The era of the Mobile Enterprise is here to stay. Mobile penetration is unprecedented: subscribers are growing four times faster than the world’s population. To remain successful, CIOs must continuously investigate, prioritize, fund, adopt, and integrate multiple new technologies to support vital organizational objectives.

1. ENTERPRISE MOBILITY
TRENDS 2013
AN AGENDA FOR THE CIO
2012 was a year that saw corporate workforces creating the
Bring Your Own Device (BYOD) phenomenon, attracted by
feature-rich mobile and tablet screens. Today, a year later,
every seventh person in the world owns a smartphone.
Progressive company managements know that surfing the
mobile Web is unstoppable at work as it is elsewhere.
Japan and Australia are the new leaders in mobile revenue
and China, India, Brazil and the UK now own close to half of
the world’s smartphones (although the US continues to
retain high revenue and penetration). Forecasts indicate that,
by 2016, India will have grown at 57.5% to lead growth in the
enterprise mobility market, followed by Brazil (44%) and China
(26.2%).
The era of the Mobile Enterprise is here to stay. Mobile
penetration is unprecedented: subscribers are growing
four times faster than the world’s population. To remain
successful, CIOs must continuously investigate, prior-
itize, fund, adopt, and integrate multiple new technolo-
gies to support vital organizational objectives.
Research

2. 01 Enterprise Mobility Trends 2013
Real-time enterprise mobility and management-by-data are
the essence of Gartner’s 10 top strategic technology trends for
2013. As much as 89% of all organizational IT departments
worldwide support BYOD. Financial Services, Hospitality,
Media & Entertainment and Infrastructure players are the early
adopters. They’ve achieved over 40% deployment in enter-
prise mobility. Manufacturing, Retail and Healthcare follow
hard on their heels.
Mobile advertising, commerce, wellness, gaming and Cloud
are multi-billion dollar opportunities. Mobility enhances
employee communication, boosts out-of-office productivity,
allows on-mobile sensing and increases the number of
customer channels. Employees, vendors and partners gain
Mobility Adoption and Benefits
access to calendars, messages, timesheets and dashboards;
CRM, BI, SCM and ERP tracking; expense submissions and
approvals.
Near Field Communication (NFC) sensors allow shoppers’
smartphones to read QR and bar codes; transact through
tap-to-pay; exercise over-the-air control of processes and
systems in healthcare, reporting changes in patient health to
physicians for action. Buyers can connect with sellers via a
number of additional touch points and conduct location-
based searches and mCommerce transactions, picking up
promotional deals and discounts. And an astounding range of
rich media content can be delivered in real-time to customers’
fingertips.
80% Use phone
65% Use iPad
71%
3.5
1
Of Fortune 500
2
Of IT leaders see mobile
as transformational
3
Average # of devices
per employee
Yet only 18%
Companies have a well -defined mobile strategy
1. GigaOm - Mobile in the Enterprise - May 2011
2. iPass - The iPass Global Mobile Workforce Report - May 2012
3. Custom Solutions Group - 3 Ways that Business Struggle with Mobile - May 2012

3. 02 Enterprise Mobility Trends 2013
McKinsey identifies four steps to developing and implement-
ing a holistic mobility strategy: defining the organization’s
mobile policy, building its support infrastructure, identifying
key user segments and their needs, and integrating the mobil-
ity subsystem with the organization’s IT function.
Defining mobile policy
Enterprise mobility is not just about technology, but a decision
to change the way one does business. Developing policy to
guide the organization’s IT strategy and set employee expecta-
tions goes a long way in laying a firm foundation. Employee
preferences must be balanced with enterprise security,
telecom expense management and personal use of corporate
mobile assets.
Building support infrastructure
Managing the life cycle, content and services related to mobile
devices, from configuration or entry to the time they leave the
enterprise network is the scope of enterprise mobility
management. Solutions work best when the IT organization is
viewed as being extended to cover mobile.
WHY IS A
ENTERPRISE MOBILITY STRATEGY NECESSARY
Identifying key users and their needs
At the heart of developing a winning mobility strategy is user
experience. Users expect a feature-rich, seamless interaction
on demand and in real time that is device-agnostic. Under-
stand the critical user segments and the ways in which mobil-
ity can help them create more value.
Integrating mobility with enterprise IT
Integration needs reassessing the IT architecture and applica-
tions and introducing some new short-term priorities to
include mobile. The IT and business leaders should then focus
investments on the areas of greatest impact and draw up a
better targeted roadmap.
Developing a Strategy For Enterprise Mobility
Key Steps the CIO’s Enterprise Mobility Strategy
Must Include:
• Build fundamental R&D capabilities
• Understand device choice options
• Understand payback realities
• Build and deploy governance frameworks
• Create growth oriented and future ready business
process models

4. 03 Enterprise Mobility Trends 2013
Challenges and Solutions for CIOs
Managing enterprise mobility has three major challenges – security, cost and governance.
$
A majority of employees own smart-
phones and tablets, use them for
both personal and business
purposes and have at least one other
portable computing device. The
information stored in such devices
becomes more vulnerable to
breaches because the devices – and
their data – could be lost or stolen.
Security
Getting corporate security staff
involved early in strategy develop-
ment, embedding security in the
enterprise architecture, and develop-
ing clear policy that balances user
demand with security requirements
are some ways to assure higher data
confidentiality.
For many CIOs, cost is a critical
challenge. While device, connectiv-
ity and infrastructure costs fall
within a known range, application
costs vary widely, depending on
the number and type of applica-
tions and the way they are enabled
for mobile. Productivity drain –
time wasted on games, social
media and leisure apps – is an
indirect cost.
Cost
An approach that uses an ROI or a
value creation yardstick is prag-
matic. Provide services on a need-
to-use basis. For custom applica-
tion development and deploy-
ment, use cheaper options such as
mobile browser platforms. Geo-
fencing technology would work for
non-productive apps or device
features in restricted areas.
Mobility makes for an awkward fit in
a traditional organizational silo such
as IT because it concerns application
development, business processes,
infrastructure and operations.
Governance
A company’s IT and business leaders
would thus need to work cross-
functionally, review application
portfolios and allow for flexibility in a
dynamic tech-business landscape.
The starting point would be sound
enterprise governance, mirrored by
IT governance and driven by buy-in
from the company’s board.
Solution Solution Solution

