Deloitte_bring_your_own_device_092112.pdf

7/27/2019 Deloitte_bring_your_own_device_092112.pdf

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Bring your own deviceUnlock value or yourorganization


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2 Bring your own device

To BYOD or not to BYOD? 1

The BYOD management challenge 2

Find nirvana 4

BYOD, your way 11

Embrace to succeed, reject to fail 12

Content


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Bring your own device 1

To BYOD or not to BYOD?

Theres an accelerating trend in the workplace raising new

challenges for todays CIO: the bring your own device

(BYOD) revolution. Already, two-thirds of the Canadian

workforce use personal devices for worka number

expected to reach three-quarters by 20151. According to

IDC, 40% of devices used to access business applications

are consumer-owned, up from 30% just a year ago2.

As employees increasingly use unmanaged and unsecured

devices to transfer data into and out of the corporateinfrastructure, organizations face a variety of challenges,

from compliance issues to data leaksand those challenges

will only intensify as the number of mobile devices and

operating systems proliferate. 71% of businesses believe

mobile device use has already caused an increase in

security incidents, with many citing concerns about the

diminishing privacy of corporate email, customer data,

network login credentials and other sensitive information3.

And these statistics tell only part of the story, as IT groups

typically underestimate the proportion of employees using

their personal devices for work purposes by as much as

50%4. As the BYOD trend gains momentum, it is clear that

IT organizations caught unprepared will face mounting

network management and security issues.

On the flip side, BYOD presents many opportunities for

those prepared to face the challenge. According to 62%

of CEOs, BYOD enhances creativity and boosts employee

productivity5 and 54% of the workforce agrees6. While

productivity can be difficult to measure, BYOD gives

employees anytime, anywhere access to corporate data,

enabling them to work while on the go.

BYOD also improves hiring and retention and boosts

employee morale. According to 63% of CEOs, permittingemployee-owned devices at work positively influences

employees view of the company7.

The benefits dont stop there. By investing in the

tools, solutions and practices required to support

BYOD, organizations can mature their technology and

infrastructure capabilities to deliver IT services more

efficiently and effectively. This positions them to:

Improve end-user services, such as self-support models,

on-time and on-demand technical support, etc.

Adopt device-agnostic security policies and practices,including easier-to-manage centralized security

capabilities

Build agile IT processes that are more responsive to

changing business needs (e.g. ability to add new users

more efficiently following a merger or acquisition)

Develop an end-user productivity platform that enables

true mobility and anytime, anywhere access

Spurred on by the consumerization of IT, BYOD is here

to stay, particularly as employees continue to favour the

flexibility and usability of their own devices. As a result,

companies can no longer afford to ask whether or not

they should BYOD. Instead, they must determine how to

enable BYOD in a way that mitigates its risks and creates

value for the entire enterprise.

Consumerization of IT refers to the rising influence

consumer-focused technology experiences have on

technology expectations at work9.

BYOD is a widely-used phrase that refers to

employees using their own computing devices

such as smartphones, tablets and laptops for

work purposes.

When Eaton Corp., a 100-year-old hydraulics maker,

introduced BYOD to the sales orce, their sales cycle

ell rom days and weeks to hours and minutes8.


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Although BYOD is the new face of mobile consumerization,

numerous challenges follow in its wake, ranging from

human resource (HR) and legal issues to compliance and

security risks. Given the lack of BYOD standardization,

organizations can expect to face challenges in four main

areas:

Governance

With BYOD raising significant data, privacy and securityconcerns, organizations must put the right policies and

processes into place to protect themselves and their

employees from potential legal and liability risks. When

creating BYOD governance processes, an organization

needs to:

