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Accenture CIO Mobility Survey


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To gauge the perceptions of mobility among IT professionals, Accenture Research surveyed several hundred CIOs and several thousand application developers in North America, Europe, Asia and South America in January 2012. The results were startling. When asked to tally their priorities, 78 percent of CIOs placed mobility in their top five.

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Accenture CIO Mobility Survey

  1. 1. Always On. Always Connected.Keeping Up With MobilityThe Accenture CIO Mobility Survey 2012 Enter u
  2. 2. Keeping Up With MobilityEven while CIOs target mobility as a priority, they facecompetitive and development challenges. What’s the best wayto develop a cogent strategy and stay ahead of the curve?If the intense popularity of and focus According to two recent surveys by fragmentation of the mobileon all things mobile – smartphones, Accenture Research, history is indeed device market, with tablets joiningtablets, connected devices, and mobile repeating itself. Mobile devices have smartphones and complicatingapplications – seems familiar, it’s made the transition from being a development issues for Operatingbecause the 1990s Internet mania secondary device to being a primary System (OS)-specific or browser-basedis repeating itself. Think about it – device; hence they have become a applications. As always, too, questionssuddenly a new technology swept in, platform unto themselves, whether the regarding security and connectivitythreatening and promising to change enterprise supplies them or employees loom over any remote access strategy.the way people worked. It became an can use their own on a “bring your owninstant priority for IT, but its multiple device” (BYOD) basis. They bring an As with the Internet, our researchfacets weren’t so easily mastered. astonishing number of capabilities, but shows that successful CIOs should do companies are still in the early phase three things: understand where in theirCompanies spent money creating web of developing their mobility strategies. organization developers are creatingsites akin to “brochureware,” while While they scramble to develop their mobility applications; discern how tosavvier companies realized that, with mobile strategies, they must balance a quickly integrate them into a cohesivesome careful back-end investment, variety of issues. strategy; and then use that strategythe Internet could not only offer as a foundation for competitivedata access to employees, partners, These issues include the monetization advantage.and suppliers, but also represented of applications; accommodatingan unprecedented transactional the divergent needs of employees,opportunity. The latter companies often customers, prospects, partners, andthrived while the others floundered. suppliers; addressing the increasingAccenture CIO Mobility Survey 2012 t Back | Forward u
  3. 3. Mobility Is Both a Priority and a ChallengeTo gauge the perceptions of mobility among IT professionals,Accenture Research surveyed several hundred CIOs and severalthousand application developers in North America, Europe,Asia, and South America in late 2011.The results were startling. When asked 100 percent of CIOs in China indicated Figure 1: More than two-thirds of organizations rank mobility asto tally their priorities, 78 percent of mobility was their No. 1 or No. 2 (58 a high priorityCIOs placed mobility in their top five; percent) priority or their top 5 (42some 38 percent put it in their top two percent) priority. The percentage was 85 How does mobility rank among your list of priorities forpriorities. Only 19 percent said it was percent for CIOs in Mexico, 84 percent your company in the next year?in their top ten, and 3 percent said it for those in Brazil, and 77 percent forgarnered a “low” priority for them. US UK India Brazil China Mexico Total those in India. The response from the UK only trailed India by a percentage Very high (top 1 or 2) priority 26.0% 58.3% 33.3% 48.0% 58.3% 65.0% 37.9%But the survey results also revealed point, but only 66 percent of the CIOs High (within top 5) priority 40.0% 60.0% 43.3% 36.0% 41.7% 20.0% 40.8%some intriguing anomalies. When in the U.S. rated mobility as their No. 1Accenture asked CIOs about their Medium (within top 10) priority 30.0% 24.0% 20.0% 16.0% 0% 10.0% 19.0% or No. 2 priority or their top 5 priority.priorities for the coming year, the Low priority 4.0% 0% 3.3% 0% 0% 5.0% 2.3%answers diverged based on geography. Not a priority at all for our 0% 0% 0% 0% 0% 0% 0%Far more CIOs in emerging markets are company in the next yearfocusing on mobility compared to those Total 100% 100% 100% 100% 100% 100% 100%in established markets. For instance,Accenture CIO Mobility Survey 2012 t Back | Forward u
