RIM Enterprise CIO Decisions

ENTERPRISE CIO DECISIONS • JUNE 2011 1

INSIDE

Mobile DR: TheNext Frontier

Merge Mobilityand ITIL

EmbraceChange

EmployeesMobilizefor Mobile

Usher inthe BYOD Era

EmpowerYour MobileWorkforce

Governing YourMobile Staff

JUNE 2011 VOLUME 8

ManagingtheMobileWorkforceSmartphones, tabletcomputers and otheron-the-go devices aretransforming enterpriseoperations. Are youprepared for the mobilerevolution?

EnterpriseCIODecisions

Guiding technology decision makers in the enterprise

RAISE YOUR HAND if you, or someoneyou work with, is using his or herown mobile device for companybusiness. You, in the back, get yourhand up!Most of you should know how

many personal mobile devices arebeing used in your organization, butlikely the number you are guessingis way low.If you’re not sure, read our report

on bring-your-own-device (BYOD)initiatives in this issue of EnterpriseCIO Decisions Ezine. In an informalsurvey of 81 U.S. CIOs at the recentGartner CIO Leadership Forum,“when asked about what percentageof their workforce they expect by2013 to own the mobile devices theyuse at work, CIOs’ responses aver-aged 38%. Another one-third of theCIOs, however, pegged their BYODpopulation at less than 20%, andalmost 20% of the CIOs expect80% or more of their employeesto own the devices they use.”In other words, we have no clue

what’s going on.What used to be a relatively easy

process of procuring mobile andwireless contracts and provisioningdevices to users has become a com-plex guessing game involving every-

thing from corporate email to VPNaccounts to privileged data beingexchanged over noncorporate assets.There’s plenty of opportunity with

mobile device and mobile workforcemanagement, but also risks—unlessCIOs and senior IT managers getahead of the issues, as contributorNiel Nickolaisen notes in this issue.“People and groups react to change

in one of three ways: They deny it,they resist it or they embrace it,” hewrites. “I have pondered these threereactions, and would like to add onemore possibility to the list: Deal withchange by leading it.”He recommends that IT profes-

sionals deal with the mobile “mega-trend” the same way we eventuallycame to understand and managethe Internet revolution: Figure outthe potential of the technology andgo there; don’t wait for it to evolveout of control; and keep an openmind to what others are doing.Sounds like good advice no

matter what the problem is. �

SCOT PETERSEN

Editorial DirectorCIO/IT Strategy [email protected]


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Managing theMobility Megatrend

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1 NEWS, VIEWS AND REVIEWS FORSENIOR TECHNOLOGY MANAGERS

UpFrontNews, views and reviews

for senior technologymanagers

OONN TTHHEE JJOOBB

mobile dr: the next frontierNOT SO LONG ago, when the issue of disaster recovery and mobiledevices came up, the conversationwas assumed to be about howorganizations could take advantageof employee cell phones and thehandful of executive not-so-smart-phones to instruct and inform per-sonnel in the event of a disaster. Theadvent of the iPad and other mobiledevices that not only access databut also can be used to generateand store data means that disasterrecovery plans now have to considerthem as endpoints.Consider the caseload of Atlanta-

based mobile device management(MDM) vendor AirWatch LLC,which supports the spectrum ofmobile platforms, from the AppleiOS to Symbian. In January alone,

the company worked on three casesinvolving business executives losingpersonal iPads that held sensitivecorporate data and lacked the secu-rity software to wipe it clean. OneiPad, left behind by a CEO in a back-seat pocket on an airplane, con-tained notes on a top-secret acqui-sition.“This is not a classic example of

disaster recovery, where a catastro-phe brings down a data center. Butlet me tell you, this is a disaster thathas to be dealt with,” said AirWatchChairman Alan Dabbiere.One of the ways companies are

dealing with IT disaster recoveryand business continuity for mobiledevices is by investing heavily indesktop virtualization, said Ted Rit-ter, senior research analyst at TheNemertes Research Group Inc. inMokena, Ill. “You can still get to thedesktop and even edit a Word docon the device, but technically, allthat is going on in the data center.

UF


1 NEWS, VIEWS AND REVIEWS FOR SENIOR TECHNOLOGY MANAGERSUF

The device is only a remote client.”Another approach is focusing

on “secure containers,” productsoffered by such MDM vendors asAirWatch, Good Technology Inc.and BoxTone that address the secu-rity issues posed by the errant iPad.“Rather than focusing on trying

to back up mobile devices, what we have seen organizations do is restrict the amount of data that canbe downloaded as much as possi-ble,” Ritter said.That’s pretty much the approach

taken by The Vanguard Group Inc., aValley Forge, Pa.-based investmentfirm, said Abha Kumar, its principalfor IT. Employees are given theoption of using a company-issuedBlackBerry or the smartphone oftheir choice.Nothing is stored on the personal

device, Kumar said. “We provide apipe [using software from GoodTechnology] into our email and cal-endar at this point, so the device issecure from that point of view,” shesaid. “There might be something on

the cache that holds data, but assoon as we find that a person haslost the device, we can zap theapplication.”With their company-provided

BlackBerry, Vanguard crew mem-bers, as they are called, can accesstheir work email, calendars andsome business applications, such as Vanguard’s Siebel customer rela-tionship management applicationand the company intranet.“If a crew member submits an

expense report, I can approve it onmy BlackBerry,” Kumar said.And, being a regulated business

where security is paramount, clientdata is off-limits to mobile devices.Vanguard client service reps, whoroutinely deal with client informa-tion, do not have BlackBerrys be-cause Vanguard does not want clientinformation to go outside its fourwalls. “So, even as we talk about newtechnologies and being more flexi-ble and being more mobile, the thingwe protect above all is client infor-mation,” Kumar said. —LINDA TUCCI

BBYY TTHHEE NNUUMMBBEERRSS

An average44% of employees are carrying company-owned

devices, a number expected to skyrocket past70% by 2012.

