This white paper presents the reference model and taxonomy for the consumerization of IT, supported by business scenarios and strategies for supporting consumerization of IT initiatives. This white paper is one part of the “Microsoft Recommendations for a Consumerization of IT Strategy” series. This series introduces the phenomenon known as the consumerization of IT, including strategies for supporting the proliferation of devices in the workplace and supporting work tasks on personal devices at diverse locations.

1. A Microsoft Services Enterprise Architecture Paper
Chapter 3:
How the consumerization of IT affects
your business
Microsoft recommendations for a consumerization of
IT strategy
Download the whitepaper
Begin at the Beginning: Chapter 1: How to Build a Consumerization of IT Strategy
Abstract:
The Consumerization of IT Reference Model and taxonomy presented in this white paper describe the
business capabilities of a mixed-device and mixed-ownership strategy, provide a basis for a discussion of
the benefits and challenges of consumerization, and identify methods for achieving business value from
a consumerization of IT initiative. The business scenarios in this white paper highlight the potential of
providing freedom of device choice while maintaining control over infrastructure; the scenarios are
based on personas representing the users of consumerization of IT solutions.
Microsoft Services
Author:
Arno Harteveld, IP Development Architect, Microsoft Services
Publication Date:
May 2012
Version:
1.0
We welcome your feedback on this paper. Please send your comments to the Microsoft Services
Enterprise Architecture IP team at ipfeedback@microsoft.com.

2. How the consumerization of IT
affects your business
Document readership:
This white paper is intended for a high-level, non-technical audience of business/IT decision makers and
stakeholders from human resources, finance, legal, and other business areas. This white paper supports
Microsoft enterprise architects who participate in strategic discussions regarding consumerization of IT
initiatives, and provides intellectual property content that may be excerpted, customized, and
reassembled as appropriate.
Acknowledgments
The author wants to thank the following people who contributed to, reviewed, and helped improve this
white paper.
Contributors:
Marc Ashbrook, Sjors Dignum, Chris Jackson, Robert Standefer
Thanks also to:
Stella Chernyak, Ulrich Homann, Jeff Johnson, Eduardo Kassner, Samesh Singh, Detlef Kraus-de Weerth
© 2012 Microsoft Corporation. All rights reserved. This document is provided "as-is." Information and views expressed in this
document, including URL and other Internet website references, may change without notice. You bear the risk of using it.
This document does not provide you with any legal rights to any intellectual property in any Microsoft product. You may copy and
use this document for your internal, reference purposes. This document is confidential and proprietary to Microsoft. It is disclosed
and can be used only pursuant to a non-disclosure agreement.
© 2012 Microsoft Corporation
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3. How the consumerization of IT
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Table of Contents
1
OVERVIEW ...................................................................................................................................................... 1
2
THE CONSUMERIZATION OF IT REFERENCE MODEL......................................................................................... 2
3
BUSINESS SCENARIOS AND PERSONAS FOR CONSUMERIZATION OF IT ........................................................... 7
3.1
UNDERSTANDING USER NEEDS THROUGH PERSONAS AND SEGMENTATION .......................................................................7
3.1.1 Segmenting users .....................................................................................................................................7
3.1.2 Defining work styles .................................................................................................................................8
3.2 WORK FROM YOUR PHONE ....................................................................................................................................9
3.3 BRING YOUR OWN MEDIA TABLET ..........................................................................................................................11
3.4 BRING YOUR OWN DEVICE FOR VENDORS .................................................................................................................13
3.5 THE BOARDROOM...............................................................................................................................................15
3.6 HIGH-END SALES ................................................................................................................................................16
3.7 RETAIL SALES .....................................................................................................................................................18
4
STRATEGIES THAT SUPPORT BUSINESS SCENARIOS....................................................................................... 20
4.1
4.2
4.3
4.4
GOING MOBILE STRATEGY ....................................................................................................................................20
MODERNIZE THE DESKTOP STRATEGY ......................................................................................................................20
VIRTUALIZE STRATEGY .........................................................................................................................................21
BRING YOUR OWN STRATEGY ................................................................................................................................21
5
REFERENCES .................................................................................................................................................. 23
6
RESOURCES ................................................................................................................................................... 23
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4. How the consumerization of IT
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1 Overview
This white paper presents the reference model and taxonomy for the consumerization of IT, supported
by business scenarios and strategies for supporting consumerization of IT initiatives.
This white paper is one part of the “Microsoft Recommendations for a Consumerization of IT Strategy”
series. This series introduces the phenomenon known as the consumerization of IT, including strategies
for supporting the proliferation of devices in the workplace and supporting work tasks on personal
devices at diverse locations.
The full list of white papers that comprise this series is:




