Presented at IBM Impact Conference 2014 in Las Vegas

1. © 2014 IBM Corporation
ID4319: The impact of mobile on the IT
organization
@ChrisPepin
IBM MobileFirst Services Executive

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Performance. Performance is based on measurements and projections using standard IBM benchmarks in a
controlled environment. Actual throughput or performance that any user will experience will vary depending upon
many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O
configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an
individual user will achieve results similar to those stated here.
Warranty. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties
or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable
license agreement governing the use of IBM software.
Customer Examples. All customer examples are presented as illustrations of how those customers used IBM
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customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that
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3. 2
Information technology maturity
Host/Mainframe
Client/Server
Web
Mobile/Social
Data Processing
Chief Information Officer
Decentralized IT
Innovation
Technology, Process, People
Cloud

4. “Nexus of Forces” is changing the IT landscape
Social: a faster, richer, ubiquitous
conversation
Information: big data evolves toward
wisdom
Cloud: the expectation of ubiquitous access
Mobile: becoming the primary computing
platform
Source: Gartner

5. Source: Institute for Business Value, Digital Reinvention Study
C-suite executives expect profound challenges from digital
disruption over the next five years

6. IBM Global CIO and CMO studies insight
http://bit.ly/PByIP5
http://bit.ly/1aDUgyS

7. Over the past few years, CIOs have begun to shift from the
middle ground toward each end of the mandate spectrum
6
Source: The Customer-activated Enterprise–IBV Global C-suite Study 2013
CIOs are shifting toward basic IT providers and pioneers of innovation
Expand
Refine business processes
and enhance collaboration
Transform
Change the industry value chain
through improved relationships
Leverage
Streamline operations
and increase organizational
effectiveness
Pioneer
Radically innovate
products, markets,
business models

8. CIOs’ views have evolved substantially over time, with
technology factors soaring from sixth place to near the top of
the list
7
Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years?
CIO
2009
CIO
2011
CIO
2013
Underperformers
CIO
2013
Outperformers
CEO
2013
Technology factors
Market factors
Macro-economic factors
People skills
Regulatory concerns
Socio-economic factors
Globalization
Environmental issues
Geopolitical factors

9. CIOs recognize more progress is necessary for the IT
function to be universally viewed as a critical player in support
of the enterprise
8
Effectiveness of the IT function
Source: Question E11–How does the enterprise perceive the effectiveness of IT?
Provider of
basic technology
services
Facilitator of
organizational
process efficiency
69%
50%
46%
39%
Critical enabler
of business
vision
Provider of
industry-specific
solutions

10. Mobility, business analytics, and cloud top the list of CIOs’
visionary plans to get closer to customers and become more
competitive
9
Visionary plans
Source: Question CIO3–Which visionary plans do you have to increase competitiveness over the next 3–5 years?
Business analytics and
optimization
Cloud computing
Internal collaboration and
social networking
Mobility solutions
2013 2009
Business process
management
84%
68%
84%
83%
64%
32%
64%
55%
64%
64%

11. Mobile technologies play a big part in CIOs’ plans to increase
internal and external collaboration, productivity and
competitiveness
Source: Question CIO3–Which visionary plans do you have to increase competiveness over the next 3 to 5 years?
81%
Underperformers
91%
Outperformers
12%
more
Visionary plans: mobility solutions

12. CIOs in enterprises that have already developed and
implemented an effective mobile strategy are significantly
ahead of their competitors
11
Source: Question B1–To what extent do you agree with the following statements about your enterprise’s capabilities?
32%
Underperformers
52%
Outperformers
63%
more
Our mobile strategy enables us to conduct business regardless of location or device

13. Where the CIO has a close relationship to the CEO, or where
the CMO ties closely to the CIO, organizations are more likely
to excel
12
Source: Question B6–Which of your two C-suite peers do you work most closely with in support of the enterprise?
41%more
Close CIO to CEO relationship Close CMO to CIO relationship
61%
Underperformers
86%
Outperformers
34%
Underperformers
53%
Outperformers
56%more

