The pervasiveness of mobile computing is forcing companies to rethink their business models, reinvent their organizations and rewire their operations in order to reap the benefits and overcome the challenges of enterprise mobility.

1. Mobilizing the
Enterprise
Pervasive wireless infrastructure and the proliferation of smart
mobile devices are enabling real-time access to e-commerce,
payments, communications and information services across
devices and application platforms like never before. Spurred by
workforce virtualization, early adopters are significantly boosting
operational efficiency and enhancing collaboration across silos
and with customers and business partners. Enterprises that seize
the opportunity will further differentiate themselves from the
pack; those that hesitate may find themselves losing out to more
proactive and aggressive rivals.
| FUTURE OF WORK

2. Executive Summary
To understand the pervasive impact that mobility is having on
how we work and live, consider Joe, a quintessential millennial,
whose smart device is now the focal point of his personal and
professional life. He arises at 5:30 a.m. after being awakened
by the alarm on his smartphone. A mobile/social exercise app
immediately activates, informing him of who among his friends
burned the most calories in the gym the day before. On his
way to work, he stops at a local coffee shop and pays for his
daily dose of high-octane mochachino and a train ticket with
his NFC-enabled1 device. In the subway, he enters a contest to
win free tickets to a basketball game by scanning the QR code2
on a nearby billboard using his mobile.
Joe then uses a discount coupon on his mobile from the
nearby Staples store to buy office supplies. Once in the
office, he punches in by passing his smartphone over an
automated time clock. To get reimbursed for supply purchases,
he sends photocopies of the store receipt to the accounting
department using his mobile device. While in a meeting,
Joe updates a client order just before it ships
by using his iPad to log into the corporate order The devices that
management system; he earns praise from his first mobilized voice
client for being so diligent. At lunch, Joe reviews
his monthly sales report with his manager on his
communications years
iPad. Before leaving work, he sends a photo of his ago have emerged as
paycheck to his bank, which immediately confirms a pervasive technology
the deposit. Joe closes his workday by passing his
mobile over the time clock.
that is now compelling
enterprises to mobilize
Joe’s workday is not unusual. In fact, it is typical nearly every aspect
of how many knowledge workers increasingly rely
on smart devices to perform business-critical tasks,
of work life.
much like they live their personal lives. The numbers tell
the story: Despite stiff economic headwinds, smart devices3
are flying off the shelves. Thus, the devices that first
mobilized voice communications years ago have emerged
February 2012 MOBILIZING THE ENTERPRISE 2

3. as a pervasive technology that is now compelling enterprises
to mobilize nearly every aspect of work life.
Interestingly, the “consumerization” of business technology
reveals an incredible role reversal. Historically, businesses
were first movers in adopting new technologies. With mobility,
however, individuals are leading the charge, and organiza-
tions are lagging adopters. Navigating this chasm presents
enterprises of all shapes and sizes with major challenges, as
well as tremendous opportunities.
On the opportunity side of the equation, smart devices come
with powerful features that redefine “real-time” business
activity. They offer a potent source of operational agility
and ever-increasing business value. On the customer front,
organizations can use mobility to offer new communication
channels and innovative services and products, strengthen
their competitive might, and develop new revenue streams.
On the operations front, mobility can be deployed to unlock
productivity and reduce the cost of operations, while engen-
dering a more collaborative and efficient work environment
to satisfy a workforce that increasingly craves instant access
to information and services similar to those they consume in
their personal lives.
Sensing this, early adopters across industries are proactively
launching innovative, mobility-driven services for a wide
swath of users — employees, customers and business partners.
Organizations are now coming to terms with mobility’s
ascension by allowing employees, with certain restrictions, to
use their own devices on the job. Some also see mobility as a
function that is forcing companies to rethink their business
models, reinvent their organizations and rewire operations.
However, the road to enterprise mobility is paved with myriad
challenges and risks. These include:
Integrating devices with enterprise information systems.
3 FUTURE OF WORK February 2012

4. Overcoming daunting change management challenges,
especially in preparing the IT department for disruptive
change.
Inherent technological volatility in the still maturing
mobility space.
Striking the right balance by which employees can use their
own devices for work while retaining access control and
preserving privacy and security.
Organizations can architect their mobile future by understand-
ing both internal and external requirements for enterprise
applications and key business processes that need to be
revamped. First, a holistic enterprise mobility strategy should
be developed to lay the necessary foundation (see page 17).
While not an exhaustive list, this strategy should include
formulating the ground rules for identifying business priorities,
identifying roles and privileges for accessing data and
application services, making clear the organizational stance
(be it aggressive or gradual), creating a holistic governance
policy and possibly a mobility center of excellence within the
enterprise, and addressing aspects of employee-owned devices.
One key question for organizations to resolve is whether to
embrace mobility on their own or in partnership with a capable
Tier 1 provider. When enterprises adopt mobility on their own,
they typically incur large upfront capital expenditures, assume
the full risk of implementation failure, accept additional costs
associated with technology obsolescence and take on the
burden of maintaining the skills and resources needed to
maintain new and ever-changing systems. An alternative
arrangement is to hire a specialist to deliver enterprise
mobility as a managed service. This model shifts the
investment burden from costly capital expenditures to
more flexible operating budgets, since pricing is based on a
monthly fee and consumption model. This approach allows
organizations to reap mobility’s benefits while “variabilizing”
fixed upfront costs and effectively transferring the risk of
technology obsolescence to a partner.
February 2012 MOBILIZING THE ENTERPRISE 4

