© 2014 IBM Corporation

ID4319: The impact of mobile on the IT

organization

@ChrisPepin

IBM MobileFirst Services Executive

Please Note

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Performance. Performance is based on measurements and projections using standard IBM benchmarks in a

controlled environment. Actual throughput or performance that any user will experience will vary depending upon

many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O

configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an

individual user will achieve results similar to those stated here.

Warranty. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties

or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable

license agreement governing the use of IBM software.

Customer Examples. All customer examples are presented as illustrations of how those customers used IBM

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customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that

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2

Information technology maturity

Host/Mainframe

Client/Server

Web

Mobile/Social

Data Processing

Chief Information Officer

Decentralized IT

Innovation

Technology, Process, People

Cloud

“Nexus of Forces” is changing the IT landscape

Social: a faster, richer, ubiquitous

conversation

Information: big data evolves toward

wisdom

Cloud: the expectation of ubiquitous access

Mobile: becoming the primary computing

platformSource: Gartner

Source: Institute for Business Value, Digital Reinvention Study

C-suite executives expect profound challenges from digital disruption over the next five years

IBM Global CIO and CMO studies insight

http://bit.ly/PByIP5

http://bit.ly/1aDUgyS

Over the past few years, CIOs have begun to shift from the

middle ground toward each end of the mandate spectrum

6

Source: The Customer-activated Enterprise–IBV Global C-suite Study 2013

CIOs are shifting toward basic IT providers and pioneers of innovation

Expand

Refine business processes

and enhance collaboration

Transform

Change the industry value chain

through improved relationships

Leverage

Streamline operations

and increase organizational

effectiveness

Pioneer

Radically innovate

products, markets,

business models

CIOs’ views have evolved substantially over time, with

technology factors soaring from sixth place to near the top of

the list

7

Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years?

CIO2009

CIO2011

CIO2013

Underperformers

CIO2013

Outperformers

CEO2013

Technology factors

Market factors

Macro-economic factors

People skills

Regulatory concerns

Socio-economic factors

Globalization

Environmental issues

Geopolitical factors

CIOs recognize more progress is necessary for the IT

function to be universally viewed as a critical player in support

of the enterprise

8

Effectiveness of the IT function

Source: Question E11–How does the enterprise perceive the effectiveness of IT?

Provider of basic technology services

Facilitator oforganizationalprocess efficiency

69%

50%

46%

39%

Critical enablerof businessvision

Provider ofindustry-specificsolutions

Mobility, business analytics, and cloud top the list of CIOs’

visionary plans to get closer to customers and become more

competitive

9

Visionary plans

Source: Question CIO3–Which visionary plans do you have to increase competitiveness over the next 3–5 years?

Business analytics and

optimization

Cloud computing

Internal collaboration and

social networking

Mobility solutions

2013 2009

Business process

management

84%

68%

84%

83%

64%

32%

64%

55%

64%

64%

Mobile technologies play a big part in CIOs’ plans to increase

internal and external collaboration, productivity and

competitiveness

Source: Question CIO3–Which visionary plans do you have to increase competiveness over the next 3 to 5 years?

81%

Underperformers

91%

Outperformers

12%more

Visionary plans: mobility solutions

CIOs in enterprises that have already developed and

implemented an effective mobile strategy are significantly

ahead of their competitors

11

Source: Question B1–To what extent do you agree with the following statements about your enterprise’s capabilities?

32%

Underperformers

52%

Outperformers

63%more

Our mobile strategy enables us to conduct business regardless of location or device

Where the CIO has a close relationship to the CEO, or where

the CMO ties closely to the CIO, organizations are more likely

to excel

12

Source: Question B6–Which of your two C-suite peers do you work most closely with in support of the enterprise?

