CITO Research APPERIAN. Executive Enterprise Mobility Report

Transcription

1 CITO Research APPERIAN 2014 Executive Enterprise Mobility Report

2 Apperian 2014 Executive Enterprise Mobility Report 1 INTRODUCTION Mobility should transform businesses, but to reap mobility s transformative powers, enterprises need the right combination of off-the-shelf and custom enterprise apps. The key to success is creating custom mobile apps to support the business processes that make your company unique. Companies most satisfied with their mobility investments put more emphasis on custom apps, robust enterprise app stores, and app management capabilities. This is a key finding of the 2014 Apperian Executive Mobility Survey, which asked senior executives about the progress of and satisfaction with their mobility programs. Apperian has performed surveys in the past, but those focused on the deployment of enterprise apps in the workplace and polled users about the impact of mobility at work. In its Executive Mobility Survey, Apperian sought to find out how executives are leading their mobility programs, what benefits they are expecting, what metrics are available to them, and what strategies they are using to drive adoption. Focusing on those in leadership offers a more strategic perspective on mobility that can help identify best practices and critical success factors, information that everyone involved in leading mobility initiatives can benefit from. What s Driving?

3 Apperian 2014 Executive Enterprise Mobility Report 2 SURVEY NUTS AND BOLTS The 2014 Apperian Executive Mobility Survey was conducted by Gatepoint Research and polled 100 executives in organizations actively engaged in using mobile technology. Gatepoint Research invited selected technology executives to participate. Survey respondents included directors, vice presidents, and CxOs from very large firms (81% of participants came from companies with annual revenues in excess of $500 million). They came from a range of industries: financial and business services, utilities, retail, and manufacturing. In this report, Dan Woods, Founder and Analyst at CITOResearch.com, analyzes the survey results and suggests a program for taking advantage of the lessons that emerge from the data. This report examines key findings, describes drivers of success, and concludes with recommendations for mobility programs. What s Driving?

4 Apperian 2014 Executive Enterprise Mobility Report 3 KEY FINDINGS SUPPORTING BUSINESS PROCESSES IS THE PRIME DIRECTIVE iithe main benefit sought by 67% of respondents is improved business processes, followed by increased employee satisfaction (60%) and competitive advantage (55%). iithe mobile sweet spot is comprised of apps that provide a better experience for a unique business process that may be used inside or outside the company. iisurprisingly, the desire to save money and drive new revenue were less frequently cited as benefits (39% and 20% respectively). After companies gain experience with mobility, more may use mobility to drive new revenue and service delivery opportunities. Improved business processes What benefits are you seeking with your mobility investments? 67% What s Driving? Increased employee satisfaction Competitive advantage Cost saving Platform usage New revenue or service delivery opportunities Other 2% 20% 30% 39% 0% 10% 20% 30% 40% 50% 60% 70% 80% 55% 60%

5 Apperian 2014 Executive Enterprise Mobility Report 4 KEY FINDINGS CUSTOMER AND ROLE-SPECIFIC APPS OFFER MOST IMPACT According to survey respondents, apps that target customers and apps that serve specific roles in the company offer the greatest impact on productivity and ROI. Given the emphasis on custom apps for enabling particular business processes, it s not surprising that apps serving particular roles in the company are also high priority. One question that deserves further research is exactly which roles are being enabled with mobile apps. Apps for customers can increase revenue in multiple ways, including multichannel interactions. Walgreens found that customers using their app before store visits spent four times more than those who just visited the store. Customers engaged via the app, online, and in the store spent six times more on average. Role-specific apps, such as sales apps, may indirectly target customers. Cisco s SalesConnect offers sales a one-stop shop for everything from trending products to contracts to videos. The app lets sales answer questions like, What s the Internet of Everything, anyway?. What s Driving?

6 Apperian 2014 Executive Enterprise Mobility Report 5 KEY FINDINGS CUSTOMER AND ROLE-SPECIFIC APPS OFFER MOST IMPACT CONTINUED FROM PAGE 4 What mobile apps do you believe will have the greatest impact on productivity and/or ROI? (Rate 1-5, 1=Little or no impact; 5=High impact) Apps for customers /calendar/contacts Role/function-specific apps Administrative apps (e.g. HR, expense reporting, etc.) Apps for partners Microsoft Office What s Driving?

