TEC H 10042013 @ 615PM 15,497 viewsCell phone.docx

TEC H | 10/04/2013 @ 6:15PM | 15,497 views
“Cell phones” at work are not new. Nor are smart phones. Many
credit
Blackberry for inventing the concept, but few would argue that
Apple with its
iPhone, more than other device created this explosive
phenomena called
BYOD – Bring Your Own Device to work.
Most of what BYOD seems to represent so far is an unbalanced
equation in
favor of employees. Employees may be happier because they
can carry their
favorite device to get company email, but it is not clear that
employers are
happy with the results. Keep in mind, that 90%+ of BYOD
activities are
email, calendar, personal banking, news, family life
coordination, Twitter
and Facebook, but little else.
In my conversations with business and technology leaders,
many
organizations are asking themselves if the fully loaded costs of
~$5.50/month/employee, in addition to any device or services
subsidy, is
worth it to the company.
If BYOD 1.0 is about employees, what might a BYOD 2.0 look

like?
What are enterprises looking to get out of BYOD going
forward? With this in
mind, I have been asking a lot of CIO’s, Directors of IT and
other smart
people what they think.
Once such person is Yaacov Cohen, CEO of harmon.ie, a fast
growing
enterprise mobility company. Yaacov talks to senior executives
around the
world about how better collaborated ideas and increased
productivity can
take place via personal use of mobile devices at work – and he
has some
pretty interesting insights to share.
1. Yaacov, how do we move from this Bring Your Own Device
(BYOD)
paradigm into BYOD 2.0, which you talk about as more of a
“Use Your Own
Device” mentality?
“Everyone has been talking about BYOD, which should be more
than
bringing their devices to work and then putting them to the side
and saying,
“Hey, stay quiet. Don’t disturb me. I’ve got a lot of work to
do.” And they go
to their laptops and do most of their work.”
“We want to change that. Business leaders are looking for
change. The
mobile enterprise and BYOD 2.0 is not about bringing devices
to work; it is

about using devices for work. How does business turn these
shiny new toys
into business tools?”
“That means allowing employees to work with customers,
review contracts,
write blog posts – do real work on mobile devices.”
2. Is BYOD a good idea in a practical sense?
“BYOD essentially means freedom of choice. Today’s IT
professionals
recognize the need to work with users rather than impose
procedures and
systems on them. BYOD is an expression of our world, which is
becoming
more democratic and more engaging.”
“We’ve gotten stuck on the infrastructure side of things. It is
true that mobile
brings a lot of questions about security. What happens if I lose
my device?
What happens if an employee leaves the company with sensitive
records on
his mobile device? We need to address these issues and then we
need to
move beyond them.”
3. What are the key business drivers for how enterprise should
invest in
BYOD 2.0?
“The primary business driver is getting work done. Business
users do not
want to compromise. The want convenience. They want to be
able to do the

work without being tethered to their laptops. People deserve and
demand a
great user experience.”
“There are other drivers too. There are growing worries about
the high costs
of data leakage and redundant licenses caused when business
users ‘go
rogue’. Employee use of unsanctioned IT resources that are
outside the
Bob Egan, Contributor
I write about mobile
BYOD As We Know It Is Dead - Forbes
http://www.forbes.com/sites/bobegan/2013/10/04/byod-as-we-
know-it-is...
1 of 2 1/30/2014 1:38 PM
This article is available online at:
know-it-is-dead/
supervision of corporate IT is rampant. I worry a lot about the
potential for
U.S. businesses facing billions in cleanup costs caused by
unintentional data
leakage, and to use a Bob Egan phrase “the digital exhaust”.
Let’s not
forget the hundreds of millions more in redundant licenses that
are likely to

