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SEPTEMBER 2013BY ADRIAN DOMINIC HO

W H I T E P A P E R

Sponsored by

Redefining Enterprise Mobility and Increasing Success with Mobile Collaboration

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Redefining Enterprise Mobility and Increasing Success with Mobile Collaboration

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IN THIS WHITE PAPER

Adoption of enterprise mobility has surged in the Asia/Pacific region, but this context of mobility tends to be defined as the individual worker being “untethered” from the traditional workplace. While workers have mobile access, they still do not have all that they need to complete a task or project.

IDC research shows that more organizations are waking up to the opportunity to truly drive new levels of collaboration not seen before. Mobile collaboration is no longer just a line of business issue but a priority and on the radar of C-suite executives. Enterprises are on the cusp of unlocking greater value from mobility by integrating collaborative applications and video tools into their overall enterprise mobility strategy.

Today, collaboration revolves around enhancing the personal element through interaction via video or Web conferencing, voice, mobility, and the social enterprise. It is about bringing employees, partners and customers closer together with a more personal touch that builds up rapport and strengthens relationships and overall collaboration.

As employees adopt smart devices at breakneck pace, the challenge now is for IT to extend new applications to the mobile device. Those that succeed will have a clear distinct advantage of enhancing customer engagement, improving supply chain management, driving stronger partner/supplier relationships, and improving overall collaboration in the extended enterprise. This IDC White Paper takes a closer look at how mobility, integrated with collaboration, video and messaging tools, can help enterprises really drive new levels of competitive advantage.

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SITUATION OVERVIEW

The mobility revolution has begun and is driving tremendous change in the workplace. Mobile devices continue to be a huge driver of enterprise mobility, as employees increasingly seek anytime, anywhere access and turn to their smartphones and tablets as their primary means of going online. In Figure 1, IDC research shows that mobility, along with social and collaboration, topped the list of technologies that C-suite-level executives are looking at over the next 12 months. These technologies are not only on the CIOs’ radar but they now occupy the pre-eminent position of key technology enablers of organizational goals in 2013.

What this also tells us is that organizations are seeking new ways to enhance interaction and collaboration as part of their ongoing objective to build a more competitive organization.

Q: What are the top 3 technologies that would benefit your organization in 2012-2013?

LoBCIO

0% 5% 10% 15% 20%

Collaboration, social media & mobility

Business & customer analytics

MS, outsourcing & BPO/MPS

Virtualization (incl VDI)

Cloud

Security & business continuity

Green IT & sustainability

Figure 1: Collaboration, Social and Mobility Top CIOs’ Preferred Technologies for 2013

Source: IDC C-Suite Barometer Survey, 2012N = 499 CIOs and 501 LoBs

% of respondents

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Much of the value of mobility to an organization is in offering their workers the flexibility to work outside of the traditional workplace and work hours. With mobile access, employees can continue to stay connected to the office via their smartphone, tablet or laptop, instead of being tied to their desk. However, having access to mobile email, a calendaring application and logging into an instant messaging network that not all employees are on is not fully capitalizing on the benefits of mobility. Enterprise mobility becomes a more interesting discussion when we add other

applications and services like collaboration and conferencing to the mix.

For most people, work requires collaboration. One needs to seek information, answers and opinions of other coworkers, or even partners and customers. As workers’ dependence on their mobile devices grows, the next logical step in getting more value from building a mobile workforce is to make it easier for workers to collaborate as they would if they were in the office.

From Productivity to Business Collaboration

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POWER OF MOBILITY AND COLLABORATION

Mobile collaboration has come a long way. It has evolved from simply providing ubiquitous enterprise email to including a range of applications that have the potential to dramatically change the way enterprises do business.