At11% of those organizations, employees rely solely on smart

devices for communication.

SOURCE: THE NEMERTES RESEARCH GROUP INC.’S IT BENCHMARK, AN ANNUAL STUDY OF 200+ ORGANIZATIONS SPANNING 18 VERTICAL INDUSTRIES.

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merge mobilityand itilNAME: Sharon TaylorTITLE: PresidentCOMPANY: Aspect Group Inc.HEADQUARTERS:Ottawa

MOBILE DEVICES THAT function asmini-computers are changing howemployees work and how IT sup-ports them. The trend to bring yourown device to work—or BYOD—adds complexity to IT’s alreadycomplicated job of mobile device

management. Somequestion whether stan-dard frameworks fordelivering IT servicesapply. Sharon Taylor(left) chief architect for

the IT Infrastructure Library andpresident of Aspect Group Inc., an IT Service Management (ITSM)consulting and training company in Ottawa, assures us that ITIL isthere to help, not hurt, IT organiza-tions.

Is ITIL appropriate for mobiledevice management? Some peoplehave said that it isn’t a usefulframework for mobile platforms.ITIL is a set of practices for manag-ing all IT services and thus not relat-ed to specific platforms, per se. Itworks with cloud computing, itworks with mobile computing, it

works with any kind of IT typology.And I think the people who are say-ing that it is not a useful frameworkreally miss the point about what it isactually for.The whole trend toward mobility

has largely come from the raisedawareness about cloud computingand how it lends itself to device-agnostic services. And it raises addi-tional issues from an IT ServiceManagement perspective thatcause us to look at things in newways.BYOD is slightly different in terms

of service-managing a mobile work-force. Managing a mobile workforcethat has company-issued devices ismuch more straightforward. ITILkeeps up with that, and it is all about service management.BYOD adds another layer of com-

plexity to the things that best prac-tices try to espouse, such as con-forming to a corporate standard tolower cost of utilization and toenhance security and lower vulnera-bility and business risk. If you bringyour own device, that changes howwe think about service-managing aworkforce. However, it is still man-aged in the same way, using thesame processes.

And what about the observationabout mobility that the technologyis just moving too fast for thesebest practices, in terms of the num-ber of devices out there to poten-tially control and the number of


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JEFF BELL

ON THE AGENDA

all work, all the timeAPPARENTLY, the work/life balance could stand to swing a little more towardlife for the 900 IT professionals in U.S. organizations recently polled aboutthe unified communications features they desired. The results:

56% Access to work email and voicemail via smartphones

46% Ability to receive voicemail messages via email

45% Video conferencing ability

SOURCE: CDW 2011 UNIFIED COMMUNICATIONS TRACKING POLL

new releases of the software forthose devices? Can a service deskeven keep up?The fact that the technology ischanging at a rapid pace has neverstopped best practices from keepingup. It just means that people have tochange what they focus on. But ifyou use the service desk trying toscript and prepare and educateservice desk staff to deal with ever-changing device access to a corpo-rate infrastructure, for example, [it]does become very cost-intensive.So, one way to get around doing thatis by establishing some base stan-dards for the use of those kinds ofproducts on a corporate infrastruc-ture—and how often they can bechanged.But the reality is that that’s been

going on for eons, ever since thefirst mobile devices, like the PDAs inthe old days that couldn’t even fit inyour pocket. People will find a way

to use them as a work productivitytool. So, you have two choices: Youcan either ban their use as a policystatement, or you try and select themiddle ground, where you can allowthem to have access and be part ofthe employee’s productivity. But,knowing that there are inherentrisks and costs associated with that,you have to make a business deci-sion about who pays for that andhow much of it you pay for.So it comes back to business policy

in many cases. Are we going to tryto keep pace with the change from a service desk perspective, or do wejust throw best efforts at it? Do wepass on the costs to the users? Thatis becoming a more common busi-ness cost model. But all this is reallyas old as ITIL is old, making the con-sumer aware of the cost of providingservice by the choices they make issomething that ITIL has talkedabout all the time. —L.T.


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© 2011, NetMotion Wireless, Inc. All rights reserved. Get Connected. Stay Connected.

A FEW YEARS ago I decided to takeone item off of my “bucket list” bycompleting the MBA program I hadstarted about 600 years ago. So, forabout 20 months, I spent my Fridaynights and Saturday mornings in aclassroom with a group of studentsmuch younger than I.At first, the other students were

shocked to see someone my age intheir program. But they soonlearned that I was the ideal personto have on their project teams. Itturned out that after 15 years ofleading IT and large put-the-busi-ness-at-risk projects, all it took forme to complete a case study or caseanalysis was to blow the dust offand update some project I hadworked on years before.The topic of one of the MBA

courses was organizational develop-ment. One section of the course wasof particular interest to me: the sec-tion on how individuals and organi-zations deal with change. According

to our textbook, people and organi-zations deal with change in one ofthree ways: denial, resistance orembrace.Ever since that class, I have pon-


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1 EMBRACE CHANGE

Embracechange

Mobility has the chance to bring about more change than the Internet revolution did.

