Solving the BYOD and Enterprise Mobility Puzzle

Transcription

1 WHITE PAPER Solving the BYOD and Enterprise Mobility Puzzle Sponsored by: AT&T Stacy K. Crook August 2015 THE GROWING COMPLEXITY OF MANAGING ENTERPRISE MOBILITY Trends such as consumerization and mobility have a significant impact on organizations of all sizes. In this White Paper, we explore the challenges and opportunities these paradigm shifts create for IT departments, lines of business (LOB), and end users of the technology. In addition, we discuss the various services and solutions available to help organizations successfully optimize their environment for mobility. SITUATION OVERVIEW For the past 30 years, the majority of IT investment was focused on building and maintaining client/server computing environments, or what IDC refers to as the 2nd Platform of computing. While client/server computing still plays a significant role in the enterprise landscape, spending on 2nd Platform technology has been flat for several years as organizations shift their share of wallet toward 3rd Platform computing. The 3rd Platform is composed of four key pillars of the technology domain mobile, cloud, social, and big data and is enhanced by a set of accelerators such as IoT, cognitive systems, and robotics that will drive further innovation in the market. While each component of the 3rd Platform holds significant benefit on its own, IDC believes the collective power of this platform is what will truly drive enterprise transformation (see Figure 1). If we broadly describe the 2nd Platform computing paradigm as client/server, the parallel to this model within the 3rd Platform can be referred to as mobile/cloud. While on the surface this could appear to be a simple switch of terminology for two computers exchanging information, the change in technology ownership in the mobile/cloud era is hugely disruptive. While IT used to own and have control of the servers and the client devices receiving information from those servers, personally owned mobile devices are now connecting to cloud services owned by third parties, resulting in a loss of visibility and control of where data is flowing from and to. In addition to security issues, organizations struggle to keep up with the fast pace of mobility, where devices are changing constantly and applications must be built, deployed, and reiterated at a very fast pace. End-user privacy and liability are two other broad challenges organizations must consider when building out a mobility strategy. August 2015, IDC #258267

2 FIGURE 1 The Future Has Arrived: Meet the 3rd Platform Mobility, cloud, big data and analytics, and social business Billions of users Millions of apps and services Hundreds of millions of users Millions of users Tens of thousands of apps and services Thousands of apps In 2015, smartphones and tablets will generate 40% of all IT growth (excluding telecom services). Source: IDC, In the early days, some companies were too daunted by the myriad challenges presented by mobility and tried to ignore the impending tidal wave coming at them. Today, the benefits of adopting mobility are becoming increasingly well documented and understood. In fact, IDC's latest mobile enterprise survey finds the largest percentage of survey respondents have now deployed 4 10 mobile applications (33.1%), with the second largest percentage of respondents reporting more than 10 mobile applications deployed (17.7%). As value creation in the economic environment shifts from things to services, businesses hoping to effectively compete in this new world must be flexible and nimble from both a people perspective and a process perspective. Technology will serve as a key underpinning for this agility, and therefore IT infrastructure must allow employees to securely communicate and collaborate from anywhere on any device. Although mobility has moved from a maybe to a must-have, only well-thought-out strategies will yield maximum return on investment. In this next section, we'll discuss key considerations from an overall organizational perspective as well as the IT, end-user, and line-of-business viewpoints. Key Considerations for Effectively Deploying Mobility Organizational Drivers of Change: Digital Business and Consumerization Mobility is an important transformative technology, but it does not exist in a vacuum. It is important to also understand the other megatrends driving the competitive landscape to figure out how mobility can be best leveraged to drive advantage in a particular industry or sector. One of these key trends driving organizational change is digital business, a phenomenon clearly enabled by 3rd Platform technology IDC #