Develop well-defined policies for BYOD, something that

todays early adopters are moving forward without

Create consumerization policies that maintain a balance

between user flexibility and security

Consistently control and enforce policies, which is

complicated by the current lack of standardized tools

(e.g. mobile device management) and an environment oflow vendor maturity

Take legal issues into account in their implementation, as

they strongly influence policy making for BYOD

Consider the impact of BYOD on existing policies, such

as control rights for lost or stolen devices, appropriate

usage, and support Service Level Agreements, to avoid

potential contradictions and confusion

Organizational

In addition to representing an economic and technological

shift, BYOD is also driving a change in corporate culture

and employees are leading the charge. To address these

workforce realities, organizations must do more than listen

to what employees want. They must also determine the

repercussions that may arise if employees do not embrace

their new BYOD strategy. As a result of these organizational

implications, companies will need to:

Balance employee needs for flexibility and accessibility

with the enterprises needs for security

Address the impact of BYOD on the organizations

culture, including HR and overtime policies,

managements requirements for working onsite and

employee expectations regarding uniform access and

privileges. For instance, will all your employees be able to

select the platform of their choice? Or will this differ by

class of employee?

Put incentives in place to encourage employees to adopt

BYOD

Mobilize and sustain the BYOD program through

appropriate training and communication

FinancialAlthough some organizations approach BYOD as a cost

saving opportunity, the numbers dont add up. Hardware

device costs, which are often seen as the major savings

opportunity, only account for 20% of the total cost of

device ownership10 and these savings are more than offset

by the costs associated with:

Improving the organizations information security posture

Training staff to support multi-device platforms

Changing expense policies as costs traditionally allocated

to the capital budget now need to be accounted for

differently on financial statements. Stipends, for example,cannot be capitalized

Increasing data costs (e.g. broadband / 3G / wireless

costs) associated with the growth of unmonitored data

usage

Engaging in lengthy projects to effect policy and

procedural changes

Changing platforms to virtualize applications, open

corporate networks and implement new

management tools

The BYOD managementchallenge

Organizations struggle to balance

fexibility and security.

Misconceptions around cost savings

can lead organizations to ools gold.


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Technology

Todays $500 handheld device packs more computing

power than a $10,000 server did a decade ago. Whats

more, the ubiquitous availability of free or cheap

applications creates unprecedented threats to information

security. Organizations taking a casual approach to these

trends are bound to suffer, as even the most novice

employee can wreak havoc for IT. As a result, BYOD is

compelling corporate IT units to manage this complexity

and risk while still enabling the business to exploit its

benefits. This puts corporate IT teams under pressure to:

Manage multiple end-user device platforms and

integrate with the IT infrastructure

Provision, activate and support a multi-device

environment

Secure data networks by investing in the right tools,

including the re-engineering of existing network

architecture if required

Strategically invest in applications and infrastructure,

such as virtualization networks and cloud applications,

which complement business goals and enhance the

capability to support BYOD

Determine how to enable access to corporate resources,

such as corporate/enterprise applications and data,

through virtualization, mobile apps, etc.

Define enterprise mobility programs that cover not just

the technology issues but also the business issues to help

secure continued investment for BYOD programs

Costs Savings

Hardware Stipends for devices, warranty

costs, etc.

Hardware device purchase

Software Operating system, antivirus

licensing costs

Pre-defined allowances / stipends

for wireless / data usage

Infrastructure and application

upgrade

Security tools, mobile device

management, upgrade to cloud-

based / browser-based / platform-

independent apps

Reduction in device support costs

through leveraging more self-

support compared to traditional

agent-assisted service desk support

IT support Changes to processes to support

multiple devices and platforms,

support staff training

Decreasing hardware refresh

program costs as more and more

employees adopt BYOD

Miscellaneous Broadband / 3G / wireless costs,

changes to enterprise expense

management processes, potential

tax liabilities, loss of volume

discounts on devices, software

licenses and wireless / data usage

DataDevice

management

SupportApplicationsPersonal

device

Virtualization

Security

Versioning

(OS & apps)

Network(public

/private)

Manage the personal device

Common BYOD costs and savings


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As organizations ride the BYOD tsunami and launch

initiatives to tame it, structured approaches are few

and far between. As a result, most responses to this

unsettling trend have been reactionary. This needs to

stop. If organizations hope to reach both their short- and

long-term objectives, it is time to adopt a multi-tiered

approach that addresses key BYOD challenges.

