Enteprise Mobility: A Three-Step Approach to Winning Technology Strategies for CIOs

7/30/2019 Enteprise Mobility: A Three-Step Approach to Winning Technology Strategies for CIOs

1/4

MOBILE IS CHANGING THE WAY BUSINESS GETS

DONE TODAY.Empowering employees with the tools

they need and preer to accomplish their work in the

feld or on the road, backed by a rock-solid inrastruc-

ture or supporting mobile apps and services, is now

considered a competitive edge. Companies that shit

to a mobile frst strategy can improve productivity,

customer satisaction, and time to market, resulting

in a dramatic eect on revenue.

Forward-leaning CIOs no longer consider bolting

on mobile as an aterthought; they view mobile as

a core IT platorm along with the Internet, PC, data

center systems, and corporate network. They see

beyond BYOD and have shited their view o mobile

rom tactical and reactionary to strategic and proac-

tive. And they are assembling the inrastructure,

processes, and apps required to support it.

These CIOs understand that with a mobile-frst

strategy transactions can happen at the speed o

business anytime, anywhere, with the tools that

employees are comortable using. Department

managers dont need to be in the ofce to sign

purchase orders; its done rom their iPads in mobile

workows while on the road. Field workers pull up

all the documentation and customer history required

to do on-site repairs rom their smartphones and

close out the work order beore they leave the

location. Salespeople generate contracts and place

orders rom the client site, improving customer

satisaction and speeding customer delivery.

Enterprise Mobility has come o age, and that

measurable business value accrues to organizationsthat manage their mobile inrastructure as secure,

compliant, and perormance-optimized as all other

essential IT assets, says Andrew Borg, Aberdeen

Group research director, in his Group Enterprise

Mobility Management 2012 report.

By making mobile a top priority and assembling the

platorm required to support it, CIOs can improve

almost every aspect o the business. Because mobile

is moving to a world where every employee has a

mobile device connected to the enterprise, CIOs

have a tremendous opportunity to leverage mobile to

boost revenue, productivity, and collaboration.

Now more than ever, enterprises are looking to their

IT leaders to develop winning technology strategies,

and at the same time CIOs are becoming more in

tune with the needs o the business units. According

to CIO magazines 2013 State o the CIO Survey,

which interviewed 563 IT leaders in September

2012, 63 percent o respondents say they meet

more requently with inuential stakeholders. The

survey also shows that 20 percent o respondents

are viewed as business peers engaged in devel-

oping, not just enabling, business strategies, up rom

Moving Beyond BYOD to Mobile First:

A Three-Step StrategicApproach for CIOs

SPONSORED BY

7/30/2019 Enteprise Mobility: A Three-Step Approach to Winning Technology Strategies for CIOs

2/4

tition, the global nature o todays marketplaces, and

the emergence o the 24-hour workday are pushing

companies to think o mobile not as a nice-to-have

eature or certain workers, but as a core platorm

to support and enhance key business processes.

And just like the other technology building blocks,

the mobile platorm must be reliable, exible, and

enterprise-grade.

Putting mobile frst is a critical priority right now;

according to CIO magazines 2013 State o the CIO

Survey, more than hal o the respondents expect to

complete one or more major mobility initiative within

the next year. Respondents also say that they expect

their organizations spending on mobile to intensiy

as they seek to complete major mobile strategies.

With mobile decision-making and related spending

placed squarely on IT leaders shoulders, deploying

an enterprise-grade mobile platorm that will meet anorganizations needs or years to come is paramount.

As CIOs lead their companies rom BYOD poli-

cies into a ully mobilized world, there are two

main components they should ocus on to drive a

successul mobile-frst strategy:

n THE MOBILE INFRASTRUCTURECIOs must

frst deploy an inrastructure thats reliable,

cost eective, and integrates well with existing

systems. Such an inrastructure requires:

Robust security and compliance measures

to secure all data and apps on corporate-liabledevices as well as employee smartphones

and tablets used in BYOD initiatives. Corpo-

rate data must be protected, whether it

resides on a mobile device or is accessed by

the device via a connection to the corporate

network. Compliance with ederal laws and

regulated industry data-protection rules

needs to be automatically enorced on mobile

devices and apps, just as it is in the corporate

network. Taking a container approach

where business and personal mobile apps

data is separated and treated dierently on

the mobile deviceis the most eective way

to protect corporate inormation without

impeding employee productivity or getting

into privacy issues.

Multi-device, multi-OS support so that

employees can work with a variety o mobile

platorms. The modern mobile inrastructure

supports all popular devices and OSes, and

also integrates easily with other enterprise

platorms.

