2. 2
Table of Contents
_
Introduction ................................................................................. 3
Quick wins all around................................................................. 4
Drivers for mobile initiatives ..................................................... 5
What comes next ........................................................................ 7
Map out a long term roadmap
by defining a mobile strategy............................................... 7
Leverage mobility as a true driver for transformation
and innovation ....................................................................... 9
Get a view on how well you are doing by measuring
the results................................................................................. 10
Align the organisation to the mobile strategy
to increase the return on investment................................. 11
Make sure that the right applications and data are
used in the processes by integrating mobility
efforts with the company..................................................... 13
Position the user in the centre
to increase the adoption rate............................................... 14
Make sure that your data is not out on the streets
by ensuring security............................................................... 15
Conclusion ................................................................................... 16
Appendix....................................................................................... 17
3. Rapid technology developments in
wireless connectivity and mobile
devices marked the beginning of the
mobility revolution. Next came the
apps renaissance, when intuitive,
engaging pieces of software, tailored
for smart phones and tablets, began
to change our day-to-day lives. This
revolution has now reached busi-
nesses . Companies are engaging in
various mobile initiatives to increase
the efficiency of their workforce and
to boost their sales, materialising many
of the quick wins that can be obtained
through mobility. However, to max-
imise the benefits that mobility offers,
organisations need to start implement-
ing a more corporate-wide approach
to mobility. This imposes new chal-
lenges on today’s CIOs. Mobile is more
than apps and automation of pro-
cesses. It requires companies to build
up new capabilities to develop and
manage these mobile applications and
devices, using mobility as a real driver
for innovation.
This paper discusses the key findings
from the CIONET Mobility Survey 2012.
The purpose of the survey is to assess
the maturity of a company’s mobil-
ity efforts, as well as to gain insight
into the focus of these efforts. The
survey is based on the Mobile Strategy
Framework that is summarised in
Appendix 1. A total of 142 respondents
participated in the survey, representing
companies from 13 different countries,
various industries and corporate pro-
files. For more details on the survey and
the respondent demographics we refer
to Appendix 1. The responses to the
survey provided clear insights on the
state of mobility in today’s companies
and the general trends across industries
and countries.
Key takeaways for
organisations that want
to advance in mobile
are to develop a mobile
strategy and to rethink
their operating and
business model to
leverage full mobile
potential.
3
Introduction
4. 4
4+14+39+31+12+A
There is no doubt that mobility is and
will be transforming businesses at
almost every level and yield exponential
returns as they converge. Unlike other
technology trends mobility has the
potential to impact businesses immedi-
ately. As the survey results in Figure 1 in-
dicate, more than 80% of organisations
consider mobility to be at least within
the top 10 of their strategic priorities.
Around 30% of organisations have
mobility in their top 5 list of priorities
and 12% of organisations say mobility
is a top 1 or top 2 priority. In addition,
70% of the organisations already have a
list with mobile initiatives that they are
currently undertaking. Because mobile
technology is so familiar, practical and
accessible, organisations see mobile
projects popping up in different corners
of their business. Focused in scope,
simple in execution, and well under-
stood by the business, these mobile
apps and devices can provide quick
wins.
Mobility has the
potential to impact
business immediately.
It’s accessible,
understandable, and its
impacts are easily visible.
Quick wins all around
How important is mobility
to your organisation?
More than 80% of
organisations consider
mobility to be at least
within the top 10 of their
strategic objectives.
80%
39,1% Medium
(within the top 10)
4,26%
Not a priority
13,48%
Low (not in top 10)
31,21% High
(within the top 5)
12,06% Very high
(top 1 or 2)
Figure 1
5. 5
Drivers for
mobile initiatives
Mobility has the potential to affect
companies’ efficiency in a variety of
areas, from diversifying the workforce
to entirely reshaping business models,
and interacting with customers in new,
innovative ways2
. A distinction can be
made between internal-oriented and
external-oriented mobility. Internal-
oriented mobility can be seen as
beneficial for the business and the
employees or driven by the own IT
department, while external-oriented
mobility is focused on customers, sup-
pliers and competitors. An overview of
the possible drivers for mobile initiatives
is presented in Figure 2. Companies
indicate that the business is the main
driver for mobility initiatives, followed by
the IT department and the employees.
External pressures such as the custom-
ers, the competition and the suppliers
are less important drivers for mobility.