Step 1: Define BYOD objectives

Before embarking on a BYOD journey, organizations must

begin by answering one fundamental question: why are

they implementing BYOD? Frequently, organizations try to

accomplish too much with their BYOD initiatives and findthemselves pursuing three often-conflicting goals: cost

reduction, risk mitigation and productivity enablement.

While all three objectives are valid, successfully

implementing a BYOD program requires a tradeoff. For

instance, it is not possible to simultaneously install detailed

security precautions and provide users with extensive

flexibility and options. Doing this will only heighten risk

due to looser security controls. Similarly, a strict security

stance will likely interfere with an organizations ability to

realize productivity gains. Organizations that attempt to

meet all three goals will invariably set themselves up for

downstream challenges, as the lack of clear and consistent

objectives impede their efforts to appropriately define and

implement new policies.

To determine BYOD objectives, organizations need to

begin by soliciting input about business strategies, goals

and planning. For instance, a business strategy focused

on increasing the size of your mobile workforce wouldbe a key BYOD driver and one that may influence an

organization to place a higher priority on productivity

enablement when determining tradeoff decisions.

Find nirvana

Defineobjectives

Evaluate risks

Define policy

Operationalize and implement

Key BYOD considerations

Define BYOD objectives

Align BYOD objectives with your overall strategy

Decide on a position: cost reduction vs. increaseproductivity vs. risk mitigation

Evaluate risks

Identify internal and external risks that will impathe success of your BYOD program

What is the degree of current personal devicepenetration within your organization? Whatregulatory risks exist?

What are the implications to your organization?

Define policy

Effective BYOD programs require enterprisewidecollaboration (ie. finance, HR and legal)

Key policy considerations include:eligibility,support, reimbursement, policyviolations, etc


Identify and evaluate vendor solutions based onalignment with your objectives and policies

Streamlined device certification is key to providetimely access

Elements to effective management

Define BYOD objectives

Why are you doing BYOD? E.g. to reduce costs,mobilize workforce, reduce risks

BYOD programs should be rooted in specificbusiness objectives, aligned with overallenterprise strategy

Evaluate risks

What key business and technology risks mustbe accounted for?

Critical enterprise risks should be consideredwhen defining your BYOD program

Define policy

Define BYOD program elements that addressrisks and exploit benefits

Ensure collaboration between technology,business, finance, HR and legal


Evaluate and implement supporting solutionsaround security, data loss, device management,etc. as per your defined policies

Approach to BYOD management


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Cost reduction

Productivityenablement

Riskmitigation

Consideration Description

People Employee interest in BYOD What percentage of employees are interested in adopting BYOD?

What percentage of employees are using personal devices for work

purposes today?

Employee expectations What are your employees expectations around BYOD? (e.g.,selection of specific devices/platforms, level of reimbursement, etc.)

Current entitlements Who is currently entitled to corporate-owned devices today? Why?

Are there opportunities to scale back corporate-owned devices?

What are the costs (hardware, software, service, etc.)?

Process Device management What processes are in place for managing devices? (e.g., backup/

recovery, app management, software management)

How are lost/stolen devices managed today? (e.g., remote lock,

remote wipe, etc.)

Technology Security What are the current security policies and practices in place today?

(e.g., any local data must be centrally managed, encrypted and

backed up)

To what extent will existing security practices constrain BYODopportunities?

Tools What tools/solutions are used today for device management?

What are the costs? (hardware, software, service, support)?

