Internship Experience Provides Valuable Insights

Final Paper
I consider the internship as an opportunity that allows me to
learn how the real work is and start apply what I have learned.
As part of my internship, through a formal education program
and as part of my education at University of New Haven.
Despite the reason, every individual that experience an
internship can attest to loads of skills, values, understanding
and information attained through the experience. The latter
information was proven true to me when I was assigned for an
internship at the NHPD, New Haven Police Department. I was
subjected to different situations and calls that relate different
theories impacted to me through study lessons. The experience
allowed me to recommend students in different fields to
experience such an excellent internship program. The internship
remains valuable learning experience for my colleagues, and me
especially when they are undertaking different programs and
trips relating to the U.S. criminal justice system.
The internship program involved different experiences, such as
processing evidence. The process of evidence collection starts
with seizing of evidence. Also, officers at the NHPD
demonstrated to me the process of identifying fingerprints,
which helps in identification of the gun owner. The information
proves valuable, as there are varied things that can never be
present in class to facilitate first-hand understanding of a
situation.
Similarly, the internship allowed me to have a deeper
understanding of the value and strategy of writing a police
report. I thought that reading was only relevant to English
classes, but it extends to my carrier. I learned valuable
information from reading cases relating to robbery, homicide
among other reports.
Additionally, I attained additional information about the
difference in police operations and the way in which they
communicate. There are new strategies that I learned on

communication and operation between police departments, other
agencies and other private organizations like UNH. For
Instance, the NHPD system applies the system of Community
Policing. The system allows the public to attend the meetings,
which consider a helpful tactic in fighting crime. I can confess
that I was impressed by the system. During my ride along with a
police officer at the NHPD, I noticed that the staff in
department is cooperative and helpful. I expect to find the same
situation in Saudi Arabia, but I prefer addressing the current
situation. The staffs involve significant cooperation with the
agents in relation to time and effort. Consequently, the team
attains significant information in different cases. My internship
experience provides me with information that might help me in
improve the criminal system in Saudi Arabia to the better.
Further, as part of my internship that involve presentation in the
police department. Presentation remains valuable as it allowed
my colleagues and I to see different aspects of the policing
systems with Chief Roy Davis. The presentation also acts as a
mind opener to internship students. I enjoyed one presentation
that I attend with Chief Roy Davis. The Chief Police gave us
critical information from his experience in law enforcement that
definitely will help us in the future, which extended my
understanding on the different criminal aspects. I would
promise that the experience would help me change the
perception in some aspects back in Saudi Arabia.
Moreover, the program prevalent in the New York City involved
many tours. The interaction with influential and powerful
parties in NYPD boosts the confidence that I have regarding law
enforcement. Professor James Albreat was another person that
helped us through with the tours. The tours allowed me to arrive
practically at the scenes and see the value of with evidence and
how important is the evidence in order to lead the perpetrator.
There aspects that, I never thought was valuable during crime
scene investigations that proved otherwise.
Moreover, the as part of internship we had a trip to the US
Capital in DC. The experience helped me in the understanding

of different issues relating to international policing. Also, the
experience showed how such huge are the efforts that being
made by international organizations.
Further, the visit of the New Haven Correctional Center ensured
hands-on experience relating to the correctional center. My stop
at the NHCC, New Haven Correctional Centre, allowed me to
learn the different sections and types of prisons. The prisoners
were segregated on the nature of the crimes they committed.
The situation allowed the jail system to monitor and ensure that
the inmates were better people than they came prior to release
and involved what is called rehabilitation. The security and
counseling were also valuable to the inmates as they learned
how to ensure change in their ways. The latter information was
released in details when we met with the Warden of the Jail was
great.
Further, there were important presentations like project
longevity. The presentation offered to us new information about
new approaches in different projects. The information proves
valuable as it might help me with the Saudi Arabian Criminal
system in applying them. I know that there are some aspects
familiar in my country, but I can help sharpen and ensure care
when practicing these aspects to attain a sound criminal justice
system. The system applied in America remains valuable as they
help understand the nature of different cities and the proper
approach when dealing with different groups.
Similarly, training remains necessary in every institution. The
NHPD was not exceptional as; I underwent the Applied
Cognitive Interview Training. The training incorporated with
the professor remains helpful because of the lie detection tactics
that he taught us. The interviews are valuable in understanding
the lies and the truth told by the people involved or suspected to
be liers. The training was interesting that I found myself hoping
for more time and more useful materials from the professor.
I was also of the attendance at the shooting Seminar that was
held a while ago. The seminar hosted by Dr. Henry Lee. The
seminar was a great experience where I learned things I would

