executive briefing the future of mobile computing… future of... · network engineer; oracle dba;...

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Gartner Executive Programs

Executive Briefing – The Future of Mobile Computing…

…digital “value” and its extended impacton the workforce, and business.

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© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.

"How should we survive and thrive in an increasingly digital world?"

…a question which must become a part of the overall business strategy.


“In a digital society, programs will be evaluated and funded based on overall citizen/client experience, including performance outcomes produced by retail-grade multichannel access to services and the immediacy of accurate, personalized responses.” Rick Howard

© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. 3

But although it's confusing and complex, mobility is also the best opportunity for genuine business innovation that most companies will see this decade.


The Future of Mobile Computing (thinking our way through the new world of digital business and IT value)…


Mobile Computing will impact:

IT’s brand, placement and relevance

The enterprise brand, competitiveness and bottom line

The Business Value of IT/Technology

The IT workforce

The business workforce and process

The entity’s products, services, supply chain, manufacturing, quality control, marketing, distribution, and/or support

Partnerships (many of which do not exist today)

© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.

The Entity’s Brand…


Some reflection, and some crystal ball thinking…

• Major IT/technology changes/accomplishments in the past 3 years?

• Impact to IT’s “brand”?

• Impact to the business units?

• Impact to the Business (customers, constituents, clients, partners…)?


The IT Brand…


The IT Brand…

Brown-Forman CIO T. J. Graven sees technology as having three prongs…

The most foundational prong ensures that everything works. “IT is held to a very different standard,” he says. “You have to keep your eye on everything at the same time, because you are only as strong as your weakest link.”

Beyond operational excellence, Graven views IT’s brand as needing to evince business understanding and a vision as to how technology applies to business problems (the second prong).

Ultimately, IT’s third prong is a direct contribution to business growth. “Contributing at that level,” he explains, “requires you to create the opportunity to involve IT in the business dialogue.

Part of that is marketing and branding; part is establishing the credibility IT needs to dust itself off and get out of the back office.


BVIT – Tell the story in 2 pages…

Preparing an executive Transition Document (or a Technology Overview Document)…

Objective: quick-hitting, business value of IT, benefits based; followed by appendix of details.

Segments:

The “elevator speech” – one to two paragraphs address the fact that the business benefits from and “consumes” technology in the everyday operations, differentiating and growth/innovative directions for the entity in the pursuit of its mission. Should closely tie to your strategic plan initiatives and how they are in direct tune with the business mission and strategy (might even reference the strategic plan in its entirety in the appendices – make that the first appendix). Think “what is IT and why does it matter?” in terms a regular person can understand.

Our Mission, Vision, Best Practices, Core Values (if desired, otherwise later in the document).

Key contributions technology has made (brag here using specific examples with business revenues, or other metrics if possible). Remember the four main benefits that really matter (time, money, ego, risk/security) when completing each sentence.

The top-level only Strategic Plan elements (top-level only!).

Key initiatives underway at this time (including those which could use added support or are having some issues – here’s the chance to set the place for an assist). Through this point, the document is concise, marketing/benefit overview related and hopefully an easy, not technical read. These items must show alignment to the Strategy of IT, and the enterprise!

The Service Portfolio (portfolio only – specific catalog items can be in the appendix) overview (technology/business based, as few as possible, totally inclusive of the catalog of services IT provides) of the services technology provides the entity (e.g. – “Communications & Collaboration Services -- Services that enable xyz staff, contractors, and consultants to share information and work together in an efficient and productive manner on tasks, projects and initiatives.” Add notes this service category includes items such as (e.g. - e-mail, VoIP, messaging, conferencing, etc.) but exclude details at this point. State that added details and more complete descriptive documents follow in the appendices.

Appendices (chart’s graphs, detailed listing of staffing, systems, service catalog overview, apps, etc. – whatever is appropriate).


BVIT (Business Value of IT) – The Service Portfolio vs. the Service Catalog)…


BVIT (Business Value Statements “Benefits”)…


BVIT (New Metrics & Dashboard Thinking - Old Way)…


BVIT (New Metrics & Dashboard Thinking – New Way)…


Run, Grow Transform…



Next up – Bimodal IT, getting out of the “back office”…


The Importance of Bimodal IT to BVIT and Brand…


The Importance of Bimodal IT (Both Essential!) to BVIT and Brand…


The Importance of Bimodal IT to BVIT and Brand…


The Nexus of Forces

The nexus is the point at which two or more of four major IT forces converge to create new patterns of outcomes in technology use, business reality, market dynamics and changes to the lives of people.

IT and business are integrally related.