Defining your BYOD objectives requires you to make tradeoffdecisions between inherently conflicting goals cost reduction,productivity enablement and risk mitigation

BYOD programs that are founded on all three goals are not setupfor success, as down stream activities regarding policy definition,governance and process enhancements will be impeded by thelack of a clearly defined decision criteria

Make tradeoff decisions

Current state considerations


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Risk type Risk Description

Internal Employees can be dissatisfied by the

limited selection of supported devices.

Employees favor flexibility and minimal restrictions on device

use.Organizations may be exposed

to liability concerns arising from

device usage or implications posed

by reimbursements you provide to

employees.

Where and when devices are used could shift liability

ownership to your organization. For example, employees

working onsite, who lose their phone or have them damaged,

may be entitled to full device replacement paid for by the

employer.

Supporting too many devices and

inefficient support processes can result

in incremental costs.

Devices are consumer-focused, have limited out of the box

security, and come in a variety of different platforms and

makes, which inhibits ITs ability to manage and control

devices.

Undisciplined use of devices by

employees can expose your organization

to additional security threats.

The consumerization of devices and resulting advancement of

applications, app stores, data portability (e.g., on the cloud),

etc. promote user behavior that can be incongruent with

whats ultimately best for your organization.

External Competitors may possess productivity

advantages if your BYOD program is not

appropriately defined and executed.

A BYOD program that contains high degree of control on

device usage, platforms, and applications can impede potential

productivity gains and ultimately result in competitive risks to

your business.

Your organization may be exposed to

regulatory risks that result from data

breaches, information loss, etc.

Poor management of end point data and sensitive information

can lead to regulatory exposures that could be debilitating to

your business.

Mishandling of personal information

can quickly become public knowledge

and severely tarnish your brand and

reputation.

Privacy issues are top of mind in todays business world, as

organizations are increasingly accumulating and exploiting

personal information. Compromising an employees personal

information can lead to severe consequences for your

organization.

BYOD policies may infringe on employee

rights, such as requirements for

overtime pay.

Employees that are participating in BYOD, and are contacted

outside of normal working hour for work purposes, may be

entitled to overtime pay.

Increasing level of device diversity and

complexity may stress your abilities to

manage these devices.

Proliferation of multiple devices and platforms (as the result

of consumerization) minimizes the feasibility of a simple and

single solution to device management. Your organization,

facing significant hurdles in effectively managing devices, may

incur unforeseen costs and be exposed to security concerns.

These decisions will similarly be influenced by the

current state of people, processes and technology. An

organization needs to define its business and technology

objectives, work to uncover information about the level of

interest in BYOD among its employees, the current level

of entitlements for corporate-provisioned devices and

evaluate existing security policies and practices.

Common BYOD implementation risks


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Step 2: Evaluate risks

BYOD programs bring a new focus to many risks that an

organization already faces, such as those associated with

the potential loss of sensitive data residing on unmanaged

devices. However, BYOD also comes with new risks,

including the potential for employee dissatisfaction, liability

concerns, competitive pressures and privacy issues. By

evaluating your organizations risks in advance, you can

both identify areas of concern and define appropriate

mitigation strategies.

Make it count

Effective risk evaluation requires participation from both

business and technology stakeholders. Risks should be

assessed for probability and impact, with corresponding

response strategies developed in line with business

and technology interests. The defined BYOD objectives

combined with current state analysis are key inputs when

an organization is engaging in risk evaluation discussions.

Control risks, reap rewards

By defining response strategies early in the BYOD journey,

risk evaluation leads to a no surprises experience.

When combined with defined objectives, risk evaluation

also helps set parameters for future BYOD discussions.

For example, effective governance requires robust policy

making, aligned with enterprise-wide interests. Risk

evaluation ensures those interests are defined in advance

with appropriate business and technology input, which can

strengthen both policy making and enforcement activities.

By evaluating your organizations risks in

advance, you can both identiy areas o concern

and dene appropriate mitigation strategies.


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Element Key considerations

Activation What is the process for enabling a new employee with a device?