How can IT succeed? By taking charge and leading the way. BY NIEL NICKOLAISEN

People and organ-izations deal withchange in one of three ways: denial, resistanceor embrace.

dered these reactions to change andwould like to add one more to thelist: lead. It seems, particularly as ITleaders, that when we are faced withchanges in technology, business

rules, market conditions, etc., one ofour best options is to be leaders.This goes beyond embracing thechange by being in the forefront ofthe change. In my experience, itseems that how we react tochange has a direct effect onour careers. If we, as IT leaders,deny change, we make our-selves obsolete. If we resistchange, we get fired. If weembrace change, we keepour jobs. But if we leadchange, we prosper, ITprospers and the organi-zation thinks we aregeniuses!Leading is very impor-

tant in the face ofmegatrends, and weare now in the earlystages of a megatrendthat creates anincredible opportunity.This is the mobilitymegatrend and includesadvances in wireless tech-nologies, the consumeriza-tion of IT and endpoint

devices that are getting smarter andsmaller.I believe that this megatrend will

rock our worlds just as much as theInternet revolution did 15 years ago.

But this megatrend has one criticaldifference: While the Internet drovechanges in IT that connected uswith our customers and partners,the wireless/consumerization/smart small-device megatrendopens the door to dramaticchange for our workforce.Since I want to lead the way

into this megatrend, Ihave come up withfour specific things Ican do to be amobile workforceleader:

� Think future perfect. Thismeans that, overtime, all technologiesbecome perfect. So, asI put together mythoughts of how to sup-

port an increasingly mobileworkforce, I should not letcurrent technological barri-ers limit my thinking as towhat I can eventually dowith mobile technologies.


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1 EMBRACE CHANGE

If we, as IT leaders, deny change, we make ourselves obsolete.

For example, don’t let current band-width constraints define what thingsyou let mobile workers do. Thoseconstraints will ease, and your“future perfect” thinking will keepyou at the forefront.

� Be a pattern matcher. Recall howthe Internet changed business rulesand interactions and extend thosepatterns to how mobility will changehow work is done. One of the wordsthe Internet age taught us was disin-termediation. What processes androles will mobility disintermediate forour employees?

� Be willing to experiment. Ialways form a small group ofusers—usually some of IT’s tough-est critics—to be the test case forthe new technologies and processeswe are considering. Members of thisgroup put the new technologiesthrough their paces and let me knowwhat they think will and won’t work.This allows me to test, and fail, on asmall scale and gather early feed-back that I can use to course correctas needed.

� Be open. I don’t know every-thing. I certainly cannot imagine

everything. So I need to be open tothe ideas and experiences of others.To lead in the face of the mobilitymegatrend, I probably need to think

well outside the box. I can’t do thatif I have already made up my mindabout what will and will not work forthe mobile workforce.Mobility represents a seismic shift

in how we interact with customers,each other and our employees. Iwant to react to this change bybeing a leader. �

Niel Nickolaisen is vice president of strategy andinnovation at EnergySolutions Inc. in Salt LakeCity. Write to him at [email protected].


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I always form asmall group ofusers—usuallysome of IT’stoughest critics—to be the test case for the newtechnologies andprocesses we are considering.


QUESTION:What’s the most salientfeature of mobility in the enterprise?Answer: Employee preference. “It’s gone viral. Everybody is using

mobile devices for everything, forgood and bad reasons,” said KenDulaney, vice president and distin-guished analyst at Gartner Inc.“Users are getting kind of sneaky,saying, ‘Well, I could do this withthis,’ when what they really wantyou to do is go out and buy themthis new piece of hardware.”Developing a mobility strategy to

optimize business processes is bothin its infancy and beside the point atmany companies, mobility expertssay. As the deployment of mobile

devices has become epidemic in the enterprise, these devices’ finepoints—manageability, cost andactual business benefits—aretrumped by one thing: employeespressuring to be allowed to work on consumer mobile devices. In thisenvironment, analyzing a businessprocess and figuring out wheremobile computing provides a com-petitive edge seem moot to manytechnologists, as well as somethingof a luxury.“Companies’ investment priorities

are not that refined yet,” said TedSchadler, an analyst at Cambridge,Mass.-based Forrester Research Inc.“They are really going after more


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2 EMPLOYEES MOBILIZE FOR MOBILE

Employees

Mobilize forMobile

In companies building a mobility strategy, the question has shifted from what’s best for the

business to how to accomplish what’s needed on the mobile devices employees demand. BY LINDA TUCCI

low-hanging fruit, like finding a wayto get the consumer smartphones ortablets to do the basic stuff thecompany needs to get done.”

