selected him as one of their Top 25 Consultants. Peter can be reached at peter.korsten@nl.ibm.com. 15
  • 18. About the study leader Anthony Marshall is the Strategy and Analytics Leader in the IBM Institute for Business Value. Anthony has 20 years experience in consulting and analysis, working with numerous Global 1200 companies. He led a wide range of client engagements in the IBM Strategy and Innovation Financial Services Practice, and has deep public sector experience, particularly in privatization and deregulation. Anthony has lectured in economics at Barnard College in New York City and Universities in Australia. He can be reached at anthony2@us.ibm.com. Contributors Kevin Custis, David Lubowe and Katharyn White. Acknowledgements We would like to also thank Sachi Desai, Rachna Handa, Christine Kinser, Kristin Meadows, Aniruddha Ray and Rajrohit Teer. Notes and sources 1 EMC Digital Universe (with Research Analysis by IDC). “The Digital Universe of Opportunities: Rich Data and the Increasing Value of the Internet of Things.” April 2014. http://www.emc.com/leadership/digital- universe/2014iview/internet-of-things.htm 2 Machina Research. “Machine-to-Machine connections to hit 12 billion in 2020, generating EUR714 billion revenue.” Media Release. October 10, 2011. https://machinaresearch.com/static/media/uploads/machina_ research_press_release_m2m_global_forecast_analysis_2010_20.pdf 3 EMC Digital Universe 2010-2020 (with Research Analysis by IDC). “The Digital Universe in 2020, Big, Bigger, Biggest.” December 2012. http://www.emc.com/infographics/digital-universe-consumer- infographic.htm 4 Phillips, Judah. Building a Digital Analytics Organization: Create Value by Integrating Analytical Processes, Technology, and People into Business Operations. FT Press Analytics. August 2013. 16 The Individual Enterprise
  • 19. 5 Approximately 130,000,000 babies born each year. http://www.unicef.org/immunization/index_25339.html; Approximately 1 billion smartphones shipped in 2013. http://www.informationweek.com/mobile/mobile- business/1-billion-smartphones-shipped-in-2013/d/d-id/1113603; Approximately 195 million tablets shipped in 2013. http://techcrunch.com/2014/03/03/gartner-195m-tablets-sold-in-2013-android-grabs-top-spot- from-ipad-with-62-share/; For the U.S., approximately 4 million babies born each year. http://www.cdc.gov/ nchs/births.htm; For the U.S., approximately 120 million smartphones sold in 2013. http://appleinsider.com/ articles/14/02/20/apples-iphone-led-2013-us-consumer-smartphone-sales-with-45-share---npd; For the U.S., approximately 70 million tablets sold in 2013. http://tabtimes.com/resources/the-state-of-the- tablet-market 6 Ahonen, Tomi. “The Annual Mobile Industry Numbers and Stats Blog—Yep, this year we will hit the Mobile Moment.” Communities Dominate Brands: Business and Marketing Challenges of the 21st Century blog of the book. March 6, 2013. http://communities-dominate.blogs.com/brands/2013/03/the-annual-mobile- industry-numbers-and-stats-blog-yep-this-year-we-will-hit-the-mobile-moment.html. Accessed on August 13, 2014. 7 “Worldwide Wearable Computing Market Gains Momentum with Shipments Reaching 19.2 Million in 2014 and Climbing to Nearly 112 Million in 2018, Says IDC.” IDC. April 10, 2014. http://www.idc.com/getdoc. jsp?containerId=prUS24794914. Accessed August 13, 2014. 8 Meeker, Mary. “Internet Trends 2014 - Code Conference.” Kleiner, Perkins, Caulfield, Byers (KPCB). May 28, 2014. http://www.kpcb.com/internet-trends. Accessed August 13, 2014. 9 IBM Institute for Business Value. “Moving from the back office to the front lines: CIO Insights from the Global C-Suite Study.” November 2013. http://www-935.ibm.com/services/us/en/c-suite/csuitestudy2013/ 10 IBM Institute for Business Value. “Stepping up to the challenge: CMO Insights.” March 2014. http://www- 935.ibm.com/services/us/en/c-suite/csuitestudy2013/ 11 EMC Digital Universe (with Research Analysis by IDC). “The Digital Universe of Opportunities: Rich Data and the Increasing Value of the Internet of Things.” April 2014. http://www.emc.com/leadership/digital- universe/2014iview/internet-of-things.htm 12 Barbier, Joel, Joseph Bradley and Doug Handler. “Embracing the Internet of Everything To Capture Your Share of $14.4 Trillion.” Cisco. 2013. http://www.cisco.com/web/about/ac79/docs/innov/IoE_Economy.pdf 17
  • 20. © Copyright IBM Corporation 2014 IBM Corporation IBM Global Business Services Route 100 Somers, NY 10589 Produced in the United States of America July 2014 IBM, the IBM logo and ibm.com are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml. This document is current as of the initial date of publication and may be changed by IBM at any time. Not all offerings are available in every country in which IBM operates. THE INFORMATION IN THIS DOCUMENT IS PROVIDED “AS IS” WITHOUT ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING WITHOUT ANY WARRANTIES OF MERCHANT­ABILITY, FITNESS FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF NON-INFRINGEMENT. IBM products are warranted according to the terms and conditions of the agreements under which they are provided. GBE03614-USEN0-05 Please Recycle