5. The challenges and risks associated with mobility, however,
aren’t overly onerous; in fact, early adopter experience
indicates that despite ongoing technological volatility,
difficulties can be overcome with rigorous planning and
execution. A more conservative wait-and-see approach can
backfire by prolonging implementation and time to value,
putting organizations at risk of losing face — or worse,
business — to more proactive and aggressive competitors.
Peter Drucker, the late management guru, advised executive
leadership teams to stop trying to predict the future. In his book
Managing for Results, Drucker points out that organizations
should prepare for “the future that has already happened”
by identifying major events that have already occurred and
will have predictable effects in the next decade or two. In this
vein, mobility has already established itself as an irrevocable
trend. If current mobile usage is any indication, it appears that
the mobile future has already arrived.
This white paper:
Assesses the forces driving enterprise mobility.
Reveals the benefits accrued through enhanced agility and
new business opportunities.
Explores early success stories and more innovative
applications.
Reveals potential challenges and workarounds.
Offers a proven framework for embracing a flexible and fluid
approach to contend with ongoing technological volatility,
process renovation requirements and build/buy choices.
5 FUTURE OF WORK February 2012

6. Forces Driving Enterprise Mobility
For the first time in the history of organized business, enterprises are compelled to
play catch-up with their customers and employees.
For the most part, enterprises have not provided devices, tools and applications
that match the latest technologies used by employees in their personal lives. This
leads to a less-than-ideal Sunday night/Monday morning experience for employees,
in which their own personal technology is more enjoyable and productive than that
provided by their organization. The significant popularity of smart devices (such as
mobile phones and tablet computers) is reflected by rapidly rising sales, at a time
when consumer-dependent industries (such as retail) are suffering from reduced
customer spend.
Rising Demand for Mobile Devices
Three forces — technology convergence, ubiquitous connectivity/computing
and increasing affordability — are driving the demand for smart devices. The
International Telecommunication Union reports that there are 5.3 billion mobile
subscribers with 3G technologies in 143 countries.4 Forecasts indicate that the total
installed base of smart devices will exceed that of PCs and laptops in the next few
years (see Figure 1).
Sales of smartphones alone are expected to reach one billion, overtaking feature
phones, and will account for a majority of mobile devices sold by 2015. Cisco says
mobile-connected devices, including machine-to-machine modules,5 will cross the
seven billion mark, equaling the world’s expected population by 2015.6
Increased use of Mobility by Consumers
Without a doubt, consumers are at the forefront of the smart device revolution.
Their appeal: greater convenience and utility. By allowing access to information
anytime and anywhere for real-time decision-making, mobility has empowered
consumers in a multiplicity of ways. These devices are indispensible, changing
the way news, music, games and social media are consumed. They are also trans-
forming shopping behavior, providing consumers with more information at their
fingertips than retail associates, themselves. A Google and IPSOS OTX MediaCT
survey concurs: 79% of 5,013 smartphone owners surveyed in the U.S. used a
Growth of the Gadget
800
FORECAST
Device shipments (millions)
700
600
500
400
300
200
100
0
2005 2006 2007 2008 2009 2010 2011 2012 2013
Devices in use:
Smartphones Tablets
100 million 1 billion Desktop PCs Laptop PCs
PCs in 1993 PCs in 2008 10 billion mobile connected
Source: The Economist devices by 2020 (forecast)
Figure 1
February 2012 MOBILIZING THE ENTERPRISE 6

7. smartphone to help with shopping, and 74% made a purchase following research
conducted on their devices.7
Innovative applications are enabling customers to sync and access their personal
data effortlessly through smart devices that make use of near-pervasive bandwidth
across the globe. For example, mobile payments and m-commerce are set to garner
a significant share of overall e-commerce in the coming years. All this — combined
with the convenience and comfort of using one smart device for a multiplicity of
functions — is fueling consumer demand and adoption.
Increased Use of Mobility by Employees
Employee preference to use smart devices at work to access
business information is growing rapidly, according to a recent IDC study that
surveyed 3,000 workers from nine countries.8 The study adds that half the
respondents used their devices to work while on vacation,
The use of mobile 29% used them in bed, 20% while driving, and 5% when at a
computing in business place of worship. With employees relying more on consumer
technology for work and personal purposes, the line dividing
today goes far beyond employees’ personal and professional lives is blurring fast.
The use of mobile computing in business today goes far beyond
e-mail access, messaging e-mail access, messaging services and horizontal applications. The
services and horizontal ecosystem now includes access to core enterprise applications, both
services and data. Today’s computationally powerful and smart
applications. devices with high-resolution screens allow employees to query,
access and view business data in an engaging format in real-time,
even when they are off-premises. Similarly, operational and field workforces now
have the ability to capture and share corporate data in real-time, using smart
devices with built-in sensors, thereby improving the ability of employees to collabo-
rate among themselves and with customer and partners.
Changing workforce demographics are likely to spur further demand for smart
devices in the workplace, especially the growth of millennials, with their penchant
for technologies that enable just-in-time information and social networking.
Yankee Group notes that 60% of workplace smartphones are selected and bought
Devices Used to Access Business Applications
Q: Which, if any, of the following devices do you use to access your organization's business applications, such as employee benefits, customer billing,
client relationship tools or productivity tools, such as spreadsheets, word processors, etc.?
2010 2011
30.7%
Personal PC, 40.7%
smartphone Personal PC,
smartphone,
tablet
69.3% 59.3%
Business PC, Business PC,
smartphone smartphone,
tablet
Personally-owned Company-owned
Base for 2010: 2,820 responses from enterprises with Base for 2011: Over 3,000 information workers and
500 or more employees from 10 countries. business executives from nine countries.
Source: IDC Information Worker Custom Survey, sponsored by Unisys, May 2011 and May 2010.
Figure 2
7 FUTURE OF WORK February 2012