APPLES PROPAGATE IN WINECOUNTRY’S MOBILE STRATEGIESTake, for example, Gary Coverdale,chief information security officer(CISO) and assistant CIO for NapaCounty, Calif. Like many businessesand government agencies today, hesaid, the county has employees wholove to use iPhones and iPads—somuch so, in fact, that they insist onbringing these devices to work.Mind you, Napa County is under

pressure—make that “incrediblepressure,” according to Coverdale—to comply with the Health InsurancePortability and Accountability andHealth Information Technology forEconomic and Clinical Health acts.“This means we’re subject to highpenalties if tablets and other smartdevices aren’t secured properly,” hesaid.In a high-stakes security environ-

ment like that, a CISO/assistant CIOmight be expected to balk at aninflux of consumer devices. YetNapa County’s IT department isdoing everything possible to allowcounty workers—department bydepartment, no less—to use themobile device of their choice,Coverdale explained. The newmobility program includes both cor-porate-liable devices (those paid for

by the county) and employee-owned devices. He added that heexpects hundreds of BlackBerryusers to switch to Apple devicesduring the next 12 months under thecounty’s individual-liable program.A mobile device management prod-uct from Good Technology Inc.(whose customers include manyfederal agencies) will help secureand manage the new hybrid mobileprogram.Napa County officials point to the

costs savings they expect to reap byallowing employees to bring theirown devices (or BYOD, as the prac-tice is referred to generically) towork. Even using corporate-ownediPhones or iPads should translateinto a reduction in training costs,they argue, because employeesalready know how to use them. Mobility computing, of course,

also is expected to help Napa Coun-ty employees be more productiveand efficient. IPads are a natural formobile health care workers, forexample. Mobile devices withsecure access to SharePoint siteswill help employees communicateand collaborate on the go, countyofficials said. But as with manyorganizations in the throes of goingmobile, the county—and its ITdepartment—isn’t waiting for all thenumbers to be crunched beforeplowing ahead with its mobilitystrategy.“We like to be slightly ahead of

the curve,” Coverdale said, adding


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that the county plans to run its ownapp store for deploying in-houseand third-party mobile apps.Another benefit of accommodat-

ing the employee push to use Appledevices? By embracing the so-calledconsumerization of IT, Coverdale’sdepartment is “seen as an enablerthat helps employees get their jobsdone on the devices they want touse.”

A MOBILITY STRATEGY THAT WINS MORE BUSINESSThat may sound a bit touchy-feely,even for California, but an IT teamthat employees perceive as “cool”can be an important first step indeveloping a mobility strategy. Just ask Dick Escue, CIO at St.

Louis-based RehabCare Inc., a $1.5billion provider of post-acute healthcare services. During the past fewyears, he has helped RehabCaredevelop a mobility strategy that’spaying real, not hypothetical, divi-dends. You won’t hear him scoff atthe value of letting employeeschoose their own smartphones ortablets.In 2007, despite pushback from

his staff and technology consult-ants, Escue instructed his IT depart-ment to support iPhones, on thepremise that a happy employee wasa more productive employee.RehabCare’s team has since gone onto “solve business problems withmobility,” he said.

That work has included the devel-opment of a prescreening admis-sions iPhone app that has boostedrevenue by cutting from seven hoursto one the time it takes RehabCareemployees to follow up on a referral.The first version of that applicationwas developed in four days on theForce.com platform by a .NET devel-oper who had never done a nativeiPhone app. Some 10,000 Rehab-Care field workers now use theiriPods to record the care they give topatients and care delivery time, andiPads are becoming the device ofchoice for bedside staff and doctors.Being entrusted with crafting a

mobility strategy that’s actuallystrategic to the business wouldnever have happened, however, hadIT played its “traditional role of say-ing no,” Escue insisted. Technolo-gists who think they can go back tothe days of calling the shots on end-point devices are “fooling them-selves,” he said. Letting users takeresponsibility for their computingdevices at RehabCare has freed upIT to work on more strategic proj-ects.“IT is still very necessary to run

the business, and there are innova-tions that can make a differencethere, too. But it’s exciting and fun to think about how we can use IT togrow the business. That’s what hasworked out here,” Escue said. �

Linda Tucci is senior news writer for Search-CIO.com. Write to her at [email protected].


IF MOBILE DEVICE management is not at the top of your agenda, take a look at these numbers from lead-ing research firms: IDC predicts thesmartphone market will grow bynearly 50% this year, and the num-ber of these phones in use will sur-pass 450 million. In addition, De-loitte LLP forecasts companies willbuy more than 10 million iPads thisyear.Gartner Inc. predicts that 90% of

companies will support corporateapplications on personal mobiledevices by 2014. By that date, 80%of companies will have a mobileworkforce armed with tablets, withthe iPad expected to dominate themarket through 2015, according tothe Stamford, Conn.-based consul-tancy.CIOs simply can’t afford to repeat

the mistake they made with theiPhone—namely, dismissing thesenew tablets as toys for the elite,experts warn. These little businessand personal computers are here tostay.“The so-called consumerization

comes from bringing your owndevice, but also from the pressureemployees put on the organizationto supply or issue those new con-sumer devices,” said Dimitri Volk-mann, vice president of productsand management at Good Technol-ogy Inc., an enterprise mobility soft-ware provider based in RedwoodCity, Calif.According to these same experts

and CIOs, however, many enterpris-es still lack mobile device manage-ment (MDM) strategies and formalmobile use policies that take into

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3 USHER IN THE BYOD ERA

Usher in the

BYODEraThe astonishing incursion of personal devices

into the enterprise requires a new look at mobile device management.