2 WHITE PAPER |MOVING BEYOND BYOD TO MOBILE FIRST: A THREE-STEP STRATEGIC APPROACH FOR CIOS

Mobile in mindDespite the specifc requirements o individual organizations, CIOs

should keep in mind a ew basic tenets o mobile service inrastruc-

tures and well-designed mobile apps. These components should:

1. Deliver clear beneft and value to the mobile user.

2. Protect both the user and the organizations enterprise data.

3. Be highly reliable and responsive.

4. Provide visibility or support and service quality.

5. Reduce the cost to serve and operate.

15 percent last year. When it comes to developing

mobile strategies, this growing synergy between IT

and business is particularly important.

According to the 2012 IDG Enterprise Mobile

Survey, more than 40 percent o the respondentssay that executives look to their companies IT direc-

tors to make mobility decisions. CIOs who listen

to users, understand their experiences and preer-

ences, and put their needs frst are well poised to

create an eective mobile-frst environment and

will be viewed as strategic partners to the business.

These technology leaders know that what enter-

prises need is so much more than BYOD; they need

to move rom just connecting mobile devices to

enabling the mobility o every aspect o business.

Making mobile a core IT platformJust as PCs, data centers, Internet platorms, enter-

prise apps, and corporate networks have become the

oundation on which companies build their business,

so must mobile. The pressures o heightened compe-

7/30/2019 Enteprise Mobility: A Three-Step Approach to Winning Technology Strategies for CIOs

3/4

3 WHITE PAPER |MOVING BEYOND BYOD TO MOBILE FIRST: A THREE-STEP STRATEGIC APPROACH FOR CIOS

An enterprise-grade mobile apps devel-

opment platform or in-house creation o

mobile apps to extend enterprise capabili-

ties or mobile and ensure employees have

the tools they needand are accustomed to

usingto get the job done.

Mobile Service Management capabilities

in order to give IT departments real-time

monitoring and analytics capabilities with

diagnostics or automated troubleshooting.Such eatures allow IT to respond quickly to

issues and leverage mobile service delivery

or mission-critical environments, and also

give employees sae access to key enterprise

appsemail, calendar, contactsas well

as intranets.

An enterprise app store that allows IT

departments to establish their organizations

app portals through which employeesand

potentially members o the extended enter-

prise (contractors, distributors, business part-

ners, etc.)will be able to access approvedenterprise apps or download to their mobile

devices. The enterprise app store should

provide a user experience similar to those o

consumer app stores, in order to promote

adoption and use.

Reporting and analytics tools to provide

visibility into both device and app usage.

Analytics on apps are particularly useul, as

they can help organizations make smarter

investments. Useul metrics to capture or all

mobile apps include app downloads, usage,

oreground time, ratings, and eedback.

Its important to remember that a mobile strategy

is only as good as the inrastructure a company

puts in place to support it. Progressive CIOs under-

stand the importance o a mobile inrastructure

thats efcient, cost eective, and highly reliable,

like the oundation o a house.

n The appsHaving the right mobile apps in place

is also important. Enterprises should mobile-

enable the apps and tools required to empower

the workorce to run the business better. Oten

these applications are transaction-based, such

as capturing the authorization o a manager who

is out o the ofce, but will vary depending upon

the industry and needs o the organization.

In many instances, the speed o a transaction

has mobile dependency to it and cant wait or

that manager whos out o the ofce to open

his laptop in the evening to check email. With a

mobile device in hand, however, that manager

can check email between meetings and authorize

a transaction, thereore becoming an acceleratoro business, not a speed bump.

Another common type o mobile app is used at

the point o sale or point o care. For example,

a healthcare proessional can pull up a patients

test results at bedside rom a tablet, instead

o having to travel down the hall or to another

oor o a hospital to get the data. Such mobile

apps not only remove the delays associated with

employees being tethered to a central location,

they also give users the exibility and reedom

to develop new ways o working that improve

metrics such as customer service, customersupport, and patient care.

Three steps to mobile rst

The benefts o deploying a mobile core IT platorm

are clear: Employees can service customers aster,

and CIOs become the providers o an essential

service that drives business. But getting to a mobile-

frst reality poses some challenges and can require

new ways o thinking.

Its important that CIOs understand the why, and

then the how. The goal o building mobile as a core

IT platorm is to enable people to interact with inor-

mation to make them more productive. Theres a

perception that such a goal is simply about security.