never learn in classes. I had to court visits, one was during the
semester with professor Judith and one with Michael Figorito. It
allowed me to understand the court, and the judicial system
process in the United States. At the Superior Court in
Connecticut, the judge involved details that I would have never
attained through the internship. The judge remains personal
with my colleagues and me in the field of the judicial system.
The judge’s information was specific to the United States as it
involved the trail process.
However, despite the experience there are aspects that I can
constructively criticize. I noticed that some cases took long
time to complete. The experience also ascertains the complaints
received from individual regarding the slow court process in the
United States Judicial System. The United States courts like
most countries’ courts, handles massive number of cases, which
probably explains the slow process.. The internship helped me
attain valuable information about the different regions and the
different tactics applied by the regions.
In conclusion, the internship experience incorporated aspects
that will never come to class or anywhere else. The experience
is exclusively obtainable through interaction and practice in
collaboration with professionals in different fields. I would
recommend any other student undertaking courses in a major
like criminal justice to undertake such an internship. The
information, values, and experience remains valuable, and I can
confidently term internship as an exciting and the best part of
college education that I will never forget. It made me
understand and increased my passion towards the near future
career. Finally, my dream matures as I realized it during the
NHPD internship experiences and other past and coming
existing experiences in Washington D.C.
I appreciate the opportunity created by University of New
Haven and the Saudi Arabian Ministry of Interior to experience
the hands-on education prevalent in the Police Departments in
the US and other governmental agencies. Also, I would thank
Mr. Michael Figorito for such a good help.

This research note is restricted to the personal use of
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G00273934
Predicts 2016: Mobile and Wireless
Published: 13 October 2015
Analyst(s): Ken Dulaney, Terrence Cosgrove, Jon Erensen, Nick
Jones, Angela McIntyre, Martin Reynolds
In this new phase of mobility, wireless and mobile technologies
expand our
real world beyond simple smart devices, creating new digital
worlds. IT
leaders and vendors are challenged by new privacy and security
threats
from new technology sources.
Key Findings
■ By 2018, the number of organizations managing a portion of
their PCs/Macs with an enterprise
mobility management (EMM) system will rise from less than 1%
today to 40%.
■ By 2018, 5 million people will have enterprise-confidential
information on their smartwatches.

■ By 2020, the impact of interruptions on human effectiveness
will cause 40% of enterprises to
restrict notifications on wearables and smartphones.
■ By year-end 2020, the largest smartphone brand will be
Chinese.
Recommendations
■ Use EMM tools to manage selected PCs today — especially to
address the new management
challenges introduced by mobility, such as certificate
management — and to deal with
uncontrolled OS and app releases.
■ Update enterprise policy on the use of personal mobile
devices for work to include
smartwatches and other wearables. Clearly describe what types
of data can be collected,
stored or transmitted from the smartphone.
■ Engage employees in voluntary studies of their use of mobile
devices and services that cause
interruptions in order to quantify the impact to worker
effectiveness. Use the results and
evidence from psychological research to gain evidence to
support future action.
■ Use low-cost smartphones to mobilize employees where you
cannot justify the cost of a
premium device.
Table of Contents