Device management How will devices be remotely managed? What level of centralized control will exist? What level

of management will be done at the end-point (e.g., containerization)? How will devices be

locked, wiped and restored?

Lost/stolen device What happens when a device is lost, stolen or damaged? What process should the employee

follow for reporting the event, and obtaining support? Will the device be remotely wiped?

Support What kind of support, and how much support, can a user expect from your organization?

Acceptable use What kinds of devices, platforms, applications, services and accessories are allowed under the

BYOD program?

Reimbursement Who pays for the initial device? What level of stipend is available? Is it consistent across all

eligible users? Is it available recurrently (e.g., stipend refreshes every 2 years)? What will be

reimbursed (hardware, service, etc.)?

Privacy How will employee privacy be protected? Will your support group have access to personal

information?Policy violations How will policy violators be dealt with? Will BYOD policies contradict or conflict with other

policies (e.g., HR policies for employee responsibilities, overtime, etc.)?

Eligibility Who is eligible for the BYOD program? What roles, levels, etc. are eligible and in what way

(e.g., tiered eligibility)?

Step 3: Define policy

Once objectives are clearly understood and risks are

measured, an organization can begin to define the

policies that will govern a BYOD program. Common policy

elements include device management, such as remote

management, lock/wipe and restore; reimbursement, such

as responsibility for hardware costs and stipend levels; and

policy violations.

Collaboration is key

Given the number of levels it touches, effective policy

formulation requires collaboration organization wide,

including; business, technology, HR, finance and legal

functions. This is especially important as an organization

begins to assess the implications of its policy decisions

on its risk profile. This may lead to potentially revisiting

previously-defined risk response strategies. Coordination

between various technology groups is also critical, as a

lack of collaboration between security, operations and

application management teams can result in confusing

and inconsistent policies and practicesleading to

user frustration and unacceptable user behaviour. A

comprehensive policy discussion requires a collection of

unique perspectives that can only come from across an

organization.

Typical BYOD policy decisions


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Reinforce over time

As most corporate managers know, enacting a new policy

is rarely sufficient to gain buy-in. Policies also need to be

enforced by adopting formal governance mechanisms

across the enterprise. To facilitate this level of governance,

it is important to continuously report on the level of

employee participation in any BYOD program, by tracking

data such as device usage, application usage, incidents,

etc.

BYOD programdiscussion

Discussion areas Business HR Legal IT IT ops Appdev

Security

Activation Risk Device segmentation Authentication requirements

Device management Contractors and partners Limited system access (e.g. web portals) Code of conduct agreements

All devices Min/max device levels (hardware, firmware

and operating system) PIN length, retry and timeout App encryption and cleanup

Lost/stolen device High-risk usage scenarios Email/data loss prevention Limit system access (via VPN) Wipe/rebuild after exposure to high risk

geographies

Support Support/help desk Limited supported devices/models Lock, wipe and restoration Exceptions (e.g. for executives)

Acceptable use

ReimbursementAdministrative Expense rules and controls for company-paid

access plans

Privacy

Personal devices

Filter sensitive data Employee acceptance of lock/wipe decisions Use of encrypted containers

Policy violations Compliance Policy monitoring Consequences of intentional violation

EligibilityLiability Employee signs code of conduct External media access and encryption

Sample policy responsibilities11


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Step 4: Operationalize and implement

Once an organization begins to implement its new policies

by developing core processes and capabilities, the BYOD

program starts to come to life. Beyond leveraging existing

IT processes, like service activation and provisioning,

this step also generally involves the introduction of new

technology capabilities, such as device backup and

recovery, remote lock and wipe, and app support and

management. Whether there are existing processes in

place or new ones are required, an IT organization will be

front and centre in translating BYOD decisions into defined

programs. To succeed at this task, the IT organization must

keep several things in mind.