3 As mentioned, the processes that were effective in delivering products and services in the 2nd Platform era are no longer sufficient to compete in the current business environment. As the pace of creating and delivering services accelerates, organizations have to become better at creating lines of communications both inside and outside business units to achieve the outcomes they desire. While alignment between IT and business has been a hot topic for years, IDC finds that line of business is now involved in the decision making for 54.4% of enterprise mobility projects making this relationship an especially crucial component for success. Aside from digital business, the other key driver of organizational change is consumerization. While allowing employees to use their own personal devices for work creates a bigger pool of mobile workers and is therefore useful in creating greater business agility, BYOD policy creation involves a number of key stakeholders. These stakeholders often include human resources and/or legal departments to discuss stipends and issues of privacy and liability; IT folks from operations, security, and telecom to figure out how to configure and secure these devices and/or the information on them as well as which device types are eligible for a BYOD program; and assorted line-of-business folks who may be responsible for managing who gets access to individual applications or to content that gets shared within these applications. Figure 2 shows the percentage of employee-liable devices in enterprises. FIGURE 2 Percentage of Employee-Liable Devices Q. Today, what percentage of your mobile employees own an employee-liable mobile device (individual pays for device and data plan) that accesses corporate data such as corporate or other corporate applications? 80% % 60 69% 50 59% 40 49% 30 39% 20 29% 10 19% 1 9% 0% (% of respondents) Source: IDC's Enterprise Mobile Device Survey, April IDC #

4 IT Considerations: Security and Resources IT departments have been hit hard by all the external change going on around them. They are now expected to be able to provide security for data that is rapidly moving between managed and unmanaged devices and servers in their own datacenter and servers in third-party datacenters, with no easy way to track its path. Data loss most often happens in one of two ways: The end user knowingly moves data from a corporate application into a personal application. A malicious piece of code steals data from the corporate application. This can happen in many different ways, but the end user is often unknowingly involved by giving an application permission to access other applications on the device, downloading/opening up a malicious Web site or , or sending data over an unsecured connection. The first scenario pertains specifically to BYO devices, as users will be running a mix of personally owned and corporate applications on the device. The second situation can happen on any device type, but because most IT departments are able to exert greater control on the types of applications that can be downloaded on corporate-owned devices, the theoretical chances of this happening are somewhat lower. Data lost through mobile devices is a key risk to brand reputation. This is an issue not only for companies deploying applications to their internal employees but also for those that offer mobile applications to their customer base. For instance, mobile banking applications need to be just as secure as if not more secure than the company Web site. Adding to the inherent risks of mobility is the complexity introduced by BYOD. The ability to manage and secure one or two operating systems has been a challenge in itself, but now the burden has increased dramatically. 76.4% of enterprise organizations do plan to invest more in mobile technology over the next months; however, a greater investment in IT staff to support these projects does not always follow. IT is already beleaguered with a lengthy list of projects and not enough support, and now mobile is being added to the list. These requirements affect various branches of IT. IT operations is tasked with managing the devices, security folks need to ensure data security, and the help desk is often called on to become mobile device support specialists. Developers may be the luckiest of all, with various lines of business coming to them with new ideas for apps and feature changes day in and out. Line-of-Business Considerations: Speed and Collaboration The continuous requests for new mobile apps and features may become tiresome for developers, but LOB employees are only trying to do their jobs. Tasked with building strategies that contribute to the bottom line, LOB feels competitive pressure to get innovative applications out to market quickly. And if the internal IT staff and developers aren't able to help in a timely manner, LOB will often go out and find its own means of accomplishing these goals. Hiring an outside firm can work just fine if LOB loops in its IT folks, but if a third party is creating mobile applications that hook into the back end and there is no oversight from people that understand the security architecture, issues can arise. Aside from bringing slick, consumer-grade applications to market quickly, another key requirement for LOB with respect to mobility is the ability to access content and collaborate on that content from anywhere at any time. Of course, serves as a foundational collaboration application for most mobile workers, but having to search through hundreds of s to access the one piece of content that is needed at that moment is highly inefficient. In addition to needing easy access to the most up-to-date content, LOB is often sharing that content across teams and needs the ability to create workflows around certain pieces of content in a mobile-friendly context IDC #

