Mobilizing the Enterprise

Pervasive wireless infrastructure and the proliferation of smart mobile devices are enabling real-time access to e-commerce, payments, communications and information services across devices and application platforms like never before. Spurred by workforce virtualization, early adopters are significantly boosting operational efficiency and enhancing collaboration across silos and with customers and business partners. Enterprises that seize the opportunity will further differentiate themselves from the pack; those that hesitate may find themselves losing out to more proactive and aggressive rivals.

| FUTURE OF WORK

Executive Summary
To understand the pervasive impact that mobility is having on how we work and live, consider Joe, a quintessential millennial, whose smart device is now the focal point of his personal and professional life. He arises at 5:30 a.m. after being awakened by the alarm on his smartphone. A mobile/social exercise app immediately activates, informing him of who among his friends burned the most calories in the gym the day before. On his way to work, he stops at a local coffee shop and pays for his daily dose of high-octane mochachino and a train ticket with his NFC-enabled1 device. In the subway, he enters a contest to win free tickets to a basketball game by scanning the QR code2 on a nearby billboard using his mobile. Joe then uses a discount coupon on his mobile from the nearby Staples store to buy office supplies. Once in the office, he punches in by passing his smartphone over an automated time clock. To get reimbursed for supply purchases, he sends photocopies of the store receipt to the accounting department using his mobile device. While in a meeting, Joe updates a client order just before it ships by using his iPad to log into the corporate order The devices that management system; he earns praise from his first mobilized voice client for being so diligent. At lunch, Joe reviews communications years his monthly sales report with his manager on his iPad. Before leaving work, he sends a photo of his ago have emerged as paycheck to his bank, which immediately confirms a pervasive technology the deposit. Joe closes his workday by passing his that is now compelling mobile over the time clock. Joes workday is not unusual. In fact, it is typical of how many knowledge workers increasingly rely on smart devices to perform business-critical tasks, much like they live their personal lives. The numbers tell the story: Despite stiff economic headwinds, smart devices3 are flying off the shelves. Thus, the devices that first mobilized voice communications years ago have emerged

enterprises to mobilize nearly every aspect of work life.

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as a pervasive technology that is now compelling enterprises to mobilize nearly every aspect of work life. Interestingly, the consumerization of business technology reveals an incredible role reversal. Historically, businesses were first movers in adopting new technologies. With mobility, however, individuals are leading the charge, and organizations are lagging adopters. Navigating this chasm presents enterprises of all shapes and sizes with major challenges, as well as tremendous opportunities. On the opportunity side of the equation, smart devices come with powerful features that redefine real-time business activity. They offer a potent source of operational agility and ever-increasing business value. On the customer front, organizations can use mobility to offer new communication channels and innovative services and products, strengthen their competitive might, and develop new revenue streams. On the operations front, mobility can be deployed to unlock productivity and reduce the cost of operations, while engendering a more collaborative and efficient work environment to satisfy a workforce that increasingly craves instant access to information and services similar to those they consume in their personal lives. Sensing this, early adopters across industries are proactively launching innovative, mobility-driven services for a wide swath of users employees, customers and business partners. Organizations are now coming to terms with mobilitys ascension by allowing employees, with certain restrictions, to use their own devices on the job. Some also see mobility as a function that is forcing companies to rethink their business models, reinvent their organizations and rewire operations. However, the road to enterprise mobility is paved with myriad challenges and risks. These include: Integrating devices with enterprise information systems.

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Overcoming daunting change management challenges, especially in preparing the IT department for disruptive change. Inherent technological volatility in the still maturing mobility space. Striking the right balance by which employees can use their own devices for work while retaining access control and preserving privacy and security. Organizations can architect their mobile future by understanding both internal and external requirements for enterprise applications and key business processes that need to be revamped. First, a holistic enterprise mobility strategy should be developed to lay the necessary foundation (see page 17). While not an exhaustive list, this strategy should include formulating the ground rules for identifying business priorities, identifying roles and privileges for accessing data and application services, making clear the organizational stance (be it aggressive or gradual), creating a holistic governance policy and possibly a mobility center of excellence within the enterprise, and addressing aspects of employee-owned devices. One key question for organizations to resolve is whether to embrace mobility on their own or in partnership with a capable Tier 1 provider. When enterprises adopt mobility on their own, they typically incur large upfront capital expenditures, assume the full risk of implementation failure, accept additional costs associated with technology obsolescence and take on the burden of maintaining the skills and resources needed to maintain new and ever-changing systems. An alternative arrangement is to hire a specialist to deliver enterprise mobility as a managed service. This model shifts the investment burden from costly capital expenditures to more flexible operating budgets, since pricing is based on a monthly fee and consumption model. This approach allows organizations to reap mobilitys benefits while variabilizing fixed upfront costs and effectively transferring the risk of technology obsolescence to a partner.