The 2013 CIO Agenda Introduced

The Quiet IT Crisis – Leading to “Bi-Modal” Thinking in 2015…

Stable IT Performance Path

Dynamic Business Demands

• Digital Technology

• Growth Demands

• Operational Results

• Innovation

Time

Quiet Crisis

Expectations

Customer, consumer, and constituent expectations are changing; and at a rate which will sweep us along, ready or not, willing or not.

Con

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sfo

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The Bi-Modal Line



Next up – Mobile computing as a lead example for our future…


A Blast from the Past…

Today, 61 percent admit to wasting 30 minutes to an hour each day, online, at work. Facebook and Google remain the top two diversions.


What are we buying today…

Devices Forecast Headlines —

• The traditional PC market will see a unit decline of 5.4% in 2015, with volume of 259 million, then decline again to 228 million by 2018.

• The tablet market will see unit volume increase to 271 million in 2016, and then increase again to 323 million by 2018.

• The mobile phone market will grow by 5.0% in 2015 with unit volume of 1,946 million, and then by 3.4% in 2016 to 2.011 million.


What are we buying (Phones only rankings)…


What are we buying (Android drilldown)…


What are we buying (Mobile PC only rankings)…


“We are at risk of entering a long-term state of technological deficiency if we fail to develop and reward digitally savvy executives and IT professionals.” Rick Howard


A Digital Tsunami Is Upon Us

My business and IT organization are being engulfed by a torrent of digital opportunities. We cannot respond in a timely fashion. This threatens the success of the business, and the credibility of the IT organization.


A Digital Tsunami Is Upon Us

To what extent do you agree that the IT organization has the right skills and capabilities in place to meet upcoming challenges?

39% of IT Organizations Are Not Ready


By 2018, digital business will drive a 500% boost in specialized digital jobs.

9 out of 10 people say that competitionfor talent will make or break success in digital business.

By 2017, lack of digital business competence will cause 25% of businesses to lose competitive ranking.

Strategic Planning Assumption


Assess and Monitor Areas of High Turnover Risk

Difficult-to-hire jobs

• Enterprise architect

• Application systems analyst/programmer; Business intelligence architect

• Data architect

• Information security professional; Solution architect

• Web applications developer

• Mobile applications developer

• Information security manager

• Database administrator (generic); Network engineer; Oracle DBA; Project manager

• Data warehousing analyst; Internet/Web architect; IT business systems analyst

• Data scientist; User experience designer

Difficult-to-hire skills

• Business intelligence / information analytics

• JAVA; Oracle

• Microsoft.NET; Mobile applications and device management; Service-oriented architecture

• Security; Web services

• SAP; Virtualization

• Visual C#. NET

• Project management; SharePoint; Unix;Web 2.0

• Cloud computing; Digital marketing; Hadoop; MS SQL server; PeopleSoft;SAN

• Customer relationship management; Linux; Open source tools; VoIP

• Business analysis; Cisco; IT compliance; Supply chain management

Source: 2014 Mercer/Gartner IT Jobs and Skills: Building the IT Workforce of the Future


3% 21% 37% 28% 12%

<20% 20% to <50% 50% to <75% 75% to <100% 100%

Business Knowledge Is a Requirement in All IT Jobs

By 2017, what percentage of the IT jobs in your organization do you

believe will require at least some level of business knowledge or skills

in additional to technical capabilities?

Note: Percentages do not total to 100% due to rounding

Source: 2013 Gartner IT Workforce Practices Survey, (Global), n = 832

Mean = 66.5%

However, 77% of respondents report that at least 1 out of 2 jobs require business knowledge


Address Talent Gaps That Impede IT Agility in Enabling Business Transformation

4%

49%

5%

52%

5%

49%

3%

50%

7%

42%

11%

43%

81%

19%

81%

18%

79%

22%

79%

17%

73%

24%

54%

21%

Mobile technology skills

Hybrid business and IT skills

Integration and processmanagement skills

Big data and analytics skills

Skilled talent with knowledge, skills andcompetencies for a digital business

Social sciences skills

Demand is increasing …

Supply is sufficient …

Disagree

Agree

Disagree

Agree

Source: 2013 Gartner Symposiums (Global) IT Workforce Management Survey, n = 241


Address Talent Gaps That Impede IT Agility in Enabling Business Transformation


Great Remuneration

Great Brand

Great People

Great Jobs

Create Your Compelling Employee Value Proposition (EVP)

• Cultural fit

• Inspiring vision, mission and values

• High-performing,well-managed

• Social responsibilities

• Differentiated package

• Pay parity and competitiveness

• Pay for performance

• Work-life balance

• Great leaders

• Talented people

• Fun, openness, collaboration

• Trusted and caring managers

• Exciting challenges

• Continuous learning

• Mobility and growth opportunities

• Flexibility and autonomy


Top Technology Spending Priorities —The Nexus Has Taken Up Residence


Mobile Is the Rule, Not the Exception

1st 2nd

MINORITY

26%

36%

24%

14%12%

36% 37%

15%

Customer-facingEmployee-facing


12% 29%33%26%

17% 37%38%8%

25% 29%40%6

27% 45%25%

13% 56%24%7%

7% 74%8%11%

7% 55%32%6

2016

The IT organization is no longer treated exclusively as a cost center.