8. by employees, while 23% of them intend to buy one in the next year. Companies
with a more mobile-savvy workforce are already experiencing this change. The
increasingly mobile-ready employee base is expected to account for one-third of
the global workforce of nearly 1.2 billion by 2013, according to IDC.
Dawn of BYOD
Employees’ demands for permission to use their devices was initially met with
corporate responses that ranged from refusal to denial. However, this is changing,
as companies begin to support the BYOD (bring your own device) movement,
albeit with carefully drawn limits and controls (see Figure 2, previous page).
Various studies corroborate the emerging trend of corporate acceptance of BYOD.
A Citrix global survey indicated that nearly all respondents will have a BYOD policy
in place by 2013, with the U.S. (56%) leading in BYOD policies and the UK (37%)
lagging behind9 (see Figure 3). Companies not supporting BYOD cite security, legal
and HR concerns as the reasons. Good Technology’s report on BYOD suggests that
big companies within the finance, insurance and healthcare industries are leading
the BYOD movement, even while they operate within stringent security, regulatory
and compliance environments, while other industries are belatedly following suit.10
But to be sure, companies are playing their BYOD cards on their terms. They are
defining the devices and applications that will be supported and managed for
employee-owned devices. Companies are limiting the choices for devices, platforms
and apps, mainly to save on costs, ensure security and reduce complexity.
Agility with Mobility
The foremost benefit of enterprise mobility is the agility that it promotes. Enter-
prise mobility deploys the powerful features of smart devices to enable real-time
decision-making and other activities that satisfy both customers and employees.
Mobile-enabled agility is a significant source of value. Business benefits can be
derived by fortifying the enterprise’s competitive might and/or by facilitating
innovative new offerings that generate new revenue streams. Also, mobility
When First BYO Policy Will Be In Place
India
Australia
Canada
U.S.
Netherlands
Germany
UK
Global
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
By mid-2013 (cumulative) Already in place
Base: 700 IT professionals in seven countries, including Australia, Canada, Germany, India, Netherlands, U.S. and UK.
Source: Citrix Global BYO Index
Figure 3
February 2012 MOBILIZING THE ENTERPRISE 8

9. facilitates numerous ways to reduce the cost of operations by eliminating
paperwork, empowering customers with self-service apps and remedying long-felt
customer and employee pain points.
Companies can also tap into the customer insights that are unique to their
organizations to customize services and strengthen their competitive position.
Opportunities for revenue enhancement within existing streams, as well as new
sources of revenue, can be leveraged when mobility is unleashed in thoughtful and
innovative ways. For instance, retailers are making use of location-aware technolo-
gies to promote their businesses to customers in close proximity to their physical
presence, often with customized offers.
Sales teams that carry In certain industries, customers are willing to pay for information.
mobile devices with access In such cases, commercializing data services represents a new source
of revenue. A research study published in Journal of Interactive
to enterprise systems Marketing finds that branded mobile apps can help build consumer
interest in new product categories and create positive vibes toward
are more empowered to these brands.11 Moreover, sales teams that carry mobile devices with
access to enterprise systems are more empowered to successfully
successfully deal with, and deal with, and perhaps even impress, customers on-site.
perhaps even impress, Other areas include improved decision-making by senior executives,
as well as better risk and disaster management. Mobility can also be
customers on-site. used to maintain and strengthen customer brand loyalty and as a
new and unique outbound marketing channel. In addition to customer
value, mobility offers abundant scope for improving productivity, thereby driving
down operational costs in ways previously not possible.
Early-Mover Experiences with Enterprise Mobility
With enterprise mobility on the cusp of business criticality, innovative and
enterprising early movers across many industries are adopting mobility to drive
enhanced customer satisfaction and employee productivity. Some companies
have let customers use their smart devices to search for and buy products and
services. In the travel and hospitality industry, customers are empowered to take
charge of corporate tasks, such as booking airline flights and checking in using
mobile passes and tickets. Insurers allow their customers to use mobile apps to file
and subsequently check the status of insurance claims and request assistance or
member services. In healthcare, mobile apps now allow patients to share their
medical records with doctors and other industry professionals.
Mobile App Adoption Drivers
Operational efficiency
47%
needs to improve
Belief that mobile apps will provide
44%
competitive differentiation
Want to accelerate
40%
time-to-decision-making
Employees demanding it 34%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Response base: 573 Percent of respondents
Source: Aberdeen Group, September 2011
Figure 4
9 FUTURE OF WORK February 2012