Productivity improvement

Improve customer service

Lower cost of operations

Quicker decision making

Increase revenue

Talent recruitment/retention

Cool factor/image

Retention of corporate intellectual property

0% 5% 10% 15% 20% 25% 30%

Organizations that have invested in collaborative applications such as mobile email, IM, presence, video and voice calling as well as conferencing can easily extend these services to mobile devices. Over the last 12 months, various unified communications and collaboration (UC&C) solution providers have beefed up their portfolio, focusing on enabling users to collaborate via mobile devices such as smartphones and tablets. IDC believes that mobile and collaborative applications represent the present and future of enterprise mobility as they set enterprise mobility apart from what it was five years ago. Enterprises realize that building up a mobile collaborative workforce is a powerful resource to

have as it can have a direct and positive impact on productivity, sales generation and even customer engagements. IDC research shows that more enterprises are regarding mobile application and collaborative tools as the king of the enterprise mobility stack. In Figure 2, IDC surveyed more than 500 executives across the Asia/Pacific excluding Japan region and asked respondents to cite the reasons for wanting to integrate collaborative applications into mobile devices. Raising productivity, improving customer service, and lowering cost of operations ranked among the top reasons.

Q: What is the leading driver of integrating applications into mobile devices?

Figure 2: Top Three Reasons for Application Integration into Smart Devices

Source: IDC, 2012N = 513

% of respondents

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WANTED: Collaborative Applications on Mobile

Table 1: What applications does your organization plan to extend to smartphones and tablets? (Top 8 Only)

Smartphone Tablets

Email, IM/UM and calendaring 89.3% 73.1%Sales or field force automation 55.9% 40.9%Business reporting/intelligence or analytics tool

55.8% 38.6%

Enterprise applications (eg. ERP, HR, Finance)

55.6% 32.2%

CRM 51.3% 32.7%

Web/video conferencing 46.0% 33.7%Social media/networking applications 41.5% 33.1%

In another survey to get deeper insight into the types of applications that enterprises are integrating into their mobile device, while IDC found that CIOs and IT directors are planning to extend applications like email, instant/unified messaging and calendaring to smartphones and media tablets (see Table 1), there is significant growth in the number of respondents planning to extend tools such as video and video/Web conferencing to their mobile workforce. Compared to a similar study a year ago which found only 15% of respondents had plans to integrate video/audio conferencing into their tablets, this proportion has more than doubled to 34% in 2013. This reflects how quickly mobile collaboration is catching on and centers around the “human element.” The availability of technologies enabling employees, partners and customers to collaborate and conduct real-time sharing of verbal and visual information

makes it possible for a wide range of expertise to be brought together “in a room” momentarily to drive intelligent decision-making based on a collective effort . The importance of implementing enterprise applications on mobile devices is also evident, with more than 50% of organizations planning to extend business applications, analytic tools, CRM and salesforce automation tools to smartphones. More than 30% of them also have plans to extend the applications and tools to tablets. Both Web and videoconferencing continue to rise in importance for many organizations, especially with the rise in proportion of the mobile workforce. About 46% and 34% of organizations said they plan to enable employees to conduct Web/video conferencing on their smartphones and tablets, respectively.

Source: IDC APEJ UC&C Survey, October 2012N = 1,153

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Industries Going Upwardly Mobile

Over the last 12 months, IDC interviewed several CIOs across the region to understand their key reasons for going all out on mobility and mobile collaboration. Their experiences support our survey findings, as shown in Figure 2 earlier, that productivity and customer service are the top reasons for adopting mobile collaboration.

Here is a closer look at what they are doing to achieve those objectives:

PRODUCTIVITY TAKES FLIGHT WITH IMPROVED BUSINESS AGILITYThe healthcare industry is a trailblazer in terms of mobility adoption. Across the region, healthcare providers face severe resource limitations and pressure to improve the quality of patient care in the face of aging populations. Mobile healthcare solutions that have been introduced include real-time location tracking of equipment and skilled physicians, instant real-time event notification as well as video collaboration between mobile and even remote clinicians. This has dramatically improved both patient care and workflow in many healthcare establishments that have adopted mobile solutions.