When the business or the customer is
the driver for the mobile initiative, full
support from senior executives is pro-
vided in more than 60% and more than
45% of the organizations respectively.
On the contrary, support from senior
executives is much less common when
the IT department or the employees are
the driver for the mobile initiatives and
drops completely in case of suppliers
being the main driver (Figure 3).
2
Tech Trends 2013, Elements of Postdigital, Deloitte,
http://www.deloitte.com/assets/Dcom-UnitedStates/
Local%20Assets/Documents/Consulting/Technology/
TechTrends13/us_cons_techtrends13.pdf
The customers
The business
The IT department
The employees
The competition
The suppliers
47,48%
25,18%
17,27%
8,63%
0%
0%
Figure 2 Figure 3
18+50+132=
50+56+84=
82+60+58=
56+90+54=
200=
200=
There is full support
from senior executives
There is limited support
from senior executives
The support is provided
at BU level
Drivers for
mobile initiatives
Senior Executive support
per mobile driver
The business
The IT department
The employees
The customers
The suppliers
The competition
6. 6 Not surprisingly, companies indicate
that the most important reason why
they engage in mobile initiatives is to
increase the efficiency and effectiveness
of their employees, followed by the
potential to reduce the cost of doing
business. Though not a main driver, the
third most important benefit compa-
nies aim to achieve through mobility
is the possibility to enhance customer
relationships. In line with the previ-
ous findings, the potential to increase
the efficiency of supplier relationships,
improving employee satisfaction and
improving the sharing of knowledge and
ideas are seen as less important benefits
(Figure 4).
Looking at the type of mobile applica-
tions companies have already in place
today, office productivity (email, calen-
dar, contacts) is by far on top of the list.
Closest followers are collaboration tools
and social media. An explanation for this
trend can be found in the fact that the
‘fit for purpose’ of mobile solutions is
more clear within these areas, while ap-
plying mobility in domains such as HR,
CRM and sourcing requires more effort
and involves a bigger change in the way
the organisation operates. When look-
ing at the future, organisations plan to
implement mobile solutions for enter-
prise performance management and
sales force automation.
Figure 4
Importance of mobile benefits
A large number of
companies plan to
implement mobile
solutions for enterprise
performance
management and
sales force automation
within the next 12
months.
Gains in efficiency and
effectiveness are the
most important reasons
for a business to engage
in mobile initiatives.
Increase employee effectiveness and efficiency 79%
Reduce cost of doing business; Increase efficiency 74%
Improve customer relations (customer loyalty, brand loyalty) 72%
Offer new products or services 66%
Redesign business processes 65%
Increase the capabilities to leverage all information in the organisation 64%
Increase sales (attract new customers, upselling) 63%
Maintain employee satisfaction 61%
Improve sharing of knowledge and ideas 58%
Increase the efficiency of supplier relationships (eg. provide more accurate stock level) 48%
7. 7It is true that mobility can yield many
opportunities to realise quick wins.
Nevertheless, to really benefit from the
big opportunities and value that mobil-
ity holds, companies need to take a
more carefully planned approach to
mobility. It requires a shift from an ad
hoc approach towards a more strategic
and mature corporate-wide approach.
However, survey results indicate that
many organisations are not yet prepared
for this stage. The following sections
identify what we think are the next steps
to take for companies who want to
stay ahead of the mobility curve, which
reflect areas in which today’s organisa-
tions often fall short.
The action points are (listed in order of
importance):
1. Map out a long term roadmap by
defining a mobile strategy,
2. Leverage mobility as a true driver for
transformation and innovation,
3. Get a view on how well you are do-
ing by measuring the results,
4. Align the organisation to the mobile
strategy to increase the return on
investment
5. Make sure that the right applications
and data are used in the processes
by integrating mobility efforts with
the company
6. Position the user in the centre to
increase the adoption rate
7. Make sure that your data is not out
on the streets by ensuring security.
What comes next
Map out a long term roadmap
by defining a mobile strategy
Mobility can lead to big opportuni-
ties for a business, if planned carefully.
At a Technology Innovation Event3
at
Deloitte premises, attendants were
asked if they agreed with the state-
ment “My company does not have a
mobile strategy”. Even more than half of
the participants agreed with the state-
ment as depicted in Figure 5. Eight to
ten months later, no clear change in
importance of mobility has been recog-
nized. Almost half of the organisations
that participated in this survey have an
ad hoc approach to mobility. About
one quarter of the organisations have
a well-defined mobile strategy and the
remaining quarter is defining a mobile
strategy at BU level.