10. Retailers are at the forefront of mobile innovations to empower customers and
enhance their overall shopping experience. Banks offer customers access to their
services on-the-go. And while mobility has become a gateway to physical world
retailing, it is also fast becoming the electronic wallet, covering the entire shopping
spectrum, combining store and bank in one device.
In addition, companies are developing innovative apps12 that make use of the
features of smart devices, such as accelerometers, GPS systems, gyroscopes
and high-resolution cameras. Such apps enable game-changing services such as
augmented-reality13 and location-aware technologies (see sidebar). For instance,
a big automaker plans to offer cars that automatically send critical information
about their condition, such as low-battery, overdue maintenance checks or a
deflated tire, to the user’s smart device. With early movers launching carefully
targeted apps, customers are lapping up these mobile apps (see Figure 4,
previous page), as witnessed by download activity that is forecast to exceed
18 billion this year.
Meanwhile, adoption and use of apps that run on smart devices for social
networking, gaming, maps, music, weather and news is surging. Marketers, using
powerful business intelligence and analytics tools, are gaining valuable insights
from the online trails customers leave behind that contain a treasure trove of data
about their preferences and choices. Armed with these insights, organizations
can precisely target customers to sell personalized products and services through
smart devices. This has led to the emergence of mobile as a new, robust channel
and customer touchpoint that is distinct in many ways from existing ones.
Early adopters, such as those in retail, see enterprise mobility as a transformative
technology that helps them improve on and benefit from the customer interaction.
Many customers find location-sensitive mobile coupons very useful and convenient,
hence offering retailers the much-desired potential to increase shopper loyalty and
overall share of wallet.
Elsewhere, mobility is leading to disruptive change. In the payments space — a
segment that has long been the bastion of the banking industry — radical change
is clearly underway. Non-banking players are emerging on the payments scene
and swiftly outmaneuvering traditional institutions, creating a new mobile
Innovation, Here and Now
When it comes to enterprise mobility, the future is already here. Some examples:
Augmented reality: The “monocle” feature in mobile apps from online review
site Yelp allows users to point their smartphone or tablet cameras to access
digital information and ratings of nearby businesses. Shopping search engine
TheFind.com’s free app, Catalogue, allows users to visualize how a product,
such as a chest of drawers or a painting, looks against a wall in a room by
overlaying the product onto the live view from the built-in camera of smart
devices such as the Apple iPad.
Location-aware: This approach makes use of hardware components such
as GPS, WiFi and other connectivity mechanisms built into smartphones to
pinpoint a user’s location. A Japanese family was able to confirm that their
daughter was safe after a 9.0 magnitude earthquake struck Japan in March
2011. Using TekTrak, a mobile tracking app, the family knew the girl’s exact
location at various times throughout the day and the route she took back
home, an ordeal that lasted seven hours.
February 2012 MOBILIZING THE ENTERPRISE 10

11. payments ecosystem à la PayPal on the Web (and now on mobile devices, as
well). For example, innovations from companies such as Square are transforming
customer smartphones into credit cards to make and receive payments using an
app/hardware combination issued for free by the company.14
Additionally, mobility is enabling organizations to reduce costs and improve worker
productivity (see Figure 5). For instance, Anheuser-Busch InBev implemented a
mobile enterprise application platform (MEAP), a middleware layer that enables
disparate devices to access a single set of applications, data and services. MEAP
is intended to improve the productivity of the company’s field sales and services
team’s direct store delivery (DSD) operations. The app enables more accurate and
timely invoicing through the availability of real-time data. As such, end-to-end
invoice processing was streamlined, resulting in a 15% reduction in days sales
outstanding (DSO), from 45 days to 39 days. In addition, the company achieved
ROI in six months and a positive cash flow by the third month.15
In another case, a major pharmaceutical company equipped its 7,000-member
sales force — which makes sales calls 240 days a year — with smart devices
pre-loaded with customized information for each doctor and his/her specialty
practice area. This initiative reduced time for preparing sales pitches from two
hours to just minutes, reducing customer acquisition costs and, importantly,
allowed sales people to use the saved time to make additional calls to prospective
customers, thereby generating additional revenues.
Tablets and smartphones are also being used by employees to place orders for
inventory, access customer information, capture business orders and customer
data and collaborate with internal teams in real-time to provide better service
to customers. For instance, insurance agents carrying tablets can customize and
effectively present their products, create customized client illustrations on the
fly, show comparisons with competing products and complete application forms,
replacing inefficient paper-based forms.
In retail, shopping aids such as user opinions, competitor prices and reviews
are delivering insights to help consumers make smarter purchase decisions at
the point of sale. Sales teams dealing with such information-laden customers can
be easily overwhelmed or, worse, placed at a disadvantage if their own tools are not
Benefits of BYO
Improved employee satisfaction
Increased worker productivity
Greater mobility for workers
More flexible work environments for employees
Reduced IT costs
Attracting/retaining high quality staff
Better quality of devices used by workers
Better care and/or longevity of devices
Reduced device management requirements for IT
Faster on-boarding of employees and third parties
Improved business continuity
Other
0% 10% 20% 30% 40% 50% 60%
Percent of respondents
Base: 700 IT professionals in seven countries, including Australia, Canada, Germany, India, Netherlands, U.S. and UK.
Source: Citrix Global BYO Index
Figure 5
11 FUTURE OF WORK February 2012