“How to build a consumerization of IT strategy”
“Considerations for a successful consumerization of IT architecture”
“How the consumerization of IT affects your business” (this paper)
“Security and governance strategies for the consumerization of IT”
© 2012 Microsoft Corporation
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5. How the consumerization of IT
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2 The Consumerization of IT Reference Model
The Consumerization of IT Reference Model presented in this section is intended to provide a
comprehensive breakdown of all aspects of this domain. The model has added value in:




Facilitating discussions about the consumerization of IT
Ensuring that the concerns of all stakeholders are taken into account
Providing insight into the required level of support for the consumerization of IT in the enterprise
Providing guidance for customer organizations to implement consumerization of IT initiatives at the
right level within their enterprises
The following diagram represents the Consumerization of IT Reference Model as a set of capabilities,
and the following table describes the components of the model.
To address user concerns, the reference model includes the devices, applications, and collaboration
capabilities that promote gains in productivity and improved user experiences.
To address IT concerns, the reference model identifies a number of IT management and security
capabilities required to ensure the right service level and to protect the content accordingly.
Figure 1. Consumerization of IT Reference Model
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6. How the consumerization of IT
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The Consumerization of IT Reference Model focuses on the following capabilities and sub-capabilities:
Table 1. Consumerization of IT capabilities and sub-capabilities
Capability
Devices
Sub-capability
Smartphone
Description






Media tablet





Tablet PC






Small, mobile device that fits in a
back pocket, instant-on with long
battery life
Runs a mobile operating system,
patched by the vendor
Optimized for communication
(voice, texting)
Media consumption is becoming
mainstream
Often equipped with a touchscreen
of limited size
Applications are distributed through
app stores
Thin, lightweight devices that fit in a
handbag, instant-on and all-day
battery. Runs an operating system
with an optimized but limited
feature set patched by the vendor
Hardware optimization allows
devices to be thinner and lighter
Optimized for media consumption
(video, music, books, periodicals)
Based on a touchscreen (typically
with a multi-touch interface)
Applications are distributed through
app stores
A notebook without a keyboard in
tablet form factor
Meets all criteria for a notebook PC
Pen and on-screen digitizer
Touch and multi-touch supported
No keyboard (usually relies on stylus
or touch screen input)
Applications are distributed by the
enterprise
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7. How the consumerization of IT
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Capability
Sub-capability
Hybrid PC
Description






Notebook




A notebook (also known as an
ultrabook) that has a keyboard in a
tablet form factor with a touch
screen.
Meets all criteria for a notebook PC
Pen and on-screen digitizer
Touch and multi-touch supported
Integrated keyboard
Applications are distributed by the
enterprise
Integrated keyboard, multiple
monitors can be connected
Different screen sizes from 10”– 17”
Hardware optimization allows
devices to be thinner and lighter
Applications are distributed by the
enterprise

Share content seamlessly with
coworkers, vendors, and business
partners inside and outside of the
enterprise.

Communicate through text, instant
messaging, video, and presence with
coworkers, vendors, and business
partners inside and outside of the
enterprise.
Search
Applications
Content sharing
Communication
Collaboration

Find information across storage
media and across content types, and
filter search results based on the
selection of attributes of the
information.
Consumer apps

Install and remove consumer apps
with business relevance using the
marketplace of public apps (for
example, LinkedIn, Facebook,
Twitter), as well as applications used
for non-business purposes.
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8. How the consumerization of IT
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Capability
Sub-capability
Description
Business apps

Consume and exchange digital
identities across different security
domains, allowing applications to be
accessed by business partners using
cloud services.

Manage credential information of
users and/or devices and publish or
replicate this information across
different platforms.