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Strategic Planning
Assumptions............................................................................
................................. 2
Analysis..................................................................................
................................................................ 2
What You Need to
Know......................................................................................
............................ 2
Strategic Planning
Assumptions............................................................................
........................... 3
A Look
Back.......................................................................................
............................................10
Gartner Recommended
Reading........................................................................... ........
....................... 11
Strategic Planning Assumptions
By 2018, the number of organizations managing a portion of
their PCs/Macs with an EMM system
will rise from less than 1% today to 40%.
By 2018, 5 million people will have enterprise-confidential
By 2020, the impact of interruptions on human effectiveness

will cause 40% of enterprises to
restrict notifications on wearables and smartphones.
By year-end 2020, the largest smartphone brand will be
Chinese.
Analysis
What You Need to Know
As mobility moves into its maturity phase, its impact becomes
less self-contained under the banner
of mobility, and instead spreads across the computing
infrastructure. Security, manageability and
productivity are the key themes presented in this Predicts note,
where both IT leader excellence and
vendor differentiation can be attained:
■ IT managers will need to support smartphones and wearables
having a wider range of variation
in OSs. As Chinese brands become more dominant by
leveraging declining application service
providers (ASPs) and lack of differentiation, incumbents will
not succeed by bundling more
consumer software and superfluous features on devices.
■ IT planners must recognize that EMM technology can only
survive if its offerings are broadened
to both the PC market and other endpoint markets, such as
wearables. This permits IT
organizations to both consolidate the products in use, and
leverage consistency in how they
secure and manage their entire endpoint portfolio.
■ Security continues to be a threat that emerges with each
device option the market offers to

employees. This threat increases as each application expands its
cloud footprint, creating
multiple points of exposure. Helping IT address the movement
of data to unprotected devices
and storage locations is becoming a major concern. We
highlight this concern by listing
smartwatches as a new target.
Page 2 of 13 Gartner, Inc. | G00273934
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■ Dealing with productivity is a new frontier, where employers
begin to balance the freedom of
work they have given employees through programs such as
bring your own device (BYOD) and
bring your own application (BYOA), with the need for that
freedom to be targeted at clear
business objectives while maintaining the ability of different
employees to retain their own style
in pursuing those objectives.
Together, our predictions support the concept that mobility is
becoming more invisible as it pushes
its challenges into every traditional area of IT, forcing those
areas to become more robust. It is
important that IT continually use mobility as the ultimate test of
the viability and completeness of all
strategies that become part of any IT or vendor's overall plans.
Strategic Planning Assumptions

Strategic Planning Assumption: By 2018, the number of
organizations managing a portion of their
PCs/Macs with an EMM system will rise from less than 1%
today to 40%.
Analysis by: Terrence Cosgrove
Key Findings:
The management of PCs in enterprises today is mostly done
through client management tools
(CMTs), but scenarios where EMM becomes feasible to manage
both mobile devices and PCs are
starting to emerge. EMM products have gradually started to
include features to manage PCs. The
management framework for mobile devices and PCs is set to
converge into a unified endpoint
management model over the next five years. Microsoft and
Apple are unifying aspects of the PC,
tablet and smartphone platforms. Both vendors have added the
ability to use EMM tools to manage
their PC platforms. Starting with Windows 8.1 and now with
Windows 10, Microsoft added the over-
the-air device management (OMA-DM) agent, a number of
mobile device management (MDM)
settings and the app store delivery model to deliver universal
apps. Three years ago, Apple
switched its OS X settings and configuration management
framework from "Managed Preferences"
to "Configuration Profiles." Configuration Profiles is the iOS
setting and configuration management
framework. The EMM architecture provides a lighter-touch
style of management than CMTs. On
both Windows 10 and Mac OS X, the EMM agent performs only
the management functions allowed
by the OS, which makes it well-suited to devices in which the

enterprise wants to limit its span of
control. CMTs have proprietary agents that are permitted full
control of the system image and have
few limitations in the tasks they can perform. PC management,
however, remains complex and
labor-intensive, and endpoint computing leaders should explore
the opportunity to move to a lighter
PC management paradigm in at least some scenarios. On Mac
OS X, organizations can use EMM
tools and CMTs together. EMM tools are suited for scenarios in
which the enterprise wants a light-
touch management approach, and users need only Web and
native mobile apps. Administrators can
manage OS X and iOS configurations together using a single
EMM tool.
Market Implications:
Microsoft and Apple continue to enhance the ability to manage
PCs with EMM tools. However,
CMTs and processes to manage images, patches and desktop
applications will be necessary as
Gartner, Inc. | G00273934 Page 3 of 13
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long as enterprises have desktop applications in their
environments. CMTs provide greater system
control and more capability for traditional native desktop
applications, but are not appropriate on
user-owned PCs, where full image management is not needed or