BY CHRISTINA TORODE


CIO Takes Bite Out of AppleDICK ESCUE, CIO at RehabCare Inc., a St. Louis-based provider of post-acute healthcare services, has a leg up on many of his peers when it comes to mobile devicemanagement (MDM). He foresaw the infiltration of personal mobile devices intothe workplace four years ago. When his tech services team warned him in 2007that the company’s BlackBerry-carrying management would be clamoring foriPhones and told him IT had better nip those requests in the bud, he did theopposite: He instructed his department to figure out a way to say yes.“We embraced the iPhone, gave it to the people who wanted it, and they were

thrilled,” Escue recalled. “And they loved us as a result of it.”Since then, step by step, Escue has made the Apple iOS integral to Rehab-

Care’s computing environment—and, in his view, a competitive business advan-tage. His IT team has equipped thousands of field therapists with iPhones andiPod Touches to mobilize mission-critical processes, from a pre-admission hospi-tal screening app built on the Force.com platform to a caregiver app developedwith health care vendor Casamba Inc. The iPad is the business meeting tool ofchoice for RehabCare executives and is fast becoming the workstation for Rehab-Care’s clinical staff.As for the demarcation between personal and corporate devices, Escue said he

suspected that employees would take better care of their devices if they regard-ed them as their own. If iPhone and iPod Touch users need help connecting theiriTunes accounts, IT tells them how to do it.That’s not to say all this mobile convergence has been easy or inexpensive to

control. Escue signed up with MDM vendor MobileIron Inc. to manage and moni-tor its mobile devices. Company executives remotely access corporate serversfrom their iPhones and iPads, using virtualization applications from Citrix Sys-tems Inc. “I just wouldn’t accept the answer from anybody that we couldn’t man-age thousands of these devices and make them secure,” he said.That determination has paid dividends many times over, Escue said. After his

team developed its first iPhone app in four days, his CEO said that in his 40 yearsin business he had never seen an IT department operate that way. —L.T.

account the proliferation of con-sumer mobile devices in the work-place. That goes for both corporate-and employee-owned devices.“Most companies do not have a

formal mobility policy. They have lotsof [policies] because, fortunately orunfortunately, mobile is not a cen-tralized provisioning at most com-panies,” said Brownlee Thomas, an


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analyst at Cambridge, Mass.-basedForrester Research Inc.Plus, despite the drumbeat of

steadily climbing sales—and asteady parade of CIOs on the lec-ture circuit touting their new smart-phone or iPad deployment—CIOsseem uncertain about the degree towhich personal mobile devices willbecome part of their enterprise’scomputing infrastructure. More sig-nificantly, perhaps, their views onthe question diverge widely.

CIOS DISAGREE ON BYODThe lack of consensus about per-sonal mobile devices showed uprecently in an unpublished Gartnersurvey of 81 U.S. CIOs who attendeda March workshop on managingmobility and surviving consumeriza-tion at the firm’s CIO LeadershipForum in Scottsdale, Ariz.For example, when asked about

what percentage of their workforcethey expect by 2013 to own themobile devices (laptops, tablets andcell phones) they use at work, theCIOs’ responses averaged 38%.Another one-third of the CIOs, how-ever, pegged their bring-your-own-device (BYOD) population at lessthan 20%, and almost 20% of theCIOs expect 80% or more of theiremployees to own the devices theyuse at work. That’s quite a range ofpossibilities.Nevertheless, when asked what

percentage of their staff in five years

would not be eligible to use em-ployee-owned devices or laptopsbecause the data they access isdeemed too sensitive, the CIOs’responses averaged just 25%. Thatsuggests that the BYOD model ispoised to grow.

In a BYOD era, however, mobiledevice management and the policiesthat have served IT well in a pre-dominantly BlackBerry and Windowsworld are insufficient—or even moot—in the brave new business envi-ronment where the user controls theendpoint, said Paul DeBeasi,research vice president at Gartner.“The enterprise would lock down

the software, put on the antivirus,control the operating system, con-trol the application. How do youlock down an iPad?” DeBeasi asked.Applications were designed for

Windows because Windows con-trolled 91% of the market, DeBeasipointed out. In today’s mobile envi-ronment, there is no dominant, sin-gle platform to write to. “Peopledon’t know where to begin,” he said.


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In today’s mobile environ-ment, there is no dominant, single platform to write to.

Standard good practice, of course,tells CIOs to begin with the busi-ness, by defining the use cases formobile computing in their enter-prise. In conjunction with the busi-ness, they then should develop astrategy for why, where and how thecompany wants and needs to usemobile devices.But after the head-scratching

effort of mapping out a mobilitystrategy with the business, whatthen? Well, it’s important for CIOsto put the horse back in front of thecart. Given that consumer smart-phones and tablets are probablyalready in use at their business, it’simperative for CIOs to isolate busi-ness operations from personal oneson these devices—both the company-and user-owned ones—to reducebusiness risk, Gartner warns.

FOUR WAYS TO REDUCE BYOD RISKGuidance published in December byGartner analysts Ken Dulaney andJohn Girard lays out four approach-es that can limit the business riskfrom consumer smartphones andtablets. The authors caution CIOsthat users don’t like isolation meth-ods that require or even give theimpression of toggling between per-sonal and business modes. Plus, nosolution out there now is likely toplease both IT departments and theuser.Here is a summary of those four

approaches:

1Use comprehensive devicemanagement and security con-

trols to enforce policy. Think Black-Berry Enterprise Server, or BES, theleader in this field with its nearly1,000 specific policies that protectBlackBerry use. Microsoft Exchangeoffers the second-most inclusiveframework, with some 49 policies.Those in turn serve as the basis foraugmented solutions from MDMand other third-party vendors.The great strength of this

approach, the analysts say, is its lowcost—assuming, that is, that theplatform’s management tools aresufficient for the user’s mobile envi-ronment. Its chief challenge is thatmost workers want Apple Inc. andGoogle Inc. devices, but the cross-platform standards aren’t there.Comprehensive MDM and securityplatforms can add $50 or more perdevice and put additional demandson the help desk. Moreover, thesethird-party management tools arelimited to just what the device plat-forms allow them to control.