Establish a digital identity based on
the validation of user-supplied
credentials against an identity
provider that can be hosted inside or
outside an organization.
Device authentication

Enables access to a (limited) set of
services from unmanaged devices.
Can include a quarantine function
that interrogates devices before
granting access.
Remote access gateway
Management
Identity federation
Authentication
Connectivity
Install and manage line-of-business
applications through a self-service
portal. These applications need to
take into account smaller form
factors and touch/gesture
interfaces.
Identity management
Identity and
access


Publishes applications to be used by
managed and unmanaged devices
that are outside the company
network.
Configuration

Centrally manage and enforce
device configuration settings and
deploy software updates.
Provisioning

Centrally provision devices including
user settings and applications from a
self-service portal.
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9. How the consumerization of IT
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Capability
Sub-capability
Description
Inventory
Protection

Centrally administer digital
(applications and licenses) and
hardware (device) assets; ensure
personal and corporate devices are
used in legally compliant ways.
Content protection

Protect content types (documents,
presentations, spreadsheets, videos)
from unauthorized usage.
Device protection

Protect devices from unauthorized
access and ensure information
integrity through device profiling,
storage encryption, and antimalware
programs.
Network protection

Secure the network connection
between the device, data center,
and cloud services.
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10. How the consumerization of IT
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3 Business scenarios and personas for consumerization of IT
Many consumerization of IT scenarios exist, and a limited number are already surfacing in enterprises.
This section describes typical consumerization of IT scenarios for different segments of users that have
differing characteristics and work styles.
These scenarios should be evaluated against an enterprise’s needs and strategies. The list of scenarios
and personas is not extensive, nor complete; however, it is intended to help you develop your own
consumerization of IT strategy.
For more ideas about consumerization of IT scenarios, see the following articles about tablet computers:



“Enterprise Applications for Tablets”1
“The Future of Tablets”2
“9 Powerful Business Uses For Tablet Computers”3
3.1 Understanding user needs through personas and segmentation
When planning a consumerization of IT strategy, business requirements, policies, and scenarios are
focused on the needs of different segments of users and the ways in which applications, devices, and
connectivity support user work styles.
Planning teams can obtain a better understanding of the differing needs of users in the enterprise by
first identifying user segments. Such segments are represented in the personas of the consumerization
of IT scenarios in this section.
Two methods for segmenting users based on attributes are:


Gartner Segmentation Model4
Forrester’s Smart User Segmentation5
3.1.1 Segmenting users
Information workers are defined as anyone who uses a PC for work. They have a variety of titles, work
habits, requirements, and expectations.
Microsoft has used qualitative and quantitative research in several countries to develop a picture of the
different types of information workers, which can be segmented along three dimensions: the degree of
technology engagement, the degree of collaboration, and work location flexibility.
Technology engagement: Casual to enthusiast
Technology engagement represents the expertise and frequency with which employees use their
devices and applications, as well as user perceptions and biases about technology.
Collaboration: Teams, tools and leaders
Collaboration attributes include the amount of time working on team projects, frequency of use of
collaboration tools, geographic distribution of the team, and the need for document management.
1
“Enterprise Applications for Tablets” Scott D. Nelson, David A. Willis. Gartner, June, 2011.
“The Future of Tablets” Passport. January, 2012.
3
“9 Powerful Business Uses For Tablet Computers” Chris Murphy. Information Week, February, 2012.
4
See “How to Use Gartner’s Segmentation Model for Mobile and Client Computing”
5
See “Business Insights Webcast: Smart Workforce Segmentation Helps to Better Identify and Meet Worker Need”
2
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11. How the consumerization of IT
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Location flexibility: Where and when employees get work done
Location flexibility includes the number and variety of locations where employees use business
applications, as well as the devices used in different locations (for example, desktops, laptops, and
smartphones). Location flexibility also represents employee attitudes toward having flexible access to
work materials.
These dimensions are illustrated in the following figure.
Figure 2. Users segmented along three dimensions
3.1.2 Defining work styles
The three dimensions described in the previous section help identify and describe work style segments,
such as those listed in the following table.
Table 2. Consumerization of IT work styles and attributes
Non-PC
worker
Generalist
Road warrior
Deskbound
contributor
Tech
realist
All star
Technology
engagement
Low
Low
Medium
Medium
Medium
High
Need for
collaboration
Low
Low
Low
Medium
Medium
High
Working
location
flexibility
Low
Low
High
Low
Medium
High
For consumerization of IT scenarios, the All star, Road warrior, and Tech realist work styles are the most
applicable because of the high level of technology engagement and requirement for location flexibility.
The personas that represent these work styles in the scenarios in this section are Holly, Lisa, Frank,
Steve, Blake, and John.
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12. How the consumerization of IT
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Table 3. Consumerization of IT personas and work styles
Business scenario
Persona name
Role
Work style
Work from your phone
Holly
Corporate attorney
Tech realist
Bring your own media tablet
Lisa
Business manager
All star
Bring your own device for
contractors
Frank
Contractor
Road warrior
The boardroom
Steve
Executive
All star
High-end sales
Blake
High-end
salesperson
Tech realist
Retail sales
John
Retail sales person
Deskbound contributor
3.2 Work from Your Phone
Holly, a corporate attorney, uses her personal phone throughout the day for work tasks as well as for
ordering groceries and obtaining travel directions. When she is away from the office, Holly reads work
email and schedules appointments from her phone, knowing that the calendar and mail on her laptop
will be synchronized with her phone.
Holly uses her phone for communications, but for reasons of security, compliance, and privacy she is
only able to access legal files on her laptop at her company’s office. Her access privileges depend on her
location. When she visits another office location for meetings, she is able to receive streaming media on
her phone and access notes in a shared meeting space.
While driving to work, Holly listens to her email messages using the text-to-voice feature of her phone
over her car stereo speakers; while waiting in public at the courthouse, she can privately read voicemail
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13. How the consumerization of IT
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messages that have been converted to text. She also uses her phone to receive instant messages from
her colleagues, which often require her to take immediate action, such as contacting a client or virtually
joining a meeting.
Even while driving home, Holly participates in a work meeting. After arriving home, Holly uses her phone
to respond to her latest email messages and schedule meetings for the next day. She can then change
her online status to “do not disturb.”
Table 4. Work from Your Phone Scenario Schema
Factor
Future scenario
Description
Holly and her coworkers bring their own devices into the corporate
environment. They bring mobile devices such as smartphones and obtain
immediate access to the corporate email and calendaring environment,
communication facilities, and in some cases, access to line-of-business
applications. By providing communication and social capabilities through webbased apps, workers can be more productive at the office or remotely.
(Holly uses her personal phone to read and write work email messages, schedule
appointments, and send and receive instant messages. She is only able to access
work files from her phone while in her office because of security restrictions.)
Culture change
People are productive almost immediately when using their own mobile devices.
By providing collaboration, communication, and business apps they can work at
the office or remotely.
Top-line impact
Increased productivity and reduced costs.
Business benefits