desired. EMM tools do not provide
complete life cycle management capability, but are suitable for
specific scenarios where users
require only Web and native mobile apps. Over the long term,
the mobile and PC management
frameworks will converge into a unified endpoint management
model (see "Managing PCs,
Smartphones and Tablets and the Future Ahead"). End-user
computing leaders can start preparing
now for the transition.
Recommendations:
EMM are suitable to manage PC in a limited number of
scenarios today:
■ Use EMM tools to manage bring your own PC (BYOPC),
particularly when users want access to
native, touch-based applications.
■ Consider EMM tools for "somewhat managed" endpoint
management scenarios, when no local
Win32 applications are required.
■ Manage only selected PCs with EMM tools today, especially
when there is a requirement to
address the new management challenges introduced by mobility,
such as certificate
management, and to deal with uncontrolled OS and app releases.
Related Research:
"The Top 10 Mobile and Endpoint Strategic Imperatives to
Apply to Your IT Strategy Document"
"Managing PCs, Smartphones and Tablets and the Future

Ahead"
"Managing PCs as Mobile Devices Is the Future, but Do So
Selectively Today"
"The Decline of Windows Applications in Organizations Will
Present Changes and Opportunities"
"Making the Right Choices for End-User Computing
Investments Over the Next Five Years"
Strategic Planning Assumption: By 2018, 5 million people will
have enterprise-confidential
Analysis by: Angela McIntyre, Ken Dulaney
Key Findings:
As consumers adopt smartwatches, they will expect not only to
wear them to the workplace, but
also to use them for various tasks, such as the following:
■ Viewing work-related text messages, meeting reminders,
project dashboards
■ Logging the number of hours worked and generating invoices
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■ Messaging colleagues and customers with enterprise contact
information
■ Recording notes through voice
■ Taking and storing photos
■ Creating lists of tasks, sharing them with colleagues and
updating the status of tasks
Apps for Apple Watch that perform these functions are already
available on the Apple App Store.
Today, these functions are mostly delivered through the watch
as a terminal, with no local storage of
content. However, Apple Watch stores data locally on the
smartwatch, such as images, calendars,
contacts and passbook data, such as plane tickets. Smartwatches
with the Android OS and Pebble
smartwatches have less information stored locally, and rely
more on data from the smartphone.
Starting in 2016, smartwatch brands are likely to differentiate
themselves with more local storage,
which will facilitate enterprise-confidential information
residing on smartwatches. Storage on
smartwatches today is typically 4 GB. However, the ReVault
smartwatch that exceeded its $100,000
funding target on Indiegogo in June 2015 is touting 32 GB of
onboard storage. It is likely that future
apps will store enterprise-confidential information on
smartwatches — intentionally or otherwise.
Smartwatch manufacturers overall seem to be taking security
seriously today, but did not fully flesh
out security needs of users during the design phase. At this
stage, platform architecture has been
set, and smartwatches cannot be trusted as a repository for

sensitive information.
Salesforce is one of the first enterprise platforms that is
enabling developers to use smartwatches
as endpoint devices for customer relationship management
(CRM) tasks. The software development
kit (SDK) Salesforce Wear enables integration with
smartwatches from Apple, Motorola, Pebble and
Samsung. Salesforce Authenticator enables two-step
authentication for a more secure login with
codes generated on the smartwatch. Apple Watch enables a PIN
access code to be set, which
authenticates the wearer of the watch each time it is put on. If a
person enters the PIN incorrectly
six times within several minutes, the storage needs to be erased
before the wearer can pair it with a
smartphone.
If a modest 4% of smartwatch wearers have enterprise-
confidential information on their
smartwatches in 2018, that would be 5 million people,
according to Gartner unit forecasts for
smartwatches. Gartner consumer survey data indicates that one-
third of early adopters of
smartwatches in the U.S. and the U.K. are employed in
professional occupations. It follows that
10% to 15% of smartwatch wearers in professional roles are
likely to have confidential information
on their smartwatches in 2018, a relatively low percentage that
will continue to increase at least
through 2022.
As more vendors tout support for the movement of applications
and data seamlessly across
multiple device form factors and OSs, the ease with which
information can be moved to those

