Driving Business Value With BYOD (IDC)

8/10/2019 Driving Business Value With BYOD (IDC)

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Driving Business

Value with BYODWHITE PAPER

Sponsored by Huawei

Ian Song A Research Manager with IDCs

Asia/Pacific Client Devices team in June 2013


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Driving Business Value with BYOD WHITE PAPER

Analyst Prole

and ResearchContents

Ian SongResearch Manager,

Client Devices

Ian Song is a Research Manager with IDCs Asia/Pacic Client Devices team. Based in Singapore, Ian is responsible for the development of

the region's Client Virtualization program, and is also involved in building IDC's Enterprise Mobility research. His coverage includes the next

generation workspace as well as emerging technologies and trends such as the consumerization of IT.

Ian was a Senior Research Analyst at IDCs Worldwide Enterprise Virtualization Software program in Boston before joining IDC Asia/Pacic.

In that role, he examined virtualization software products deployed within the enterprise, focusing on software designed to virtualize the

client environment. He was responsible for sizing and forecasting the client virtualization market on a global level. He has represented IDC

by speaking at multiple industry conferences, and was quoted in publications such as the Wall Street Journal, Newsweek, CIO Magazine,

NetworkWorld and ComputerWorld.

Prior to joining IDC, Mr. Song worked as an information technology consultant at Harvard University. While there, he led multiple projects

including implementation of virtualized services, streamline application delivery and centralizing client support services. Additionally, Mr.

Song worked as a technology consultant for Sapphire Technologies where he participated in multiple large-scale system deployment

projects. He also worked at IBM global services and for Cisco Systems' product marketing team while on internship programs.

Mr. Song holds a B.A. in Information Systems and Digital Media, with a minor in Chinese studies, from the University of Massachusetts at

Amherst. He also holds an MBA from the Tepper School of Business at Carnegie Mellon University.

02IDC OPINION

03IN THIS WHITE PAPER

04SITUATION OVERVIEWWhat Is BYOD

BYOD Trends in Asia/Pacific

Different BYOD Platforms

Benefits of BYOD

Challenges of BYOD

Managing BYOD

Developing an Enterprise Mobility Framework

12FUTURE OUTLOOK

13ESSENTIAL GUIDANCE

14CONCLUSION


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IDC Opinion IN THIS

WHITE PAPER

The rise of bring your own device (BYOD) has brought forth real challenges for companies as IT departments begin to lose the absolute

control they once enjoyed in the enterprise. Although some organizations still question if BYOD is just a passing fad, IDC believes that

BYOD is the new norm of enterprise computing. In fact, BYOD represents the emerging phase of the enterprise mobility model that has

the potential to truly transform the way people and enterprises work in the coming years. As the hype of BYOD continues to build, many

companies are approaching mobility in a reactionary fashion. This means organizations have been scrambling to nd point solutions that

can manage the inux of personal devices in their environment. However, what BYOD and enterprise mobility enable for the enterprises

are far beyond just maintaining the status quo of enterprise IT. A holistic and strategic approach to BYOD and enterprise mobility can yield

measureable business and operational improvements within the enterprise, at the same time creating sustainable competitive advantages

for the organization.

The value of BYOD and enterprise mobility is not something that can be accomplished with just single-point solutions. The journey of BYOD

and enterprise mobility nirvana is long and challenging, and it cannot be taken on alone. For the enterprises, the rst step is to understand

the specic benets mobility can bring to their organizations and therefore can facilitate the development of a holistic mobility strategy.

Instead of utilizing point solutions to address specic issues, a platform approach is more suitable because it can grow with organizations

as their needs evolve. When it comes to implementation, organizations need to consider scalability and exibility of their mobility platform

while grounded by the underlying need for security. Yet, many companies have found security to be a complex and costly undertaking.

This is because mobility security has multifaceted requirements that extend to devices, networking, content, and usage patterns. Although

complex, security plays an important part in designing a holistic mobility platform based on an open ecosystem which allows the end users

to fully utilize whatever devices they are using.

Across Asia/Pacic, an increasing number of consumers have begun to bring their own mobile devices into the workplace. A recent IDC

survey indicates that more than 90% of surveyed companies in the region has heard of, or are dealing with managing BYOD. While many

companies are struggling to manage the BYOD trend, evidence suggests that BYOD is evolving into the new normal of corporate IT.