5 End-User Considerations: User Experience and Privacy Last but certainly not least are the points that must be considered for end-user satisfaction. In fact, it is often advised that the wants and needs of end users be considered first in mobility projects because it will be difficult to achieve a high rate of return on investment without end-user buy-in. Because this buy-in is so important, organizations have to make sure the solutions they choose have a best-in-class user experience. Of course, application user interfaces and workflows are one side of this, but the security solution chosen also has an important impact on user experience. If security measures make it too difficult to use the corporate-approved application, end users will easily default to consumer applications with a more optimal layout. Two other key considerations for end users specifically with BYO devices are privacy and cost. While employees like the option of carrying one device for both business and personal use, the idea that IT can remove information and/or see data in any application on the device is a concern. The reality is that most IT people are far too busy to spend their days mining data from personal apps, but there is a more tangible possibility that personal data could be wiped if the device is no longer compliant with company policy. The other issue that can create confusion for both the organization and the employee relates to fairly compensating for voice and/or data used for business when the employee gets the bill at the end of the month. Most companies develop stipends based on the employee's role, but this method doesn't always accurately reflect usage, meaning one party or the other may come up short. Solutions for an Effective Mobility Deployment To assist with mobile strategy development, project implementation, and ongoing support, most organizations will need to employ technology solutions and services at some point in their mobility journey. The sections that follow highlight some of the key categories of services and software solutions currently available in the market today. Services Mobility is complex, and many companies will need a helping hand to get started. Mobility services providers can provide support and services throughout the life cycle of the mobility project or at various stages of the project, as needed. Common services include mobile strategy and development, mobile application development and implementation, and managed services. We provide more detail on each of these offering types in the sections that follow. Mobile Strategy and Development The first step in developing a strategy is understanding how the current situation maps to the ideal situation. Mobility services providers can help an organization develop the following types of frameworks to guide the mobility journey to successful outcomes: Mobility assessments: Identifying mobile user groups Identifying mobility framework Assessment of current mobility technologies and infrastructure Defining critical success criteria 2015 IDC #

6 Mobile opportunity analyses: Mobility road map framework Gap analysis Recommendations for mobility infrastructure Mobility road maps: Architecture to support road map Timelines for road map Solution life-cycle requirements Budgetary investment requirements Mobile Application Development and Implementation Mobile applications are one of the most crucial components of an enterprise mobility strategy. Organizations need to ensure they are utilizing the appropriate application architectures for the experience they want to create for their customers, employees, and partners. However, designing and building the application are only half the battle. Most enterprise mobility applications also need to be integrated with back-end enterprise systems, a challenge that scores high on IDC's annual enterprise mobility survey year after year. In addition, it is difficult to ensure a mobile application will run properly across the myriad device types by which it will be accessed. The following are various services that organizations should consider in the context of application development: Design consulting: UI/UX design Concept creation Graphic design Application development: MADP, native, HTML5, and hybrid development Mobile Web development and optimization Proof-of-concept applications and vertical solutions Testing: Quality assurance and control Performance management Deployment management Implementation/integration: Back-end systems, databases, Web sites, and so forth Third-party tools/apis App analytics Managed Services Although the majority of leading-edge organizations will support mobility in some form, the deluge of associated devices and software associated with the rollout can be burdensome for existing IT departments. By taking responsibility for the day-to-day management of mobile devices and technology infrastructure, managed services providers can help organizations realize faster time to value. These solutions can also help organizations focus on their own core competencies, thus creating greater 2015 IDC #

7 workforce productivity. And they can allow companies to easily scale up as more mobile workers join the organization. Organizations should consider the following in the context of managed services: Mobile device deployment services: Staging, kitting, and onsite deployment Warranty management Device buyback and recycling Smart device logistics Managed enterprise mobility services: End-user technical support Application service desk Mobile device or application management managed services Software: Enterprise Mobility Management Whether an organization decides to support mobility deployments in-house or via a services provider or uses some combination of both it is important to understand how various software solutions can meet the requirements of key mobility stakeholders. Previously, we discussed some of the common challenges IT, LOB, and end users face as they each try to get their respective jobs done. In this section, we explore how various aspects of enterprise mobility management software can be of value in meeting these goals. Enterprise mobility management (EMM) software refers to a suite of technology tools enterprises can leverage to manage and secure devices, applications, and data. It is usually offered in various suites of functionality with a single management console architecture to create unified policies across mobile devices and applications. Common modules offered include mobile device management (MDM), mobile application management (MAM), mobile content management (MCM), and mobile cost management. Mobile Device Management Mobile device management technology allows IT departments to configure and provision devices, keep an inventory of devices accessing the corporate network, remotely lock and wipe devices if they are lost or stolen, and block compromised or noncompliant devices from accessing the network. It can also manage device certificates, provide real-time device monitoring, and provide reporting and analytics on devices. Mobile device management provides IT with much-needed visibility and control into the devices trying to access the company's corporate network as well as the ways in which to prevent that access as required. While some end users are concerned about the fact that IT can manage their personally owned devices, this software actually helps protect these users from taking actions that could unwittingly create major security breaches for their organization. Mobile Application Management Mobile application management refers to a solution by which specific mobile applications can be managed, secured, and distributed by IT organizations; this solution typically allows for enhanced policies to be applied to individual applications or a group of apps. Mobile application management solutions can either supplement MDM functionality or function as standalone offerings. Common functionality within MAM includes enterprise app storefronts, containers, and app wrapping IDC #