devices is drastically reduced. Furthermore, most devices are
linked to a source — essentially
permanently — in autosynchronization mode, something the
user eventually forgets is invoked.
Good technology has taken a first step toward restricting
confidential information on the
smartwatch by enabling changeable settings on the smartphone
for restricting data transfer from
smartphone to smartwatch.
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Many organizations have containerized enterprise information
on their smartphones, though mature
containerization is somewhat elusive on smartwatches and other
Internet of Things (IoT) devices,
due to their limited resource profiles. While that may change as
technology progresses,
smartwatches will always remain behind smartphones, which in
turn remain behind the PC in
management and security. Even when security is implemented,
it always relies on the user to
classify content.
More smartwatches will gain the ability to connect directly to
enterprise servers and download key
information via Wi-Fi or cellular connectivity. Most
smartwatches rely on Bluetooth connectivity, and
the smartphone needs to be paired with the smartwatch to access
enterprise information. Apple

Watch already has Wi-Fi capability, which enables it to connect
to the cloud independently of the
smartphone, and is a bellwether for smartwatches being more
directly connected going forward.
However, Google will continue to highlight uses for Android
Wear smartwatches that enable them to
work independently of the smartphone via Wi-Fi. Similarly,
smartwatches such as the LG Watch
Urbane have cellular connectivity. Account harvesting — that
is, determining someone's PIN
through iterative attempts — will enable hackers to access
enterprise information on remote servers
directly through the smartwatches.
The small screen makes detailed transactions more difficult,
increasing the likelihood that the user
may simply store a confidential meeting or identify their
whereabouts in unsecured applications. But
most of all, as experience will tell all IT staff responsible for
security, stuff just leaks out to places of
exposure, mostly though actions by the user. The smartwatch is
yet another place where
confidential information leaks will appear, despite precautions
taken to prevent it.
The major OS vendors — including Microsoft, Apple and
Google — have now or are implementing
platforms that consolidate the management and security model
across the devices they support.
However, they have not implemented full digital rights
management, logging of content movement
nor the requirement to assign a security level at the time of
content creation.

■ Users will have to upgrade to the latest operating system level
and, in most cases, download
new versions of applications.
■ Application vendors will have to quickly upgrade their
features and conform to requirements of
improved operating systems to leverage the benefit of new
security features in the OS.
■ Platform vendors must decide whether they will only support
devices built on their platform or,
in the more likely case, support all popular versions of
operating systems used by their
customers. They may have to wait until the platforms they do
not control are improved to the
point where the functionality implemented for their own OS can
be spread across the other
platforms.
EMM providers will include features for controlling data flow
to and from smartwatches. Early
approaches will be through settings in the smartphone app that
permit or block data from being
sent to or received from the smartwatch. More advanced
techniques will include geofencing,
containerizing enterprise confidential information on the smart
watch and providing customizable
settings in native apps on the smartwatch that do not allow
specific data to be sent from it.
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Recommendations:
■ Select EMM vendors that have marketed their support for
smartwatch management and
security.
■ Ensure that proper EMM technology is deployed for
smartwatches of workers in certain roles
through Gartner's managed diversity framework.
■ Gain written permission from users in selected roles that IT
can deploy EMM technology to their
smartwatches. Specify whether IT will manage the entire
smartwatch, and warn users that they
need to back up personal content in case the smartwatch is lost
and erased.
■ Block the deployment of enterprise content on smartwatches
for devices that are noncompliant
or where the user has not agreed to policy.
■ Update enterprise policy on the use of personal mobile
devices for work to include
smartwatches and other wearables. Clearly describe what types
of data can be collected,
stored or transmitted from the smartphone.
■ Caution employees against loading apps that unnecessarily
store enterprise-confidential
information on the smartwatch.
■ Educate users on their responsibility to properly protect
enterprise information. Request HR and
legal support to enforce employee sanctions for noncompliance