14. IT mobile challenges…
… and opportunities

15.  Developing apps that integrate with information across the enterprise
 Infrastructure complexity from multiple device platforms
 Mobile requirements for employees/workers
 Comprehensive mobile strategy and availability of skilled resources
 New process and business designs required for transformation
opportunities
 Rapid and disruptive innovation shortening time to value requirements
IT challenges with becoming a mobile business
 Protection of privacy and confidential information
 Policies for client-owned smartphones and tablets
 Visibility, security and management of mobile platform requirements
Business & IT Changes
Privacy & Security
Integration

16. Mobile challenges extend far beyond technology
Strategy
PolicyEducation
Technology

17. Characteristics of mobile leaders
Research was conducted by IBV and Oxford Economics in 1Q13
• Leaders build apps that unlock core business
knowledge for mobile uses:
• They excel 2:1 at integrating existing systems with mobile and
are more effective with app security than non-leaders
(82% vs 51% of others).
• Leaders secure and manage the mobile enterprise
to optimize performance:
• They are more than twice as likely to adopt BYOD programs,
and excel at data security (90% leaders vs 55% others), and at
ensuring network capacity (80% leaders vs 48% others).
• Leaders use insights to engage their customers wherever they are:
• They are twice as effective at taking action based on mobile data.
• Leaders are using mobile to fundamentally transform the way they
do business:
• They are twice as likely to realize ROI from mobile initiatives.
http://ibm.co/ibvmobile

18. Mobile strategy is
aligned with the
overall business
strategy
Organization has clear
funding mechanism
for mobile initiatives
There is executive-
level oversight for
mobile initiatives
Organization has a
well-defined,
enterprise-wise
mobile strategy
There is an
established
governance
structure for
mobile initiatives
50
49
47
45
44
Source: Institute for Business Value, Mobile Enterprise Study (Percent indicating agree or strongly agree)
Mobile leaders agree on key imperatives

19. Key mobile technologies in addition to the device and the
network
Segment Capabilities
Platform
Mobile application platform: an integrated tools, application runtime, and operational
management for cross platform, multi-channel delivery
Test automation: Capture, replay, and test execution for mobile. Service simulation and
load testing enable back-end verification
“In the wild” testing: Quality services to integrate feedback & app failure information at
each stage of the application lifecycle
Mobile campaigns: Rich personalized content & targeted user segmentation
Analytics
Customer experience analytics: Capture everything about a user’s activity from device
to network and gain insight by replaying the experience
Security
App certification: Scan apps for vulnerabilities and risks of data leakage
Contextual access: Contextual policies for mobile user access
Secure B2C Transactions: Enable secure commerce & protect against fraud
Management
Device management: Centrally manage BYOD & corporate mobile devices alongside
traditional PC & server endpoints within a single infrastructure

20. Cloud and mobile applications
19

21. Partnering to accelerate the value of mobile
End-to-End Capabilities: From Strategy to Managed Services
Mobile Solutions (Industry & Cross Industry)
EA Mobile
(SAP, ORCL)
Application
Innovation
& Design
Integration / API Mobile Testing
Mobile Advisory Services Applications & Platforms
Mobile Managed Services
Mobile
Business
Strategy
IT Strategy
&
Architecture
Traditional and Outcomes-Based Consumption Models
Managed Cloud SolutionsTraditional
Advisory and Consulting
Apps and Middleware
Infrastructure
Delivery
On Premise
or Cloud
Operations
& Supply
Chain

22. Characteristics of a Mobile Center of Excellence
• Best practices
• Standards, tools, templatesStandardize
• Experts in the field of Mobile
• Advice and oversight
• Mobile champions for the strategy, vision, and policy
Lead
• Mobile Governance
• Management of mobile projectsManage

23. 22
Driving innovation through the Digital Front Office and the
Globally Integrated Enterprise
Reimagining everything
about the way people
connect, transact and
engage with
companies, institutions
and governments—and
how they
create mutual value
Digital
Front Office
Transforming the
organization
for efficiency,
effectiveness and
to enable new growth
Globally
Integrated
Enterprise

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25. Thank You

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you will result in any specific sales, revenue growth or other results.
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Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will
experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage
configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
• If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete:
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