Matt Peers, CIO at Deloitte - Will we remember the laptop in 2020?
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Matt Peers, CIO at Deloitte spoke at the CIO Event UK 2013
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Matt Peers, CIO at Deloitte - Will we remember the laptop in 2020?
- 1. Mobility in the workplace Where are we heading? Matt Peers, CIO Deloitte UK © 2013 Deloitte LLP. All rights reserved.
- 2. Mobility devices: Smartphones Has any other industry seen such a shift in key players in such a short space of time? Global Smartphone Market Share 100% 90% 80% 70% Others Palm 60% Linux 50% iOS Android 40% Windows Blackberry 30% Symbian 20% 10% 0% 2007 2008 2009 2010 2011 2012 Year Source: Various internet reports 2 Mobility in the workplace © 2013 Deloitte LLP. All rights reserved.
- 3. PCs and tablets 3 Mobility in the workplace © 2013 Deloitte LLP. All rights reserved.
- 4. PCs and tablets Growth in the market for connected devices Tablets Smartphones PC / Laptop 01 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Year Source: Various internet reports 4 Mobility in the workplace © 2013 Deloitte LLP. All rights reserved.
- 5. Where is the mobile trend heading? In 20 years this happened… In the next 7 years will this happen for a majority of users? In the long run, could this spell the end of the desktop / laptop for all but specialist users? 5 Mobility in the workplace © 2013 Deloitte LLP. All rights reserved.
- 6. Emerging trends in mobility
- 7. What we have learnt from the market Emerging trends from mobility Technologycentric workplace Peoplecentric workplace Conventional Mobility Emergent Mobility ‘Gadget ‘ culture 7 Mobility in the workplace ‘Push’ workplace ‘Everyone first’ culture ‘Pull’ workplace © 2013 Deloitte LLP. All rights reserved.
- 8. Mobility: What we have learnt from the market Generation Y survey tell us why this is important 75% 61% 8 Mobility in the workplace …of Gen Y workers are frustrated by a lack of mobile culture and would like to have better mobility practices in the market place …of Gen Y will make employment choices based on potential employer’s mobility strategy so to attract the right talent we need a compelling offering © 2013 Deloitte LLP. All rights reserved.
- 9. Mobility: What we have learnt from the market Generation Y survey tell us why this is important Inclusive and collaborative Cognisant of individual talent Passionate 9 Mobility in the workplace Gen Y leaders are inclusive and collaborative decision makers who prefer to enable others to be leaders rather than dictate. Gen Y leaders are deeply cognisant of the strengths, values and needs of individuals. They work to shape the business to suit its talent as much as they shape talent to the business. Gen Y leaders are passionate about fast progress, innovation and entrepreneurship. They persistently challenge the staus quo. © 2013 Deloitte LLP. All rights reserved.
- 10. There are some barriers Connectivity and security still make hyperconnectivity difficult Connectivity can be problematic Security is critical 10 Mobility in the workplace © 2013 Deloitte LLP. All rights reserved.
- 11. Discussion…
- 12. Discussion 1: Where is the mobility trend heading? “There will be 2 billion smartphones in existence by the end of 2013” Will smartphones and tablets replace the laptop for a majority of users by 2020? 12 Mobility in the workplace © 2013 Deloitte LLP. All rights reserved.
- 13. Discussion 2: What is the impact of mobility on UK businesses? “„Mobility‟ is not just about providing the latest devices and technology – it also includes an organisation‟s decisions on its security, HR policies and the workplace culture it advocates.” What support do you need from outside your IT department to implement a successful mobility strategy? 13 Mobility in the workplace © 2013 Deloitte LLP. All rights reserved.
- 14. Discussion 3: What action should IT departments take? “Too many mobile apps today are invented exclusively by the IT function - taking clunky legacy systems and „mobilising‟ them.” As leaders of IT, how do we make App development more proactive and what other issues should we consider in delivering a mobility strategy? 14 Mobility in the workplace © 2013 Deloitte LLP. All rights reserved.
- 15. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.co.uk/about for a detailed description of the legal structure of DTTL and its member firms. Deloitte LLP is the United Kingdom member firm of DTTL. This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte LLP would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte LLP accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. Deloitte LLP is a limited liability partnership registered in England and Wales with registered number OC303675 and its registered office at 2 New Street Square, London EC4A 3BZ, United Kingdom. Tel: +44 (0) 20 7936 3000 Fax: +44 (0) 20 7583 1198. © 2013 Deloitte LLP. All rights reserved. © 2013 Deloitte LLP. All rights reserved.