This IDC White Paper focuses on the in-depth exploration of BYOD, and to a larger extent, enterprise mobility. In this document, IDC

discusses what BYOD and enterprise mobility mean to an organization. At the same time, IDC provides an overview of the mobility markets,

as well as analysis of overall market trends.

Addressing consumerization in the enterprise requires development of an effective mobility strategy. But before such strategy can be

developed and implemented, clear understanding of business drivers for BYOD has to be recognized. In this White Paper, IDC discusses the

benets mobility can bring to an organization and the challenges it will face when designing, testing, and implementing a mobility strategy.

As consumerization continues to gain momentum, having unmanaged and unsecured devices in the enterprise environment will leave the

organizations extremely vulnerable to breaches; at the same time, these organizations will also miss the growing opportunity in creating

efcient mobile workforces.


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What Is BYODBYOD is the practice of employees utilizing their own personal devices for work purposes and using said devices to access privileged

company resources such as corporate emails, data, databases and applications as well as personal applications and data.

SITUATION OVERVIEW

BYOD Trends in Asia/Pacic

BYOD is gaining rapid traction in Asia/Pacic. As consumers now often have access to better personal technology than what enterprises

could offer, consumerization has eventually led to the rise of BYOD. In the traditional end-user management model, IT has the ability to

centrally manage and secure all aspects of the device end users have access to. With BYOD, IT has lost some of that ability to centralize

the management of devices users use. According to IDC's end-user BYOD survey, 93.3% of all respondents across Asia use personal

smartphones in their companies, but only 13.5% reported their companies have a formalized policy on BYOD that provides any kind

support. One of the reasons why many companies do not have a policy on or provide support for BYOD is that managing mobile devices in

a heterogeneous environment is a complex undertaking. Although security is a top concern for most companies when it comes to mobile

devices, BYOD is dangerously unsecure in the corporate environment without proper management even with security solutions in place. The

more important factor for organizations facing BYOD challenges is not about how to contain it, but rather how to leverage it and manage

it holistically in order to drive improvement in productivity through a well-design strategy.

Different BYOD Platforms

There are three popular device platforms users tend to use: smartphone, tablet, and notebook PC. Each of the platforms exhibits different

characteristics in user adoption and utilization. Key ndings are as follows:

Smartphone

Smartphone is the most popular device platform for BYOD because of its size and ca pability. Not only it is small enough to be with users at

all times; it is also powerful to complete some basic work functions. According to a recently conducted IDC survey, aside from making calls

and sending text messages, most BYOD users use their smartphones to check email and calendar, browse the Web, and read documents.

These types of BYOD actives account for about 36.7% of all activities on consumer smartphones shipped in the region. For other more

complex tasks like creating documents, accessing corporate apps (cloud and local) and attending meetings, utilization drops to 13.4%

across the region.

Tablet

For many white-collar employees, tablets are becoming a viable replacement for PCs, and across Asia/Pacic, an increasing number of users

are bringing their tablets to work. Due to its size, tablet is utilized more diversely than smartphone. While typical tablet users do spend

time with performing standard tasks like check email/calendar, read documents, and browse the Web, BYOD tablet users are more likely to

spend more time on non-standard tasks. IDC noticed that BYOD tablet users spend more time on tasks like accessing cloud-ba sed services,

using social media, and attending virtual conferences. There is no question that tablets are versatile devices and users are more productive

when using them than with smartphones.


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Notebook PC

Unlike users of smartphones and tablets, BYOD users of PCs tend to be heavy-content creators. This is because notebook PC is still the

workhorse device for creation-centric BYOD users. It is not surprising that IDC's survey results reveal that BYOD notebook users a cross Asia

spend more time on creating content when compared with smartphone and tablet users. IDC believes while notebooks may compromise

on device portability, in the hand of the right user, they are in fact far more productive than users depending purely on just smartphones

and tablets.

Benets of BYOD

The core benet of BYOD is that it is the perfect model to complement the shifting paradigm of work. With the transition from xed to

mobile happening at a fast pace, BYOD allows employees to use the devices they are familiar with, which can improve general productivity,

foster increased collaboration, and drive innovation. For organizations, a well-secured and managed BYOD model can deliver benets that

are categorized into three: operational, nancial, and organizational.

