Accenture CIO Mobility Survey 2012 - Executive Summary


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A survey of 240 IT professionals (CIOs, CTOs) across 23 industries and 12 countries, and over 4,000 mobile application developers worldwide that explores the latest mobility challenges and efforts in enterprise IT.

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Accenture CIO Mobility Survey 2012 - Executive Summary

  1. 1. Always On, Always Connected.Keeping Up With MobilityThe Accenture CIO Mobility Survey 2012Executive Summary
  2. 2. Keeping Up With MobilityEven while CIOs target mobility as a priority, they facecompetitive and development challenges. What’s thebest way to help develop a cogent strategy and stayahead of the curve?If the intense popularity of and focus on not only offer data access to employees, fragmentation of the mobile device marketall things mobile−smartphones, tablets, partners, and suppliers, but also represent and widespread concerns about security,connected devices, and mobile apps−seems an unprecedented transactional opportunity costs, and connectivity.familiar, it’s because the 1990s Internet via e-commerce and other channels. Themania is repeating itself. Think about latter companies thrived while the others As with the Internet, CIOs must do threeit−suddenly a new technology swept in, floundered. things: 1. Understand where in theirthreatening and promising to change the organization developers are creating mobilityway people worked and lived. It became an According to two recent surveys by applications; 2. Discern how to quicklyinstant priority for IT, but its multiple facets Accenture Research, history is indeed integrate them into a cohesive strategy; andweren’t so easily nor quickly mastered. repeating itself. Mobile devices bring an then 3. Use that strategy as a foundation for astonishing number of capabilities. But while competitive advantage.Companies spent money creating web companies scramble to develop a mobilesites akin to “brochureware,” while savvier strategy, it’s clear confusion still reigns overcompanies realized that, with some careful how to accommodate divergent employeeback-end investment, the Internet could and customer needs, especially with theAccenture CIO Mobility Survey Executive Summary 2012 | 2
  3. 3. Mobility Is Both a Priority and a ChallengeTo gauge the perceptions of mobility particularly difficult to manage, and both No matter what the obstacles, CIOs report aamong IT professionals, Accenture Research scored lower on their monetization potential strong commitment to mobile technology.surveyed several hundred CIOs and several than the Apple iPhone and iPad. When asked which capabilities they werethousand application developers in North focusing on, the trend was clear: processAmerica, Europe, Asia, and South America in Fragmentation complicates companies’ improvements. CIOs cited the ability toJanuary 2012. The results were startling. When abilities to accommodate one of streamline operations through the abilityasked to tally their priorities, 78 percent of the strongest trends in mobility: to track orders, assets or inventory fromCIOs placed mobility in their top five. “consumerization” or “bring your own anywhere; 37 percent had completed such device” (BYOD). Helping employees to efforts, while another 37 percent wereBut the survey results also revealed some run applications on any mobile device, IT already executing them. Close behind thatintriguing anomalies. When Accenture risks having its resources diluted further. was the ability to help accelerate the salesasked CIOs about their priorities for the Concurrently, the market remains in flux cycle with improved access to back-endcoming year, the answers diverged based with BlackBerry® devices that were once systems and data quality for the sales force.on geography. Far more CIOs in emerging highly favored now suffering from “low”markets focus on mobility compared to or “very low” engagement scores. An even higher percentage of CIOs (43those in established markets, in part perhaps percent) were in the middle of efforts toof their ability to capitalize on greenfield Another potential burden on resources: empower communication and collaborationopportunities. That means emerging markets the decision whether to focus on employee among employees no matter where theyavoid integrating with large back-end legacy or consumer applications. Companies were. More than half (53 percent) of CIOssystems, and may not even have deployed inherently understand that offering an app reported being in the middle of projectsdesktop applications. to consumers specific to help them increase to help improve field and customer customer interactivity and intimacy. But service activities.Other concerns complicate the rush toward the same divergent number of devices onmobility. No matter where CIOs reside the employee side applies to the consumeraround the world, cost and security led side, complicating the issue of native versusthe list of their concerns. Among CIOs, 50 cross-platform development.percent cited security, 43 percent citedbudgetary issues, and 26 percent identified The issue of consumer applications alsointeroperability with current systems and a relates monetization, the ability to confirmlack of understanding about the benefits of that results of mobile development relatemobility. When application developers were to quantifiable revenue streams. Forty-twoasked to name the smartphone platform percent of all CIOs want to help improve fieldwith the best security, none received an service or customer service delivery withoverwhelming endorsement: A little more instant data access, capture, and processing.than half thought Apple’s iOS operatingsystem had the best, while approximately On the consumer side, another 40 percentone-quarter cited Google’s Android want to help drive revenue throughoperating system. customer engagement.The results also clearly highlighted One might think that all these obstaclesfragmentation of the mobile device market. together constitute a Gordian knot forThis manifests itself in the vast number of mobility, one that’s not easily untied or evenmobile platforms and devices, as well as the sliced. Nothing could be further from thequestion of whether to focus on consumer truth. Even as companies wrangled with the(B2C) or employee (B2B) applications. App challenges of the web fifteen years ago, theydevelopers rated fragmentation among grasped its inherent value. The same appliesAndroid™ and Blackberry® devices as to mobility.Accenture CIO Mobility Survey Executive Summary 2012 | 3