The IT organization will be replaced with a different construct.

All critical applications and operations are sourced via the cloud.

Business units develop, provision and operate technology.

The enterprise stops providing personal technology devices.

The enterprise will go 100% with laptop and mobile computing.

Applications make significant autonomous decisions.

Do not know whenBy 2020By 2016Already there

CIOs Anticipate Significant Change Over the Next Three Years

46

3%


Post-Nexus Technologies Are Closer Than We Think

47

7%2% 2% 3% 7%

13%

8% 9% 7%5%

24%

14% 12%9% 9%

28%

28%25%

20% 16%

Internet ofThings

ThinkingMachines

AugmentedHumans

3D Printing Robotics

Approach to "SMART" TechnologiesNot relevant rightnow

On the radar, butno action planned

In medterm or long-term planning

Activelyexperimenting

Have alreadyinvested anddeployed


The graphic above maps every device that directly connected to the internet late 2012 (below is now – late 2014). The different colors indicate the density of devices —blue indicates fewer devices and red indicates more devices at a given location.

But wait, there’s more!

Sending ping requests, although benign... in IPv4, is only surface data.... there's A LOT more connected devices than this by far. How/why? IP routing alone because of limited IP addresses in IPv4 you can have many thousands of devices behind a single IP address which all can access the net some of which can be very far away from the gateway source. And add to this that some routers are set to only respond to specific packets... and are not pingable by public.


Microsoft’s Nadella said: In the coming years, the world will be awash with devices that communicate with each other and intelligence will be everywhere – say hello to the internet of things – computing is ubiquitous and experiences span devices and exhibit ambient intelligence.

Billions of sensors, screens and devices – in conference rooms, living rooms, cities, cars, phones, PCs – are forming a vast network and streams of data that simply disappear into the background of our lives.


Business and Governments alike Must Rethink Their Approach to Mobile

• Mobile is transforming operating models, but many mobile initiatives merely overlay mobile on top of existing business processes and service delivery.

• Digital business demands that mobile seamlessly integrate with business processes and the behaviors of people involved in those processes.

• Mobile customer and citizen engagement benefits come from the use of mobile channels to create new patterns of interactions in order to increase participation and improve service delivery using consumer mobile technologies.

• Mobile workforce innovation benefits come from leveraging personal mobile workspaces to shift work patterns to achieve operational efficiencies.


Is Your Department Talking “Experiences”,or Is It Still Thinking in Terms of Products?

The Experience Economy

Commodity1¢ to 2¢ a cup

Goods5¢ to 25¢ a cup

Experience$2 to $5 a cup


From “Governments Must Rethink Their Approach toMobile”, June 2014…


Change Metrics to reverse the “Back Office” Thinking of the Past…

COSTIT

REVENUES

COSTIT

REVENUES (or, Expense Reduction)

40M/1B=4% v. 1B/40M=IT currently drives up to 25X its

cost in revenue


“Enterprises can now assume that the world is wireless by default and wired by exception.”

User experience (UX) is the single most important success criteria for every mobility project. This fact holds true regardless of whether the initiative is consumer or employee focused.

Mobility poses more challenges than ever for CIOs, who will struggle with hundreds of new smartphones and tablets, face business demands for ever-more-sophisticated apps, and fight to secure corporate information on employee-owned devices.

New dimensions of mobility will emerge as the mobile handset links to a wide range of consumer electronics, cars and personal peripherals.

The bandwidth demands of high-performance mobile devices, coupled with the increasing need to synchronize content between mobile devices and the cloud, will place additional performance demands (and cost!) on enterprise wireless LANs (WLANs).



By 2018, 40% of IT leaders will specify Wi-Fi as the default connection for non-mobile devices, such as desktops, desk phones, projectors, conference room TVs and video systems.

By 2020, 75% of smartphone buyers will pay less than $100 for a device.

By 2018, more than half of all business-to-employee (B2E) mobile apps will be created by enterprise business analysts with codeless tools.

By 2018, more than 50% of users will go to a tablet or smartphone first for all online activities.

The average number of workers per Wi-Fi cell is approximately 12 to 15 today. New Wi-Fi options will greatly expand this.