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The challenges and risks associated with mobility, however, arent overly onerous; in fact, early adopter experience indicates that despite ongoing technological volatility, difficulties can be overcome with rigorous planning and execution. A more conservative wait-and-see approach can backfire by prolonging implementation and time to value, putting organizations at risk of losing face or worse, business to more proactive and aggressive competitors. Peter Drucker, the late management guru, advised executive leadership teams to stop trying to predict the future. In his book Managing for Results, Drucker points out that organizations should prepare for the future that has already happened by identifying major events that have already occurred and will have predictable effects in the next decade or two. In this vein, mobility has already established itself as an irrevocable trend. If current mobile usage is any indication, it appears that the mobile future has already arrived. This white paper: Assesses the forces driving enterprise mobility. Reveals the benefits accrued through enhanced agility and new business opportunities. Explores early success stories and more innovative applications. Reveals potential challenges and workarounds. Offers a proven framework for embracing a flexible and fluid approach to contend with ongoing technological volatility, process renovation requirements and build/buy choices.

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Forces Driving Enterprise Mobility

For the first time in the history of organized business, enterprises are compelled to play catch-up with their customers and employees. For the most part, enterprises have not provided devices, tools and applications that match the latest technologies used by employees in their personal lives. This leads to a less-than-ideal Sunday night/Monday morning experience for employees, in which their own personal technology is more enjoyable and productive than that provided by their organization. The significant popularity of smart devices (such as mobile phones and tablet computers) is reflected by rapidly rising sales, at a time when consumer-dependent industries (such as retail) are suffering from reduced customer spend.

Rising Demand for Mobile Devices

Three forces technology convergence, ubiquitous connectivity/computing and increasing affordability are driving the demand for smart devices. The International Telecommunication Union reports that there are 5.3 billion mobile subscribers with 3G technologies in 143 countries.4 Forecasts indicate that the total installed base of smart devices will exceed that of PCs and laptops in the next few years (see Figure 1). Sales of smartphones alone are expected to reach one billion, overtaking feature phones, and will account for a majority of mobile devices sold by 2015. Cisco says mobile-connected devices, including machine-to-machine modules,5 will cross the seven billion mark, equaling the worlds expected population by 2015.6

Increased use of Mobility by Consumers

Without a doubt, consumers are at the forefront of the smart device revolution. Their appeal: greater convenience and utility. By allowing access to information anytime and anywhere for real-time decision-making, mobility has empowered consumers in a multiplicity of ways. These devices are indispensible, changing the way news, music, games and social media are consumed. They are also transforming shopping behavior, providing consumers with more information at their fingertips than retail associates, themselves. A Google and IPSOS OTX MediaCT survey concurs: 79% of 5,013 smartphone owners surveyed in the U.S. used a

Growth of the Gadget

800 Device shipments (millions) 700 600 500 400 300 200 100 0 2005 2006 Devices in use: 100 million PCs in 1993 1 billion PCs in 2008 Smartphones Desktop PCs 10 billion mobile connected devices by 2020 (forecast) Tablets Laptop PCs 2007 2008 2009 2010 2011 2012 2013 FORECAST

Source: The Economist

Figure 1

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smartphone to help with shopping, and 74% made a purchase following research conducted on their devices.7 Innovative applications are enabling customers to sync and access their personal data effortlessly through smart devices that make use of near-pervasive bandwidth across the globe. For example, mobile payments and m-commerce are set to garner a significant share of overall e-commerce in the coming years. All this combined with the convenience and comfort of using one smart device for a multiplicity of functions is fueling consumer demand and adoption.

Increased Use of Mobility by Employees

Employee preference to use smart devices at work to access business information is growing rapidly, according to a recent IDC study that surveyed 3,000 workers from nine countries.8 The study adds that half the respondents used their devices to work while on vacation, 29% used them in bed, 20% while driving, and 5% when at a place of worship. With employees relying more on consumer technology for work and personal purposes, the line dividing employees personal and professional lives is blurring fast. The use of mobile computing in business today goes far beyond e-mail access, messaging services and horizontal applications. The ecosystem now includes access to core enterprise applications, both services and data. Todays computationally powerful and smart devices with high-resolution screens allow employees to query, access and view business data in an engaging format in real-time, even when they are off-premises. Similarly, operational and field workforces now have the ability to capture and share corporate data in real-time, using smart devices with built-in sensors, thereby improving the ability of employees to collaborate among themselves and with customer and partners. Changing workforce demographics are likely to spur further demand for smart devices in the workplace, especially the growth of millennials, with their penchant for technologies that enable just-in-time information and social networking. Yankee Group notes that 60% of workplace smartphones are selected and bought

The use of mobile computing in business today goes far beyond e-mail access, messaging services and horizontal applications.