A good example is Grampians Health Alliance which serves a large geographical area including rural Australia. Its workforce consists mainly of mobile clinicians and healthcare professionals who are not desk bound. The healthcare provider began its video journey in 2007. Over the years, an increasing proportion of staff workload and cases were treated remotely via videoconferencing with high acceptance from their patients who are now accustomed to the ease videoconferencing sessions with their healthcare professional.Grampians Health Alliance is implementing Cisco Jabber on the Apple iPad, which will facilitate the use of both Cisco WebEx and videoconferencing solutions. Early implementations and usage have been very positive and requests for these features have “come in thick and fast”, says David Ryan, the healthcare provider’s CIO. Clinicians carry their mobile devices everywhere they go. “With

WebEx, the quality of Jabber and video on iPads make them the most powerful tools as they enable cross-collaboration across the entire enterprise, including home-based physicians,” says Ryan. Another good case study of how video has raised productivity is Deakin University, a multi-campus Victorian university which encourages a strong teleworking culture among employees. The university has grown its fleet of Cisco TelePresence and videoconferencing equipment substantially from 15 room-based units to almost 220. The university recently extended the reach of this platform by adopting Cisco Jabber which lets employees connect remotely to Cisco videoconferencing systems. This has allowed employees to save up to 5 hours 35 minutes per week of travel time, or as much as 128 kilometers annually. A large part of this pervasive use of mobile video has been driven by the university’s top management. One of its vice chancellors, who was hired recently and wanted to be based in Western Australia, started using Cisco Jabber and insisted that all 100 of her staff use it daily.

With WebEx, the quality of Jabber and video on iPads make them the most powerful tools as they enable cross-collaboration across the entire enterprise, including home-based physicians.David Ryan, CIO, Grampians Health Alliance

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CUSTOMER CENTRICITY HELPS TO IMPROVE REVENUE GENERATION A leading car retailer in Singapore has also issued iPads to their frontline staff, embedding customized applications and collaborative features for its service advisors at the initial stage. According to their CTO, the initial objective for this project was to develop a service advisor’s tool that can be used to improve customer engagement.Another key objective of the mobility project was to untether the company’s frontline staff from their desks, bringing touch points closer to customers by enabling frontline service staff to have full access to inventory and customer profiles instantly. This makes it easier to proactively recommend customized services based on customer demographics. Retailers across the region have also been issued with mobile devices that are closely integrated with their SAP inventory software running in the backend. This, together with video and collaboration applications, enable retail sales personnel to provide a higher level of customer service as they are able to communicate directly with stores nationwide on the availability of stock. Customers on separate premises are able to not only view them via video but make purchases as well.

Australia’s Deakin University believes that remote or video learning is also directly responding to the needs of their customers, essentially their students, who were initially skeptical about this form of learning methods but have embraced this wholeheartedly. Student enrollment (and correspondingly tuition fees) has increased as a result because of the positive feedback from this experience and most of them who live in remote areas no longer feel disconnected with their profession and want to undertake lifelong learning as a result. Craig Warren, CTO of Deakin University, noted, “It is hard to stop the progressive march of this technology as IT moves from being more than an enabler but supports various business units.” LOWERING COST OF OPERATIONSAdopting mobile collaboration has also helped to reduce cost of operations. Ryan estimates that

Grampian Health Alliance’s total cost savings for the first six months was about A$60,000, with the economic value of the technology investment measured in terms of “time saved realized by real productivity improvement and growth” among their employees. The cost savings helped build a business case for him to extend this to other healthcare authorities across the globe that Grampian Health has alliances with. He shared that other healthcare R&D offices have also used video on tablets to collaborate globally to share findings and test results. Organizations have reported a fall in reported travelling expenses and employees have also stated that collaboration via mobile video is almost just as effective and more efficient in some cases.