One size does not fit all

While mobile technologies are still reaching maturity,

there are a variety of solutions available to address the

growing needs of todays businesses. This includes highly-

customized solutions that address specific business needs,

as well as enterprise-wide product suites that provide

end-to-end mobile device management. To navigate the

array of choices and select the appropriate solutions, IT

organizations should turn to their BYOD objectives, risk

mitigation strategies and policy definitions for guidance.

Open up the network

Network access controls (NAC) have become a popular

and effective way to manage the risk of employee-owned

devices. NAC allows organizations to control whichdevices can access each level of the organizations internal

network. For example, with NAC, enterprises can enable

employees to connect their devices to the network with

only basic user authentication protocols, while requiring

more extensive authentication procedures for users who try

to perform configurations or health checks, for instance.

Other NAC features include encrypted email sessions,

mobile VPN and encrypted traffic for specific apps.

Control the data, not the device

In managing employee devices, most companies pay

particular attention to information stored locally on the

device12 . To control this data, companies use device- and

file-level encryption as well as containerizationa process

that isolates personal data on a device and prevents it from

contaminating corporate applications and data. Using

technologies such as VPN and virtual desktop environments

on mobile platforms, containerization products can be

cost effective to implement and operate. They also allow

organizations to focus only on supporting the containers,

rather than the entire personal device. This can significantly

reduce support costs, while limiting an organizations level

of liability.

Consider mobile device management

Of course, mobile device management (MDM) solutions

extend beyond containerization by enabling organizations

to control all personal devices across the enterprise. These

solutions allow administrators to remotely locate and wipe

devices, install anti-virus and anti-malware software and

enforce corporate policies relating to passwords and other

security measures. Essentially, MDM lets organizations

control these employee-owned devices in the same way

they control legacy systems, such as PCs and laptops.

Base technology decisions on your

objectives, risk response strategies

and policies.

Containerization allows

organizations to limit their

responsibilitiesand exposureor

controlling personal devices.


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BYOD, your way

By leveraging a process that fosters collaboration,

proactive decision making and effective risk evaluation,

you can begin to build a BYOD program in a structured

and measured way. Approached effectively, an

organization will:

Align with business strategies

By engaging business stakeholders and reviewing

business goals and strategies, an organization can build

a BYOD program that aligns with its overall strategic

direction. This allows an organization to define a BYOD

program that promotes corporate objectiveswhether

this includes developing a more mobile workforce or

extending an existing enterprise mobility strategy.

Balance enterprise needs

By engaging business and technology stakeholders to

help define BYOD objectives, and ensuring participation

from key functional groups (e.g., HR, legal, finance)

during policy development, an enterprise is better

positioned to openly discuss and address its needs. This

enables the creation of a BYOD program that addresses

compliance requirements, is consistent with HR policies

and reflects financial considerations.

Realize goal-driven results

By rooting the development of a BYOD program in

well-defined goals, an organization can build a solid

foundation to pursue BYOD. This allows it to leverage

relevant data and insights, such as industry peer

comparisons, leading practices and trends, to evaluate

the opportunities and threats posed by BYOD and make

appropriate decisions for the BYOD strategy.

Proactively manage relevant risks

Through an emphasis on risk evaluation and involvement

of key stakeholders from across the enterprise, risk

decisions are made at the right time, and by the right

people, as part of the journey towards building a BYOD

program. The result is a no surprises experience

and a BYOD program that reflects pre-defined risk

mitigation decisions determined by key members of an

organization.


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Embrace to succeed,reject to ail

Current BYOD management practices are fraught with a

variety of different challenges and pitfalls. Organizations

are revisiting IT policy decisions made several years ago, in

the midst of an ever-changing landscape of devices and

platforms. Traditional mindsets (e.g. this is a technology

problem) and a tendency to fall back to age-old processes

have led organizations to policies that poorly serve the

enterprise and expose the organization to increased

security threats and risks. Misconceptions regarding

potential cost savings and employee adoption hinderexecutive leadership from steering the organization down

the right path. The lack of standardized and commonly-

accepted BYOD solutions only magnifies these challenges,

often requiring organizations to react to pressures imposed

by BYOD with little structure and forward thinking. Building

an effective BYOD strategy and management capability has

become a critical exercise.