In 2013, 65% of smartphone sales came from emerging regions. By 2018, this will increase to 78% of global smartphone sales, with lower-cost basic and utility smartphones making up 61%.


Top Reasons Why Mobile Apps Impacted Organizations' Success

However:

Through 2016, 75% of mobile apps will be developed without a positive business case, or with no business case at all.



A new breed of mobile application development tools is emerging to address the lack of qualified mobile developers and the time it takes to implement apps conventionally. These tools enable enterprise business analysts to rapidly create apps using mainly codeless techniques, such as drag-and-drop assembly, for data sources and user experience.

Worldwide tablet sales will grow at 20.3% in 2015 over 2014, versus PC growth of 3.1% for 2015, reflecting a preference for high-accessibility devices over traditional desktop computing.

End-user spending on enterprise WLAN equipment will grow from $5.8 billion in 2015 to $8.5 billion in 2018.

The BYOD support model is becoming the norm for most organizations, forcing IT to deal with technical and support challenges. The need to protect the corporate footprint on a personal device calls for investments in EMM, secure corporate messaging, enterprise file synchronization and sharing (EFSS), containers and mobile data protection.



Organizations that had successfully built and deployed a handful of customer-facing and employee-facing applications now find that there is a backlog of dozens, even hundreds, of applications that are needed to allow different populations of users to get data from diverse information systems, both internal and external.

The future evolution of MADP may be to go beyond the mobile silo, in the direction of a unified digital channel, so that organizations can field a single digital presence that spans desktop Web, mobile Web, mobile apps, and apps for other devices and channels (such as kiosks and wearables).

This future system would enable not only the construction of solutions targeting different channels, but also the orchestration of experiences across channels. This is what Gartner calls "ensemble interactions" — when a user begins a transaction on one device and continues it on other devices or channels, sometimes in sequence but also in parallel.This vision of a continuous experience across channels will take years to be fully realized. Until that time, siloed MADP offerings will continue to play an essential role in digital business.


Market Clock for Enterprise Mobility


Hype Cycle for Mobile Device Technologies


Gartner Recommended Reading

"Forecast: The Internet of Things, Worldwide, 2013"

"BYOD: Giving Power to the People"

"Are Mobile Devices Too Revealing? Balancing Privacy and Information Protection in COPE & BYOD Mobility Programs"

"Managing PCs, Smartphones and Tablets and the Future Ahead"

"Android 4 Architecture, Security and Management Capabilities"

"Apple iOS 7 Architecture, Security and Management Capabilities"

"How to Create a Bring-Your-Own-Device Policy"

"How to Implement and Execute a BYOD Program"

"Evaluating a BYOD Implementation"

"Evaluation Criteria for Enterprise Mobility Management Suites"

"Attributes of a Great Web User Experience"

"Exploit Cloud, Mobile, Data and Social Convergence for Disruptive Innovation"

"Popular Mobile App Architectures and the Frameworks That Love Them"

"Blueprint for Building Hybrid Mobile Apps"

"Building a Great User Experience"

"Popular Mobile App Architectures and the Frameworks That Love Them"

"Modern Web App Architecture"

"Blueprint for Building Modern Web Apps With HTML5"

"A Guidance Framework for Mobilizing Business Applications"

"Evaluation Criteria for Mobile Application Development Platforms"

"Increase Mobile Productivity by Choosing the Right App, for the Right Device, for the Right User"

"Mobile Productivity Framework"

"Is Enterprise Content Management Ready to Move Into the Cloud?"

"Cloud Suites for Collaboration: Assessing Microsoft Office 365, Google Apps and IBM SmartCloud for Social Business"

"Enterprise File Synchronization and Sharing: Thinking Through the Security Issues"

"Magic Quadrant for Enterprise File Synchronization and Sharing"

"Segmenting Users: Six Useful Techniques for Discovering How Users Really Work"

"Evaluation Criteria for Enterprise File Synchronization and Sharing"

"Learn the Taxonomy of Mobile and Endpoint Management Architectures"

"How to Achieve Single Sign-On With Mobile Devices"

"Adaptive Access Control Brings Together Identity, Risk and Context"

"Are Mobile Biometrics Ready for the Enterprise?"

"Applying Biometrics for User Authentication"

"PKI's New Lease on Life in Mobility and the Internet of Things"

"Implementing Identity and Access Management Functions to Protect Web Services APIs"

"Protecting Enterprise Information on Mobile Devices, Using Managed Information Containers"

"Solution Path for Managing IT Risk in the Public Cloud"

"Connecting People and IoT Devices to the Wireless Network in the BYOD Era"

"Defining the Real Requirements Behind Your Next WLAN"

"Where, When and How to Deploy 802.11ac"


Questions, Queries, Comments, …

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