  4. 4. Why the disparity? We believe that draw the same conclusion regarding Figure 2: Countries mobile priorities differ across regionsemerging markets’ ability to capitalize greenfield status versus maturity. Thison greenfield opportunities may provide information is significant, however,the answer; the emerging markets also for companies planning to developreport a significantly higher lack of applications in those countries, in terms China 58%interoperability with legacy systems. of understanding the thrust of the 33%So by focusing on mobility, they can competitive landscape.avoid the hassle of integrating mobile Brazil 44%applications with large back-end Other concerns complicate the rushlegacy systems, which were architected toward mobility. No matter where 28%and built for very different business CIOs were around the world, costrequirements and frequently require and security led the list of their US 38%upgrades to accommodate 24/7 mobile concerns. Among CIOs, 50 percent 32%traffic. In addition, they may not even cited concerns regarding security andhave deployed desktop applications, and 43 percent cited budgetary issues. India 37%can use the increasing capabilities of Again, concern for these issues differedsmartphones and tablets to leapfrog PC extensively depending on geographical 43%deployments. location – except in the U.S., where the results were tied at 54 percent. Mexico 30%The survey results also showed an Other stumbling blocks cited included 45%interesting disparity when they a lack of interoperability with currentmeasured whether companies were systems and a lack of understanding UK 24%focusing on internal capabilities, such about the benefits of mobility (bothas improving field service and customer at 26 percent); a lack of required skill 56%service delivery for employees, versus sets for development and deploymentdriving revenue through customer (18 percent), fractured ownership ofengagement on mobile devices. In some mobility within the organization (17 Enterprise: Improve field service/customercases, in fact, the split was considerable: percent); and lack of engagement service delivery with instant data access,China CIOs were more focused on from senior executives (16 percent). capture and processingemployees over customers, 58 to 33 Interestingly, this indicates that thepercent, while UK CIOs were more bigger issues are technical rather Consumer: Drive revenue through customerfocused on customers than employees, than cultural, presenting a picture of engagement on mobile devices.56 to 24 percent. In this respect, Brazil companies ready to tackle mobilitywas closer to China and Mexico was as long as they can get assistancecloser to the UK, so it’s impossible to overcoming the technological issues.Accenture CIO Mobility Survey 2012 t Back | Forward u
  5. 5. Not surprisingly, the top issue forCIOs was also an issue for applicationdevelopers. When developers wereasked to name the smartphoneplatform with the best security,none of the platforms received anoverwhelming endorsement: a littlemore than half of the applicationdevelopers thought Apple Inc.’s iOSoperating system had the best, whilenearly one-quarter cited Google Inc.’sAndroidTM operating system.The results also clearly highlightedthe fragmentation of the mobiledevice market. This manifests itselfnot only in the vast number of mobileplatforms and devices, but also inthe question of whether to focus onconsumer (B2C) or employee (B2B)applications. Application developersrated fragmentation among devicesutilizing the AndroidTM and Blackberry®platforms as particularly difficult tomanage, and both platforms scoredlower on their monetization potentialthan the iPhone® and iPad® mobiledigital devices.Accenture CIO Mobility Survey 2012 t Back | Forward u
  6. 6. Fragmentation complicates companies’ Another potential burden on resources:ability to accommodate one of the decision whether to focus onthe strongest trends in mobility: inbound employee applications orconsumerization or BYOD. By allowing outbound consumer applications.employees to run applications on Companies inherently understand thatany mobile device, IT runs the risk of offering an application to consumershaving its resources diluted further. At specific to them will likely increasethe same time, our research indicates customer interactivity and intimacy. Butthe market is clearly still in flux, with the same divergent number of devicesBlackBerry® devices that were once on the employee side applies to therated as highly favored within the consumer side, complicating the issueenterprise now receiving “low” or “very of multi-platform development.low” engagement scores. Accordingly,however, 52 percent of CIO respondents The issue of consumer applicationssaid they were taking a hybrid approach also relates to monetization, the abilityto development; that is, mediating to ensure that the results of mobileboth native and HTML5 development to development relate to quantifiablecreate applications whose user interface revenue streams. 42 percent of allruns at least partly in an embedded CIOs want to improve field service orbrowser. customer service delivery with instant data access, capture, and processing.Accenture CIO Mobility Survey 2012 t Back | Forward u