Primax Electronics, a solutions provider for information, electronics and consumer products, has R&D, marketing and sales presence all over China, Taiwan, Hong Kong, Europe and United States. To help its employees collaborate more effectively, Primax adopted Cisco technologies such as video, IP phones and Cisco Unified MeetingPlace conferencing — and more recently deployed Cisco Jabber. Being a global enterprise with a mobile workforce necessitated investments in a comprehensive and complete end-to-end collaborative infrastructure to enable seamless global communication and more efficient collaboration. Primax will likely bring in the highly flexible Cisco WebEx cloud conferencing solution for future collaboration. These investments have achieved many of their earlier goals that they have set out for themselves.

Zhang Qingkai, the CIO of Primax Electronics, said, “Cisco’s complete integrated communications solution and professional technical support helped us to simplify our originally complex and diverse communication interfaces. This raised the communication efficiency for teams and allowed Primax staff to maintain a high degree of competitiveness at all times. It also accelerated the product R&D, production and sales processes, allowing Primax to focus on developing its core competencies with peace of mind. All this has helped to increase customer satisfaction.”

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Q: What are your organization’s top 5 mobile requirements over the next 18 months?

Figure 3: Top 5 Mobile Business Requirements by Organizations

MOBILE COLLABORATION REDEFINING ENTERPRISE MOBILITY REQUIREMENTS

Mobile collaboration is not without challenges; it can be a highly complex endeavor, especially when it is set against a vision of a global virtual mobile workforce that has access to collaborative tools such as video, video and voice calling, and a whole range of enterprise applications via any mobile device.

Rising Complexity and Security Concerns

Security management

Mobile device managment (MDM)

Mobile application development

Mobile strategy and consulting services

VDI/Client virtualization

0% 10% 20% 30% 40% 50% 60%

There is a continuous debate of the merits of BYOD; some have argued that it is more cost effective in the long run as it strips organizations of asset ownership while some have counter argued that the complexity and cost associated with it far outweighs it. BYOD poses numerous challenges

In Figure 3, security management topped the list of mobile requirements over the next 18 months, followed by mobile device management (MDM) and mobile application development. Contributing to the complexity around mobile collaboration is the trend toward bring your own device (BYOD). That is because few companies have got a handle

on employee-owned devices that are being brought to the workplace. In IDC’s BYOD survey conducted across the Asia/Pacific excluding Japan region, more than 95% of the respondents said that BYOD already exist in their organization but only 20% have a formal policy.

to corporate IT as they struggle to monitor mobile assets across their entire enterprise, especially as more of them have cloud applications running on them. It therefore comes as no surprise that mobile security and MDM topped the list of mobile requirements.

Source: IDC APeJ BYOD Survey, 2012N = 512

% of respondents

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Mobile Collaboration Built Around Intelligent Applications

Enterprise IT is seeing a new set of issues as they start to integrate collaborative video, video and voice calling as well as enterprise applications onto these devices which require some degree of mobile customization. Organizations are looking to third parties for application customization and integration capabilities as well as advice

on securing a strong mobility strategy and roadmap with the strict guidelines on governance and compliance. This, perhaps, explains why application custom development and consulting service is ranked third and fourth respectively as their top business requirements over the next 18 months.

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CONSIDERING CISCO JABBER

Networking giant Cisco continues to invest in this area, leveraging its core networking and communications strengths to help customers transform the workplace. In 2011, Cisco continued its push in the collaboration space with the announcement of Cisco Jabber, the direct result of their 2008 acquisition of Jabber. Cisco Jabber was built as a UC application that brings together presence, IM, voice and video, voicemail, desktop sharing and conferencing into one product that will be available across various operating systems of desktop and mobile devices. Cisco Jabber is a single interface that enables users to seamlessly escalate from IM to voice and video and desktop sharing almost instantaneously. The user can instantly share documents and expand chats and conversations to multi-party voice, video and Web conferencing. This can be done both within the organization as well as to external parties that may not be using Cisco Jabber. It has built in federation and aggregation capabilities that allow multi-vendor interoperability. The mobile version of Cisco Jabber works on Android and Apple iOS devices and limited BlackBerry devices. Jabber is also based on the XMPP messaging protocol, which is compatible with many other XMPP compatible IM services like GTalk and Sametime. Cisco Jabber also offers integration with video endpoints like IP phones, WebEx and TelePresence systems. Cisco Jabber can be deployed across on-premise and cloud-based options.