Before any organization can succeed at this, it is important

to clarify misconceptions and understand key business

drivers. Although BYOD has yet to deliver significant cost

savings, it does contribute to improved productivity and

employee morale. More significantly, its true value may lie

in the future, as organizations adopt new BYOD policies,

technologies and processes that help them mature their

infrastructures and extend their capabilities.

There are several steps involved in building an effective

BYOD program. Technology must work hand-in-hand with

its business counterparts; relevant functional groups must

be engaged throughout the process; and efforts must be

rooted in the answer to a basic yet fundamental question:

why are you doing BYOD?

The result is a BYOD program that is aligned with corebusiness strategies, balances the needs of your enterprise,

and is rooted in its core objectives and reflects risk

mitigation decisions proactively made with appropriate

representation from relevant stakeholders.

BYOD is inevitable. Your employees are driving the

trend. Your peers are managing its opportunities

and threats. The choice to address BYOD is not a

matter of if, but when.

An approach that starts with defining your BYOD

objectives and assessing your risks can help you

navigate the multitude of BYOD management

pitfalls.

To get started, engage your business and

technology stakeholders to understand your

rationale for BYOD. Unlocking these objectives will

set you on the right path.


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Endnotes

1 Rockel, Nick. (February 2012). Bring your own device to work is more than a trend. Globe and Mail.

2 Bradford Networks. (2011). Bring Your Own Device (BYOD) Unleashed in the Age of IT Consumerization. Retrieved from http://resources.

idgenterprise.com/original/AST-0055442_BradfordWP0103_2_.pdf

3 Lessard, Tyler. (April 2012). BYOD: Powerful Enabler or Impending Catastrophe? Retrieved from http://www.itbusinessedge.com/cm/community/

features/guestopinions/blog/byod-powerful-enabler-or-impending-catastrophe/?cs=50155

4 Bradford Networks. (2011). Bring Your Own Device (BYOD) Unleashed in the Age of IT Consumerization. Retrieved from http://resources.

idgenterprise.com/original/AST-0055442_BradfordWP0103_2_.pdf

5 Trend Micro. (February 2012). Trend Micro Releases New Consumerization and BYOD Research: IT Executives and CEO Survey Final Report.

Barcelona: Mobile World Congress 2012.

6 Marsh, Chris. (September 2010). Latest Enterprise Mobility Survey: Sometimes Less Control Means More Productivity. Yankee Group Research Inc.

7 Trend Micro. (February 2012). Trend Micro Releases New Consumerization and BYOD Research: IT Executives and CEO Survey Final Report.

Barcelona: Mobile World Congress 2012.

8 Kaneshige, Tom. (April 23 2012). Are BYOD Workers More Productive?. CIO Magazine.

9 Foley, Mary Jo. (January 2010). The consumerization of ITand of Microsoft. Retrieved from http://www.zdnet.com/blog/microsoft/

the-consumerization-of-it-and-of-microsoft/5019

10 Wallin, Leif-Olof. (October 2011). Gartners View on Bring Your Own in Client Computing. Gartner

11 Girard, John. (October 2011). Seven Steps to Planning and Developing a Superior Mobile Device Policy. Gartner

12 Maiwald, E. (2012), Gartner: Mobility and Security. Gartner

Contacts

Arish Kathawala

416-601-6506

[email protected]

Ashwin Kumar

416-643-8292

[email protected]

David Noseworthy

416-874-3288

[email protected]

Erick Vandeweghe

416-775-7405

[email protected]

Fawad Baig

416-867-8146

[email protected]

Ian Y. Cheng

416-775-4756

[email protected]

Jaspal Dhillon

416-775-7187

[email protected]

Urooj Khan

416-775-8606

[email protected]


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