  4. 4. Tackling the Challenges Through a Cohesive StrategyGiven that mobility – like the Internet before It won’t be easy to establish your strategy, in Internet time, you must focus on whatit – is equally confusing and compelling, because such an effort requires identifying aspects of mobility serve your businessIT executives need to craft a strategy for future projects and identifying current requirements most, and recalibrate themconquering it. Creating such a strategy projects and confirming they are nudged periodically. While you can easily refreshmeans, first, acknowledging the shift from toward your ultimate goals. some strategies every year or two, for nowapplications containing data, logic and you must reconsider your mobile strategypresentation tiers to one in which services To hone their strategies, CIOs must embark every six to 12 months to verify that you’reexchange information. A strategy will also on a three-step process. still placing your bets on the right keep the obstacles from overwhelmingmultiple internal, though uncoordinated, Step one: Discovery. Identify currentefforts. What goes into a mobile strategy? projects as well as future goals; remember that business units may be tacklingAccenture sees three key elements: applications on their, business requirements andmanagement. Step two: Acceleration. Having identified projects you want to pursueTechnology. This element helps span and the underlying technologies, promoteeverything from platform choice to acceleration by standardizing your effortsdevelopment tools. Are you going to as much as possible. Use common code−akainternally standardize on one device, or an “application factory”−for basic elementsencourage the BYOD concept? This impacts spanning people, process, and tools.your choice of development tools, which These factories help reduce overlap andrange from native to cross-platform or increase developer efficiency. Establishinghybrid approaches. It will also affect your common interface elements for employeesdeployment choices, such as whether you may shorten training time and increasewill make applications available through productivity.external app stores or internal downloads. Step three: Innovation. Once you’ve createdBusiness Requirements. This element a strong foundation for internal success,encompasses identifying where mobile you can start looking at other capabilitiessolutions are most important within your to make your mobile applications morecompany, so you can prioritize development competitively differentiated. How can youefforts. Given the strong commitment that target those key areas and create even betterCIOs in emerging markets have toward tools for helping reduce sales cycles ormobile solutions, it may behoove other gathering customer insights at the momentCIOs to make mobile solutions available to they’re making purchase decisions? Thoseemployees in other countries, and verify that kinds of insights are closer to reality thanthey are localized properly. At the same time, ever before, but only if you understand yourcompanies may choose to emphasize other strategic goals.key areas highlighted by the survey results:sales, internal collaboration, or applications To seek high performance in the mobilityserving customer service. market, the most important thing to remember is that you’re still aiming at aManagement. Given the degree with which moving target. Remember Internet time?the mobility market shifts, it’s important that You’re now living on mobile time. DevicesCIOs maintain strong strategic oversight to continue to evolve, as do applicationtweak it when necessary as conditions shift. development tools. Just as you had to doAccenture CIO Mobility Survey Executive Summary 2012 | 4
  5. 5. Methodology About Accenture In January 2012, Accenture conducted an Accenture is a global management online survey with 240 IT professionals consulting, technology services and (directors of IT, CIOs, CTOs, Directors of outsourcing company, with more than Technologies and Chief Mobility Officers) 244,000 people serving clients in more across 23 industries in 12 countries: than 120 countries. Combining unparalleledFor more information Australia, Brazil, China, France, Germany, experience, comprehensive capabilities India, Italy, Japan, Mexico, Spain, United across all industries and business functions,on Accenture Mobility Kingdom, and United States. Half work and extensive research on the world’s for companies that generate between most successful companies, AccentureServices please scan the USD$500 million and USD$1 billion in collaborates with clients to help them annual revenues; the other half between become high-performance businesses and2D barcode USD$1 billion and USD$5 billion. The January governments. The company generated net research also included an online survey of revenues of US$25.5 billion for the fiscal nearly 4,000 mobility application developers year ended Aug. 31, 2011. Its home page is based in Africa, Asia/Pacific, Europe, and North America, who create applications, products and services for employees and enterprises, as well as consumers. About Accenture Mobility Services Accenture is focused on enabling its clients to achieve breakthrough growth throughout the rapidly changing mobile ecosystem. The Accenture Mobility Services group offers five mobility services including consulting, software services—applications, software services—devices and platforms, managed services, and business integration services. These are designed to help organizations embrace business to employee (B2E), business to consumer (B2C), business to business (B2B) and machine to machine (M2M) business opportunities. Accenture offers mobility and embedded software services across a wide range of industries, devices and platforms, including Symbian, Microsoft® Windows® Mobile, Windows® Phone, Android™, Blackberry®, iPhone®, Java™, Linux, and MeeGo™.Copyright © 2012 AccentureAll rights reserved.Accenture, its Signature, andHigh Performance Deliveredare trademarks of Accenture.