12. up to snuff. Elsewhere, mobility is also leading to more efficient supply chains. Little
wonder, then, that the majority of respondents to an IDC survey believe that tablet
computers will replace enterprise PCs in the next two to five years (see Figure 6).
Mobility solutions can help sales teams to:
Enable faster customer checkouts.
Ensure availability of products with timely replenishment orders to warehouses.
Access data and information using smart devices to answer customer queries.
Enhance the customer buying and shopping experience.
Barriers Make Enterprise Mobility a Tightrope Walk
The proliferation of smart devices in the workplace is creating some friction,
especially within corporate IT departments. Among IT’s primary worries:
Security concerns and compliance issues (due to lack of control over employee-
owned devices).
Complexity involved in supporting a heterogeneous device ecosystem.
Costs involved in developing mobile apps and creating or implementing and
subsequently integrating a middle layer (MEAP) with the existing infrastructure.
Limited IT budgets and qualified professionals, as well as dealing with the diverse
array of smart devices (Apple iOS, Android, BlackBerry and Windows).
Contention with PCs and laptops as the preferred workplace tool of choice.
Add in enterprise integration challenges and the rapid pace of mobile technology
advancement, and it’s no wonder that IT departments are feeling the heat
(see Figure 7, next page).
Security Concerns
Security reigns as the top concern for IT in implementing enterprise mobility.
In June 2011, Trend Micro surveyed 600 decision-makers at medium- and large-
sized businesses across countries and industry verticals and found that 64% of
respondents cited security, 59% data loss and 43% compliance as their major
concerns in allowing personal devices to be used in the workplace.16 As the BYOD
trend accelerates, IT departments are becoming wary of the tradeoffs they need
to make in allowing mobile devices into the enterprise while ensuring employee
satisfaction, reduced support costs and enforcement of data security policies.
Media Tablets: PC Replacements?
Q: When do you believe media tablets will be fully capable to replace PCs as an enterprise computing platform?
35
(Percent of respondents)
30
25
20
15
10
5
0
18-23 24-35 36-47 48-59 60+
months months months months months
Response base: 53
Source: IDC's North American IT Enterprise Buyers and Device Life-Cycle Management Practices Survey, 2011
Figure 6
February 2012 MOBILIZING THE ENTERPRISE 12

13. Lack of standardization makes it tough for companies to enforce enterprise security
policies and exert their control over employee-owned devices. Moreover, employ-
ees preferring to use their own devices for both personal and work purposes raise
issues in the areas of compliance, data security and privacy, particularly if devices
are lost or stolen. Companies face unique challenges in such cases as tracing and
wiping them clean of sensitive corporate data.
Heterogeneity
Already prohibitive, the cost of managing and supporting heterogeneity is steadily
increasing, with numerous device models, six to eight mobile operating systems,
device-specific features and usage patterns. Meanwhile, IT budgets are under con-
stant pressure, and the job of finding qualified professionals to support the expand-
ing universe of devices and operating systems is an increasing chal-
As the BYOD lenge in and of itself. As more employees request mobile access to
enterprise data and applications, support costs and the burden on IT
trend accelerates, staff rises.
IT departments Another heterogeneity challenge is preventing the use of low-end
mobile devices that reduce productivity in BYOD-supported archi-
are becoming wary of tectures. The rapid adoption by customers of smart devices and
different mobile platforms increases management complexity,
the tradeoffs they inexorably. In such a scenario, developing apps and supporting
device-platform-app combinations for both employees and customers
need to make in allowing forces organizations to incur significant expenditures. A lack of coor-
dination and communication among key support functions, as well as
mobile devices into the a reluctance on the part of IT departments to support these devices,
enterprise while ensuring can severely undermine enterprise mobility. Getting IT departments
to cede and share control of technology with the business units is a
employee satisfaction, daunting change management challenge, to say the least.
Integration of Enterprise Information Systems
reduced support costs with Devices
and enforcement of data Another big concern for companies is ensuring seamless integration
of enterprise mobility solutions with their existing infrastructure. An
security policies. IDC survey attributes this to a gap in skills required to lead integration
initiatives. The report notes that 20% of companies found it hard to
Mobile Technology Deployment Issues
Q: Which of the following mobile deployment issues has your organization experienced (select all that apply)?
Security and compliance issues
Issues in linking mobile platform to existing database
Cost overruns and budget issues
Took longer to deploy than anticipated
Project scope extended or changed leading up to or during deployment
Version control issues between mobile OSs and other applications
Too complicated to install, manage and support
Minimal interest and adoption by mobile workers in the organization
Vendor or provider did not have necessary expertise to deliver project
Other (please specify)
None
Don't know
0% 10% 20% 30% 40% 50% 60%
Percent of respondents
Source: Worldwide Mobile Security 2010-2014 Forecast and Analysis, IDC, March 2010.
Figure 7
13 FUTURE OF WORK February 2012