Devices Used to Access Business Applications

Q: Which, if any, of the following devices do you use to access your organization's business applications, such as employee benefits, customer billing, client relationship tools or productivity tools, such as spreadsheets, word processors, etc.? 2010 30.7% Personal PC, smartphone 2011

40.7% Personal PC, smartphone, tablet

69.3% Business PC, smartphone

59.3% Business PC, smartphone, tablet Personally-owned Company-owned

Base for 2010: 2,820 responses from enterprises with 500 or more employees from 10 countries. Source: IDC Information Worker Custom Survey, sponsored by Unisys, May 2011 and May 2010.
Figure 2

Base for 2011: Over 3,000 information workers and business executives from nine countries.

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by employees, while 23% of them intend to buy one in the next year. Companies with a more mobile-savvy workforce are already experiencing this change. The increasingly mobile-ready employee base is expected to account for one-third of the global workforce of nearly 1.2 billion by 2013, according to IDC.

Dawn of BYOD
Employees demands for permission to use their devices was initially met with corporate responses that ranged from refusal to denial. However, this is changing, as companies begin to support the BYOD (bring your own device) movement, albeit with carefully drawn limits and controls (see Figure 2, previous page). Various studies corroborate the emerging trend of corporate acceptance of BYOD. A Citrix global survey indicated that nearly all respondents will have a BYOD policy in place by 2013, with the U.S. (56%) leading in BYOD policies and the UK (37%) lagging behind9 (see Figure 3). Companies not supporting BYOD cite security, legal and HR concerns as the reasons. Good Technologys report on BYOD suggests that big companies within the finance, insurance and healthcare industries are leading the BYOD movement, even while they operate within stringent security, regulatory and compliance environments, while other industries are belatedly following suit.10 But to be sure, companies are playing their BYOD cards on their terms. They are defining the devices and applications that will be supported and managed for employee-owned devices. Companies are limiting the choices for devices, platforms and apps, mainly to save on costs, ensure security and reduce complexity.

Agility with Mobility

The foremost benefit of enterprise mobility is the agility that it promotes. Enterprise mobility deploys the powerful features of smart devices to enable real-time decision-making and other activities that satisfy both customers and employees. Mobile-enabled agility is a significant source of value. Business benefits can be derived by fortifying the enterprises competitive might and/or by facilitating innovative new offerings that generate new revenue streams. Also, mobility

When First BYO Policy Will Be In Place

India Australia Canada U.S. Netherlands Germany UK Global 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% By mid-2013 (cumulative)

Already in place

Base: 700 IT professionals in seven countries, including Australia, Canada, Germany, India, Netherlands, U.S. and UK. Source: Citrix Global BYO Index
Figure 3

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facilitates numerous ways to reduce the cost of operations by eliminating paperwork, empowering customers with self-service apps and remedying long-felt customer and employee pain points. Companies can also tap into the customer insights that are unique to their organizations to customize services and strengthen their competitive position. Opportunities for revenue enhancement within existing streams, as well as new sources of revenue, can be leveraged when mobility is unleashed in thoughtful and innovative ways. For instance, retailers are making use of location-aware technologies to promote their businesses to customers in close proximity to their physical presence, often with customized offers. In certain industries, customers are willing to pay for information. In such cases, commercializing data services represents a new source of revenue. A research study published in Journal of Interactive Marketing finds that branded mobile apps can help build consumer interest in new product categories and create positive vibes toward these brands.11 Moreover, sales teams that carry mobile devices with access to enterprise systems are more empowered to successfully deal with, and perhaps even impress, customers on-site.

Sales teams that carry mobile devices with access to enterprise systems are more empowered to successfully deal with, and perhaps even impress, customers on-site.

Other areas include improved decision-making by senior executives, as well as better risk and disaster management. Mobility can also be used to maintain and strengthen customer brand loyalty and as a new and unique outbound marketing channel. In addition to customer value, mobility offers abundant scope for improving productivity, thereby driving down operational costs in ways previously not possible.

Early-Mover Experiences with Enterprise Mobility

With enterprise mobility on the cusp of business criticality, innovative and enterprising early movers across many industries are adopting mobility to drive enhanced customer satisfaction and employee productivity. Some companies have let customers use their smart devices to search for and buy products and services. In the travel and hospitality industry, customers are empowered to take charge of corporate tasks, such as booking airline flights and checking in using mobile passes and tickets. Insurers allow their customers to use mobile apps to file and subsequently check the status of insurance claims and request assistance or member services. In healthcare, mobile apps now allow patients to share their medical records with doctors and other industry professionals.