Operational Benets

The results of well-deployed and supported mobile solutions will not only improve business operations but also raise employees' job

satisfaction levels. The days when people were happy to sit behind their desks from 9 to 5 are over. Employees want exible working

alternatives, and it is up to the IT department to provide the solutions that support such work arrangements and employees to use both

company-issued and employee-owned devices.

This should also lead to higher productivity as employees will now have access to solutions during traditional downtime when out of the

ofce, particularly when they can a ccess those solutions on t heir preferred devices.

Financial Benets

Companies have a difcult time assessing the returns they get from their initial mobility investments for a variety of reasons, including the

difculty of measuring soft benets like productivity, and the challenge of identifying and allocating a ll the associated costs, including voice

and data charges as well as support costs. However, once mobility solutions move beyond mobilizing the person to mobilizing the process,

it will be easier to quantify and measure business impact (e.g., sales and/or sales conversion rates).

Another financial benefit for companies is that BYOD initiatives are a great way to increase the number of productive "assets" in the

organization without the associated capital expenditure, even though management and support of those devices creates an ongoing

operating expense.

Organizational Benets

Consumerization of IT has damaged the reputation of IT in many organizations. In the past, IT was viewed as the enabler that provided the

technology that drove the business. Now, users typically have more powerful devices (e.g., laptops and smartphones) at home than in the

ofce, and users view the IT department as the blocker that restricts their productivity. A well-dened and implemented mobility strategy

can change that perception while still providing the overarching security framework that secures the devices, applications, and content.

Additionally, a mobility strategy that is aligned to both the organization's IT and business strategy will deliver the tangible results that drive

the business toward its strategic objectives and makes mobility central to that success.

Challenges of BYOD

When asked, most organizations state that security is the biggest challenge for implementing BYOD in their environment. While security is

certainly the biggest issue with enterprise BYOD, it certainly is not the only challenge. The bottom line is that managing consumer mobile

devices is a complex problem to tackle; there is no one point solution that can address the issue. For enterprises, the challenges of BYOD,

whether it is security, management, enablement, and so on, merely reflect the need for organizations to view the mobility challenge

holistically and develop a more sustainable enterprise mobility strategy.


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Managing BYOD

FIGURE 1 Enterprise Mobility Ecosystem Source: IDC, 2013

The following eight focus areas demonstrate the growing complexity of the enterprise mobility ecosystem (Figure 1), which has evolved

dramatically in recent years. Organizations looking to properly manage BYOD in their environments would need various solutions from

different vendors to address the need to mobilize their users and business processes.

Dening users. Just because every user in an enterprise can practice BYOD does not mean everyone in the enterprise should. The rst

step an organization would need to take is to classify the users in its environment to allow or disallow BYOD access. At the end of

the day, if a user cannot realize tangible benets from leveraging BYOD in the enterprise, then there is no case for allowing such user

to BYOD. Developing a BYOD policy based on user denition is the rst thing any organization needs to do when designing a BYOD

strategy.

Mobile device management (MDM). For enterprises dealing with BYOD, MDM is becoming an indispensible solution in ensuring

general device management and security. As many organizations have either permitted or cautiously allowed a BYOD corporate

policy, MDM is the foundational technology to manage employee-owned devices. In recent years, MDM solutions have evolved to

take into account the changing needs and complex mobile requirements of the modern enterprise. MDM solutions that can support

and consolidate management and security of multiple mobile OS environments, which is the reality in most workplaces today, should

be the only type organizations consider. As MDM technologies continue to evolve, and larger IT vendors begin to venture into the

MDM space, customers should expect MDM solutions becoming increasingly integrated with the organization's infrastructure such as

networking.

Additional security. Additional security means any security measure beyond what existing MDM or enterprise security solutions

can deliver. This can mean either a policy-driven approach or additional device intervention, or both. With the policy approach,

organizations should actively educate users on what they can and cannot do with their personal devices in the corporate environment,

what applications they should use and should not use, and the best practices when working with their own devices. With additional

device intervention, IT can install additional tools designed at activity monitoring, limiting device functions based on location, and data

encryption.

Wireless LAN access control. With BYOD, organizations should revisit their wireless LAN access control capabilities to ensure service

delivery to personal devices as well as access to sensitive data is not compromised. This may mean acquiring new networking solutions

that are designed to integrate with MDM solutions which ensure the right level of access is granted based on device type and user

credential.

