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Mobile Technology: An Enterprise Game Changer

Mobile Devices
Written by Stefan Dietrich | September 12, 2012 | 0 comments

The new generation of mobile technology is game changing for many enterprises. It is the first time consumer devices are dominating a whole technology sector, and IT is struggling to deliver services across old and new devices with a consistent user experience and within an appropriate security, compliance, and HR policy framework. The required changes to existing IT infrastructures can be highly complex and often simply no longer mesh with how IT used to work. The “consumerization of IT,” the sharp shift from corporate devices controlled by IT to personal devices, is such an example.

Executive Leaders Must Manage Mobility as a Strategic Business Transformation

To achieve optimal business results, executive leaders must manage the adoption of mobility as a strategic business transformation, not an IT project. With mobility, the business needs to take charge of technology decisions and can no longer leave those decisions to the IT department. Adopting a strategic mindset toward mobility is easier said than done. When traditional IT departments are tasked with implementing mobility solutions, they address the requirements, but can’t implement changes to the business. To make the most of the capabilities broadly characterized as mobility:

    • CEOs must address fundamental questions of business strategy
    • CEOs need to take the lead in answering these questions and start to work with their CIO/CTOs about how the new technology will change their business

In practical terms, the transition to mobile technology is progressing at unprecedented speed, and there seems to be no time to prepare. IT departments are pressured to react and sometimes, enthusiasm overrules sober deliberation of a business strategy with benefits.

To learn more about how executives can lead the way, check out the white paper: An Executive Guide to Crafting a Mobile Strategy which covers strategic thinking about mobility and how it can improve communication between business units, IT departments, and vendors.

Here are some key questions that are considered:

    • When does mobility require leadership from the CEO?
    • How can executives develop a comprehensive perspective about mobility?
    • What mobility strategy is right for a particular company?
    • What business impact (intended or consequential) is expected?
    • What key risks deserve attention from the CEO?
    • How can executives create a plan and measure progress against that plan?