Mobile App Adoption Drivers

Operational efficiency needs to improve Belief that mobile apps will provide competitive differentiation Want to accelerate time-to-decision-making Employees demanding it 0% 5% 10% 15% 20% 25% 30% 34% 35% 40% 45% 50% 40% 44% 47%

Response base: 573

Source: Aberdeen Group, September 2011
Figure 4

Percent of respondents

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Retailers are at the forefront of mobile innovations to empower customers and enhance their overall shopping experience. Banks offer customers access to their services on-the-go. And while mobility has become a gateway to physical world retailing, it is also fast becoming the electronic wallet, covering the entire shopping spectrum, combining store and bank in one device. In addition, companies are developing innovative apps12 that make use of the features of smart devices, such as accelerometers, GPS systems, gyroscopes and high-resolution cameras. Such apps enable game-changing services such as augmented-reality13 and location-aware technologies (see sidebar). For instance, a big automaker plans to offer cars that automatically send critical information about their condition, such as low-battery, overdue maintenance checks or a deflated tire, to the users smart device. With early movers launching carefully targeted apps, customers are lapping up these mobile apps (see Figure 4, previous page), as witnessed by download activity that is forecast to exceed 18 billion this year. Research firm Forrester Research reports that companies will spend $54.6 billion a year by 2015 on apps and services.14 Meanwhile, adoption and use of apps that run on smart devices for social networking, gaming, maps, music, weather and news is surging. Marketers, using powerful business intelligence and analytics tools, are gaining valuable insights from the online trails customers leave behind that contain a treasure trove of data about their preferences and choices. Armed with these insights, organizations can precisely target customers to sell personalized products and services through smart devices. This has led to the emergence of mobile as a new, robust channel and customer touchpoint that is distinct in many ways from existing ones. Early adopters, such as those in retail, see enterprise mobility as a transformative technology that helps them improve on and benefit from the customer interaction. Many customers find location-sensitive mobile coupons very useful and convenient, hence offering retailers the much-desired potential to increase shopper loyalty and overall share of wallet. Elsewhere, mobility is leading to disruptive change. In the payments space a segment that has long been the bastion of the banking industry radical change is clearly underway. Non-banking players are emerging on the payments scene

Innovation, Here and Now

When it comes to enterprise mobility, the future is already here. Some examples: Augmented reality: The monocle feature in mobile apps from online review site Yelp allows users to point their smartphone or tablet cameras to access digital information and ratings of nearby businesses. Shopping search engine TheFind.coms free app, Catalogue, allows users to visualize how a product, such as a chest of drawers or a painting, looks against a wall in a room by overlaying the product onto the live view from the built-in camera of smart devices such as the Apple iPad. Location-aware: This approach makes use of hardware components such as GPS, WiFi and other connectivity mechanisms built into smartphones to pinpoint a users location. A Japanese family was able to confirm that their daughter was safe after a 9.0 magnitude earthquake struck Japan in March 2011. Using TekTrak, a mobile tracking app, the family knew the girls exact location at various times throughout the day and the route she took back home, an ordeal that lasted seven hours.

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and swiftly outmaneuvering traditional institutions, creating a new mobile payments ecosystem la PayPal on the Web (and now on mobile devices, as well). For example, innovations from companies such as Square are transforming customer smartphones into credit cards to make and receive payments using an app/hardware combination issued for free by the company.15 Additionally, mobility is enabling organizations to reduce costs and improve worker productivity (see Figure 5). For instance, Anheuser-Busch InBev implemented a mobile enterprise application platform (MEAP), a middleware layer that enables disparate devices to access a single set of applications, data and services. MEAP is intended to improve the productivity of the companys field sales and services teams direct store delivery (DSD) operations. The app enables more accurate and timely invoicing through the availability of real-time data. As such, end-to-end invoice processing was streamlined, resulting in a 15% reduction in days sales outstanding (DSO), from 45 days to 39 days. In addition, the company achieved ROI in six months and a positive cash flow by the third month.16 In another case, a major pharmaceutical company equipped its 7,000-member sales force which makes sales calls 240 days a year with smart devices pre-loaded with customized information for each doctor and his/her specialty practice area. This initiative reduced time for preparing sales pitches from two hours to just minutes, reducing customer acquisition costs and, importantly, allowed sales people to use the saved time to make additional calls to prospective customers, thereby generating additional revenues. Tablets and smartphones are also being used by employees to place orders for inventory, access customer information, capture business orders and customer data and collaborate with internal teams in real-time to provide better service to customers. For instance, insurance agents carrying tablets can customize and effectively present their products, create customized client illustrations on the fly, show comparisons with competing products and complete application forms, replacing inefficient paper-based forms. In retail, shopping aids such as user opinions, competitor prices and reviews are delivering insights to help consumers make smarter purchase decisions at the point of sale. Sales teams dealing with such information-laden customers can

Benefits of BYO
Improved employee satisfaction Increased worker productivity Greater mobility for workers More flexible work environments for employees Reduced IT costs Attracting/retaining high quality staff Better quality of devices used by workers Better care and/or longevity of devices Reduced device management requirements for IT Faster on-boarding of employees and third parties Improved business continuity Other 0% 10% 20% 30% 40% 50% 60%

Percent of respondents

Base: 700 IT professionals in seven countries, including Australia, Canada, Germany, India, Netherlands, U.S. and UK. Source: Citrix Global BYO Index
Figure 5

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be easily overwhelmed or, worse, placed at a disadvantage if their own tools are not up to snuff. Elsewhere, mobility is also leading to more efficient supply chains. Little wonder, then, that the majority of respondents to an IDC survey believe that tablet computers will replace enterprise PCs in the next two to five years (see Figure 6). Mobility solutions can help sales teams to: Enable faster customer checkouts. Ensure availability of products with timely replenishment orders to warehouses. Access data and information using smart devices to answer customer queries. Enhance the customer buying and shopping experience.