Increase in productivity. Be productive outside of the workplace, faster
response to business issues or needs.
Reduced costs:
o Device procurement and provisioning
o Mobile data plans
o Support costs
Increased employee satisfaction.



Ability to keep devices secure
Ability to work with collaboration, communication, and business apps.
Work responsibly with corporate data.

Skills
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14. How the consumerization of IT
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Factor
Enabling
technologies
Description




Rules of
engagement


Social
o Content sharing
o Social networks
Communication
o Email
o Calendaring
o IM/presence
Protection
o Network protection
o Content protection
Management
o Configuration, provisioning, inventory management
Comply with corporate privacy and security standards
No storage of confidential documents on mobile devices
3.3 Bring your own media tablet
Lisa is a business manager who juggles hectic schedules and endless lists of responsibilities. She is
working from home today to finish work and to prepare for her vacation. She uses her own PC to work
at home, and will use a media tablet to keep in touch with work during travel.
Lisa uses her media tablet to check in with the airline, update her calendar, and download her boarding
pass. She also uses it to check the traffic, and then uses a social media application to notify her friends of
her travel plans.
Before departing the house, Lisa connects from her media tablet to the corporate timesheet application
to log her holiday time, check her vacation balance, and set up an out-of-office message.
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15. How the consumerization of IT
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After arriving at the airport, Lisa uses her media tablet to answer email, and then quickly resolves a
business issue by conducting an IM discussion with a colleague and sharing a document on her screen.
During her vacation, Lisa is able to access her email and work files via the Internet. Her virtualized
environment runs in the corporate data center with all her data, applications, and settings, as if she was
working in the office.
Table 5. Bring Your Own Media Tablet Scenario Schema
Factor
Description
Future scenario
Lisa uses her own media tablet to communicate with colleagues, work
collaboratively, and share resources, from any location.
Culture change
People are productive almost immediately when using their own mobile devices.
By providing collaboration, communication, and business apps they can work at
the office or remotely.
Top-line impact
Increased productivity, access to corporate applications outside of the office.
Business benefits

Increased productivity
o Be productive outside of the workplace, faster response to the business
o Faster response to requests of the business
o Increased employee satisfaction