Notas do Editor
- We are fortunate to be living through a major shift in the way technology is used and while this is hugely exciting CIOs have to think about how to develop an IT strategy that takes full advantage of the opportunities presented through business mobility. Smartphone adoption and usage are increasing, phablets are growing in popularity, tablets are maturing and are found across businesses. Every year the new graduates joining our companies feel more comfortable with working on the move, working across multiple devices and they are ready to share and collaborate in non traditional ways. The growth in the adoption of mobile devices and anticipated full rollout of 4G is fuelling demand for mobile apps and more and more businesses are both allowing and expecting people to work anywhere at any time and there is pressure for a full suite of tools to be available at all times – gone are the days when the CIO only had to worry about email on the move. All of this could have a profound impact on the way PCs and laptops are deployed in the future to an extent where IT departments in 2020 may no longer be issuing these to everyone. Most CIOs will have a mobility strategy but now is the time to ask whether it is sufficiently broad and whether the rest of the C-suite are on board and helping steer the plan. There will be profound impact on both talent and business success if you are behind the curve.
- 2Bn smartphones @ end 2013Market grown from 120m per year toStory here shows how the companies we once thought were great are now shadows of their former selves because they could not respond quickly enough
- Tesco launched their tablet
- Tesco launched their tablet
- Conventional mobility:A technology – centric workplace – with the PC at its centre, in which all employee use one of a small set of common toolsA ‘push’ workplace in which employees have very limited choice in what tools, techniques and processes they use. The business dictates what is the best way for employees to workA gadget culture in which seniority, not function or need, determines the tools employees are given or are allowed to use.Emergent mobility:A people – centric workplace – with the PC at its centre, in which all employee use one of a small set of common toolsA ‘pull’ workplace - where employees can choose the best ways to work, the best people to collaborate with and the best tools for themAn ‘everyone first’ culture - where work tool requirements are defined by employees and bringing personal mobile devices to work is accepted and unchallengedCurrently:61% of British adults own a smartphone, but only 35% of these people use them at work. By 2016 we think 80% of the population will have a smartphone.Only 21% of respondents* feel equipped to work away from their desks today 45% of respondents* indicated that they feel pressured by always being connected, but in the future we will need to help define guidelines and set expectations accordingly.With a growing trend of organisations focusing on improving the use of their office space we expect a trend where an emergent mobility strategy arrives
- Evidence suggests Gen Y take their own experiences into the Board room rather than relying on the status quo. They will be in influential leadership positions in the next 3-5 years so we’d better start listening to them!By delivering to Gen Y, businesses stand to benefit from higher commitment and harder work from these employees.Gen Y use on average 6 apps per day and spend 2 hours on their smartphone.
- We are 3-5 years away from gen Y moving into influential positions
- Connectivity can be problematic:Despite the growth of wireless connectivity it’s still not ubiquitous and devices don’t usually switch seamlessly between networks4G rollout is gathering pace in the UK, but 3G often failed to deliver advertised speeds. We must keep up pressure on network operators.Security is critical:Confidential data must be kept safe and secure at all timesFactors of authentication v usabilityNo real standards to determine what is safe and secureTraining and awareness is key
- Smartphone adoption and usage are increasing, phablets are growing in popularity, tablets are maturing and are found across businesses. Gen Y: Every year the new graduates joining our companies feel more comfortable with working on the move, working across multiple devices and they are ready to share and collaborate in non traditional ways.The growth in the adoption of mobile devices and anticipated full rollout of 4G is fuelling demand for mobile apps and more and more businesses are both allowing and expecting people to work anywhere at any time and there is pressure for a full suite of tools to be available at all times – gone are the days when the CIO only had to worry about email on the move.All of this could have a profound impact on the way PCs and laptops are deployed in the future to an extent where IT departments in 2020 may no longer be issuing these to everyone.
- Mobility must be seen as a strategic enabler of productivity and therefore organisational growth.The challenge is to change the discussion around mobility from being one focused on ‘technology’ to one of culture and transformation.Many UK businesses still regard mobile technology as a cost rather than as a strategic enabler.Mobility can also be a significant accelerator for the shift from a conventional, ‘presence’ organisational structure to the more free-flowing environment preferred by Gen ‘Y’
- ‘Lead the way to create business cases for investments in mobility (including how benefits will be realised and measured)Ensure there is an end to end mobility strategy in the organisation - must include other C-suite members (e.g. HR)Need to put mobility at the heart of all design decisionsUI / Design must be a part of your team Decisions need to involve the business more than ever before – too many mobile apps today are invented exclusively by the IT function taking clunky legacy systems and ‘mobilising’ them.Be prepared for the increased cadence of upgrade cycles for mobile appsDon’t just invest in this because other people are – have to believe in it and take it seriously