Unied communications and collaboration. Enabling unied communications and collaboration capabilities of personal devices can

generate additional value to organizations by improving employee productivity. This can be done by integrating existing enterprise

communications and collaboration solutions to employees' personal devices, which will allow users to participate in virtual meetings

and produce inputs regardless of user location.

Secure remote access. Secure remote access enables personal devices to log into the corporate network securely from outside the

corporate network. However, BYOD users may not have the expertise to set up solutions like secure VPN on their mobile devices.

Therefore, IT should leverage capabilities from MDM solutions or other sources to remotely congure end-user devices in order to

minimize end-user complexity.

Mobile application and content management. Existing corporate resources may not be optimized for mobile devices. At the same

time, applications designed specically for mobile devices can drive additional productivity. Therefore, IT must look into solutions that

can manage and secure mobile applications and content delivery to employees' personal devices. Many MDM vendors are already

offering mobile applications and content management as part of their solutions. Additionally, organizations should also consider

converting or upgrading certain internally developed applications that employees often use on their mobile devices, as a mobile-

optimized version will yield higher usability and therefore productivity. During this process, customers can use software development

kits (SDKs) from third parties to improve the overall manageability and security of the applications.

Virtualization. Desktop virtualization is useful for users who use the notebook PC and tablet BYOD models. Technologies such as

virtual desktop infrastructure (VDI) host multiple unique and isolated desktop operating systems aboard a single server or group of

servers in the datacenter. The virtual desktops are delivered to the end users' devices via the network. By do ing so, end users will have

complete access to all corporate resources and applications while security is ensured. The virtualization model enables IT to manage

personal notebooks and tablets without the need to invest heavily in device management since all resources users access are located

in the datacenter, where policies can ensure security. While desktop virtualization differs from device management technologically,

depending on the organizational need, virtualization can either complement or replace device management.

Organizations facing management challenges from BYOD should look to their infrastructure before evaluating specic software solutions.

Traditional networking infrastructure is ill suited to manage the myriad of new devices coming on to the corporate network. Organizations

not only have to consider access level management but also need the ability to manage bandwidth, trafc, and resources allocated to

the mobile devices. Organizations' underlying networking access and security layer for mobile devices should leverage purposely built

hardware-based solutions. Because of the immediate management benets the infrastructure-level solutions can deliver and the necessity

for hardware-based solutions in the holistic enterprise mobility ecosystem, IDC recommends that companies tackle rightsizing their

infrastructure before evaluating specic software-based solutions. Additionally, organizations can create synergistic results by implementing

mobility-related infrastructure components such as server and storage. By improving the overall infrastructure layer, organizations can ensure

fully scalable capacity that anticipates the additional load created by enterprise mobility while minimizing downtime. Vendors that address

customers' mobility infrastructure needs through either a converged or holistic solution can help customers minimize implementation costs

while speeding up time to market.


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Developing an Enterprise Mobility Framework

With the influx of consumerization and BYOD, corporate IT departments have been pushed into opening up their normally secure

infrastructure to support such trends. To mitigate the new risks that this creates, companies have deployed MDM solutions to manage both

company-issued and employee-owned devices. However, few organizations have developed any kind of mobility strategy that establishes

user access proles based on role, or to implement solutions that protect the applications and content on the devices or solutions that

enable access, storage, and sharing of les across their network. The extent of an organization's enterprise mobility strategy usually begins

and ends with the ca pabilities of the MDM solution it currently uses.

While 2012 saw the explosive proliferation of MDM solutions in enterprises, 2013 will likely be the period when companies will take

stock of their current mobility solutions and rewrite their mobility strategy. Many organizations are realizing that their reactive approach to

BYOD has left them in a situation in which their existing mobility investments will not support their long-term objectives. Going forward,

companies will likely to take a more methodical, structured approach to mobility by engaging a wider stakeholder audience to develop a

future-proofed mobility strategy. In a way, many companies took one step forward by launching BYOD initiatives, but now many will take

two steps back to put a proper mobility strategy in place.

IDC has developed a three-phase framework for enterprise mobility that o rganizations looking into making a s trategic approach to mobility

should focus on.