Cisco aims to embed a collaboration experience into business applications. The focus will be on building partner and customer capabilities through

the Jabber Web toolkit that includes the Cisco Jabber Software Development Kit (SDK), an IM and Presence API for developers writing to the XMPP protocol, an API based on the Representational State Transfer (REST) software architecture for voicemail, and three WebEx Meeting APIs — depending on the level of meeting integration required. Integration with the current UC suite that extends IP telephony to conferencing and enables escalation from a Cisco Jabber IM session to a full WebEx meeting directly from the Cisco Jabber client is available today.

IDC believes there are opportunities for Cisco to strengthen its collaboration offerings by partnering with a variety of enterprise application vendors. This will also enable Cisco to offer a holistic and complete mobility solution to their customers, improving the user experience and accelerating the roll out of new features across all mobile device operating systems. This will help Cisco achieve feature parity in the near future and keep pace with the fast-changing device landscape, given that with BYOD, the typical enterprise will have a multitude of OSes within their environment to support. This will also be Cisco’s biggest challenge in mobile collaboration as expectations of collaboration with intelligent applications grow.

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ESSENTIAL GUIDANCE

Mobility solutions have become indispensable for many organizations, and it is now considered part of an enterprise’s core ICT strategy. However, even for those organizations that are embracing BYOD and introducing a corporate policy to manage the proliferation of consumer devices and employees’ demands, challenges can arise. Complexity rises as a variety of applications (both corporate and personal) are extended to mobile devices, and organizations should be aware of the potential rising cost of managing a growing fleet of mobile assets and keeping up with a fast-changing mobile device landscape.

The rising cost of supporting a mobile workforce is not to be underestimated and it has become a key focus for many organizations. There is certainly no one-size-fits-all solution as every enterprise mobility goals, ambitions and demographics are very different.

Technology challenges to look out for:

APPLICATION RESTRICTIONS AND SETTING UP OF APPLICATIONS STORE. With applications being front and center of most mobility projects, organizations need to prioritize which applications strike the right balance between driving agility and productivity gains versus the cost of implementation. There are also privacy issues that need to be considered, especially with BYOD. Certain organizations or industries may have the need to restrict the type of application allowed on a corporate-approved device. CIOs are considering creating application containers or even setting up their own enterprise app store to restrict the applications that users can download by employee profiles, and this will also ease the delivery of applications to mobile devices. This is something that organizations should explore once they have the foundation set up.

When deploying solutions, CIOs should be able to distinguish between corporate-owned applications and consumer applications and apply the monitoring perimeters accordingly. This is to fend off criticism of privacy intrusion.

INTEROPERABILITY OF VARIOUS SOLUTIONS AND APPLICATIONS. One of the biggest pain points for any organization is to federate and orchestrate the various collaboration technologies across all mobile devices. This would include various video and UC&C tools that users have adopted over the years. The challenge would be to build a solution that allows a single interface, manageability and federation capabilities so that all past investments can be fully leveraged in a mobile environment.

GUARDING AGAINST LOSS OR THEFT OF MOBILE DEVICES. With a wide range of collaborative, enterprise applications and sensitive data being integrated into mobile devices — coupled with employees increasingly storing sensitive information — security becomes more important than ever. It is important that mobile devices do not get into the wrong hands in the event of theft or loss of devices by employees. Organizations should invest in solutions that are able to set up devices to automatically lock after a specified period of inactivity, be able to remotely wipe devices after a certain number of failed login attempts or when the devices have been reported lost or stolen. It should also be able to enforce local data encryption. Providing support for employee-liable devices is inevitably a major challenge, especially with an ever-widening mix of users, liability schemes, devices, and operating systems.