“My company does not
have a mobile strategy”
56%
3
Deloitte Technology Innovation Event, 27 March
2012, Event Lounge, Brussels
1
8. 8
Taking a closer look at Figure 6, we
can see that there is a lot of variance
in strategy definition per industry:
on the one hand industries such as
Construction, Life Science & Health
Care and Manufacturing sectors con-
firm the overall findings while on the
other hand, the Energy & Resources,
Technology, Media & Communication
and Public sector have a stronger
tendency towards the definition of a
mobile strategy.
Looking forward, we can say that
companies that want to be successful
in the mobile age need to elaborate a
strategic view on mobility, mixed with
an enterprise-wide approach. Mobility
cannot be disconnected from other
technology trends that mark the post
digital enterprise4
, in particular cloud
computing, social media, advanced
analytics and cyber intelligence. Taken
together, these trends enable a deep
realignment between the business strat-
egy and technology roadmap, reflecting
growing expectations for both business
and technology performance in the
post digital era.
Energy & Resources
Technology, Media & Communication
Public Sector
Financial Services
Customer Business & Transportation
Manufacturing
Life Science & Health Care
Construction
Figure 6
108+108+184=
112+112+176=
142+192+72=
168+224+16=
232+80+108=
268+68+64=
284+116=
348+52=
We have an ad hoc approach
to mobility
We are defining a mobile
strategy at BU level
We have a well defined
mobile strategy as part of the
corporate strategy
Mobile strategy per industry
4
Tech Trends 2013, Elements of Postdigital, Deloitte,
http://www.deloitte.com/assets/Dcom-UnitedStates/
Local%20Assets/Documents/Consulting/Technology/
TechTrends13/us_cons_techtrends13.pdf
9. 9
Leverage mobility as a true driver for
transformation and innovation
Placing a “mobile veneer” over existing
offerings and business processes can be
a smart way to get value from mobility
in a short amount of time. However, in
order to really profit from mobility, it is
not enough to create quick wins, but
to consider mobility itself as a constant
driver of innovation. Companies need to
rethink the underlying tasks and pro-
cesses targeted. As our society keeps
evolving into the information age, the
amount of data collected and reported
is growing exponentially. Mobility is a
practical answer to this need, but it also
offers an opportunity to change the
business language, to potentially deliver
information in a refreshing, innovative
and forward looking way.
Mobility has the potential to change the
traditional value chain, putting pres-
sure on existing retail and distribution
channels. A reference can be made to
the film, music and publishing industry.
Companies that want to be prepared for
the post digital age should use mobil-
ity not only to rethink their operational
model but also to reinvent and enrich
their business model. Together with
other technology trends such as social
media and cloud computing, mobility
can fundamentally reshape the way we
think and do business. Since the start of
the internet revolution, the disruptive
changes in technology have reshaped
organisations, forcing organisations to
build on their digital business model.
However, putting a digital layer over
the existing business model is not
enough. Companies need to explore the
ways in which these new digital chan-
nels, including mobile solutions, can
impact their value proposition. When
fully leveraged, companies should see
mobility as a compliment of traditional
channels and eventually a replacement.
Only those companies that smartly and
proactively engage in these technologi-
cal disruptions and that recognise the
power of digital networks and knowl-
edge flows will be able to succeed in
the digital era. Figure 7 shows that over
half of the organisations admit that
they have a cautious approach towards
mobility and a quarter of the organisa-
tions only uses proven technology. Only
a small portion dares to set the exam-
ple and engage early in mobile trends.
Furthermore, only one fifth of all organi-
sations use mobile applications to build
new and innovative business logic rather
than developing mobile interfaces on
top of existing business logic.
2
10. 10
Get a view on how well you are doing
by measuring the results
“You can’t manage what you don’t
measure” is an old management adage
that is still true today. Many organisa-
tions do not yet measure what is going
on with their mobile initiatives. Over
65% of the participants have no KPIs de-
fined and less than one third has some
basic KPIs to track internal and external
adoption (Figure 9). Additionally, 30% of
the organisations do not measure the
success of mobile initiatives according
to their business case and only half of
the organisations do this only for major
initiatives. It is obvious that many or-
ganisations still have a long road ahead
in the journey to develop knowledge
through measurement.