2Application certificates areanother way to go. Mobile

devices support certified-basedaccess to services. IT departmentscan extend the concept—and theircontrol—by tagging enterprise-con-trolled applications with encryptedcertificates. If something bad hap-pens, all the enterprise’s apps can


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be zapped, eliminating the need toseparate business and personalapplications. In fact, that is theappeal of this approach.

On the other hand, applicationcertificate controls are hard toimplement and support. Implemen-tations differ from device to device,and the apps’ vendors will fightthem if they hinder the user fromaccessing their app stores, the ana-lysts warn. Other cautions: Thesecontrols create more work for thehelp desk, and fakes have alreadysurfaced on a few mobile platforms.

3Sandboxes isolate processesand data. Sandboxed apps are

protected from each other and fromattacking the OS. Sandboxes can bebuilt into the common app; embed-ded in the OS; included in a MobileEnterprise Application Platform, orMEAP, or a Mobile Consumer Appli-cation Platform, or MCAST; or they

can be added by a third party. Theycan run locally in the device or use aserver-based portal. Examplesinclude Apple’s iOS, Citrix SystemsInc.’s Receiver and Microsoft’s JavaVirtual Machine. The analysts seethis approach as an acceptableshort-term fix for isolating process-es and data until virtualization onconsumer mobile devices matures.There are many challenges to this

approach. The first are apps thatdon’t work in a sandbox, and a secu-rity archive that the analystsdescribe as “riddled with sandboxvulnerabilities and exploits.” In addi-tion, a sandbox might not preventusers from copying and saving infor-mation in unprotected areas insideand outside the device. Finally, userswill balk at sandbox technology thatgets in the way of their work.

4Virtual machines are the “ultimate approach to privacy

on full workstations,” according tothe analysts. The problem is that thetechnologies “are waiting for thehardware to catch up,” they say. Thecurrent generation of smartphonesand non-Windows tablets doesn’thave the processing power or bat-tery power to handle running twoOSes at the same time. Anotherroadblock? Users don’t like inter-faces that change the personality of their personal mobile devices. �Christina Torode is news director for SearchCIO.com. Write to her at [email protected].


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A sandbox might not preventusers from copy-ing and saving information in unprotected areasinside and out-side the device.


THE IPAD IS no stranger to popularity—interest in Apple Inc.’s tabletdevice is surging beyond besiegedstores and spilling over into the hallsof enterprise IT. Many CIOs are seri-ously considering putting iPads intothe hands of their mobile workforce.Historically, mobile employees,

such as delivery staff and insuranceclaims adjusters, have used pagers,laptops, earlier-generation tabletPCs and custom-created mobiledevices. The iPad, however, with itsrelatively low cost and user-friendlyinterface, is turning heads in a fieldthat traditionally has been morecomfortable with durable and reli-able, rather than sexy, technology.

Is the iPad too sleek and elegant for the rigors of the mobile work-force? Some companies say yes;others, no.In February, the utilities operating

unit of Skanska UK PLC announcedthat it will give its field workforceApple iPhone smartphones and iPad tablets. The unit will run Click-Software Technologies Ltd.’s Service-Optimization Suite and its MobileEnterprise Application on thedevices. The move will raise effi-ciency, improve customer service,enhance workforce productivity andreduce the impact on the environ-ment, Skanska officials said.In another iPad implementation,


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4 EMPOWER YOUR MOBILE WORKFORCE

EmpoweryourMobileWorkforceThe decision to deploy devices to support a

mobile workforce is an easy one. Choosing which devices and platforms to deploy, however,

isn’t so easy. BY STAN GIBSON

Arhaus Furniture in Walton Hills,Ohio, is giving all 50 of its deliverypeople an iPad. They will use thetablets to get signatures from cus-tomers, as well as to interest themin additional merchandise, accord-ing to reports about the implemen-tation. Arhaus will use mobile work-force management software fromCleveland-based TOA TechnologiesInc. to arrange delivery schedules.

IPAD NOT TOUGH ENOUGH FOR A MOBILE WORKFORCE?Some organizations are looking forsomething a little sturdier than theiPad, however. Alliance InspectionManagement LLC (AIM), an auto-mobile appraisal firm headquarteredin Long Beach, Calif., has outfittedall 400 people in its mobile-apprais-er workforce with a PanasonicToughbook CF-19, a ruggedized laptop-convertible tablet.“There’s a lot of interest in the

iPad, but it’s not rugged,” said JimYates, the firm’s CEO. And, Yatesadded, the iPad doesn’t have a USBport, which AIM appraisers requirefor connecting to cameras and print-ers. For AIM, those are critical fac-tors. “There are other tablets we’relooking at that are rugged. The iPadis not real attractive right now,” hesaid.With $5,000 invested in the total

cost of each device, it’s unlikely thatAIM will run out to the nearestApple Store—or snap up a bunch of

Android devices for that matter—anytime soon. AIM’s devices runWindows, and the company is likelyto stick with Windows on futureend-user devices.