14. install, manage and support mobility, while more than 40% faced integration chal-
lenges with existing databases and mobility platforms.17 As CIOs look to unleash
mobility to achieve long-term business goals, they will need skilled and mobility-
savvy IT workers to ensure successful deployments.
Amid persistent economic uncertainty, many companies remain laser-focused
on using existing IT resources to contain costs and power new business
capabilities. However, they will need to invest heavily in upgrading their skill sets and
adding experts with proven pedigrees in enterprise mobility to tap into existing and
longer-term business opportunities, be they driven by revenue, productivity
or cost-containment.
Technology Obsolescence
Because of its relative immaturity, the risk of technology obsolescence and
volatility is high in the enterprise mobility market. Shorter technology refresh
cycles — due to rapid advances in mobile technologies, device capabilities and
feature sets, operating systems and application software — are big barriers for
organizations looking to invest in enterprise mobility solutions.
Adding to the risk of technology volatility are challenges such as a fragmented
mobile technology market with software interoperability issues and the
still-evolving nature of mobile standards.
Resolving the BYOD Conundrum
As with any disruptive change, BYOD brings to the forefront challenging
corporate issues such as a lack of control over employee-owned devices, regulatory
compliance, security and privacy concerns, data governance and monitoring
issues and increasing complexity of IT environments, application management and
associated costs. Additionally, there is a need to involve and gain buy-in from many
departments on BYOD policies, in areas such as HR, IT, legal, finance and facilities.
For now, companies can look at implementing well-thought-out device policies that
allow organizations to limit, control and manage devices; prevent low-end devices
that reduce productivity; and account for upgrades, with periodic reviews of device
policies that are communicated to employees and customers.
Shaping a Mobile Future
Early adopters of enterprise mobility are realizing significant business benefits
and envisioning new and creative ways to extend competitive advantage. Many
organizations, however, are employing a wait-and-see strategy to learn from the
implementation experience of others before developing mobility roadmaps.
Getting enterprise mobility right is all about prioritization, striking appropri-
ate balances and making delicate tradeoffs. A good starting point is gaining an
understanding of the way customers and employees are using (and want to
use) mobility, as well as the likely ways that it can be introduced. The realiza-
tion that mobility is not merely about technology is of paramount importance. A
critical next step is developing a holistic mobility strategy that lays the founda-
tion and ground rules for enterprise mobility implementation and evaluating the
alternatives of either hiring a third party or doing it yourself. Introducing change
management efforts to inculcate a mobile mindset is essential for gaining enter-
prise mobility acceptance and adoption, a situation that is hyper-critical in organi-
zations with a preponderance of older and technologically challenged employees.
February 2012 MOBILIZING THE ENTERPRISE 14

15. Understanding Mobile Behavior
After developing better visibility and insight into the adoption of consumer technol-
ogies by customers and employees, organizations must gain a clear understanding
of business processes, customer interaction processes and how employees work.
This will enable them to first leverage the capabilities of mobile devices to optimize
how they work across functional silos and then maximize business
The realization that benefits with customers and partners.
mobility is not merely The competition’s use of mobility across industries could be another
avenue for understanding the magnitude of unmet needs and the
about technology is possibility of creating new go-to-market features. Such understanding
should also guide the need to redesign select business processes, as
paramount. A critical well as organizational roles and data/app services access privileges,
for reaping mobility’s benefits to the fullest.
next step is developing a Mobility Strategy
holistic mobility strategy The strategy should focus on creating a comprehensive mobility agenda
that defines the objectives and ground rules for screening competing
and evaluating the business areas that demand attention for mobility enablement. The
criteria could include the potential for creating or strengthening the
alternatives of either competitive ability to create new revenue streams by remedying long-
hiring a third party or felt customer and/or employee pain-points. Further, companies should
optimize investments by closing the gap between business unit demand
doing it yourself. for mobility and deployment readiness. The strategy should steer
clear of the issue of organizational stance, whether it’s aggressive or
gradual or a mix of both. A governance policy should be instituted that lays out
with strategic clarity all corporate imperatives, including the BYOD policy. A guiding
body should be formed to drive the agenda, à la a mobility center of excellence.
Mobile Apps
Business areas that pass through the filter of enterprise mobility strategy become
prime candidates for initial app development. A strong focus on usability and
the ability to strengthen the brand should guide the process. A one-size-fits-all
approach to apps can be counterproductive. Apps that perform a specific function
mapped to the role of an employee improve effectiveness and incur lower costs for
deployment across the organization.18
Deployment should be based on how users will interact with mobility solutions and
devices to derive maximum mileage. Organizations should not ignore the installed
base of feature phones, which still account for a majority of the mobile devices sold
worldwide, as this poses a major business opportunity.
Dealing with the Devices
Organizations need to implement mechanisms to deal with a rapidly evolving
consumer technology world. Important areas that require attention include
governance, which determines the decision criteria for which devices and apps are
supported; a BYOD strategy that sets the management and monitoring policies
for devices and determines which types are allowed and for what purposes; and
security policies to alleviate concerns from external threats, enforce privacy
considerations and detail robust security procedures.
Provide Freedom within a Framework
We believe that organizations should consider providing the freedom of choice
demanded by the wave of technology consumerization, albeit within an overall
15 FUTURE OF WORK February 2012

16. Freedom Within A Framework
Our approach to enterprise mobility enables IT to offer an ecosystem within which solutions can be built in a standard fashion.
Gove
t rnanc
por e
Sup
Innovation
User Experience
y
rit
cu
Design
Se
Tec Business
hno
&
log Objective
e
y
nc
ia
Use Cases
pl
m
Co
Business drives market-driven
solutions within this framework.
IT builds and owns
the framework.
Figure 8
framework that strikes a balance between the forces craving independence and the
organizational need to maintain appropriate control.
Organizations must be cognizant of the diversity present in the mobile ecosystem,
which poses unique move-forward IT and business process challenges. Factors that
will be paramount to the success of mobility deployment in any
enterprise include scalability, reigning in support and development IT departments need
costs, extending existing security structures and operational
procedures. IT departments need to play the crucial role of to play the crucial role
marrying business needs with technology requirements, while
providing business units with the freedom to extend mobility to of marrying business
business solutions that meet business and customer requirements.
A framework that is structured, well-defined and scalable will
needs with technology
support this freedom, which we term “Freedom within a
Framework.” Four components that constitute the framework are:
requirements, while
Technology: Components (hardware, software and services) providing business
required to support new devices owned by employees and
customers. units with the freedom
Governance: Policies that govern the device lifecycle, use of
business networks and data.
to extend mobility to
Compliance and Security: Tools, policies, data containment,
device strategies, and organization and industry-specific
business solutions that
mandates that need to be met.
Support: Skilled personnel to manage mobility and its related
meet business and
applications for employees and customers. customer requirements.
By using this framework, it is possible to provide customers with innovative
services through native19 and mobile Web apps20 that enhance the user experience,
productivity and utility. The framework provides business units with the necessary
components for the development of market-driven solutions in a standardized
fashion. The framework (as illustrated in Figure 8) helps organizations prescribe
guidelines for app design, development, testing, usability and security.
February 2012 MOBILIZING THE ENTERPRISE 16