8 Application management technology has value for all enterprise mobility stakeholders. For IT and LOB, corporate application stores offer a streamlined process for delivering applications to groups of end users and for managing the applications over their life cycle. For end users, these stores offer the ability to get quick access to the apps they need with the confidence that they are accessing the most up-to-date versions of these applications. By creating a virtual firewall between corporate and personal applications on the device, application containerization provides IT with the required protection for corporate data while also satisfying end-user privacy concerns. Mobile Content Management and Collaboration Mobile content management solutions provide organizations with a way to securely access files/content/data on a mobile device. Such solutions may also provide mechanisms to securely collaborate on this content. These products provide IT with much-needed security controls as they can manage who gets access to what information by role and can also revoke that access if needed. In addition, these solutions can assist with compliance and governance mandates by preventing data loss and offering reporting on user activity with mobile content. While IT appreciates the security aspects of these offerings, the real value lies in the productivity they offer LOB teams and end users. By integrating with multiple back-end data repositories, these solutions allow end users to get access from anywhere to the content they need to do their jobs. In addition, such solutions may have intelligence built in to help identify the most relevant content users are searching for, saving time and avoiding frustration. Further, built-in collaboration capabilities can help teams achieve superior workflow experiences on mobile devices. Mobile Cost Management When respondents were asked about the mobile deployment issues their organization has experienced, cost overruns and budget issues were the third most commonly cited challenge after security and issues linking mobile applications to existing databases. Telecom expense management solutions have been available for many years for corporate-liable fixed and wireless devices, but figuring out how to create parallel offerings for BYO devices has challenged the industry. While some EMM software vendors do offer cost management capabilities within their suites of functionality, these offerings can be greatly enhanced by a partnership with a mobile service provider that can offer split billing services. For corporate-liable devices, most organizations pay for the device and the cost of the entire data plan, even if the employee leverages that device for personal purposes. If a split billing solution was employed, the organization might be able to issue less of these full-liability corporate devices. For BYO devices, many companies today offer a stipend based on how much data they think the employee might use for work. If they were able to track this metric exactly, organizations could then ensure employees are not underpaid or overpaid each month. Aside from the savings on data plans, organizations can also benefit from removing the cost to process manual billing each month. CONCLUSION According to IDC research, 74% of smartphones used for business are now personally owned. It is therefore imperative for companies to develop a mobility strategy that includes how to govern BYO devices. Although mobility is pervading every aspect of our lives, enterprise mobility in particular is a complex web of constantly changing endpoints, quickly evolving software, and a rapidly moving ecosystem. Organizations often have trouble figuring out where to start, and in the meantime, various groups within the company take matters into their own hands, creating disjointed processes and inefficiencies in their wake IDC #

9 In today's rapidly evolving competitive landscape, organizations need to embrace trends such as mobile and cloud. These technologies are not only transforming individual businesses but also serving as catalysts to disrupt entire industries. While most companies IDC talks with are still relatively immature with regard to mobile maturity, those that have engaged in mobility projects report enhanced worker productivity, increased revenue, and the ability to improve competitive advantage year over year. In addition, past studies have found that those companies with executive buy-in for their mobile strategy consistently cited a higher level of satisfaction with the results. To build mobile strategies that will achieve these outcomes, organizations should turn to trusted partners that can help develop frameworks and plans to bring organizations together toward common goals. Although the enterprise mobility and BYOD puzzle does have many pieces, completing the picture is a goal worthy of the investment IDC #

10 About IDC International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications and consumer technology markets. IDC helps IT professionals, business executives, and the investment community make factbased decisions on technology purchases and business strategy. More than 1,100 IDC analysts provide global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries worldwide. For 50 years, IDC has provided strategic insights to help our clients achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading technology media, research, and events company. Global Headquarters 5 Speen Street Framingham, MA USA idc-insights-community.com Copyright Notice External Publication of IDC Information and Data Any IDC information that is to be used in advertising, press releases, or promotional materials requires prior written approval from the appropriate IDC Vice President or Country Manager. A draft of the proposed document should accompany any such request. IDC reserves the right to deny approval of external usage for any reason. Copyright 2015 IDC. Reproduction without written permission is completely forbidden.