Enstar Natural Gas Co. in Anchor-age, Alaska, has deployed PanasonicToughbook C-30 laptop PCs run-ning Windows 7 and Oracle Corp.’sMobile Workforce Managementapplication for its mobile workforceof 35 service people.“We’re considering Android de-

vices and the iPad, absolutely,” saidPat Shelton, manager of informationtechnology at Enstar. A major in-ducement is price. Toughbooks costsome $3,000 each and $5,000 fullyoutfitted, but an Android devicewould start at $500 to $600.But whether Enstar makes the

move to the new generation oftablet devices depends on whetherOracle certifies its applications on


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“There are othertablets we’re looking at that are rugged. TheiPad is not real attractive rightnow.”—JIM YATES,CEO, Alliance InspectionManagement LLC

them. So far, only Windows environ-ments are supported. Oracle plansto support Android sometime thisyear but has no plans yet for iPad, acompany spokesperson said.Meanwhile, Shelton is planning to

try out some Panasonic ToughbookH-1 tablets running Windows 7 thissummer. Enstar’s applicationsinclude a geographic informationsystem, and tend to run better on afull-scale PC operating system, hesaid.Enstar was attracted to Oracle’s

Mobile Workforce Managementapplication because it integratedreadily with Oracle ERP applica-tions. “The integrated approachbetween Oracle products takes thecomplexity out of the interfaces,”Shelton said. “In the future, wewould like to use asset manage-ment, meter management and port-folio management applications.”

RIVALS ON THE MOBILE WORKFORCE STAGEBesides Windows, there are manyother iPad rivals, including Androiddevices from a number of vendors,as well as BlackBerry OS machinesfrom Research In Motion Ltd.“In the business world, the fight

between the iPad and other prod-ucts will be intense,” said MosheBenBassat, chairman and CEO atClickSoftware Technologies Ltd.Faced with an uncertain outcome,the vendor is designing its product

to run on a variety of operating sys-tems. “We developed a layer for theuser interface that is device-agnos-tic. It can run on Android, Apple iOS,Windows and BlackBerry OS,” hesaid.

Ventyx Inc., an Atlanta-basedvendor of mobile workforce man-agement software, had developedits application for Windows Mobile6, only to face the advent of theincompatible Windows Phone 7.“There’s real fragmentation,” saidMichael Hamilton, director of prod-uct management for workforcemanagement at Ventyx.Ventyx wanted its software to

operate on devices from a numberof hardware vendors in industrialenvironments. Because the iPad isavailable only from a single vendorand there’s no indication that Appleis planning a ruggedized version,Ventyx chose not to target the iPad.Instead, it chose Android as its plat-


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“In the businessworld, the fightbetween the iPad and otherproducts will be intense.”—MOSHE BENBASSAT,chairman and CEO, ClickSoftwareTechnologies Ltd.

form—but isn’t closing out alloptions forever, including the iPad.“This year is going to be the year

of the tablet. For a software vendor,it’s an agonizing choice to pick aplatform. We’re writing a layer forAndroid, but the core applicationcould be ported to another platform.We could redeploy to iPad or anoth-er leading mobile device,” Hamiltonsaid.

MOBILE WORKFORCE ‘CONSUMERIZES’The mobile workforce arena has notmissed out on the widely remarkedtrend known as the consumerizationof IT, whereby workers bring theirown mobile devices with them andexpect corporate IT to provide sup-port, according to Yuval Brisker,president and CEO at TOA Tech-nologies.“Field workers are bringing con-

sumer-based mobile devices towork. They’re not just opting to usewhat the company is giving them.We’re talking about hard-core blue-collar people. They’re voting withtheir feet,” Brisker said.With iPads showing up in workers’

pockets, the devices are bound tobecome more prevalent in the enter-prise. Third parties could play a rolehere: Several have come out with

ruggedized cases for the iPad. Forthe iPad to succeed in a big waywith mobile workforces, however,Apple will have to meet the require-ments of enterprise IT—historically,however, the company hasn’t putenterprise needs first on its to-dolist.

“CIOs have to be worried. If youchoose iPad, you’re stuck with Applefor a long time,” Hamilton said. “You see a lot of [iPads] on the road.They’ve got a good battery, a goodscreen and good email. But whenyou’re deploying in the enterprise,the choice is not so clear-cut.” �

Stan Gibson is a Boston-based contributingwriter. Write to him at [email protected].


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“This year is goingto be the year ofthe tablet. For asoftware vendor,it’s an agonizingchoice to pick aplatform.”—MICHAEL HAMILTON, director of product management for workforce management, Ventyx Inc.

THE EVOLUTION OF mobile technolo-gy has dramatically enhanced work-force management. By extending amobile field staff’s reach throughadvanced wireless systems andenhancing its ability to managemobile resources with mobile work-force management systems, organi-zations can provide better customerservice, increase revenues whilemanaging expenses and boost theircompetitive position. Let’s examine each of these

briefly: Effective mobile workforcemanagement helps organizationsimprove service quality through theprovision of accurate, timely infor-mation that ensures they consis-tently meet or exceed customerexpectations. With the right techni-cal and operational solutions, organ-izations can ensure that theyrespond to the right job at the righttime with the right resources. Get-

ting it right the first time is a keyfactor in best-in-class customerservice. Good mobile workforce manage-

ment can increase service revenuesthrough enhanced customer reten-tion and the systematic identifica-tion of up-selling and cross-sellingopportunities. Further, an appropri-ate mobile workforce managementsystem can become a key way todifferentiate your organization,helping you win new business inhighly competitive markets. Mobile workforce management

systems can reduce the cost ofdelivering quality service by elimi-nating wasted efforts and optimiz-ing available resources. Such a system can provide real-time sched-uling and resource-allocation andlocation information. This can mini-mize unproductive visits, reducetravel time and fuel costs, eliminate


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5 GOVERNING YOUR MOBILE STAFF

GoverningYour Mobile Staff

Mobile won’t fly in your organization if you haven’testablished the proper governance groundwork.