ADDRESSING COST AS AN ISSUE AND INHIBITOR. Mobility is commonly viewed by CIOs as an expensive endeavor. The costs of the actual devices and connectivity vary but it can be cost inhibitive if an organization has several thousands of employees. There is also the cost of applications which will depend on the number and type of

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applications and the way they are enabled for mobile. Businesses can manage the cost issue by adopting a tiered approach that places the application investment focus on the user segments and use cases that create the most value, while providing only basic services to the broader user population. This will maximize value while being responsive to consumer demand and providing the foundation for new use cases to emerge. Some organizations may choose to focus application resources on the highest value segments, such as providing their sales force with devices and a set of customized applications that help drive revenue. Developing new mobile applications generally provides the best user experience but is expensive and organizations should be prepared to incur integration costs.

GAINING CONTROL OVER THE INEVITABLE MULTIPLATFORM ENVIRONMENT. A multi-OS environment is probably the reality in an increasing number of organizations. In addition, the lines between laptops, tablets, and smartphones will continue to blur in both user functionality and IT operations. CIOs are struggling to manage the various PC/Mac form factors and OS devices, which can be expensive. One approach is to adopt MDM which helps tackle the need for application management and data security. A single user view of the devices and applications data will help in managing operations and security.

VIRTUAL DESKTOP INFRASTRUCTURE (VDI) EASES MANAGEABILITY ISSUES. Organizations are slowly exploring the option of VDI as a way to ease complexity around managing a diverse set of mobile assets and applications as well as reducing the cost of ownership of mobility. VDI also supports legacy applications and enables faster roll out of newer applications including video in a BYOD environment. VDI also mitigates a lot of the security risk that comes with mobility by ensuring regulation and compliance guidelines are met.

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Tips for CIOs

HAVE A CLEARLY DEFINED SET OF OBJECTIVES OF ENTERPRISE MOBILITY. Like any IT project, stakeholders must clearly outline their objectives and goals from the start to avoid being disappointed with unexpected outcomes. Many organizations go down the enterprise mobility route for a variety of reasons and their objectives can differ greatly. With a clear blueprint for success, organizations can select the right partners to implement their mobility vision and achieve the clearly defined objectives that they have set out for themselves.

INTERNAL MESSAGING IS CRITICAL FOR LONG-TERM SUCCESS. There should be strong buy-in from top management who should also lead from an internal messaging stand point on both goals and objectives of the mobility projects. Clear and concise messaging that lays out the strategic drivers for the company’s enterprise mobility initiatives will need to be delivered to end users.

UNDERSTANDING VARIOUS STAKEHOLDER ROLES IN ENTERPRISE MOBILITY. For a mobility project to be successful, stakeholders and users need to understand their respective roles in the enterprise mobility model. There will be trade-offs and concessions made between security and privacy for each role. However, so long as IT can provide transparency to these trade-offs and concessions, and communicating them effectively to everyone, both stakeholders and end users will be able to come to terms with it.

DUE DILIGENCE ON PARTNERS AND SOLUTIONS. Nothing could be far worse than picking a partner that does have the deep experience in handling large-scale mobility projects. Nothing will be achieved with objectives not being met. Organizations should go for leaders who have experience with projects of similar scale and scope as well as a proven track record within key vertical industries.

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CONCLUSION

The Asia/Pacific enterprise mobility market is moving at lightning speed, with almost a daily wave of announcements of new product launches and initiatives by various players in the industry ecosystem. The mobility revolution that is rapidly unfolding right before us is one of the most significant that we have seen in the ICT industry in the past decade, and could fundamentally change the basic premise on which collaboration takes shape within enterprises.

Building a business case to support mobility investments can be a complex affair due to the involvement of multiple stakeholders, including procurement, IT, line of business leads and finance. The biggest challenge will be in demonstrating how mobility can have a positive impact, and mobile collaboration makes the business case even more compelling.

IDC believes that mobile collaboration will gain momentum over the next 12-24 months, particularly as organizations see the benefits of using mobile to enable collaboration across their distributed workforce. A greater focus on integration and multi-vendor support will also be required, as more activities and partnerships within the mobility ecosystem will help bring enterprise mobility to a new level.

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