Ability to keep device secure
Ability to work with collaboration, communication, and business apps
Work responsibly with corporate data

Social
o Content sharing
o Social networks
Communication
o Email
o Calendaring
o IM/presence
Virtualization
o Desktop virtualization
Protection
o Network protection
o Content protection
Management
o Configuration management
o Provisioning management
o Inventory management
Skills
Enabling
technologies




Rules of
engagement


Comply with corporate privacy and security standards
No storage of confidential documents on mobile devices
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16. How the consumerization of IT
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3.4 Bring your own device for vendors
Frank works as an independent contractor for several construction companies, and controls his own
schedule while working for different customers. He uses mobile broadband and wireless hotspots to
access the Internet from his worksites. He uses a single laptop/device of his own choosing.
Before leaving for work, Frank uses his laptop to check the weather and news, quickly scan his work
email, and review his personal calendar. He also spends a few minutes browsing the latest news from his
friends on Facebook. Throughout each day, Frank uses Facebook on his laptop to communicate with
friends and family.
While driving to work, Frank listens to his phone read his email messages to him through his car stereo
speakers. His messages include a status email about work completed during the previous night, and he is
briefed prior to arriving at the job sites.
When he is on a job site, Frank connects to his corporate network through his smartphone to consult
the latest construction documents. He conducts conference calls with others as needed, and displays
and discusses proposed changes by sharing the screen of his laptop. When questions arise, additional
colleagues join the conference calls from their own devices.
After he returns home, Frank works at his computer workstation, from which he has access to his
corporate network and the latest construction design documents. He changes his online status to “do
not disturb,” completes his work, and spends the evening with his son.
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Table 6. Bring Your Own Device for Vendors Scenario Schema
Factor
Description
Future scenario
Contractors bring their own devices into the corporate environment. Notebooks
are used to perform their project tasks and mobile devices for email and
calendaring. Collaboration and unified communications are provided through
portals and web apps that allow the contractor to communicate with employees
and access relevant project documents. Internet access is available to
contractors through secure network access.
Culture change
Vendors are productive almost immediately when using their own IT assets such
as laptops, mobile devices, and apps. By providing collaboration and
communication capabilities through portals and web apps they can work at the
office or remotely.
Top-line impact
Reduce friction with on-board contractors to become productive while reducing
costs.


Business benefits
Skills
Enabling
technologies
Increased productivity
o Contractors are productive almost immediately
Cost reduction
o Eliminating handling, provisioning, and procurement costs of devices



Ability to keep device secure
Ability to work with collaboration, communication, and business apps
Work responsibly with corporate data

Social
o Content sharing
o Social networks
Communication
o Email
o Calendaring
o IM/presence
Virtualization
o Client hypervisor
Protection
o Network protection
o Content protection
Management
o Configuration management
o Provisioning management
o Inventory management




Rules of
engagement


Comply with corporate privacy and security standards
No storage of confidential documents on mobile devices
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3.5 The boardroom
Executive decision makers such as John are increasingly adopting tablet computers for decision support.
These roles are extremely time constrained and are often averse to computers in general. Tablet devices
are replacing paper in fast-paced boardrooms. Such devices enable executives to attend meetings or
conference calls with all supporting documents, a very large enabling factor for these roles. In general,
information is prepopulated by an assistant, so an executive can focus on preparing more effectively for
decision making.
Table 7. The Boardroom Scenario Schema
Factor
Description
Future scenario
Board members become more effective when less effort is needed to collect
supporting materials for events during the day. All required materials are
distributed digitally. Board members can read and annotate materials while
offline, with local versions securely stored on a device. While at the office,
supporting materials are synchronized with master versions on the network, and
changes and annotations are available for other board members to review.
Culture change
Board members are more productive when using tablet devices that provide the
right information at the right time—by providing calendaring and associated
documents in a secure way.
Top-line impact
Board members become more effective.
Business benefits

Reduced effort to collect relevant information
o Information is up-to-date and reliable
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19. How the consumerization of IT
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Factor
Skills
Enabling
technologies
Description




Ability to work with collaboration, communication, and business apps
Ability to take notes using an application on a device
Ability to keep device secure
Work responsibility with corporate data

Social
o Content sharing
Communication
o Email
o Calendaring
Management
o Configuration management
o Provisioning management
o Inventory management
Protection
o Network protection
o Content protection
o Device storage encryption