There is a big difference in develop-
ment approach of mobile applications
per industry, as shown in Figure 8.
Industries such as Construction and
Manufacturing mostly buy existing
applications. The Public Sector, Life
Science & Health Care and Energy &
Resources sectors are building their
own applications while the Financial
Services, Consumer Business &
Transportation and Technology, Media
& Communications sectors art touch-
ing the mobile possibility to leverage
from its benefits. Furthermore, the R&D
investment in mobility that is done by
organisations is not yet very high. One
third of the organisations perform re-
search on mobility while the other two
thirds do not invest in R&D specifically
for mobility.
Technology, Media
& Communication
Customer Business
& Transportation
Financial Services
Energy & Resources
Life Science &
Health Care
Public Sector
Manufacturing
Construction
Figure 8
Figure 9
81+200+112=
112+192+96=
120+180+100=
144+180+72=
172+172+56=
184+184+32=
200+200=
300+32+68=
Yes, we are develop-
ing new (innovative
business logic lev-
eraging the benefits
of mobile specific
features.
Yes, we are develop-
ing mobile interfaces
on top of existing
business logic.
No, we only buy ex-
isting applications.
Do organisations develop mobile applications?
KPIs defined to monitor
the organisations mobile efforts
No KPIs are defined.
Basic KPIs are defined to
track internal and external
adoption.
KPIs are defined to track the
costs and benefits from mo-
bile initiatives.
65+27+8+A
65,41%7,52%
27,07%
3
11. 11
Figure 10
Are Mobile application processes
available in your organisation?
No, the processes to design,
develop, test and maintain
mobile apps and devices are
ad hoc.
The processes are in place,
some are even standardised.
The processes are standard-
ised to formal/well defined.66+24+10+A
65,91%9,85%
24,24%
Whatever you do,
don’t panic. Just start
chipping away at
some easy mobility
wins, while keeping
an eye on the larger
sculpture you’re
trying to create.
Align the organisation to the mobile strategy
to increase the return on investment
With the rise the new mobility trend, companies feel an urge to develop processes
that manage their applications, devices, operating systems and contracts.
1. Mobile applications
65% of the participants admit that they
do not have a formal process to de-
sign, develop, test and maintain mobile
applications (Figure 10). Indeed, this
can be a big shift for many IT organiza-
tions, and it typically requires new skills
and capabilities that were not available
within the traditional IT department.
There are two paths to consider: on the
one hand companies need the ability
to address immediate needs through fit
for purpose, short lived mobile applica-
tions (e.g. apps in support of company
events or for marketing purposes), while
on the other hand they need to figure
out how to use the benefits of mobile
apps to increase the efficiency of long-
term processes (e.g. employee time
registration).
Whatever you do, don’t panic. Just
start chipping away at identified mobil-
ity wins, while keeping an eye on the
larger sculpture you’re trying to create.
You don’t need to have every detail of
the overall vision mapped out. In fact,
because mobility is changing so rapidly,
that’s probably an exercise in futility
anyway. As your organization gears-
up and embarks on this journey a well
thought and agile strategy will guide
you through the identification and reali-
zation of the major opportunities.
As a consequence of this need for
flexibility and scalability, traditional ap-
proaches to application development
have become obsolete. Organisations
that want to implement mobile solu-
tions need to shift towards an agile de-
velopment method. This development
method is characterised by short incre-
mental development cycles, focused on
interaction and on the individual users.
Prototypes and working software are
developed continuously throughout the
project in order to capture early and
continuous feedback. This minimizes
the overall risk and allows the devel-
opment team to incorporate changes
quickly while putting maximum focus
on usability and end user acceptance.
4
12. 12
Figure 11
BYOD support in organisations
Employees cannot access
the network from their own
devices.
BYOD is applied, employees
are free to bring their own
hardware but use corporate
hardware for daily work.
Employees receive a budget
instead of corporate hard-
ware and are free to purchase
their own hardware.
39+60+1+A
38,64%0,76%
60,61%
“Bring you own
device” is a new
trend that effects
mobile device
management and
security.
2. Mobile device management
Organisations are doing better concern-
ing the mobile device management.