While its true that this approach is about achieving

mobile securely, theres much more. Its not just

about giving these capabilities to employees; while

corporate users will likely be the main benefciaries

o mobile, prospects, customers, and partners will

also want to interact with an enterprise in this highly

productive and efcient way. And its not about a

single device type or platorm, since diversity in the

mobile world is a reality that must be achieved.

Enterprise Mobility has come of age, and that measurable business value accruesto organizations that manage their mobile infrastructure as secure, compliant,and performance-optimized as all other essential IT assets.

Andrew Borg, Research Director, Aberdeen Group

7/30/2019 Enteprise Mobility: A Three-Step Approach to Winning Technology Strategies for CIOs

4/4

Ultimately, its about mobilizing business services or

employees, prospects, customers, and partners in

order to deliver value. CIOs need to determine how

to achieve this goal within their own organizations.

Here are three phases CIOs should consider in

evolving to a mobile platorm:

1. RUNDuring this initial phase, CIOs should fgure

out what mobile means to their company. They

should work to establish baseline mobile policiesand expertise and deploy a secure management

platorm. Deploying smartphones and tablets

with email, chat, and other collaboration apps

will enable key groups within the organization to

immediately beneft rom instant communication

on mobile devices. Once a basic level o mobile

competency is achieved, IT departments can

build upon it and move on to the next phase to

customize the mobile experience or their own

organizations.

2. GROWIn this phase, IT departments begin

rolling out mobile apps that are tailored to theirworkorce, be they industry specifc or home-

grown. CIOs should be on the lookout or secure,

eective, third-party apps that can quickly and

inexpensively fll the gaps in their own mobile sot-

ware portolios. The idea is to build up a portolio

o such apps so that the organization can improve

existing areas o business by removing the hurdles

o time and distance. In this phase, customer-

acing employees are empowered as existing

enterprise apps are mobilized and mobile services

are extended across the entire enterprise.

Typically organizations will take a portolio

approach o frst looking or mobile versions o the

enterprise apps already in use, then they will look

or new commercial mobile apps that can help

teams immediately. Finally, they will assess, plan,

and build their own apps. And as the deployment

grows, scaling up corresponding support and

inrastructure capabilities to cost-eectively and

efciently manage them is also important.

3. TRANSFORMWith a mobile-frst posture, IT can

ocus on breaking down barriers between apps,

workows, and locations and integrating across

them seamlessly yet securely through mobile.

About Good Technology:

Good Technology transorms

enterprises by mobilizing

employees through secure,

collaborative workows. We

also empower IT to protectand manage mobile apps,

devices, and enterprise data.

Goods Secure Collaboration

solutions include Goods

applications or email, PIM,

browser, fle sharing, instant

messaging, as well as a broad

ecosystem o third-party

applications. Goods Enter-

prise Mobility Management

Platorm allows enterprises

and ISVs to build, manage,

analyze and secure mobile

applications. Learn more at

www.good.com.

4 WHITE PAPER |MOVING BEYOND BYOD TO MOBILE FIRST: A THREE-STEP STRATEGIC APPROACH FOR CIOS

Envision a company with a sales orce that has no

desks because all o the work these employees

perorm is done in the feld. To stay productive,

these salespeople need the same tools available

to ofce workers. For example, a salesperson

uses his tablet to check email between meetings

at a customer site, and receives a message rom

the customer he is meeting with the next day.

Tomorrows customer would like a preview o the

slide presentation the salesperson is planning togive. With the right mobile tools, the salesperson

can access a secure repository o shared fles,

pull up the presentation, edit it i needed, and

send it to tomorrows customerall without

sitting down at a desk.

At this stage, CIOs should consider how current

workows can be redesigned to put mobile at

the center. CIOs should also keep in mind that

as mobile enables new business processes

and employees become dependent upon these

workows, IT needs to put in place systems to

monitor, support, and harden them, just as theywould any other mission-critical system. This is

also a good time to begin exploring how mobile

can enable new revenue streams.

Conclusion

The concept o mobile frst is a strategic oppor-

tunity or the CIO to partner with business leaders

and transorm the organization as the signifcance

o mobile evolves within a company. CIOs should

be prepared to partner with every department andgroup in the business to crat their own use cases or

mobile and deploy mobile systems to support them.

Flexibility will be an important asset going orward.

Finally, theres no going backmobile is a core

pillar o enterprise computing that will penetrate

every aspect o business at most companies. CIOs

who understand the benefts that mobile can bring

and are able to weave those benefts into the abric

o their organizations can dramatically improve

existing business processes while paving the road

or innovation.n

CIOs who listen to users, understand their experiences and preferences, and put

their needs rst are well poised to create an effective mobile-rst environment

and will be viewed as strategic partners to the business.