with enterprise policies.
Strategic Planning Assumption: By 2020, the impact of
interruptions on human effectiveness will
cause 40% of enterprises to restrict notifications on wearables
and smartphones.
Analysis by: Nick Jones
Key Findings:
The number of devices and channels that can interrupt a worker
will continue to increase through
2020. These include email, social networks, messaging systems,
proximity messages, business
process alerts and virtual assistants communicating through a
wide range of PCs, mobile devices
and wearables. By 2020, the average knowledge worker will
spend the day in close proximity to
between three and five devices capable of interrupting him or
her in some way. A growing body of
psychological research shows that the mental context switching
caused by such interruptions
adversely impacts an information worker's ability to perform
complex tasks, because human brains
are not designed to multitask. For example, Glenn Wilson of
Gresham College, London, showed
that merely knowing you have an unread email in your inbox
can reduce your effective IQ by 10
points when concentrating on a task (see Note 1). Some
psychologists believe that responding to
interruptions is akin to a form of addiction that generates
chemical "rewards" in the brain, so
responses are difficult to voluntarily control. We expect the
evidence for the undesirable intellectual
impact of interruptions will continue to grow through 2020, as

will the number and frequency of
potential interruptions. As a consequence, organizations will
become increasingly concerned about
the adverse impact on knowledge worker effectiveness and
productivity, so will be forced to look for
ways to limit interruptions such as notifications from wearables
and smartphones.
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Organizations will use a wide range of technologies and tactics
to reduce the number and frequency
of interruptions. This will create new product and service
opportunities and drive demand for
interruption management features in existing products. These
will include:
■ Training and awareness — Encouraging employees to
voluntarily limit the use of devices and
services that can cause excessive interruptions.
■ Smart filtering — Tools such as virtual assistants and future
intelligent messaging systems will
attempt to categorize the importance of messages to deliver only
those that matter. Some
messaging systems or message types may be disabled in certain
contexts.

■ Biometric monitoring integrated with smart messaging —
Researchers have demonstrated
systems that monitor brain activity to identify when a worker is
concentrating and determine
when interruptions might be inappropriate. Such research will
result in features embedded in
wearable products before 2020.
■ Disabling enterprise messaging systems — In certain contexts
or at certain times. For
example, employees performing critical tasks (such as a doctor
diagnosing a patient or an
engineer performing safety-critical maintenance) may be
required to disable personal as well as
enterprise messaging systems during certain tasks as a condition
of employment.
Such measures will cause significant tension between personal
and enterprise goals of workers,
especially when they impact BYO devices, such as smartphones
and wearables. Education on why
such policies are being implemented and better business
supervisory control over worker objectives
are also important.
Recommendations:
■ Employers should monitor both psychological research and
employee's use of devices and
services that can cause interruptions to attempt to quantify the
risks to worker productivity and
effectiveness and to gain evidence to support future action.
■ Educate employees about the costs and risks of interruptions
and encourage them to
voluntarily control them, but realize that voluntary controls will

not be fully effective because of
the addictive nature of interruptions.
■ Look for new products and technologies that can
automatically manage the number and type of
interruptions.
■ Focus interruption management efforts on high-risk job roles,
such as safety-critical workers.
Related Research:
"Wearables: New Interactions and New Opportunities"
"Market Guide for Enterprise Mobile Messaging"
Strategic Planning Assumption: By year-end 2020, the largest
smartphone brand will be Chinese.
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Analysis by: Jon Erensen
Key Findings:
■ Chinese vendors have steadily increased their market share
and overall position in the global
smartphone market, accounting for three of the top five
positions in 1H15, compared with zero
in 2012.

■ The emergence of standardized Android images combined
with direct security and update
patches from Google will open the professional market to low-
cost smartphone brands.
■ Rapid mobile phone adoption and smartphone penetration in
emerging markets, combined with
complete turnkey designs backed by leading smartphone chipset
vendors, has resulted in
dynamic shifts in market share.
There are few markets that have seen as much change as
smartphones in terms of market share for
leading vendors and ecosystems. The market continues to
consolidate around Android and iOS,
with alternative ecosystems struggling to gain traction. With
most vendors committed to Android, it
has become difficult to differentiate among competitors in the
Android device marketplace.
Traditional mobile phone players, including HTC, Microsoft
(formerly Nokia), Sony, LG and
BlackBerry, have been squeezed in the middle of the market,
unable to compete with Apple and
Samsung at the high end, and struggling to differentiate from
aggressive new vendors from China
using the same Android platform — most notably, Huawei,
Xiaomi, Lenovo and ZTE. The Chinese
vendors have increased their market share, driven by growth of
the market in China, and are
beginning to expand to other fast-growing, emerging markets
outside of China — most notably
Brazil and India. These vendors are also moving upmarket by
offering phones with high-end