17. Build or Buy Dilemma
A key decision point is whether to embark on embracing enterprise mobility with
in-house resources or buy these through an arrangement with an external service
provider. Pursuing the in-house path to mobility requires organizations to have the
wherewithal to bear significant upfront Cap-Ex investments and be willing to con-
tend with technology volatility and a lack of skilled resources, among other issues.
Sourcing: The Case for Cloud and Managed Services
Cloud-enabled, mobility managed services enable enterprises to enjoy the rewards
of enterprise mobility without the risks of infrastructure ownership or the burden
of supporting the resources required to develop and maintain the applications. One
of the advantages of this approach is to convert the fixed costs associated with
providing enterprise mobility services to variable costs that best align with demand
levels. Organizations are also better positioned to address device and operating
system heterogeneity, as well as other complexities, including the continuous need
for upgrades to remain in sync with ever-evolving device, software and network
advancements.
Organizations should consider entering into strategic partnerships with Tier 1
companies capable of extending support to mobile transformation efforts
by offering advice and a range of services under one roof, including cloud-
based mobile infrastructure and mobile app development, through testing and
optimization. This arrangement also effectively transfers the risk of technology
obsolescence to the provider.
Experimenting first with pilot programs can provide much-needed insights for
a larger deployment. Doing so allows organizations to gain the transformative
experience required to be better prepared for organizational change.
The Road Ahead
Enterprise mobility is no longer an option, but rather a critical business require-
ment. Winning the future will require companies across industries to embrace mobil-
ity platforms that unlock productivity and competitive advantage and optimize
ongoing process changes that span the core operating model. Whether organiza-
tions are expanding existing architectures or starting fresh by building or acquiring
new IT infrastructure via managed services, they will need to tread carefully by
making tradeoffs that balance the aforementioned risks and rewards that co-exist
with today’s business constraints and tomorrow’s demands for anywhere, anytime
information access.
Organizations that delay embracing the inevitable proliferation of enterprise
mobility may find themselves hamstrung by inflexible legacy systems environments
that put them at a severe disadvantage compared with more adventurous and
risk-tolerant competitors. By taking a gradual and measured path, organiza-
tions can more effectively rewire their operations and survive ongoing business
challenges, while embracing tools and techniques that power new organizational
structures and facilitate more collaborative and real-time ways of working.
Keep in mind that Joe and all the other millennial workers of today and tomorrow
not only see mobility as integral facets of their professional and personal lives;
they outright demand it. So, when it comes to enterprise mobility, tread carefully,
but tread!
17 FUTURE OF WORK February 2012

18. Footnotes
Near Field Communication-enabled smartphones use radio communication to
1
exchange data when brought into close proximity with other such devices.
2
Quick Response code is a popular two-dimensional barcode with large storage
capacity that allows its contents to be decoded at high speed.
3
Smart devices include smartphones, tablet computers and on-the-go devices.
4
“The World in 2010: ICT Facts and Figures,” International Telecommunication
Union, Oct. 20, 2010. www.itu.int/ITU-D/ict/material/FactsFigures2010.pdf
5
Devices such as energy meters, medical devices, mobile POS terminals and
vending machines use M2M mobility to allow other machines to monitor and
read their states using “embedded connectivity.”
6
“Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update,
2010–2015,” Cisco, Feb. 1, 2011. http://www.cisco.com/en/US/solutions/collateral/
ns341/ns525/ns537/ns705/ns827/white_paper_c11-520862.html
7
“The Mobile Movement: Understanding Smartphone Users,” Google, April 2011.
http://www.gstatic.com/ads/research/en/2011_TheMobileMovement.pdf
8
“IDC Unisys Study: 2011 Consumerization of IT Study: Closing the
Consumerization Gap,” IDC, 2011. http://www.unisys.com/unisys/ri/report/
detail.jsp?id=1120000970016710178
9
“IT Embraces Bring-Your-Own Devices,” Citrix, 2011. http://www.citrix.com/lang/
English/lp/lp_2314315.asp
10
“Good Technology State of BYOD Report,” Good Technology, Dec. 2, 2011.
http://www.good.com/resources/Good_Data_BYOD_2011.pdf
11
“Dialing for Dollars with Phone Apps,” Strategy+Business, Oct. 21, 2011.
http://www.strategy-business.com/article/re00164?gko=3acde&cid=20111110rr
12
These applications are lightweight mobile applications that offer simplified inter-
faces to search, shop, play and pay, providing instant gratification to customers.
13
Augmented-reality apps allow users to point their phone’s camera and pull up
relevant information about it from various sources.
14
Square provides an app/hardware combo that lets people accept payments
through a compatible smartphone, such as the iPhone. Its Card Case app allows
individuals to make location-based payments, as well, https://squareup.com/
15
Anheuser-Busch InBev implemented a mobile enterprise application platform for
its field sales and services team, “AB InBev Award-Winning Mobile Solution Accel-
erates Growth And Innovation,” Spring Wireless, 2010. http://media.redclaycms.
com/sites/344/documents/InBev_Case Study_Spring Wireless.pdf
16
Cesare Garlati, “Trend Micro Consumerization Report 2011,” Trend Micro,
Sept. 30, 2011. http://consumerization.trendmicro.com/talking-with-the-first-
director-of-consumerization/
17
“Worldwide Mobile Security 2010–2014 Forecast and Analysis,” IDC, March 2010.
http://www.idc.com/research/viewdocsynopsis.jsp?containerId=222348
February 2012 MOBILIZING THE ENTERPRISE 18