become more visible over time. It should be common sense that
employees
are going to use whatever they need to do to get work done.
This will not
change until IT and the business leaders sort out how to make
enterprise
collaboration services easily mobile accessible.”
4. How significant are Cloud services for BYOD?
“The cloud is essential to the mobile enterprise. Documents are
still the
foundation of business: spreadsheets, presentations, documents
where I put
my thoughts down or write business proposals. So we need to
enable
document collaboration at the office and on-the-go. Microsoft
with Office
365 has done a terrific job of creating an office-enabled cloud,
and vendors
like harmon.ie bring full-featured, native Office 365 and
SharePoint access to
multiple devices – iPads, iOS devices and Blackberry.”
5. It’s not always about investing in new applications. Existing
tools and
solutions relevant too. True?
“Absolutely. I think mobility is not about introducing new tools
that I’m not
comfortable using. “I’m just doing it for the sake of being
mobile, being cool,
being a technologist. A lot of people are not ready to give up on
Excel. Let’s
face it. Some might like it; some might hate it – but can you
live without it?

Sometimes we end up switching between the means and the
purpose. The
purpose is getting things complete, not learning new tools.”
6. What are the top three best practices that are trending
through your
conversations with company leaders?
#1 – Enterprise mobility is the right way to go and we need to
provide
mobility to end-users. The trend is about thinking beyond the
device and
much more about using mobile to get real work done that drives
revenue for
a company and improves customer satisfaction.
#2 – IT needs to switch from being a gatekeeper to being a
technology
opener. It is not about chief information officer. It is about
chief innovation
officer.
#3 – Do not confuse innovation and disruption. Provide an
innovation
that is easily absorbable by your mainstream business users.
“Business users do not care about IT – and that is something
that IT folks
tend to forget. The last thing they care about is a name. They do
not care if it
comes from Microsoft or Box or Java, or from IBM, or Google.
They care
that they want to get their jobs done so that they can get home
to do other
things. The Enterprise IT has yet to deliver.”

In Summary:
If BYOD 1.0 has been responding to the needs of the employee,
BYOD 2.0
efforts will focus more on the needs of where the enterprise and
the
employee intersect. Perhaps the most valuable key attribute of
BYOD 2.0 will
be to provide right- time experience (user interface + user
experience) to the
systems, solutions and points of collaboration that are mutually
relevant to
the company and to the employee.
Over the next month, I will writing more about developing and
bringing very
scalable, great experiences to employees – and to customers,
through the
mobile channel. I’m also planning more executive interviews. In
the
meantime, let me know what you think !
BYOD As We Know It Is Dead - Forbes
know-it-is...
2 of 2 1/30/2014 1:38 PM
Exploring new mobile and cloud platforms without a
governance strategy can
have consequences.

At the beginning of my IT career, I witnessed a number of
decisions and project management practices which, at the
time, just didn't seem to make sense. But I was young, and I
often thought to myself that the people involved must have
some other reasoning, some justification for their actions that I
was just not privy to.
In short, I remained quiet when I should have spoken up. What
two decades of experience has taught me is that there
is rarely reasoning or justification behind actions that, at a gut-
level, are clearly bad IT practices. We inherently
recognize when common sense has taken a back seat.
There is most definitely a dark side to BYOD. For the most
part, I am an advocate for the consumerization of IT (using
non-standard apps and tools as a way to increase end user
engagement and productivity) and support the bring-your-
own-device model.
However, as a seasoned manager and IT operations leader, I
recognize the risks that come with the model if
organizations do not properly plan out their strategies, putting
sufficient protections and governance practices in place
to manage the potential risks that could come from these
unsupported devices and applications. End users often want
what’s NEW, but there are valid reasons for imposing and
enforcing safeguards when giving mobile business users

access to your otherwise secure, scalable, and compliant
systems.
Some people equate governance with bureaucracy and
hierarchical systems, but those perceptions often come from a
lack of appreciation for the potential risks involved.
Governance is about checks and balances -- supporting the tools
and systems your end users want, but in a way that is
manageable and which follows defined protocols.
Examples of rogue IT practices
A (http://harmon.ie/blog/new-survey-reveals-mobile-rogue-it-
costing-us-organizations-almost-2b)recent uSamp survey
(http://harmon.ie/blog/new-survey-reveals-mobile-rogue-it-
costing-us-organizations-almost-2b) found that 41% of US
mobile business
users have used unsanctioned services to share or sync files,
despite 87% saying they are aware that their company
has a document sharing policy that prohibits this practice. And,
27% of mobile business users who “went rogue”,
reported immediate and direct repercussions, from lost business
to expensive lawsuits and financial penalties that cost
$2 billion.
While most IT professionals understand these risks viscerally,
some business users need to crash and burn before