FIGURE 2 The Three-Phase Approach Source: IDC, 2013

Phase 1: mobilizing the person. Mobilizing the person means the organization should make the investment to fully support the

incoming consumer-level mobile devices, regardless if it is personally owned or corporate owned. In this phase, the challenges will be

mostly technical. In fact, mobilizing the person is very similar to what an organization should do to in addressing BYOD management

issues (refer back to Figure 1). The goal of mobilizing the person is to lay the ground work for a mobility platform to which IT can scale

and grow to other parts of the business in order to drive value creation. While the technical aspect of this phase may be challenging,

only IT and some high-level buy-in are needed. Additionally, capital investments in mobilizing the person will be high and the ROI not

as easily measured.

Phase 2: mobilizing the process. Mobilizing the process can happen once the underlying foundation for enterprise mobility has

been established. This is also the phase in which the value of enterprise mobility can be fully realized. At the same time, more business

groups are involved in this phase. Essentially, mobilizing the process means taking existing business processes and optimizing them to

be used on mobile devices. For example, the sales department can use mobile-optimized CRM applications to log client interaction

with their smartphones or tablets. By mobilizing business processes, better productivity and efciency can be realized, and benets can

also be measured. Drawing on the pervious example, a business can directly measure the amount of logged client interaction from

mobile devices to observe the increase in employee productivity. The challenges of mobilizing the process are twofold: rst, there will

be more stakeholders involved; it could sometimes involve every line of business within an organization. Companies would need to

carefully analyze each business process to determine the most suitable ones to be mobilized, and therefore maximize the ROI. Second,

mobilizing the business process can be a complex technical challenge for some organizations. It will require procuring additional

software solutions or reengineering existing solutions, or sometimes both. The additional cost of which can become a barrier from

gaining stakeholder buy-in.

Phase 3: mobilizing the channel. Mobilizing the channel involves collaboration between the organization and its value chain

partners. This is very much like the second phase, but the organizational and technical complexities are much higher. However,

the payback of mobilizing the channel can also be tremendous if properly designed and implemented. Mobilizing the channel can

streamline the entire value chain operation, allow quicker time to market, and resolve issues before they become problems.

For organizations dealing with BYOD, it is not enough to operate in a reactionary manner; instead, they will need to be forward-looking

and focus on the measureable business benets mobility can deliver to their environment. It is true that in the initial phase, enterprise

mobility benets are harder to quantify, as the foundations a re still being laid. But once the mobility platform ha s being built, organizations

can begin to extract the value of it by re-architecturing the way businesses are operated.

Email BYOD Security Secure Remote Access UC&C Campus WiFi

Field Services Sales Business Intelligence ERP HCM CRM Contact Center Customer Interaction

Supply Chain Manufacturing Healthcare Banking Retail Education

Mobilize thePerson

Mobilize theProcess

Mobilize theChannel


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FUTUREOUTLOOK

ESSENTIAL GUIDANCE

As we enter the second half of 2013, enterprise customers will no longer seek point solutions to address their mobility requirements such as

pure-play MDM, but rather seek out mobility platforms that support multiple requirements as well as integrate with other co nsumerization

trends. Many large security and enterprise systems vendors have already built or acquired MDM solutions as part of their platform offerings.

Larger enterprise vendors' platform approach means they can provide more enticing, integrated, and fully supported solutions to enterprise

customers where singularity in offering is always valued. Hence, IDC believes the days of pure-play MDM vendors are limited. To drive

business, vendors in the enterprise mobility space have to approach customers through a platform message with technology professionals

while fostering a longer-term, strategic discussion with key company stakeholders and business leaders.

For customers that already have a solid mobility strategy in place, 2013 will be the period when they will start to be more aggressive in

leveraging the advancements in technology to drive more disruptive changes in their o rganizations. Enterprise mobility's role in business will

move beyond mobilizing people and business processes; new business models a nd work styles will emerge as a result of what mobility can

enable. Gone are the days when ideas were limited by the technology; innovation in todays workplace is only limited by what partners and

vendors can deliver. As to whom customers turn to, vendors and partners that understand customers' strategy and deliver solutions that

align with customers' vision are better positioned in the marketplace.

