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Executive Briefing – The Future of MobileComputing digital “value” and its extended impacton the workforce, and business.Phil BaughnGartner Executive Programs 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed inany form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted ongartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner di sclaims all warranties as to the accuracy, completenessor adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's researchorganization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include adiscussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and itsshareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of thesefirms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further informationon the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
"How should we survive and thrive in anincreasingly digital world?" a question which must become a part of theoverall business strategy. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
“In a digital society, programs will beevaluated and funded based on overallcitizen/client experience, includingperformance outcomes produced by retailgrade multichannel access to services andthe immediacy of accurate, personalizedresponses.” Rick Howard 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
But although it's confusing andcomplex, mobility is also the bestopportunity for genuine businessinnovation that most companies willsee this decade. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.3
The Future of Mobile Computing (thinkingour way through the new world of digitalbusiness and IT value) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.4
Mobile Computing will impact: IT’s brand, placement and relevance The enterprise brand, competitiveness and bottomline The Business Value of IT/Technology The IT workforce The business workforce and process The entity’s products, services, supply chain,manufacturing, quality control, marketing,distribution, and/or support Partnerships (many of which do not exist today) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.5
The Entity’s Brand 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Some reflection, and some crystal ballthinking Major IT/technologychanges/accomplishments in the past3 years? Impact to IT’s “brand”? Impact to the business units? Impact to the Business (customers,constituents, clients, partners )? 2013 Gartner, Inc. and/or its affiliates. All rights reserved.7
The IT Brand 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
The IT Brand Brown-Forman CIO T. J. Graven sees technology ashaving three prongs The most foundational prong ensures that everythingworks. “IT is held to a very different standard,” hesays. “You have to keep your eye on everything at thesame time, because you are only as strong as yourweakest link.”Beyond operational excellence, Graven views IT’sbrand as needing to evince business understandingand a vision as to how technology applies to businessproblems (the second prong).Ultimately, IT’s third prong is a direct contribution tobusiness growth. “Contributing at that level,” heexplains, “requires you to create the opportunity toinvolve IT in the business dialogue.Part of that is marketing and branding; part isestablishing the credibility IT needs to dust itself offand get out of the back office. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
BVIT – Tell the story in 2 pages Preparing an executive Transition Document (or a Technology Overview Document) Objective: quick-hitting, business value of IT, benefits based; followed by appendix of details.Segments:The “elevator speech” – one to two paragraphs address the fact that the business benefits from and “consumes” technology in theeveryday operations, differentiating and growth/innovative directions for the entity in the pursuit of its mission. Should closely tie to yourstrategic plan initiatives and how they are in direct tune with the business mission and strategy (might even reference the strategic plan inits entirety in the appendices – make that the first appendix). Think “what is IT and why does it matter?” in terms a regular person canunderstand.Our Mission, Vision, Best Practices, Core Values (if desired, otherwise later in the document).Key contributions technology has made (brag here using specific examples with business revenues, or other metrics if possible).Remember the four main benefits that really matter (time, money, ego, risk/security) when completing each sentence.The top-level only Strategic Plan elements (top-level only!).Key initiatives underway at this time (including those which could use added support or are having some issues – here’s the chance to setthe place for an assist). Through this point, the document is concise, marketing/benefit overview related and hopefully an easy, nottechnical read. These items must show alignment to the Strategy of IT, and the enterprise!The Service Portfolio (portfolio only – specific catalog items can be in the appendix) overview (technology/business based, as few aspossible, totally inclusive of the catalog of services IT provides) of the services technology provides the entity (e.g. – “Communications &Collaboration Services -- Services that enable xyz staff, contractors, and consultants to share information and work together in an efficientand productive manner on tasks, projects and initiatives.” Add notes this service category includes items such as (e.g. - e-mail, VoIP,messaging, conferencing, etc.) but exclude details at this point. State that added details and more complete descriptive documents followin the appendices.Appendices (chart’s graphs, detailed listing of staffing, systems, service catalog overview, apps, etc. – whatever is appropriate). 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
BVIT (Business Value of IT) – The Service Portfolio vs. the ServiceCatalog) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
BVIT (Business Value Statements “Benefits”) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