  7. 7. On the consumer side, another 40 When asked which capabilities they cycle with improved access to back-end efforts to empower communicationpercent want to drive revenue through were focusing on, the trend was systems and data quality for the sales and collaboration among employeescustomer engagement. clear: process improvements. In the force. These two areas represented no matter where they were. 53 percentOne might think that all these obstacles next twelve months, some 48 percent the highest percentage of completed of CIOs reported being in the middle oftogether constitute a Gordian knot for plan to make changes in processes, projects. projects to improve field and customermobility, one that’s not easily untied or workflow, and employee roles to better service activities.even sliced. Nothing could be further incorporate mobility services in their An even higher percentage of CIOsfrom the truth. Even as companies company. Nearly the same percentage (43 percent) were in the middle ofwrangled with the challenges of the plan to deploy employees dedicatedweb fifteen years ago, they grasped to mobile efforts (47 percent). Within Figure 3: Nearly half of CIOs plan to make changes in processes, workflowits inherent value. The same applies to the same 12-month timeframe, 41 and roles defined to better incorporate mobility servicesmobility. percent plan to create a prioritized list of mobility initiatives; 34 percent plan What components of a mobile strategy do you plan to have in place within the year?No matter what the obstacles, CIOs to have a dedicated mobile budget; and (Please check)report a strong commitment to mobile 31 percent plan to deploy application N = 238 Column N %technology. On average, companies are lifecycle management initiatives for theallocating 31% of their discretionary development, testing, and updating of Dedicated mobile budget(s) 33.6%IT budget to mobility projects in 2012. applications. Prioritized list of mobile initiatives 41.2%In addition, some 84 percent reported Dedicated mobility-related employees 46.6%either an extensively or moderately In addition to making changes to theirdeveloped formal mobile strategy. That business processes to better enable Changes in processes, workflow and roles defined to better incorporate mobility services 47.5%indicates both a strong commitment mobility, CIOs are already charging full Standard list of devices/platforms required to support 36.6%to mobility’s advantages and a high steam into implementing their mobile Application lifecycle management (development, testing, distribution, updating) 31.1%understanding of its potential benefits. priorities. When asked about whatInterestingly, emerging markets led in mobile services they plan to implement, KPI definition and ability to measure/report/analyze and act 18.5%being committed to a strategy as well. CIOs cited streamlining operations None of the above 3.4%In the U.S. and the UK, 76 percent of through the ability to track orders, Total 100%CIOs indicated they had an extensively assets, or inventory from anywhere; 37or moderately developed formal mobile percent had completed such efforts,strategy; for India, Mexico, Brazil, and while another 37 percent were alreadyChina, the figure was significantly executing them. Close behind that (35higher at 94 percent. percent) was accelerating the salesAccenture CIO Mobility Survey 2012 t Back | Forward u
  8. 8. Tackling the Challenges Through a Cohesive StrategyGiven that mobility—like the Internet before it—is equallyconfusing and compelling, it only remains for IT to craft astrategy for conquering it. Creating such a strategy meansfirst acknowledging the shift from applications containingdata, logic, and presentation tiers to one in which servicesexchange information.A strategy will also help keep the choices, such as whether you will choose to emphasize other key areasobstacles from overwhelming multiple make applications available through highlighted by the survey results: sales,internal, though uncoordinated, efforts. external application stores or internal internal collaboration, or applicationsWhat goes into a mobile strategy? downloads. serving customer service.Accenture sees