Ultimately, enterprise mobility is just a part of the overall end-user workspace. While BYOD is the catalyst for organizations to seriously

address the need to manage the shifting paradigm of work, the fact remains that without a holistic end-user workspace strategy, enterprise

mobility will always be only a partial end-user solution. What vendors are now looking to create are end-to-end solutions for users that

tie together multiple platforms that can truly drive next-generation productivity. The ideal use case for such solutions is for today's white-

collar workforce, in which employees can use mobile devices while out of the ofce and switch seamlessly to a more productive desktop

environment while in the ofce. Technologies required for such solutions usually involve multiplatform application (desktop and mobile)

support, content, and device management that span across multiple parts of enterprise IT such as infrastructure, virtualization, mobility,

end-point devices (PCs, thin clients, smartphones, and tablets), and services. Vendors that can streamline the delivery of the next-generation

workspace solution will be favorably positioned in the market.

There is no doubt that MDM has been the key discussion point for many companies looking to address their BYOD challenges in the past.

However, going forward, organizations are realizing that MDM alone is no longer sufcient to support their enterprise mobility vision.

Companies developing a future-proof mobility strategy will need to not just focus on device management but also extend their strategy

to cover their entire end-user environment. To capitalize on the momentum BYOD has created, organizations will need to streamline their

entire end-user space to fully realize the measurable benets. In a way, many companies took the rst step toward enterprise mobility by

launching BYOD initiatives supported by MDM, but the ongoing enterprise mobility needs will quickly outgrow what MDM can address.

What this means is that pure-play MDM solutions will give way to solutions that will help customers build mobility platforms that support

multiple requirements as well as integrate with other consumerization trends. While MDM is still a vital part of the basic solution, it is

playing more of a supporting role in the mobility platform discussion. IDC believes the days of the pure-play MDM solutions are at an end.

The next phase of mobility will require customers to consider a much wider set of capabilities, from datacenter hardware to endpoint

devices to management solutions to services that touch all parts of the end-user environment.

While increasingly complex, enterprise mobility is key for customers to address immediate challenges such as BYOD, and to establish

long-term competitive advantages. Approaching enterprise mobility requires the right mindset. IDC recommends that the following be

considered by organizations:

Be strategic. IT must work with mobility so lution stakeholders, including the lines of business, security business units, and employees,

to develop a thorough mobility strategy that includes detailed user proles and solution road maps. This mobility strategy should be

aligned with both existing IT and business strategies, as it is fundamental to both. More often than not, mobility can also be cross-

leveraged with other solutions to further extend business value.

Be secure. Extending applications and corporate data to a variety of mobile devices will increase the risk of company-sensitive data

being lost or stolen. Make sure that the devices allowed onto the network are subject to the same IT security policy requirements as

connected devices to mitigate this risk.

Be selective. There are hundreds of vendors that will claim to solve customers' mobility challenges; however, it is vital that the vendor

meets the customer's technical requirements, understands the business, integrates with existing technical infrastructure, a nd provides

a mobility solutions platform that will support and extent future mobility deployments.

Be prepared. The mobility industry is constantly changing with the launch of new devices, operating systems, and solutions. Future-

proong mobility investment would require that the overall strategy and the selected partners can adapt to incorporate them.

Organizations will always view the emergence of mobility differently, depending on the effect it has on their business. Companies have

to ask themselves: What exactly mobility means to our organization? And how can mobility positively affect our business? Without truly

understanding the value proposition of enterprise mobility for them, organizations will always approach BYOD and mobility as problems to

be solved, instead of opportunities to be harnessed. IDC suggests that the rst step for organizations facing BYOD challenges is to take a

step back and view mobility as a business problem instead of a technical one, and create the mobility strategy for the company based on

the business value it can generate.


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It should be painfully clear to companies that consumerization and BYOD are not just a trend or fad, but the new normal in corporate IT.

Additionally, the emergence of Gen Y and Z into the workplace will herald a culture in which mobility and social media drive new models of

productivity. There is no better time than now for decision makers to start planning for this eventuality. While mobility began its life in the

enterprise simply to provide ubiquitous email access to selected individuals, the overarching theme since then has been one of intelligent

transformation. It is perhaps one of the greatest transformational technologies of our time. Mobility should not be viewed as a threat or be

feared, but should be considered an opportunity that can br ing far-reaching improvements in the way organizations function.

Companies embarking on the mobility journey should know that they are not alone. In fact, many vendors have already started to offer

specic enterprise mobility solutions. For customers, the best partner to have on the mobility journey is one that shares a mutual vision andhas the holistic hardware, software, and service capabilities to deliver a scalable and secure platform for the customers to grow with.

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CONCLUSION

Driving Business Value With BYOD (IDC)

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