Barriers Make Enterprise Mobility a Tightrope Walk

The proliferation of smart devices in the workplace is creating some friction, especially within corporate IT departments. Among ITs primary worries: Security concerns and compliance issues (due to lack of control over employeeowned devices). Complexity involved in supporting a heterogeneous device ecosystem. Costs involved in developing mobile apps and creating or implementing and subsequently integrating a middle layer (MEAP) with the existing infrastructure. Limited IT budgets and qualified professionals, as well as dealing with the diverse array of smart devices (Apple iOS, Android, BlackBerry and Windows). Contention with PCs and laptops as the preferred workplace tool of choice. Add in enterprise integration challenges and the rapid pace of mobile technology advancement, and its no wonder that IT departments are feeling the heat (see Figure 7, next page).

Security Concerns
Security reigns as the top concern for IT in implementing enterprise mobility. In June 2011, Trend Micro surveyed 600 decision-makers at medium- and largesized businesses across countries and industry verticals and found that 64% of respondents cited security, 59% data loss and 43% compliance as their major concerns in allowing personal devices to be used in the workplace.17 As the BYOD trend accelerates, IT departments are becoming wary of the tradeoffs they need to make in allowing mobile devices into the enterprise while ensuring employee satisfaction, reduced support costs and enforcement of data security policies.

Media Tablets: PC Replacements?

Q: When do you believe media tablets will be fully capable to replace PCs as an enterprise computing platform? 35 (Percent of respondents) 30 25 20 15 10 5 0 18-23 months 24-35 months 36-47 months 48-59 months 60+ months

Response base: 53
Source: IDC's North American IT Enterprise Buyers and Device Life-Cycle Management Practices Survey, 2011
Figure 6

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Lack of standardization makes it tough for companies to enforce enterprise security policies and exert their control over employee-owned devices. Moreover, employees preferring to use their own devices for both personal and work purposes raise issues in the areas of compliance, data security and privacy, particularly if devices are lost or stolen. Companies face unique challenges in such cases as tracing and wiping them clean of sensitive corporate data.

Heterogeneity
Already prohibitive, the cost of managing and supporting heterogeneity is steadily increasing, with numerous device models, six to eight mobile operating systems, device-specific features and usage patterns. Meanwhile, IT budgets are under constant pressure, and the job of finding qualified professionals to support the expanding universe of devices and operating systems is an increasing challenge in and of itself. As more employees request mobile access to enterprise data and applications, support costs and the burden on IT staff rises. Another heterogeneity challenge is preventing the use of low-end mobile devices that reduce productivity in BYOD-supported architectures. The rapid adoption by customers of smart devices and different mobile platforms increases management complexity, inexorably. In such a scenario, developing apps and supporting device-platform-app combinations for both employees and customers forces organizations to incur significant expenditures. A lack of coordination and communication among key support functions, as well as a reluctance on the part of IT departments to support these devices, can severely undermine enterprise mobility. Getting IT departments to cede and share control of technology with the business units is a daunting change management challenge, to say the least.

As the BYOD trend accelerates, IT departments are becoming wary of the tradeoffs they need to make in allowing mobile devices into the enterprise while ensuring employee satisfaction, reduced support costs and enforcement of data security policies.

Integration of Enterprise Information Systems with Devices

Another big concern for companies is ensuring seamless integration of enterprise mobility solutions with their existing infrastructure. An IDC survey attributes this to a gap in skills required to lead integration initiatives. The report notes that 20% of companies found it hard to

Mobile Technology Deployment Issues

Q: Which of the following mobile deployment issues has your organization experienced (select all that apply)? Security and compliance issues Issues in linking mobile platform to existing database Cost overruns and budget issues Took longer to deploy than anticipated Project scope extended or changed leading up to or during deployment Version control issues between mobile OSs and other applications Too complicated to install, manage and support Minimal interest and adoption by mobile workers in the organization Vendor or provider did not have necessary expertise to deliver project Other (please specify) None Don't know 0% 10% 20% 30% 40% 50% 60%

Source: Worldwide Mobile Security 2010-2014 Forecast and Analysis, IDC, March 2010.
Figure 7

Percent of respondents

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install, manage and support mobility, while more than 40% faced integration challenges with existing databases and mobility platforms.18 As CIOs look to unleash mobility to achieve long-term business goals, they will need skilled and mobilitysavvy IT workers to ensure successful deployments. Amid persistent economic uncertainty, many companies remain laser-focused on using existing IT resources to contain costs and power new business capabilities. However, they will need to invest heavily in upgrading their skill sets and adding experts with proven pedigrees in enterprise mobility to tap into existing and longer-term business opportunities, be they driven by revenue, productivity or cost-containment.