More than 60% of the participants stated
that they have some form of mobile
device management and half of the
companies have a well-documented
en generically executed mobile device
management. In particular “Bring Your
Own Device” is a trend in mobile device
management that is announced by
many sources in the last years. To get an
understanding of the maturity of BYOD,
organisations where asked if employ-
ees can access the network from their
own devices, the results can be found
in Figure 11. Surprisingly, 40% of the
organisations do not let employees ac-
cess their network form their personal
devices. This is particularly true in the
Financial sector, because of security
reasons. On top of that, over 60% of the
organisations stated that the employees
are on their own concerning support
for their own devices. On the other
side of the spectrum, the hardware,
software and networking sector are the
only ones that provide their employees
with a budget to buy and use their own
devices.
40+6040% of the organisations
do not let employees
access their network form
their personal devices.
40%
13. 13
3. Operating Systems
Another challenge is the fragmentation
in terms of Operating Systems, which
forces companies to develop mobile
applications on multiple platforms
(Figure 12). It may not be surprising that
Apple’s iOS is the most supported OS
with almost 65% of the organisations
who claim to support this OS. Google’s
Android is on a small distance with
55% of the organisations supporting it.
A bit further away are BlackBerry and
Windows 8. It is very surprising to see
that Windows 8 is already supported in
over 20% of the organisations, consid-
ering its recent release date (October
2012). Over all countries and sectors,
Apple’s iOS is most supported, except
for Spain and the public sector with
more support for Google’s Android.
4. Contract and vendor
management
The upswing of mobile devices and
apps requires organisations to recon-
sider their policies in terms of contract
and vendor management. Even among
companies that have already invested in
mobility in the past, their contracts with
service providers will typically apply to
a fraction of their workforce. Once you
give access to mobility to a wider por-
tion of users, it is a good idea to re-ex-
amine older contracts, and potentially
realize substantial cost savings.
OS Support
Make sure that the right
applications and data are used
in the processes by integrating
mobility efforts with the
company
While it may not be the first thing many
people think of when implementing a
mobile strategy, effectively managing
and integrating the company data that
is transferred between mobile devices
should be a top priority for both net-
work administrators and information
managers. On the other hand, mobile
solutions can deliver rich new layers
of data, a definite advantage for deci-
sion makers. It makes questions such as
the one version of the truth and timely
access to up to date information more
relevant than ever before. Additionally,
finding the right balance between infor-
mation access and information overload
can be extremely challenging, due to
the wireless and screen size limitations.
The current situation is that one third of
the participants claim that there is no
integration between mobile apps and
back-end systems (Figure 13). Only 22%
of the participants state that real-time
information is captured and accessible
at the moment of the transaction. This
low number of real-time information
access will be positively impacted by
two things, the rising connectivity pos-
sibilities to open wireless networks and
3G networks and better management of
security challenges.
Figure 13
Figure 12
Are mobile apps integrat-
ed with corporate data
and back-end systems?
No
Partially
Yes, data is captured/acces-
sible at the moment of the
transaction.
33+44+23+A
33,08%22,56%
44,36%
4,29%
Other
24,29%
Windows 8
37,14%
BlackBerry
54,29%
Android
64,29%
iOS (Apple)
5
14. 14
Position the user in the centre
to increase the adoption rate
To get the customer, supplier, employee
and manager into the mobility story
of the organisation, it is important to
place the user in the centre of attention.
Consider aiming for simple, intuitive,
and efficient designs with an appeal-
ing user interface. Some of the most
effective apps put usability in the centre
of attention. That is what makes them
so powerful. Failure to deliver on this
promise will inevitably lead to users
finding alternative mobile applications.
More than half of the organisations state
that usability is at least as important as
other aspects of mobility and over 35%
of the organisations even think that us-
ability is more important. However, 45%
of the organisations decide not to give
training on how to use mobile applica-
tions and devices in an effective way.
Another 45% only trains specific groups
of users (Figure 15). The main goal of
these trainings is to serve as knowledge
sharing event. Employees can share
their experiences about how using their
mobile devices and applications in an
effective way.
Concerning feedback on mobile appli-
cations, one quarter of the participants
never capture feedback and 55% do it
“sometimes”. As mentioned before, “to
measure is to know”. Feedback from us-
ers is a very important part of this.
Figure 15
Figure 14
User training
My
are
mobile
44,27%
No user training.