three importantelements: technology, business Business Requirements. This element Management. Given the degree withrequirements, and management. encompasses identifying where mobile which the mobility market shifts, it’s solutions are most important within important that CIOs maintain strongTechnology. This element spans your company, so you can prioritize oversight of their strategy, in order toeverything from platform choice to development efforts. Given the strong tweak it when necessary as conditionsdevelopment tools. Are you going to commitment that CIOs in emerging shift. It won’t be easy to establish yourinternally standardize on one device, markets have toward mobile solutions, strategy because such an effort requiresor encourage the BYOD concept? This it may behoove other CIOs to not not only identifying future projects,impacts your choice of development only make mobile solutions available but identifying current projects andtools, which range from native to to employees in other countries, but ensuring that they are nudged towardcross-platform or hybrid approaches. ensure they are localized properly. your ultimate goals.It will also affect your deployment At the same time, companies mayAccenture CIO Mobility Survey 2012 t Back | Forward u
  9. 9. In essence, CIOs must embark on a three-step process to hone their strategy.1 2 3Step one: Discovery. Identify currentprojects as well as future goals; keepin mind that business units may be Step two: Acceleration. Having identified the projects you want to pursue and the underlying technologies, Step three: Innovation. Once you’ve created a strong foundation for internal progress, you can start looking at Perhaps the most important thing to remember is that you’re still aiming at a moving target. Remember Internettackling applications on their own. promote acceleration by standardizing other capabilities to help make your time? You’re now living on mobile your efforts as much as possible. Use mobile applications even more of a time. Devices continue to evolve, as common code – aka an “application competitive advantage. How can you do application development tools. Just factory” – for basic elements spanning target those key areas and create even as you had to do in Internet time, you people, process, and tools. These help better tools for helping to reduce sales must focus on what aspects of mobility reduce overlap and increase developer cycles or gathering customer insights at serve your business requirements most, efficiency. Establishing common the moment they’re making purchase and recalibrate them periodically. While interface elements for employees will decisions? Those kinds of insights are you can easily refresh some strategies also help reduce training time and closer to reality than ever before, but every year or two, for the time being, increase productivity. only if you understand your strategic you must reconsider your mobile goals. strategy as often as every six to 12 months to verify that you’re still placing your bets on the right trends.Accenture CIO Mobility Survey 2012 t Back | Forward u
  10. 10. How Accenture Can Help Companies Devise a Mobile StrategyFor companies staking their claim in mobility, Accenturebrings a spectrum of capabilities as broad as the underlyingchallenge.Its international presence gives it Its Accenture Mobile Services group In the specific area of developing For the technology perspective, thisinsight into global mobility issues, helps clients tackle mobility in a variety mobile strategies, it has crafted a requires identifying:which encompasses an understanding of ways. In addition to helping clients multi-step methodology for companiesof both cultural and technological seize opportunities for growth and to follow. Initially, Accenture Mobility • What devices should be used?issues relating to development, manage the demands of an always- Services helps clients understand the • What applications are necessary?deployment, and connectivity. In on environment, it helps clients ramifications of a mobile strategy, • Do they need to be built or can theyaddition, it brings cross-industry use mobility to run their businesses both from the business and technology be acquired?knowledge that helps clients use more efficiently. Whether it involves perspective. For the business • What should the networkmobility to deepen connections with efforts to improve connection and perspective, this includes identifying: infrastructure look like?consumers, employees, businesses and communication with their workforce, • How will the applications integrateeven machines. their customers, or their partners, • Who’s going to use the mobile with back-end applications? Accenture Mobility Services’ experience application? • How will the applications be secured? in nearly every industry brings in-depth • What business processes they touch? • How will the applications be understanding of how businesses can • What capabilities they need? configured, deployed, maintained, achieve growth through mobility. • What internal support structure is and updated? necessary? • What training is necessary? • How should functions be governed?Accenture CIO Mobility Survey 2012 t Back | Forward u