Technology Obsolescence
Because of its relative immaturity, the risk of technology obsolescence and volatility is high in the enterprise mobility market. Shorter technology refresh cycles due to rapid advances in mobile technologies, device capabilities and feature sets, operating systems and application software are big barriers for organizations looking to invest in enterprise mobility solutions. Adding to the risk of technology volatility are challenges such as a fragmented mobile technology market with software interoperability issues and the still-evolving nature of mobile standards.

Resolving the BYOD Conundrum

As with any disruptive change, BYOD brings to the forefront challenging corporate issues such as a lack of control over employee-owned devices, regulatory compliance, security and privacy concerns, data governance and monitoring issues and increasing complexity of IT environments, application management and associated costs. Additionally, there is a need to involve and gain buy-in from many departments on BYOD policies, in areas such as HR, IT, legal, finance and facilities. For now, companies can look at implementing well-thought-out device policies that allow organizations to limit, control and manage devices; prevent low-end devices that reduce productivity; and account for upgrades, with periodic reviews of device policies that are communicated to employees and customers.

Shaping a Mobile Future

Early adopters of enterprise mobility are realizing significant business benefits and envisioning new and creative ways to extend competitive advantage. Many organizations, however, are employing a wait-and-see strategy to learn from the implementation experience of others before developing mobility roadmaps. Getting enterprise mobility right is all about prioritization, striking appropriate balances and making delicate tradeoffs. A good starting point is gaining an understanding of the way customers and employees are using (and want to use) mobility, as well as the likely ways that it can be introduced. The realization that mobility is not merely about technology is of paramount importance. A critical next step is developing a holistic mobility strategy that lays the foundation and ground rules for enterprise mobility implementation and evaluating the alternatives of either hiring a third party or doing it yourself. Introducing change management efforts to inculcate a mobile mindset is essential for gaining enterprise mobility acceptance and adoption, a situation that is hyper-critical in organizations with a preponderance of older and technologically challenged employees.

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Understanding Mobile Behavior

After developing better visibility and insight into the adoption of consumer technologies by customers and employees, organizations must gain a clear understanding of business processes, customer interaction processes and how employees work. This will enable them to first leverage the capabilities of mobile devices to optimize how they work across functional silos and then maximize business benefits with customers and partners. The competitions use of mobility across industries could be another avenue for understanding the magnitude of unmet needs and the possibility of creating new go-to-market features. Such understanding should also guide the need to redesign select business processes, as well as organizational roles and data/app services access privileges, for reaping mobilitys benefits to the fullest.

The realization that mobility is not merely about technology is paramount. A critical next step is developing a holistic mobility strategy and evaluating the alternatives of either hiring a third party or doing it yourself.

Mobility Strategy

The strategy should focus on creating a comprehensive mobility agenda that defines the objectives and ground rules for screening competing business areas that demand attention for mobility enablement. The criteria could include the potential for creating or strengthening the competitive ability to create new revenue streams by remedying longfelt customer and/or employee pain-points. Further, companies should optimize investments by closing the gap between business unit demand for mobility and deployment readiness. The strategy should steer clear of the issue of organizational stance, whether its aggressive or gradual or a mix of both. A governance policy should be instituted that lays out with strategic clarity all corporate imperatives, including the BYOD policy. A guiding body should be formed to drive the agenda, la a mobility center of excellence.

Mobile Apps
Business areas that pass through the filter of enterprise mobility strategy become prime candidates for initial app development. A strong focus on usability and the ability to strengthen the brand should guide the process. A one-size-fits-all approach to apps can be counterproductive. Apps that perform a specific function mapped to the role of an employee improve effectiveness and incur lower costs for deployment across the organization.19 Deployment should be based on how users will interact with mobility solutions and devices to derive maximum mileage. Organizations should not ignore the installed base of feature phones, which still account for a majority of the mobile devices sold worldwide, as this poses a major business opportunity.

Dealing with the Devices

Organizations need to implement mechanisms to deal with a rapidly evolving consumer technology world. Important areas that require attention include governance, which determines the decision criteria for which devices and apps are supported; a BYOD strategy that sets the management and monitoring policies for devices and determines which types are allowed and for what purposes; and security policies to alleviate concerns from external threats, enforce privacy considerations and detail robust security procedures.

Provide Freedom within a Framework

We believe that organizations should consider providing the freedom of choice demanded by the wave of technology consumerization, albeit within an overall

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Freedom Within A Framework

Our approach to enterprise mobility enables IT to offer an ecosystem within which solutions can be built in a standard fashion.

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Innovation User Experience

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Business drives market-driven solutions within this framework.