they are willing to adjust their risky behaviors, which is not a
message your employer wants to hear. Luckily, there is
another way: learning from the mistakes of others. This month,
I am one of six mobile security and IT experts judging a
(http://www.rogueitstories.com/)"Rogue IT" contest
(http://www.rogueitstories.com/). We’re collecting anonymous
stories from the
community about mobile and cloud-based app failures caused by
business and IT users who disregard corporate
BYOD AND THE CONSUMERIZATION OF IT
The dark side of BYOD
By Guest Contributor in Tech Decision Maker, October 13,
2013, 5:00 PM PST
Page 1 of 5The dark side of BYOD - TechRepublic
1/30/2014http://www.techrepublic.com/blog/tech-decision-
maker/the-dark-side-of-byod/
governance practices. These real-world horror stories are great
examples of the prevalence of rogue IT behaviors at
work, and the very real risks they bring.
For example, within a $500 million health and wellness
company, a consultant was hired to audit their IT systems to
ensure their systems and practices were compliant with industry
regulations and best practices. It was very quickly

identified that end users were sharing sensitive customer data
(credit card numbers, bank routing numbers) using
public email channels (Hotmail, Gmail) and through consumer
instant messaging platforms (AOL Messenger, Yahoo
Messenger, MSN Messenger), despite approved and documented
communications processes.
Because the consultant was required to report the violations, the
CFO immediately took steps to lock down all
unauthorized collaboration tools, and instituted immediate
policy changes. The company was given just days to
comply, with hefty fines for each violation identified plus more
fines for each day their systems were found to be non-
compliant.
In another example, a European company was getting an
increasing number of requests from its users to connect
personal iPads and smartphones to company systems. While IT
resisted these requests for several months, the
company finally decided to open up its email systems to a
“select number of executives” and shared the necessary
passwords. Six weeks later, IT ran an audit on the system and
found ten-times the number of employees connected
into the corporate back end environment as had been approved.
The passwords had apparently been shared across

the organization.
And at a large non-profit, the security team found out that
several teams using Dropbox without IT authorization had
recently been hacked. To understand how their system had been
compromised, they contacted the popular cloud-
storage vendor, telling the person over the phone that they
wanted to know more about how their organization had
been using the platform. The phone rep volunteered more data
than they had expected, telling them "We have a list of
1600 user names and their email addresses. Would you like that
list?" The cloud-storage vendor was clearly interested
in moving to them to the enterprise version, and was willing to
share a customer list without even authenticating the
person who called!
Proactive governance
There are similar traits that run through each of these real-world
examples. For one, individuals subverting established
processes and informed IT leaders with the goal of “getting
work done faster." On the flip side, many IT organizations
are not listening to the needs of their employees, causing some
to feel that they have no other choice but to "go
around" IT so that they can get their jobs accomplished.
In each case, the lack of clearly documented -- and transparent -

- change management practices may be at the root
cause of the problem; practices that provide a more open dialog
between IT and end users about what is needed, and
how some consumer-driven tools and practices may not be the
best fit for an enterprise.
Governance should not be feared or ignored, but looked at by
both management and end users as an important aspect
of the change management model. Organization make
governance and change management a priority are able to
more quickly recognize new requests as they come in, validate
requirements to make sure requests are aligned with
business activities, and ensure that all new tools and apps meet
the standards and regulations, reducing the risks of
data meltdowns and unintentional-but-potentially-significant
losses.
Christian Buckley is the Chief Evangelist at Metalogix. Keep an
eye out here for more coverage from Christian's stint as
judge at the "Rogue IT" contest.
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