7 Apperian 2014 Executive Enterprise Mobility Report 6 KEY FINDINGS SECURITY IS A WIDESPREAD CONCERN iiwhen asked about challenges to achieving mobility goals, security was most frequently cited (77%). This is not surprising, but it s also not slowing the proliferation of mobile application usage and development in the enterprise. iiless frequent but still a concern was lack of budget (41%) and poor quality of apps (38%). Given the difficulty and expense of creating good apps, lack of budget and poor quality of apps could be related. (One way organizations can increase the quality of their apps is through user app testing, ensuring that the best possible app is released.) iiissues related to managing mobility programs are also high on respondents lists of challenges, with 37% citing how to determine ROI and 35% citing lack of management tools as important challenges. What s Driving?

8 Apperian 2014 Executive Enterprise Mobility Report 7 KEY FINDINGS BUT NOTHING IS SLOWING THE MOMENTUM OF MOBILITY Deployment momentum shows no sign of slowing. Respondents overwhelmingly indicate they are in the midst of large scale deployments to thousands of users (and given the context of the survey, we believe the users in question are employees). More than 70% plan to equip more than 1,000 users with mobile apps in the next two years. About one third (33%) are rolling out apps to more than 5,000 users in that timeframe. How many users do you expect to equip with mobile apps within the next two years? More than 5,000 33% 4,001 to 5,000 5% 3,001 to 4,000 8% 2,001 to 3,000 18% 1,001 to 2,000 7% 501 to 1,000 10% 500 or fewer 20% 0% 5% 10% 15% 20% 25% 30% 35% What s Driving?

9 Apperian 2014 Executive Enterprise Mobility Report 8 KEY FINDINGS INVESTMENTS INCREASE ADOPTION Respondents described the types of investments they are making to drive adoption. Creating apps for business processes was a strong focus, followed by investments in training and analytics. This finding confirms that mobile technology is really just a new form of process optimization for most respondents. iimobilizing business processes is key (53% are creating apps to address core business processes; this means internal app development or partners developing apps). iitraining is seen as crucial (49%). iithe interest in analytics (43%) indicates that organizations are looking for more metrics about their mobility programs. What s Driving? Creating more apps to address core business processes Training Analytics UI/UX improvements Help desk Agile development cycle with user input What investments are you making to increase mobile app adoption? 31% 35% 39% 43% 49% 53% 0% 10% 20% 30% 40% 50% 60%

10 Apperian 2014 Executive Enterprise Mobility Report 9 KEY FINDINGS MEASURING SUCCESS WITH MOBILITY Respondents state that analytics track app usage, platform usage, and use by individuals. Most companies can tell who (54%) is using which apps (66%) on which platforms (47%), but there is less visibility about where apps are being used (36%). Data loss/device loss Where apps are used How frequently apps are used Network usage Platform usage Who is using apps Which apps are used Do you have visibility into the following metrics for your mobility program? 0% 10% 20% 30% 40% 50% 60% 70% More than 70% of respondents state that they can t detect data or device loss. That s surprising given their security concerns and indicates a need for metrics about managing security and data leakage. 29% 36% 39% 46% 47% 54% 66% What s Driving?

11 Apperian 2014 Executive Enterprise Mobility Report 10 WHAT S DRIVING SATISFACTION? After analyzing the data, it became clear that some participants are happier than others with their mobility programs. We looked at how satisfied the participants were with adoption and found that satisfaction with adoption follows a normal distribution: 28% have low satisfaction, 34% have average satisfaction, and 35% have high satisfaction. This begged a question: what are those with high satisfaction doing differently? 40% 35% 30% 25% 20% 15% 10% 5% 0% How satisfied are you with the adoption of mobile apps in your organization? (Rate 1-5, 1=Unsatisfied; 5=Very Satisfied) 6% 22% 34% 28% Low satisfaction Average satisfaction High satisfaction 7% What s Driving?

12 Apperian 2014 Executive Enterprise Mobility Report 11 WHAT S DRIVING SATISFACTION? CUSTOM APPS: A CRITICAL SUCCESS FACTOR It seemed likely that the companies that were best at supporting business processes had done so by creating custom apps. Custom apps provide a much better fit and address problems aligned with a company s specific needs. Participants were asked about the source of their apps, whether internally developed, custom developed by a partner, purchased from a vendor, or available from public app stores. They stated what proportion of apps in each category they had currently deployed or planned to create. Low Average High Low Average High What is the source of your mobile apps? By satisfaction with adoption Current Planned Internally developed 32% 38% 57% 54% 35% 17% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Vendor developed 54% 38% 66% 32% 26% 14% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Low Average High Low Average High Custom developed by partner 14% 32% 37% 43% 32% 20% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Public apps 46% 44% 46% 18% 18% 14% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% The numbers in each category do not add up to 100% because participants could indicate that they did not plan to deploy apps from a particular source by checking not applicable or leaving the question blank. What s Driving?