Use Cases

IT builds and owns the framework. Figure 8

framework that strikes a balance between the forces craving independence and the organizational need to maintain appropriate control. Organizations must be cognizant of the diversity present in the mobile ecosystem, which poses unique move-forward IT and business process challenges. Factors that will be paramount to the success of mobility deployment in any enterprise include scalability, reigning in support and development costs, extending existing security structures and operational procedures. IT departments need to play the crucial role of marrying business needs with technology requirements, while providing business units with the freedom to extend mobility to business solutions that meet business and customer requirements. A framework that is structured, well-defined and scalable will support this freedom, which we term Freedom within a Framework. Four components that constitute the framework are: Technology: Components (hardware, software and services) required to support new devices owned by employees and customers. Governance: Policies that govern the device lifecycle, use of business networks and data. Compliance and Security: Tools, policies, data containment, device strategies, and organization and industry-specific mandates that need to be met. Support: Skilled personnel to manage mobility and its related applications for employees and customers.

IT departments need to play the crucial role of marrying business needs with technology requirements, while providing business units with the freedom to extend mobility to business solutions that meet business and customer requirements.

By using this framework, it is possible to provide customers with innovative services through native20 and mobile Web apps21 that enhance the user experience, productivity and utility. The framework provides business units with the necessary components for the development of market-driven solutions in a standardized fashion. The framework (as illustrated in Figure 8) helps organizations prescribe guidelines for app design, development, testing, usability and security.

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Business Objective

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Build or Buy Dilemma

A key decision point is whether to embark on embracing enterprise mobility with in-house resources or buy these through an arrangement with an external service provider. Pursuing the in-house path to mobility requires organizations to have the wherewithal to bear significant upfront Cap-Ex investments and be willing to contend with technology volatility and a lack of skilled resources, among other issues.

Sourcing: The Case for Cloud and Managed Services

Cloud-enabled, mobility managed services enable enterprises to enjoy the rewards of enterprise mobility without the risks of infrastructure ownership or the burden of supporting the resources required to develop and maintain the applications. One of the advantages of this approach is to convert the fixed costs associated with providing enterprise mobility services to variable costs that best align with demand levels. Organizations are also better positioned to address device and operating system heterogeneity, as well as other complexities, including the continuous need for upgrades to remain in sync with ever-evolving device, software and network advancements. Organizations should consider entering into strategic partnerships with Tier 1 companies capable of extending support to mobile transformation efforts by offering advice and a range of services under one roof, including cloudbased mobile infrastructure and mobile app development, through testing and optimization. This arrangement also effectively transfers the risk of technology obsolescence to the provider. Experimenting first with pilot programs can provide much-needed insights for a larger deployment. Doing so allows organizations to gain the transformative experience required to be better prepared for organizational change.

The Road Ahead

Enterprise mobility is no longer an option, but rather a critical business requirement. Winning the future will require companies across industries to embrace mobility platforms that unlock productivity and competitive advantage and optimize ongoing process changes that span the core operating model. Whether organizations are expanding existing architectures or starting fresh by building or acquiring new IT infrastructure via managed services, they will need to tread carefully by making tradeoffs that balance the aforementioned risks and rewards that co-exist with todays business constraints and tomorrows demands for anywhere, anytime information access. Organizations that delay embracing the inevitable proliferation of enterprise mobility may find themselves hamstrung by inflexible legacy systems environments that put them at a severe disadvantage compared with more adventurous and risk-tolerant competitors. By taking a gradual and measured path, organizations can more effectively rewire their operations and survive ongoing business challenges, while embracing tools and techniques that power new organizational structures and facilitate more collaborative and real-time ways of working. Keep in mind that Joe and all the other millennial workers of today and tomorrow not only see mobility as integral facets of their professional and personal lives; they outright demand it. So, when it comes to enterprise mobility, tread carefully, but tread!