19. 18
“Enterprise Mobile Apps: How Role-Based Apps Will Drive Productivity and
Transformation in Manufacturing Companies,” Cognizant Technology Solutions,
July 2011. http://www.cognizant.com/InsightsWhitepapers/Enterprise-Mobile-
Apps-How-Role-Based-Apps-Will-Drive-Productivity-and-Transformation-in-
Manufacturing-Companies.pdf
A native app is a software application written specifically to work with a
19
device’s operating system and functionality and is usually managed through an
app store.
20
Mobile Web apps use a mobile browser, with access to the Internet to display
a Web application or mobile URL customized for devices.
References
Kamesh Pemmaraju and M.R. Rangaswami, “Tug of War Between Business Value
& Risk,” SandHill Group, 2011.
“Techbits Package, BusinessWeek, Nov. 23, 2011. http://www.businessweek.com/ap/
financialnews/D9R6GSL00.htm
“Beyond the PC,” The Economist, Oct. 8, 2011. http://www.economist.com/
node/21531109
Andrew Borg, “Enterprise Mobility Management Goes Global: Mobility Becomes
Core IT,” Aberdeen Group, July 27, 2011. http://www.aberdeen.com/Aberdeen-
Library/7282/RB-enterprise-mobility-management.aspx
“Motorola Solutions: Market Barometer 2011 Hospitality,” Motorola, Q2, 2011.
http://mediacenter.motorolasolutions.com/imagelibrary/downloadmedia.
ashx?MediaDetailsId=1570
“TekTrak Customer in Japan Locates Daughter After Earthquake,” TekTrak, April 12,
2011. http://blog.tektrak.com/2011/04/12/tektrak-customer-in-japan-locates-daugh-
ter-after-earthquake/
“Mobility: Its Impact, Opportunities, And Challenges,” SAP, 2011. http://www.sap.
com/campaigns/2011_04_mobility/assets/Mobility-Its_Impact_Opportunities_and_
Challenges.pdf
“Enterprise Mobility Guide,” Sybase, 2011. http://www.sybase.com/mobilityguide
19 FUTURE OF WORK February 2012

20. Credits
Authors
Aala Santhosh Reddy, Senior Research Analyst, Cognizant Research Center
Rajeshwer Chigullapalli, Head, Thought Leadership Practice, Cognizant Research Center
Harold Albo, Jr., Director, Cognizant Business Consulting, Strategic Services
Jeffrey Wallace, Assistant Vice President, Cognizant Mobile Services Practice
Design
Harleen Bhatia, Design Team Lead
Suresh Sambandhan, Designer
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out­ ourcing services, dedicated to
s
helping the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion
for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies
the future of work. With over 50 delivery centers worldwide and approximately 130,000 employees as of September 30, 2011, Cognizant is a
member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest
growing companies in the world.
Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.

21. World Headquarters
500 Frank W. Burr Blvd.
Teaneck, NJ 07666 USA
Phone: +1 201 801 0233
Fax: +1 201 801 0243
Toll Free: +1 888 937 3277
inquiry@cognizant.com
European Headquarters
1 Kingdom Street
Paddington Central
London W2 6BD
Phone: +44 (0) 207 297 7600
Fax: +44 (0) 207 121 0102
infouk@cognizant.com
Continental Europe Headquarters
Zuidplein 54
1077 XV Amsterdam
The Netherlands
Phone: +31 20 524 7700
Fax: +31 20 524 7799
Infonl@cognizant.com
India Operations Headquarters
#5/535, Old Mahabalipuram Road
Okkiyam Pettai, Thoraipakkam
Chennai, 600 096 India
Phone: +91 (0) 44 4209 6000
Fax: +91 (0) 44 4209 6060
inquiryindia@cognizant.com
Australia
Cognizant Technology Solutions
Australia Pty Ltd
Level 15
14 Martin Place
Sydney, NSW, 2000
Australia
Phone: +61 2 9223 3988
Fax: +61 2 9233 5315
inquiryaustralia@cognizant.com
Hong Kong
62/F, Suite 6201, The Center
99 Queen’s Road
Central, Hong Kong
Phone: (852) 2273 5393
(852) 2273 5395
Fax: (852) 3965 3222
inquiryhk@cognizant.com
© Copyright 2012, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means,
electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to
change without notice. All other trademarks mentioned herein are the property of their respective owners.