5. Enterprise Mobility Drivers
Change Management
Tactical
Operational
Strategic
Competitive Positioning
Customer Satisfaction
Value chain strengths-Partner, Vendor
Employee Convenience & Productivity-Concerns
Productivity
Responsiveness
Collaboration
Decision Making
Flexibility
User convenience
INTERNAL: Power user, Field User, General User
EXTERNAL: Enhanced User, Standard User
Create vs Consume; Push vs Pull
Web 2.0 capabilities
New functions: GPS, Camera, MEMS
Pressures
Actions
Cababilities
Enablers
Business Drivers
Business Impact areas
Usage Scope
Device, Functional, Technical
Process
Hygiene drivers
Deployment & Governance
Smartphone-Tablet-Laptop fitment
Cloud + Mobility leverage
Security - New dimiensions
Infrastructure-Non-linear demands
Solution Accelerators
Tools & Technologies
Governance-new dimensions
Morphing work-style
and life-style - impacts
Change adoptions-bi-directional,
force-multipliers

6. 05 Enterprise Mobility Trends 2013
01
Consulting & Professional
Services
• Business consulting
• Process definition & optimization
• Requirements assessment
04Application &
Messaging Management
• Application and content monitoring
• Enterprise App Store
• Cloud/first-use provisioning
02
Security Management
• Network security (VPN/LAN/WAN)
• Access security (Authorization,
authentication, encryption)
• Device security(Location, backup,
remote wipe/lock)
• Reporting
05Service Management
• Help desk and escalations
• Device, OS, Software and
configuration updates
• SLA validation
06Maintenance
• Mobile asset tracking
• Fleet/workforce management
• Warranty, repair, insurance
07Service Delivery
• Integration with enterprise
systems and applications
• Integration with additional
managed services offerings
• SLA definition and management
03
Device Management (All Types)
• Over-the-air mobile device management
• Software and configuration
• M2M
An EMM solution framework
Enterprise mobility management (EMM) is a method of managing the increasing number of mobile devices,
networks and related services in a structured business mobile computing scenario. Frost & Sullivan propose
a seven-module EMM framework

7. 06 Enterprise Mobility Trends 2013
Consulting and professional services. To deliver the higher
productivity at reduced costs that justify its existence, an EMM
framework should start at aligning with the corporate policies
and structure of the enterprise.
Security management and device management.
These modules provide for tight control over data access and
use; a platform that has the needed safeguards and reporting
functionality for audits; network security; device and software
management and security; access security; and reporting
tools.
Application and messaging management.
Robust EMM solutions are capable of managing multiple OSs
and applications and monitoring and providing updates on
content that is not only being downloaded but also on what
has been downloaded internally or externally from the app
store.
Service management.
Service management comes with help desk and escalation
support features and includes multiple device management
and updates for OS, software and configuration.
Maintenance management.
Some EMM solutions offer fleet management tools for cost
containment regarding other assets of the enterprise. Aspects
such as asset warranty, repair and maintenance, which are
often overlooked, are provided for by such EMM frameworks.
Service delivery.
Tablets and smartphones introduce additional risk with their
user-downloadable apps, a risk that is further sharpened when
the mobile asset belongs to an employee for whom it has
personal and professional uses. In a corporate environment
that integrates its enterprise systems and applications, a
well-designed EMM framework restricts app downloads within
the environment as a first level of defense.
Businesses the world over are aggressively adopting enterprise
mobility. Smartphone and tablet penetration – and mobile
Web browsing – have risen phenomenally over the past 24
months and more. Senior management is building mobility
into its enterprise systems to allow employees to collaborate at
work and raise productivity. Marketers are using mobile
technologies to increase the number of customer channels.
Smart sensors on mobile handsets are being used for over-
the-air mCommerce transactions. The CIO’s shopping list in
2013 will expand to include anything that promises to increase
employee productivity and business growth. Technologies like
mobile, cloud computing and virtualization will become
change drivers.
While mobile technology is relatively simple, the security, cost
and governance concerns it raises are still a challenge. Piggy-
backing on enterprise IT to develop effective mobility strate-
gies, working closely with the organization’s leaders and
adopting a comprehensive enterprise mobility management
framework will make the mobile enterprise successful.
In most organizations, CIOs are intensely focused on enterprise
mobility and new IT strategies. They are struggling with the
need to reduce costs and improve security while also driving
the innovation mobility can provide. Dedication and a
balanced approach would be the main attributes of the CIO,
because rewards are sure to come. What’s definitely clear is
that the CIO has an opportunity to lead with enterprise mobil-
ity, or let it go as the next missed opportunity.

8. While mobile technology is relatively simple, the
security, cost and governance concerns it raises are
still a challenge. Piggybacking on enterprise IT to
develop effective mobility strategies, working
closely with the organization’s leaders and adopt-
ing a comprehensive enterprise mobility manage-
ment framework will make the mobile enterprise
successful.