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Footnotes
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Near Field Communication-enabled smartphones use radio communication to exchange data when brought into close proximity with other such devices. Quick Response code is a popular two-dimensional barcode with large storage capacity that allows its contents to be decoded at high speed. Smart devices include smartphones, tablet computers and on-the-go devices. The World in 2010: ICT Facts and Figures, International Telecommunication Union, Oct. 20, 2010. www.itu.int/ITU-D/ict/material/FactsFigures2010.pdf Devices such as energy meters, medical devices, mobile POS terminals and vending machines use M2M mobility to allow other machines to monitor and read their states using embedded connectivity. Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update, 20102015, Cisco, Feb. 1, 2011. http://www.cisco.com/en/US/solutions/collateral/ ns341/ns525/ns537/ns705/ns827/white_paper_c11-520862.html The Mobile Movement: Understanding Smartphone Users, Google, April 2011. http://www.gstatic.com/ads/research/en/2011_TheMobileMovement.pdf IDC Unisys Study: 2011 Consumerization of IT Study: Closing the Consumerization Gap, IDC, 2011. http://www.unisys.com/unisys/ri/report/ detail.jsp?id=1120000970016710178 IT Embraces Bring-Your-Own Devices, Citrix, 2011. http://www.citrix.com/lang/ English/lp/lp_2314315.asp Good Technology State of BYOD Report, Good Technology, Dec. 2, 2011. http://www.good.com/resources/Good_Data_BYOD_2011.pdf Dialing for Dollars with Phone Apps, Strategy+Business, Oct. 21, 2011. http://www.strategy-business.com/article/re00164?gko=3acde&cid=20111110rr These applications are lightweight mobile applications that offer simplified interfaces to search, shop, play and pay, providing instant gratification to customers. Augmented-reality apps allow users to point their phones camera and pull up relevant information about it from various sources. Mobile App Internet: Making Sense of the 2011 Mobile Hysteria, Forrester Research, Inc., Feb. 28, 2011. http://blogs.forrester.com/john_mccarthy/11-02-28mobile_app_internet_making_sense_of_the_2011_mobile_hysteria Square provides an app/hardware combo that lets people accept payments through a compatible smartphone, such as the iPhone. Its Card Case app allows individuals to make location-based payments, as well, https://squareup.com/ Anheuser-Busch InBev implemented a mobile enterprise application platform for its field sales and services team, AB InBev Award-Winning Mobile Solution Accelerates Growth And Innovation, Spring Wireless, 2010. http://media.redclaycms. com/sites/344/documents/InBev_Case Study_Spring Wireless.pdf Cesare Garlati, Trend Micro Consumerization Report 2011, Trend Micro, Sept. 30, 2011. http://consumerization.trendmicro.com/talking-with-the-firstdirector-of-consumerization/

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Worldwide Mobile Security 20102014 Forecast and Analysis, IDC, March 2010. http://www.idc.com/research/viewdocsynopsis.jsp?containerId=222348 Enterprise Mobile Apps: How Role-Based Apps Will Drive Productivity and Transformation in Manufacturing Companies, Cognizant Technology Solutions, July 2011. http://www.cognizant.com/InsightsWhitepapers/Enterprise-MobileApps-How-Role-Based-Apps-Will-Drive-Productivity-and-Transformation-inManufacturing-Companies.pdf A native app is a software application written specifically to work with a devices operating system and functionality and is usually managed through an app store. Mobile Web apps use a mobile browser, with access to the Internet to display a Web application or mobile URL customized for devices.

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References
Kamesh Pemmaraju and M.R. Rangaswami, Tug of War Between Business Value & Risk, SandHill Group, 2011. Techbits Package, BusinessWeek, Nov. 23, 2011. http://www.businessweek.com/ap/ financialnews/D9R6GSL00.htm Beyond the PC, The Economist, Oct. 8, 2011. http://www.economist.com/ node/21531109 Implementing a Successful Mobility Strategy, Deloitte and American Council for Technology, Aug. 23, 2011. http://www.actgov.org/sigcom/mobilityhome/ Documents/Deloitte - Implementing a Successful Mobility Strategy 08-23-11.pdf Andrew Borg, Enterprise Mobility Management Goes Global: Mobility Becomes Core IT, Aberdeen Group, July 27, 2011. http://www.aberdeen.com/AberdeenLibrary/7282/RB-enterprise-mobility-management.aspx Motorola Solutions: Market Barometer 2011 Hospitality, Motorola, Q2, 2011. http://mediacenter.motorolasolutions.com/imagelibrary/downloadmedia. ashx?MediaDetailsId=1570 TekTrak Customer in Japan Locates Daughter After Earthquake, TekTrak, April 12, 2011. http://blog.tektrak.com/2011/04/12/tektrak-customer-in-japan-locates-daughter-after-earthquake/ Tablet Demand and Disruption: Mobile Users Come of Age, Morgan Stanley, Feb. 14, 2011. http://www.morganstanley.com/views/perspectives/tablets_demand.pdf Unleashing Enterprise Mobility, PricewaterhouseCoopers, PwC Technology Forecast 2011, Issue 1, 2011. http://download.pwc.com/ie/pubs/2011_technology_ forecast_unleashing_enterprise_mobility_1.pdf Mobility: Its Impact, Opportunities, And Challenges, SAP, 2011. http://www.sap. com/campaigns/2011_04_mobility/assets/Mobility-Its_Impact_Opportunities_and_ Challenges.pdf Enterprise Mobility Guide, Sybase, 2011. http://www.sybase.com/mobilityguide

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Credits
Authors
Aala Santhosh Reddy, Senior Research Analyst, Cognizant Research Center Rajeshwer Chigullapalli, Head, Thought Leadership Practice, Cognizant Research Center Harold Albo, Jr., Director, Cognizant Business Consulting, Strategic Services Jeffrey Wallace, Assistant Vice President, Cognizant Mobile Services Practice

Design
Harleen Bhatia, Design Team Lead Suresh Sambandhan, Designer

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