specifications for as low as 40% the cost of comparable models
from Tier 1 vendors. We expect
this trend to be very disruptive moving forward. Carriers are
also shifting from subsidy models to
equipment installment plans that isolate the cost of the hardware
— a change that is expected to
benefit lower-cost, high-value models.
Android phones today suffer from slow rollouts of upgrades,
security updates and patches,
stemming from traditional carrier practices and lack of standard
Android images. Google is actively
addressing this fragmentation through its Nexus products and
Android One. We expect that by
2018, Google will have standard images and have increased its
ability to deliver updates directly to
the smartphone. Along with these standard images will come the
ability to provide standard
management and security practices that are critical for
enterprise adoption.
We expect that Chinese smartphone vendors will continue to
gain share. In the first half of 2015,
three of the top five smartphone vendors worldwide were
Chinese, compared with zero in 2012.
Apple and Samsung still have a significant lead over Huawei,
Lenovo and Xiaomi; however, the
high-end smartphone opportunity is becoming a replacement
market. Apple has outperformed the
market, driven by the strong demand for the iPhone 6 and 6
Plus, but this has mostly come at the
expense of high-end Android models, most notably Samsung. In
order for this prediction to come

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true, we would expect Apple to remain in the mid- to high teens
in terms of market share, and we
would expect Samsung to drop below 20%. We also expect some
level of consolidation in the
Chinese vendors, and share gains driven by expansion into
additional emerging markets, and some
penetration in developed markets as an alternative to Apple and
other Tier 1 high-end Android
solutions. Leading Chinese handset vendors are well-positioned
to take advantage of the shift to
equipment installment plans with their aggressive pricing and
increasing brand awareness. There
are two potential roadblocks that would threaten the realization
of this prediction — Apple entering
lower-cost segments of the market and local OEMs growing in
prominence in India, Brazil and other
critical emerging markets. We have seen some evidence of the
latter, with Micromax in India as an
example. Entry-level smartphones for the late majority will be
the next battleground for smartphone
vendors. Vendors based in China have the opportunity to
leverage their strong position in the
domestic Chinese market, expand to other regions and continue
to take share.
Recommendations:
■ Use low-cost smartphones to mobilize employees where you
cannot justify the cost of a
premium device.

■ Prepare for low-cost smartphones in 2018, with direct Google
oversight providing premium
security and management features.
■ Leverage a common Android image strategy to enable a
diverse range of suppliers.
Related Research:
"Market Trends: China's Internet Giants Reveal Influential
Investment in Hardware to Control the
Ecosystem of Smartphones and IoT Devices"
"Competitive Landscape: Smartphone OEMs, China"
"SWOT: ZTE, Mobile Devices, Worldwide"
"SWOT: TCL Communication, Mobile Devices, Worldwide"
"Brand Strength Index Analysis: Huawei Mobile Devices,
Worldwide"
"SWOT: Spreadtrum Communications, Semiconductor Business,
Worldwide"
"Market Trends: Smartphone OEM Semiconductor Spending Is
Driven by Apple, Samsung and
China"
A Look Back
In response to your requests, we are taking a look back at some
key predictions from previous years.
We have intentionally selected predictions from opposite ends
of the scale — one where we were

wholly or largely on target, as well as one we missed.
[email protected]
[email protected]
On Target: 2015 Prediction — By 2018, 40% of enterprises will
specify Wi-Fi as the default
connection for nonmobile devices, such as desktops, desk
phones, projectors, conference room
TVs and video systems.
Wi-Fi has continued to expand in all venues covered by Gartner
research. The tremendous
expansion of devices that support only Wi-Fi connections has
fueled the increased expansion and
has combined with a more mobile workforce to ensure this
prediction will come true.
Missed: 2012 Prediction — By 2016, face recognition will
become an enterprise-class
authentication option for smartphones.
While progress has been made, especially since Windows 10
will support such types of
authentication, enterprise class adoption requires time and
testing in market and that hasn't yet
begun en masse. Face recognition may not ever become the
single method of authentication,
replaced by multifactor authentication that uses several
authentication methods combined with
context-based authentication.