BVIT (Business Value Statements “Benefits”) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
BVIT (Business Value Statements “Benefits”) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
BVIT (Business Value Statements “Benefits”) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
BVIT (New Metrics & Dashboard Thinking - Old Way) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
BVIT (New Metrics & Dashboard Thinking – New Way) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Run, Grow Transform 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
The Future of Mobile Computing (thinkingour way through the new world of digitalbusiness and IT value) Next up – Bimodal IT, getting out of the“back office” 2013 Gartner, Inc. and/or its affiliates. All rights reserved.19
The Importance of Bimodal IT to BVIT and Brand 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
The Importance of Bimodal IT (Both Essential!) to BVIT and Brand 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
The Importance of Bimodal IT to BVIT and Brand 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
The Nexus of ForcesThe nexus is thepoint at whichtwo or more offour major ITforces convergeto create newpatterns ofoutcomes intechnology use,business reality,market dynamicsand changes tothe lives ofpeople.IT and businessare integrallyrelated. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
The 2013 CIO Agenda IntroducedThe Quiet IT Crisis – Leading to “Bi-Modal” Thinking in 2015 Digital TechnologyGrowth DemandsOperational ResultsInnovationCustomer, consumer, and constituent expectations arechanging; and at a rate which will sweep us along, ready ornot, willing or not. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.InnovationRecord DifferentiationStable IT Performance PathTransformThe Bi-Modal LineGrowThe BasicsQuiet CrisisDynamic BusinessDemandsRun TodayConsumerizationExpectationsTime
The Future of Mobile Computing (thinkingour way through the new world of digitalbusiness and IT value) Next up – Mobile computing as a leadexample for our future 2013 Gartner, Inc. and/or its affiliates. All rights reserved.25
A Blast from the Past Today, 61 percent admit to wasting 30 minutes to an hour each day,online, at work. Facebook and Google remain the top two diversions. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
What are we buying today Devices Forecast Headlines — The traditional PC market will see aunit decline of 5.4% in 2015, withvolume of 259 million, then declineagain to 228 million by 2018. The tablet market will see unitvolume increase to 271 million in2016, and then increase again to323 million by 2018. The mobile phone market will growby 5.0% in 2015 with unit volume of1,946 million, and then by 3.4% in2016 to 2.011 million. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
What are we buying(Phones only rankings) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
What are we buying(Phones only rankings) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
What are we buying(Phones only rankings) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
What are we buying(Android drilldown) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
What are we buying (MobilePC only rankings) 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
“We are at risk of entering a long-term stateof technological deficiency if we fail todevelop and reward digitally savvyexecutives and IT professionals.” Rick Howard 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
A Digital Tsunami Is Upon UsMy business and IT organization are being engulfed by atorrent of digital opportunities. We cannot respond in atimely fashion. This threatens the success of the business,and the credibility of the IT organization. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
A Digital Tsunami Is Upon Us39% of ITOrganizationsAre Not ReadyTo what extent do you agree that the IT organization hasthe right skills and capabilities in place to meet upcomingchallenges? 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Strategic Planning AssumptionBy 2018, digital business will drive a500% boost in specialized digital jobs.9 out of 10 people say that competitionfor talent will make or break success indigital business.By 2017, lack of digital businesscompetence will cause 25% ofbusinesses to lose competitive ranking. 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Assess and Monitor Areas of HighTurnover RiskDifficult-to-hire jobs Enterprise architect Application systemsanalyst/programmer; Businessintelligence architect Data architect Information security professional;Solution architectDifficult-to-hire skills Business intelligence / informationanalytics JAVA; Oracle Microsoft.NET; Mobile applications anddevice management; Service-orientedarchitecture Security; Web services Web applications developer SAP; Virtualization Mobile applications developer Visual C#. NET Information security manager Project management; SharePoint; Unix;Web 2.0 Database administrator (generic);Network engineer; Oracle DBA;Project manager Data warehousing analyst;Internet/Web architect; IT businesssystems analyst Data scientist; User experiencedesigner Cloud computing; Digital marketing;Hadoop; MS SQL server; PeopleSoft;SAN Customer relationship management;Linux; Open source tools; VoIP Business analysis; Cisco; ITcompliance; Supply chain managementSource: 2014 Mercer/Gartner IT Jobs and Skills: Building the IT Workforce of the Future 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Business Knowledge Is a Requirement inAll IT JobsBy 2017, what percentage of the IT jobs in your organization do youbelieve will require at least some level of business knowledge or skillsin additional to technical capabilities? 20%20% to 50%50% to 75%75% to 100%100%Mean 66.5%3%21%37%28%12%However, 77% of respondents report that at least1 out of 2 jobs require business knowledgeNote: Percentages do not total to 100% due to roundingSource: 2013 Gartner IT Workforce Practices Survey, (Global), n 832 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Address Talent Gaps That Impede IT Agilityin Enabling Business TransformationMobile technology skillsHybrid business and IT skillsIntegration and processmanagement skillsBig data and analytics skillsSkilled talent with knowledge, skills andcompetencies for a digital businessSocial sciences 7%73%42%11%24%54%43%21%Source: 2013 Gartner Symposiums (Global) IT Workforce Management Survey, n 241 2013 Gartner, Inc. and/or its affiliates. All rights reserved.Demand is increasing DisagreeAgreeSupply is sufficient DisagreeAgree