13 Apperian 2014 Executive Enterprise Mobility Report 12 WHAT S DRIVING SATISFACTION? CUSTOM APPS: A CRITICAL SUCCESS FACTOR Custom apps include internally developed apps and apps developed by partners. Off the shelf apps include vendor developed apps and publicly available apps, such as those in public app stores. THE MOST SATISFIED DEVELOP MORE CUSTOM APPS Those with high satisfaction proportionally develop more apps internally (57%) than those with low satisfaction do (32%). They also use partners to develop their apps much more frequently (37% versus 14% for those with low satisfaction). Those with low satisfaction do have plans to create custom apps, with 54% mentioning plans to create apps internally and 43% planning to hire partners to develop apps on their behalf. This indicates an across the board acknowledgment of the value of custom apps, which supports earlier findings related to the respondents main goal for enterprise mobility: to improve business processes and presumably accelerate business itself. AND USE MORE APPS OVERALL Interestingly, those with high satisfaction also use as many or more off the shelf apps than their less satisfied counterparts, with 66% reporting use of vendor apps and 46% reporting use of public apps. This indicates a richer program of mobility overall, with more apps available for users. To balance out this point of more apps, it must be noted that apps are far more narrowly focused than desktop applications, so more apps are required to provide all the needed functionality. What s Driving?

14 Apperian 2014 Executive Enterprise Mobility Report 13 WHAT S DRIVING SATISFACTION? WORKING HARD TO DRIVE ADOPTION Participants were asked what strategies they were using to drive adoption. It seemed likely that we d see differences between those satisfied and unsatisfied with adoption, differences that could provide evidence of what helps drive adoption. Low Average High Low Average High Low Average High What strategies are you using to drive app adoption? By satisfaction with adoption Current Planned Internal promotion of available apps 11% 18% 40% 50% 59% 43% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% BYOD 44% 54% 60% 38% 32% 31% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Help desk 32% 50% 66% 36% 15% 26% Low Average High Low Average High App management software 7% 26% 54% 60% 59% 29% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Private app store 11% Low 11% Average 15% High 29% 31% 25% 32% 40% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 11% 31% What s Driving? 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

15 Apperian 2014 Executive Enterprise Mobility Report 14 WHAT S DRIVING SATISFACTION? WORKING HARD TO DRIVE ADOPTION Those most satisfied are doing five things differently from those least satisfied: iipromoting apps internally (40% versus 11% for those least satisfied). iideploying app management software (60% versus 7% for those least satisfied). iioffering enterprise app stores (31% versus 11% for those least satisfied). iiproviding a help desk to support users (66% versus 32% for those least satisfied). iiusing leading-edge tactics like gamification to drive adoption (11% versus 0% of those least satisfied). INTERNAL PROMOTION The highly satisfied group is working to promote apps internally, which makes sense because they re also more focused on creating custom apps. A company is much more likely to promote custom apps because they are excited and invested in them. On the other hand, those least satisfied do plan to promote apps internally (50%); they just aren t doing it yet for the most part. Such efforts are likely to increase adoption. What s Driving?

16 Apperian 2014 Executive Enterprise Mobility Report 15 WHAT S DRIVING SATISFACTION? WORKING HARD TO DRIVE ADOPTION APP MANAGEMENT Because the highly satisfied group is so focused on apps and is building more of its own apps, it stands to reason that app management is a greater focus. App management software supports the entire app lifecycle, including adding apps, ensuring they are secure, and deploying them to all relevant users. Apps and content are secured in a way that is integrated with the enterprise security infrastructure. The large investment in app management is likely the strongest evidence that the high satisfaction group is doing something differently, and the numbers bear this out: 60% of those with high satisfaction have app management software in place, as compared with only 7% of those with low satisfaction. We can also see app management software becoming pervasive in the future, when you consider that 99% of those highly satisfied either have it or plan to deploy it. Even those least satisfied recognize the value of managing apps: 54% of them plan to deploy app management software. ENTERPRISE APP STORES Like the app store on your phone, having an enterprise app store makes it easier for users to discover apps that can help them do their jobs. Many more of those highly satisfied have an enterprise app store (31%), compared with only 11% of those unsatisfied with adoption. Taking into account future plans, an additional 40% of those highly satisfied plan to offer an enterprise app store, compared with 25% of those unsatisfied with adoption. What s Driving?