Rules of
engagement


Comply with corporate privacy and security standards
No storage of confidential documents on mobile devices
3.6 High-end sales
People in the sales force, such as Mike, are adapting to tablet devices in a very rapid fashion. The tablet
form factor is extremely well-suited for sales conversations because it does not provide a physical
barrier like opening a notebook to display the screen.
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Because media tablets and tablet PCs are thinner, lighter, and have longer battery life, they are very
convenient for these ultra-mobile roles. A tablet is highly supportive when talking to a client because it
can provide interactive, visual information that supports the conversation.
Examples of new opportunities enabled by tablets include making an immediate competitive analysis
between businesses, or providing highly personalized information during the conversation, such as
personalized mortgage information.
Table 8. Work from Your Phone Scenario Schema
Factor
Description
Future scenario
Sales representative are becoming more effective by always having access to
accurate customer information during sales conversations, regardless of
location. Conversations with customers become more intimate by displaying
information that is personalized for the customer.
Culture change
Sales reps are productive when new form factors such as media tablets or tablet
PCs are available. In addition, touch-enabled applications provide a rich and
customized experience for customers.
Top-line impact
More effective sales
Business benefits
Skills
Enabling
technologies




Touch-enabled apps provide rich customer experience
Anywhere access to sales information
Anywhere access to sales applications
Reduction of paper-based sales collateral



Ability to work touch-enabled business apps
Ability to keep device secure
Work responsibly with corporate data

Business apps
o Sales advisory apps
o Customer relationship management
Social communication
o Communication
o Social networking
Management
o Configuration management
o Provisioning management
o Inventory management
Protection
o Network protection
o Content protection
o Device storage encryption



Rules of
engagement


Comply with corporate privacy and security standards
No storage of confidential documents on mobile devices
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3.7 Retail sales
Tablet devices such as those used by Adam are entering the retail world as well, with experiences
differing based on application. Tablets notably provide local retailers an opportunity to compete
effectively with on-line stores.
The types of devices that are used for retail applications are varied, because the experience of shopping
may involve using one or both hands and tablets may interfere with that experience. In addition,
shoppers may spend too much time looking at the screen of a tablet or phone, rather than interacting
with products in the store.
Kiosks remain popular if there is a need to look for more information, such as finding an out-of-stock
item online at another store, for example. However, some shoppers and diners enjoy the experience of
using a tablet to obtain recommendations of a “personal shopper.” Cash registers themselves are
increasingly being replaced by tablets, which provide an opportunity to reduce costs.
Table 9. Retail Sales Scenario Schema
Factor
Description
Future scenario
The retail experience is enhanced by touch-enabled applications that provide
rich experiences for customers by providing new services, such as information
about products or availability.
Culture change
Employees need to embrace new ways of improving the retail experience of
customers in retail locations. New touch-enabled applications enhance the
shopping experience for customers.
Top-line impact
Improve retail experience and compete with on-line stores.
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22. How the consumerization of IT
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Factor
Description




Business benefits
Skills
Enabling
technologies
Improve the in-store experience
Provide additional in-store services, such as obtaining articles that are not in
the store
Provide accurate information about products
Reduce costs by replacing dedicated devices



Ability to work touch-enabled retail apps
Ability to keep device secure
Work responsibly with corporate data

Business apps
o Retail sales apps
o Cash register apps
Management
o Configuration management
o Provisioning management
o Inventory management
Protection
o Network protection
o Content protection
o Device storage encryption


Rules of
engagement


Comply with corporate privacy and security standards
No storage of confidential documents on mobile devices
© 2012 Microsoft Corporation
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23. How the consumerization of IT
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4 Strategies that support business scenarios
Each of the business scenarios included in this paper can be associated with one of the following
consumerization of IT strategies:




Going mobile
Modernize the desktop
Virtualize
Bring your own
4.1 Going mobile strategy
Most Microsoft customers are looking into this strategy. They are
interested in achieving productivity gains by enabling privately owned
mobile devices, such as smartphones and media tablets.
Key concerns include:




Managing a diverse mobile platform
Protecting information flowing across mobile devices
Adopting applications for mobile consumption
Defining data ownership
Enabling technologies include:



Mobile device management infrastructure. System Center Configuration Manager 2012 and
Windows Intune provide a rich platform to manage Android, iPhone, and Windows Phone devices
and more.
Information protection. Active Directory Rights Management Services provide the infrastructure to
help protect office content and other Information Rights Management (IRM)-aware applications.
Windows Server 8 and Dynamic Access will provide an even more compelling solution.
Develop apps that accommodate smaller form factors and touch experiences. Windows Azure
provides a number of toolkits to build compelling apps for devices.
4.2 Modernize the desktop strategy
One size no longer fits all. This approach brings in sought-after user
choices in scenario-driven ways to provide employees the fashionable
approach they seek and enhance their productivity.
Key concerns include:
© 2012 Microsoft Corporation
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24. How the consumerization of IT
affects your business



Supporting multiple device form factors
Meeting user expectations for richer device experiences
Recouping previously realized discounts achieved by buying in bulk
Recommended initiatives include:



Migrate to modern Windows versions and save money.
Reduce your application portfolio and application migration.
Leverage virtualization to reduce application deployment costs by reducing testing efforts and
decrease time-to-deploy apps.
4.3 Virtualize strategy
Virtualization enables enterprises to quickly achieve business benefits
from consumerization of IT by moving the desktop and/or applications
into a datacenter. This strategy makes it easier to provide new
desktops, but it requires an infrastructure investment.
Key concerns with this strategy include:




Roaming user experience across devices and locations
Protecting information
Reducing costs using virtualization technologies such as desktop virtualization and application
streaming.
Delivering applications to privately owned devices using application gateways or cloud computing.
Enabling technologies include:


Virtualization for application streaming
User state virtualization for a great cross-device experience
4.4 Bring your own strategy
This strategy helps attract and retain talented employees and
contractors, especially in creative roles.
Key concerns with this strategy include:



Supporting rich experiences with native apps for multiple form factors
Delivering applications and information in multiple ways
Managing a diverse platform
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25. How the consumerization of IT
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
Protecting information
Enabling technologies include:





Productivity apps from the cloud, such as Office 365
IT management services from the cloud, such as Windows Intune
Virtualized desktops or apps (see the ”Virtualize” section)
Application gateways to publish apps to devices (see the ”Going mobile” section)
Cloud services to deliver apps to devices (see the ”Going mobile” section)
The consumerization of IT scenarios in this paper map to the four strategies in this section as shown in
the following table:
Table 10. Strategies mapped to scenarios
Strategies
Scenario
Persona
Going
mobile
Modernize
the desktop
Virtualize
Bring your own
Work from your phone
Holly
R
R
Use your own tablet
Lisa
R
BYOD for vendors
Frank
The boardroom
John
R
R
R
High-end sales
Mike
R
R
R
Retail sales
Adam
R
R
R
R
R
O
R
R = indicates this scenario is relevant for this strategy.
O = indicates this scenario could be relevant (is optional) for this strategy.
Begin at the Beginning: Chapter 1: How to Build a Consumerization of IT Strategy
Chapter 2: Considerations for Successful Consumerization of IT
© 2012 Microsoft Corporation
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26. How the consumerization of IT
affects your business
5 References
This paper refers to the following sources.

“Enterprise Applications for Tablets.” Scott D. Nelson, David A. Willis. Gartner, June, 2011.
o

“The Future of Tablets.” Passport. January, 2012.
o

www.informationweek.com/news/galleries/hardware/handheld/232600604?pgno=1
Monica Basso; Federica Troni. “How to Use Gartner’s Segmentation Model for Mobile and Client
Computing.”
o

www.euromonitor.com/the-future-of-tablets-segmentation-forecasts-and-implications-forrelated-products/report
“9 Powerful Business Uses For Tablet Computers.” Chris Murphy. Information Week, February, 2012.
o

www.gartner.com/id=1724634
www.gartner.com/id=1932415
“Business Insights Webcast: Smart Workforce Segmentation Helps to Better Identify and Meet
Worker Need.”
o
msevents.microsoft.com/CUI/EventDetail.aspx?culture=engb&EventID=1032480783&CountryCode=US
6 Resources
The following resources provide additional information that might be of interest to the reader.

Persona Analysis for Initiative Planning, Marc Ashbrook
o
http://eslibrary/Library/IP/EA IP/Persona Analysis for Initiative Planning.zip
(accessible through Microsoft Enterprise Architect)
Download the whitepaper
Begin at the Beginning: Chapter 1: How to Build a Consumerization of IT Strategy
Chapter 2: Considerations for Successful Consumerization of IT
© 2012 Microsoft Corporation
Page 23