Address Talent Gaps That Impede IT Agilityin Enabling Business Transformation 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Create Your Compelling Employee ValueProposition (EVP)Great Brand Cultural fit Inspiring vision,mission and values High-performing,well-managed Social responsibilitiesGreat Remuneration Differentiated package Pay parity andcompetitiveness Pay for performance Work-life balance 2013 Gartner, Inc. and/or its affiliates. All rights reserved.Great Jobs Exciting challenges Continuous learning Mobility and growthopportunities Flexibility andautonomyGreat People Great leaders Talented people Fun, openness,collaboration Trusted and caringmanagers
Top Technology Spending Priorities —The Nexus Has Taken Up Residence 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Mobile Is the Rule, Not theException36%26%37%36%24%14%12%1st 2013 Gartner, Inc. and/or its affiliates. All rights %
CIOs Anticipate Significant Change Overthe Next Three Years2016The IT organization is no longer treated exclusively as a cost center.33%26%12%29%The enterprise will go 100% with laptop and mobile computing.38%8%17%37%The IT organization will be replaced with a different construct.640%25%29%The enterprise stops providing personal technology devices.632%7%55%Applications make significant autonomous decisions.7%24%13%56%All critical applications and operations are sourced via the cloud.3%25%27%45%Business units develop, provision and operate technology.11%Already there8%By 201674%7%By 2020 2013 Gartner, Inc. and/or its affiliates. All rights reserved.46Do not know when
Post-Nexus Technologies AreCloser Than We ThinkApproach to "SMART" TechnologiesNot relevant rightnowOn the radar, butno action planned28%28%24%In medterm or longterm net ofThingsThinkingMachinesAugmentedHumans3D PrintingRobotics13% 2013 Gartner, Inc. and/or its affiliates. All rights reserved.47ActivelyexperimentingHave alreadyinvested anddeployed
The graphic above mapsevery device that directlyconnected to the internetlate 2012 (below is now– late 2014). Thedifferent colors indicatethe density of devices —blue indicates fewerdevices and redindicates more devicesat a given location.But wait, there’s more!Sending ping requests, althoughbenign. in IPv4, is only surfacedata. there's A LOT moreconnected devices than this by far.How/why? IP routing alonebecause of limited IP addresses inIPv4 you can have manythousands of devices behind asingle IP address which all canaccess the net some of which canbe very far away from the gatewaysource. And add to this that somerouters are set to only respond tospecific packets. and are notpingable by public. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Microsoft’s Nadella said: In the coming years, the world willbe awash with devices that communicate with each otherand intelligence will be everywhere – say hello to theinternet of things – computing is ubiquitous andexperiences span devices and exhibit ambient intelligence.Billions of sensors, screens and devices – in conferencerooms, living rooms, cities, cars, phones, PCs – are forminga vast network and streams of data that simply disappearinto the background of our lives. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Business and Governments alike Must Rethink TheirApproach to Mobile Mobile is transforming operating models, but many mobile initiativesmerely overlay mobile on top of existing business processes and servicedelivery. Digital business demands that mobile seamlessly integrate with businessprocesses and the behaviors of people involved in those processes. Mobile customer and citizen engagement benefits come from the useof mobile channels to create new patterns of interactions in order toincrease participation and improve service delivery using consumermobile technologies. Mobile workforce innovation benefits come from leveraging personalmobile workspaces to shift work patterns to achieve operationalefficiencies. 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Is Your Department Talking “Experiences”,or Is It Still Thinking in Terms of Products?The Experience EconomyCommodity1 to 2 a cup 2013 Gartner, Inc. and/or its affiliates. All rights reserved.Goods5 to 25 a cupExperience 2 to 5 a cup
From “Governments Must Rethink Their Approach toMobile”, June 2014 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
From “Governments Must Rethink Their Approach toMobile”, June 2014 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Change Metrics to reverse the “BackOffice” Thinking of the Past COSTITREVENUES 2013 Gartner, Inc. and/or its affiliates. All rights reserved.40M/1B 4% v.1B/40M IT currentlydrives up to 25X itscost in revenue REVENUESCOSTIT(or, Expense Reduction)
“Enterprises can now assume that the world iswireless by default and wired by exception.”User experience (UX) is the single most important successcriteria for every mobility project. This fact holds true regardless ofwhether the initiative is consumer or employee focused.Mobility poses more challenges than ever for CIOs, who will strugglewith hundreds of new smartphones and tablets, face businessdemands for ever-more-sophisticated apps, and fight to securecorporate information on employee-owned devices.New dimensions of mobility will emerge as the mobile handset links toa wide range of consumer electronics, cars and personal peripherals.The ban
firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity." Phil Baughn Gartner Executive Programs