17 Apperian 2014 Executive Enterprise Mobility Report 16 WHAT S DRIVING SATISFACTION? WORKING HARD TO DRIVE ADOPTION HELP DESK If people can t make mobile apps work for them, they stop using them. How can you prevent initial frustration from leading to giving up? One effective method is to have a mobile help desk. Some 92% of those highly satisfied with adoption either have a help desk (66%) or plan to (26%). By contrast, 68% of those least satisfied either have a help desk for apps (32%) or plan to offer one (36%). Help desks appear to be an easy way to improve adoption. Some app management platforms offer hands-on features that allow support personnel to remotely control or configure a user s app, helping them with setup or assisting them with features remotely. GAMIFICATION is a relatively new strategy and not yet widely implemented. Still, it s interesting that 11% of those with high satisfaction are using gamification and another 31% plan to. For those least satisfied, no one is currently using gamification and only 11% plan to. What s Driving?

18 Apperian 2014 Executive Enterprise Mobility Report 17 RECOMMENDATIONS For Enterprise The key finding of our analysis reveals that custom developed apps focused on business process improvement are the most sought after and produce the best results. iithe main benefit sought by 67% of respondents is improved business processes. iithe most frequently cited investment to increase adoption of mobile apps is creating more apps that address core business processes, cited by 53% of respondents. iithose most satisfied with adoption are creating more custom apps. iithose most satisfied with adoption are working harder on many fronts to drive adoption among users. Here are a few additional recommendations based on my own research and observations about successful enterprise mobility programs: iiinvest in app management software and enterprise app stores. Do not wait to invest in app management and enterprise app stores. It is clear that those most satisfied with app adoption are using these tactics and that less satisfied segments plan to. What s Driving?

19 Apperian 2014 Executive Enterprise Mobility Report 18 RECOMMENDATIONS For Enterprise iibe sure to segment your users. Important business processes are rarely generic. Users have different needs and talents that must be taken into account. Think like a marketer and create formal segmentation and improve it over time. iiconsider the technology setup of the people you are supporting. While we are all mobile, we are also not only mobile. Consider how to support the use of an app in all the contexts in which users work. It is crucial to understand how are you going to allocate business processes across devices and platforms. iilower the cost of implementing and deploying apps. Hybrid web apps are a great way to easily mobilize internal websites. Model-driven app development tools such as ViziApps can make it easier to create apps rapidly. By deploying such apps with proper analytics, you can learn what people need. What s Driving?

20 Apperian 2014 Executive Enterprise Mobility Report 19 RECOMMENDATIONS For Enterprise iito speed up app development, invest in an API. A program to improve management and operational skills of APIs is a crucial enabler for mobile app development. iichoose the right form for each application. Certain types of apps will be friendlier to specific classes of devices (tablet versus smartphone for example). iipatterns for developing apps will quickly emerge. Use them to your advantage. App patterns include supporting a role, supporting one process step, or presenting data. Strategies for management and maintenance will vary based on the needs of the apps. Successful mobility programs should make it as easy and low cost as possible to experiment with new types of apps to support business processes and should use metrics to determine what makes the most difference. Metrics and analytics are key for evaluating where to deploy resources in creating mobile applications that offer competitive differentiation. Companies will need to evaluate mobility management solutions in order to provide those metrics and address concerns around mobility management. What s Driving?

21 Apperian 2014 Executive Enterprise Mobility Report 20 ACKNOWLEDGMENTS ABOUT CITO RESEARCH CITO Research is a source of news, analysis, research and knowledge for CIOs, CTOs, IT and business professionals. CITO Research engages in a dialogue with its audience to capture technology trends that are harvested, analyzed and communicated in a sophisticated way to help practitioners solve difficult business problems. ABOUT OUR SPONSOR Apperian is a mobile application management (MAM) company. The Apperian EASE platform delivers enterprise mobility services that enable many of the world s largest corporations to securely manage the full lifecycle of mobile apps for ios, Android and Blackberry. Apperian is empowering the liberated enterprise to support the BYOD revolution. ABOUT GATEPOINT RESEARCH Gatepoint Research, a subsidiary of SimplyDIRECT, uses opt-in, invitation-only, custom surveys to collect industry research in order to gain insight into user needs, analyze IT and business trends, forecast innovation direction and generally support critical decision-making. Survey responders are thought leader executives in functionally relevant roles in leading technology companies. Gatepoint stresses the quality of each responder to achieve highly valid and representative data. What s Driving?