Gartner Recommended Reading
Some documents may not be available as part of your current
Gartner subscription.
"The Top 10 Mobile and Endpoint Strategic Imperatives to
Apply to Your IT Strategy Document"
"Managing PCs, Smartphones and Tablets and the Future
Ahead"
"Managing PCs as Mobile Devices Is the Future, but Do So
Selectively Today"
"The Decline of Windows Applications in Organizations Will
Present Changes and Opportunities"
"Making the Right Choices for End-User Computing
Investments Over the Next Five Years"
"Wearables: New Interactions and New Opportunities"
"Market Guide for Enterprise Mobile Messaging"
"Market Trends: China's Internet Giants Reveal Influential
Investment in Hardware to Control the
Ecosystem of Smartphones and IoT Devices"
"Competitive Landscape: Smartphone OEMs, China"
"SWOT: ZTE, Mobile Devices, Worldwide"
"SWOT: TCL Communication, Mobile Devices, Worldwide"
"Brand Strength Index Analysis: Huawei Mobile Devices,
Worldwide"

"SWOT: Spreadtrum Communications, Semiconductor Business,
Worldwide"
[email protected]
[email protected]
"Market Trends: Smartphone OEM Semiconductor Spending Is
Driven by Apple, Samsung and
China"
Note 1 The Impact of Information Overload
A book which discusses Glenn Wilson's research among many
more examples of the impact of
interruptions is "The Organized Mind" by Daniel J. Levitin
(Plume, 2015, ISBN 978-0-670-92310-6).
More on This Topic
This is part of an in-depth collection of research. See the
collection:
■ Predicts 2016: Algorithms Take Digital Business to the Next
Level

[email protected]
[email protected]
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de2.jspStrategic Planning AssumptionsAnalysisWhat You Need
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Recommended Reading
ISTM 6251
Module 4
ISTM 6251 Summer 2016 GWU Module 4/6

Ethics, Privacy and Security
Risk management and security, mitigation, internal and external
threats
2
Learning Objectives
To assess organizational approaches to security and privacy
To evaluate security related roles and tasks
To appreciate some of the “opportunities” recent technological
developments offer
To assess threats posed by mobile devices
Agenda
Security tasks and responsibilities
Password issues
Management responsibilities
Ethics and moral distance
IT encouragements
Mobile threats
The wrap-up

Safeguards
Procedures
Data
Software
Hardware
People
Human
Data
Technical
Identification
Authorisation
Encryption
Firewalls
Malware Protection
Application Design
Rights
Responsibilities
Passwords
Encryption
Backup and recovery
Physical security
Hiring
Training
Education
Procedure design
Administration
Assessment
Compliance
Accountability

Leadership
What can you do ????
Password issues
Requirement to change
Complexity
Multiple sites
Forgetfulness
Stored somewhere
Management responsibilities
Security Elements
Match the mission
Part of management
Cost effective
Explicit responsibilities
Understand implications
Comprehensive
Assessed periodically
Social factors
Security Policy
Security program
Goals

Assets
Responsibility for program
Specific issues
eg personal use
Systems issues
eg use of data
Risk assessment
Assets, threats, safeguards, vulnerability, likelihood,
consequences, loss
Human aspects
Define positions
Hiring and screening
Dissemination and enforcement of rules
Termination policies
Temporary personnel
Administration
Account, passwords and help desk

Moral Distance
Speed and technology
Anonymity
Safety and distance
Jurisdiction
Global reach
Challenge
Steal without stealing
IT “encouragements”
Digitisation
Global reach
Cameras and recording technology
Global influences
Internet designed to transmit and share freely
Expect to fail
The take away…
The technology and the data gives us lots of opportunities
There is a lot of data meaning we need ways to deal with it
This can be expensive, time consuming and problematic

Technology developments promise further disruption
Continual conflict between acting ethically and competitive
advantage
We have lots of opportunities to act unethically

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