BY PAUL F. KIRVAN

unproductive time and reduce costsof inventory.

MOBILE WORKFORCE GOVERNANCEClearly, a mobile workforce can be a vital asset to an organization. Bymanaging it properly and using theright equipment, the organizationcan achieve or exceed its businessgoals. However, according to Susan

Young, a risk management profes-sional in London, “Despite the avail-ability of technology to providemobile services and managementsystems to support them, without a governance scheme, the ‘solu-tions’ may not provide the bestresults.” One key part of a governance

scheme is compliance with govern-ment regulations. In the U.K., organ-izations must increasingly complywith a growing body of legislation—and be able to prove it. These piecesof legislature include the CP12 GasSafety law of 1996 (landlords rent-ing a property must certify all gasappliances and piping), the TrafficManagement Act of 2004 (whichaddresses all aspects of vehiculartraffic control) and the CorporateManslaughter and Corporate Homi-cide Act of 2007 (whereby organi-zations can be prosecuted for seri-ous breaches in duty of care inmanagement, such as health andsafety activities). Organizations

must be able to prove that they havesatisfied requirements in order toavoid significant penalties upwardsof tens of thousands of pounds perday. “Mobile workforce governance

initiatives should also ensure thatrisk assessments, vehicle inspec-tions and other surveys are com-pleted prior to any work,” Youngsaid. Another area of governance is the

provision of policies and proceduresthat address key aspects of mobileworkforce management. Areas thatought to be included in such a set ofpolicies include the following:

� Support for and adherence to service-level agreements.

� Time frames for resolution of customer inquiries.

�Audit trails of all mobile work-force activities.

� Continuous improvement programs.

� Timely and sufficient manage-ment visibility of critical workforceinformation.

� Provision of information securityand data protection, especially for mobile workers.

� Response to emergency situationssuch as vehicle accidents.


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� Rules of conduct by field staff.

� Capability to support performancemanagement.

� Internal and external communica-tions, especially email.

GOVERNANCE GUIDELINESWhen developing policies and pro-cedures for mobile workforce man-agement, be sure your policiesaddress the key issues, such as vehi-cle management, dispatch, cus-tomer service, training, humanresources (HR), data security andrules about email and file transfers.Notes Peter Barnes, managing direc-tor of 2C Consulting in London,“Once policies are in place, keepmonitoring operations to be surethey are being followed.”Assuming you depend heavily on

mobile communications systems,regularly review your technology. Ifoperational servers and networkinfrastructure need to be updated tobetter support communicationsrequirements, employee trackingand performance, added Barnes,“Analyze your options regularly toensure that your technology ade-quately supports the organizationand the mobile workforce.” Additional governance guidelines

include:

� Update management styles. Thecommand-and-control style of pre-

mobile days may not work withmobile workers. Work with HR todefine and deploy the most relevantmanagement approach for mobileworkers.

� Ensure uniform business atti-tudes.Without consistent and peri-odic guidance, remote workers mayestablish their own priorities. Makesure mobile workers have the samebusiness goals as all employees.

� Analyze security requirementscarefully. Access to companyinformation needs to be defined bythe company. Define data securityand data protection policies on aday-to-day, staffer-by-staffer basis.Mobile workforces need to buildand reinforce perceptions of reliabil-ity and trust.

� Realize there’s more than just being mobile. Communicateand follow up regularly with mobileemployees. For mobile workers,relying on instant messages, emailsor texts may not be enough. Real-time phone conversations and peri-odic in-person updates can ensurethat mobile workers are fullyengaged with the entire organiza-tion.

� Link HR and IT. Be sure that yourmobile workforce policies addresspeople issues, such as dealing withillness, taking advantage of compa-ny benefits or training programs and


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providing access to HR forms, bene-fits and policies.

� Manage the mobile environment.Keep tabs on all mobile devices andtechnology in use. Look for ways tointegrate personal mobile technolo-gy, such as cell phones and homewireless LANs, with company fire-walls. Will all personal digital assis-tants talk to each other? Oneapproach is to establish policies andstandards for all mobile technology.

� Measure productivity, notactivity. Be sure to establish cleargoals and expectations for yourmobile workforce. Establish remote-performance benchmarks.

A highly productive mobile work-force can help ensure that yourorganization delivers best-in-classservice and meets and exceeds cus-tomer service expectations. Policiesshould be developed that addresskey mobile workforce managementissues such as timely dispatch ofstaff with the right solutions, rapidassessment of situations, communi-cations with the necessary humanresources and access to relevantinformation when needed. �

Paul F. Kirvan, FBCI, CBCP, CISSP, has more than 20 years of experience in business continu-ity management as a consultant, author and edu-cator. He is also secretary of the Business Conti-nuity Institute USA Chapter. Write to him at [email protected].


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Enterprise CIO Decisions Ezine is producedby TechTarget CIO/IT Strategy Media,

© 2011 TechTarget.

Jacqueline BiscobingManaging Editor

Rachel LebeauxAssistant Managing Editor

Linda KouryDirector of Online Design

Stan Gibson, Paul F. Kirvan, Niel Nickolaisen

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