47,33%
Specific groups
of users.
8,40%
Users across all functions
and levels and even out-
side the boundaries of
the organisation receive
training or guidance.
With the move to
mobile, business users
expect the IT group to
deliver capabilities that
are on par with those
they can get with a tap
of the screen on their
own mobile devices.
Bu
siness Emplo
yeesSuppliers
Social
Clients
company
6
15. 15
Make sure that your data is not out on the streets
by ensuring security
Putting mobile applications and de-
vices in the hands of a large number
of people who are spread throughout
your organization can introduce cer-
tain security challenges. As the number
of mobile devices in the organisation
increases, also related cyber treats pros-
per. Questions that might arise are: How
do you manage data security at the de-
vice level and what happens when those
devices are used to share information
with other devices that aren’t owned by
the enterprise? Will users jailbreak their
devices for private reasons? What kind
of security breaches can result from
uncontrolled OS updates? Which users
get which apps? What about apps that
aren’t provided by the organisation? Are
a username and password enough?
Multiple sources predict that in 2013,
password re-use by employees for
multiple accounts and human habits in
forming passwords will pose a serious
threat on security . And that is just the
beginning. Because mobile devices
can be so deeply entwined with other
central enterprise resources (like for
example offline databases), companies
should have a plan in place to man-
age the whole chain of connections.
It requires companies to rethink their
security policies and explore new ways
of cyber security.5
For this reason security remains an
important challenge for mobility. Almost
85% of the participating organisations
indicate that they have some form
of mobile security. When the level of
security is plotted against the size of the
organisations in number of Full Time
Equivalents (FTEs) in Figure 16, we can
see that the level of security and the
availability of security policies evolves
with the size of the organization.
Figure 16
Do organisations have a security policy related to mobility?
No security policy or only some
guidelines related to mobile devices
and apps.
Yes, we have a well documented
mobile security policy an mecha-
nisms in place to ensure that users
adhere to these policies at all times.
5
Tech Trends 2013, Elements of Postdigital, Deloitte,
http://www.deloitte.com/assets/Dcom-UnitedStates/
Local%20Assets/Documents/Consulting/Technology/
TechTrends13/us_cons_techtrends13.pdf
< 100 101 - 500
5.001 - 10.000
501 - 1.000
10.001 - 50.000
1.000 - 5.000
> 50.000
Size of
organisation
(# of FTEs)
7
16. 16
Conclusion
Companies need to take an approach
to mobility that allows them to realise
quick wins, while keeping an eye on the
larger picture. In other words: think big,
start small, scale fast! Eventually, quick
wins will run out, leaving the business
and IT to deal with bigger questions and
challenges. A smart approach to mobil-
ity recognises the importance of making
a smooth transition from quick wins to
an enterprise level implementation. The
challenges discussed above illustrate
how strategic vision and operational
considerations must go hand-in-hand
to smoothen the transition. It is also
clear that most organisations are still in
the early stages of this journey, and that
a lot of additional effort and profession-
alization are required for organisations
to succeed.
That is where mobility presents some
of the most exciting opportunities for
companies that are prepared to make
the transition from doing the same
things in new ways to doing things
in a fundamentally different way. At
present, the majority of mobile initia-
tives are internal-oriented, focusing on
the business and the employees. This
brings obvious advantages in terms of
increased employee effectiveness and
efficiency and reduced cost of doing
business. However, various opportuni-
ties for innovation related to external
forces such as customers and suppliers
are still out there, waiting to be capital-
ised by those companies that want to
take their efforts in mobility to the next
level. And more than anything: remem-
ber that while you can innovate with
mobility, mobility itself is in a constant
state of innovation. New solutions will
keep changing the game, so make sure
you have a vision, even if it’s a little
unclear, have a plan, be flexible and get
cracking, because you can’t afford to be
the last one to this party.
Companies need to take an approach
to mobility that allows them to realise
quick wins, while keeping an eye on the
larger picture. In other words: think big,
start small, scale fast! Eventually, quick
wins will run out, leaving the business
and IT to deal with bigger questions and
challenges. A smart approach to mobil-
ity recognises the importance of making
a smooth transition from quick wins to
an enterprise level implementation. The
challenges discussed above illustrate
how strategic vision and operational
considerations must go hand-in-hand
to smoothen the transition. It is also
clear that most organisations are still in
the early stages of this journey, and that
a lot of additional effort and profession-
alization are required for organisations
to succeed.