  11. 11. Once Accenture Mobility Services, in Within Accenture Mobility Services collaboration with the client, answers as well are teams of savvy developers these questions, they begin the three- experienced in all facets of mobile step strategic planning approach. applications. Whether clients need In the Assessment phase, Accenture Apple® iOS, AndroidTM, or cross- Mobility Services benchmarks the platform HTML5 applications, the clients’ mobility capabilities and Accenture Mobility Services team can identifies opportunities. In the Blueprint provide the requisite knowledge. phase, Accenture Mobility Services defines standards and capabilities Combining all these capabilities, that should be supported for a future Accenture Mobility Services offers vision of mobility. Then it develops help with applications, devices and an implementation roadmap to guide platforms, managed services, and potential mobility growth. business integration services. With this unique combination of consulting and development skills, Accenture and Accenture Mobility Services have the capabilities to lead companies from strategic opportunities to success in their mobile deployments.Accenture CIO Mobility Survey 2012 t Back | Forward u
  12. 12. To learn more about AccentureMobility Services, CIO Mobility Survey 2012 t Back | Forward u
  13. 13. Methodology employee (B2E),business to consumer Rights to trademarks referenced herein, (B2C), business tobusiness (B2B) and other than Accenture trademarks, In January 2012, Accenture conducted machine to machine(M2M) business belong to their respective owners. We an online survey with 240 IT opportunities. Accenture offers disclaim proprietary interest in the professionals (directors of IT, CIOs, CTOs, mobility and embedded software marks and names of others. Directors of Technologies and Chief services across a wide range of • Apple, iPad, iPhone: Apple®, iPhone®For more information Mobility Officers) across 23 industries industries,devices and platforms, and iPad® are trademarks of Apple in 12 countries: Australia, Brazil, China, including Symbian,Microsoft® Inc., registered in the U.S. and otheron Accenture Mobility France, Germany, India, Italy, Japan, Windows® Mobile, Windows® countries. Mexico, Spain, United Kingdom, and Phone, Android™, Blackberry®, • iOS: IOS is a trademark or registeredServices please scan the United States. Half work for companies iPhone®,Java™, Linux, and MeeGo™. trademark of Cisco in the U.S. and that generate between USD$500 million other countries and is used under2D barcode and USD$1 billion in annual revenues; license. the other half between USD$1 billion About Accenture • Android: Android is a trademark of and USD$5 billion. The January research Google Inc. also included an online survey of nearly Accenture is a global management • Blackberry: BlackBerry® and related 4,000 mobility application developers consulting, technology services trademarks, names and logos are based in Africa, Asia/Pacific, Europe, and and outsourcing company, with the property of Research In Motion North America, who create applications, more than 244,000 people serving Limited and are registered and/or products and services for employees clients in more than 120 countries. used in the U.S. and countries around and enterprises, as well as consumers. Combining unparalleled experience, the world. Used under licence from comprehensive capabilities across all industries and business functions, Research In Motion Limited. About Accenture Mobility Services and extensive research on the world’s most successful companies, Accenture is focused on enabling its Accenture collaborates with clients to clientsto achieve breakthrough growth help them become high-performance throughoutthe rapidly changing mobile businesses and governments. The ecosystem. TheAccenture Mobility company generated net revenues of Services group offersfive mobility US$25.5 billion for the fiscal year services including consulting, ended Aug. 31, 2011. Its home page is software services—applications, softwareservices—devices andCopyright © 2012 Accenture platforms, managedservices, andAll rights reserved. business integration services.Accenture, its Signature, and These are designed to helpHigh Performance Delivered organizationsembrace business toare trademarks of Accenture. Back | Exit u