41%more

Close CIO to CEO relationship Close CMO to CIO relationship

61%

Underperformers

86%

Outperformers

34%

Underperformers

53%

Outperformers

56%more

IT mobile challenges…

… and opportunities

Developing apps that integrate with information across the enterprise

Infrastructure complexity from multiple device platforms

Mobile requirements for employees/workers

Comprehensive mobile strategy and availability of skilled resources

New process and business designs required for transformation

opportunities

Rapid and disruptive innovation shortening time to value requirements

IT challenges with becoming a mobile business

Protection of privacy and confidential information

Policies for client-owned smartphones and tablets

Visibility, security and management of mobile platform requirements

Business & IT Changes

Privacy & Security

Integration

Mobile challenges extend far beyond technology

Strategy

PolicyEducation

Technology

Characteristics of mobile leaders

Research was conducted by IBV and Oxford Economics in 1Q13

• Leaders build apps that unlock core business

knowledge for mobile uses:• They excel 2:1 at integrating existing systems with mobile and

are more effective with app security than non-leaders

(82% vs 51% of others).

• Leaders secure and manage the mobile enterprise

to optimize performance: • They are more than twice as likely to adopt BYOD programs,

and excel at data security (90% leaders vs 55% others), and at

ensuring network capacity (80% leaders vs 48% others).

• Leaders use insights to engage their customers wherever they are: • They are twice as effective at taking action based on mobile data.

• Leaders are using mobile to fundamentally transform the way they

do business: • They are twice as likely to realize ROI from mobile initiatives.

http://ibm.co/ibvmobile

Mobile strategy is

aligned with the

overall business

strategy

Organization has clear

funding mechanism

for mobile initiatives

There is executive-

level oversight for

mobile initiatives

Organization has a

well-defined,

enterprise-wise

mobile strategyThere is an

established

governance

structure for

mobile initiatives

50

49

47

45

44Source: Institute for Business Value, Mobile Enterprise Study (Percent indicating agree or strongly agree)

Mobile leaders agree on key imperatives

Key mobile technologies in addition to the device and the

network

Segment Capabilities

Platform

Mobile application platform: an integrated tools, application runtime, and operational

management for cross platform, multi-channel delivery

Test automation: Capture, replay, and test execution for mobile. Service simulation and

load testing enable back-end verification

“In the wild” testing: Quality services to integrate feedback & app failure information at

each stage of the application lifecycle

Mobile campaigns: Rich personalized content & targeted user segmentation

AnalyticsCustomer experience analytics: Capture everything about a user’s activity from device

to network and gain insight by replaying the experience

Security

App certification: Scan apps for vulnerabilities and risks of data leakage

Contextual access: Contextual policies for mobile user access

Secure B2C Transactions: Enable secure commerce & protect against fraud

ManagementDevice management: Centrally manage BYOD & corporate mobile devices alongside

traditional PC & server endpoints within a single infrastructure

Cloud and mobile applications

19

Partnering to accelerate the value of mobile

End-to-End Capabilities: From Strategy to Managed Services

Mobile Solutions (Industry & Cross Industry)

EA Mobile(SAP, ORCL)

Application Innovation & Design

Integration / API Mobile Testing

Mobile Advisory Services Applications & Platforms

Mobile Managed Services

Mobile Business Strategy

IT Strategy &

Architecture

Traditional and Outcomes-Based Consumption Models

Managed Cloud SolutionsTraditional

Advisory and Consulting

Apps and Middleware

Infrastructure

Delivery

On Premise

or Cloud

Operations & Supply

Chain

Characteristics of a Mobile Center of Excellence

• Best practices

• Standards, tools, templatesStandardize

• Experts in the field of Mobile

• Advice and oversight

• Mobile champions for the strategy, vision, and policyLead

• Mobile Governance

• Management of mobile projectsManage

22

Driving innovation through the Digital Front Office and the

Globally Integrated Enterprise

Reimagining everything

about the way people

connect, transact and

engage with

companies, institutions

and governments—and

how they

create mutual value

DigitalFront Office

Transforming the

organization

for efficiency,

effectiveness and

to enable new growth

GloballyIntegrated Enterprise

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Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will

experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage

configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.

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