That is where mobility presents some
of the most exciting opportunities for
companies that are prepared to make
the transition from doing the same
things in new ways to doing things
in a fundamentally different way. At
present, the majority of mobile initia-
tives are internal-oriented, focusing on
the business and the employees. This
brings obvious advantages in terms of
increased employee effectiveness and
efficiency and reduced cost of doing
business. However, various opportuni-
ties for innovation related to external
forces such as customers and suppliers
are still out there, waiting to be capital-
ised by those companies that want to
take their efforts in mobility to the next
level. And more than anything: remem-
ber that while you can innovate with
mobility, mobility itself is in a constant
state of innovation. New solutions will
keep changing the game, so make sure
you have a vision, even if it’s a little
unclear, have a plan, be flexible and get
cracking, because you can’t afford to be
the last one to this party.
A smart approach to
mobility recognises
the importance of
making a smooth
transition from quick
wins to a company
level implementation.
Think big,
start small,
scale fast!
17. Mobile Strategy Framework
17
The Mobile Strategy Framework
The CIONET Mobility Survey 2012
is based on the Mobile Strategy
Framework as summarised in Figure 17
below. The Mobile Strategy Framework
distinguishes between 3 mobile matu-
rity stages: novices, experimenters and
models. Each of the stages demands
a different level of effort and capabili-
ties. However, as the required effort and
capabilities increase also the busi-
ness value that the company can gain
through its mobile initiatives increases.
The differences between the
3 maturity stages are described along
4 dimensions:
-- Strategy: does the company have a
mobile strategy, and if yes, at what
level in the organisation (silo-based
vs. organisation-wide)?
-- Implementation: the degree to
which the organisation has the right
structures and governance in place
to ensure the implementation of the
mobile strategy (executive support
for mobile initiatives, mobile col-
laboration, dedicated teams and
processes for mobility, etc.). Also
the impact of mobile solutions on
the business processes is assessed
as part of this dimension.
-- Measurement: assesses a com-
pany’s maturity regarding to its
ability to track KPIs related to mobile
initiatives and the use of mobile
solutions within the organisation
(i.e. capturing user feedback, define
and tracking the business case for
mobile initiatives).
-- Technology: mobile maturity in
terms of technology and exper-
tise, including in-house develop-
ment capabilities and the level of
technological sophistication and
innovation.
Appendix: Approach
and Methodology
Strategy
Implementation
Measurement
Technology
Organisation
Technology
Organisation
-- No mobile strategy
-- Focus on the device. Give
people the tools to be
mobile
-- Buy existing applications
-- Low internal mobile
expertise
-- Silo-based mobile strategy
-- Focus on the application
-- User interfaces are devel-
oped on top of existing
business logic
-- Corporate data is integrat-
ed in mobile applications
-- Data is captured at point/
moment of transaction
-- High internal mobile
expertise
-- Mobile strategy as part of
corporate strategy
-- Appropriate governance
structures are in place to
foster organisational wide
collaboration
-- High level of control,
value of the mobile initia-
tives is tracked
-- Development of new
business logic
-- Mobility is used to funda-
mentally change business
processes
NOVICES
Purchase mobile
devices & apps
EXPERIMENTERS
Mobilise existing
applications
MODELS
Mobility-centric
innovation
Figure 17
18. 18
The Survey
The survey questions are based on
the Mobile Strategy framework, each
question relating to at least one of the
4 dimension of the framework (strat-
egy, implementation, measurement
and technology). The questions were
formulated with the aim to gain insight
into the company’s maturity for each of
these four dimensions. An additional set
of questions was added to capture the
focus of the company’s mobility efforts
being on clients, employees, suppliers,
the business, social media or a combi-
nation of these domains.
The survey was sent to potential
participants in the form of an online
questionnaire. The survey’s objective
was to identify general trends across
industries and countries. As such, the
target was to gather as many answers
as possible to ensure broad coverage,
but not to constitute a representative
sample across all dimensions. The main
body of the questionnaire comprised 25
closed (multiple-choice) questions. The
multiple-choice questions were formu-
lated in such a way as to leave the least
amount of freedom for interpretation by
the respondents.
The participants
After excluding incomplete, duplicate or
inconsistent responses, the final sample
included 142 valid responses. The sam-
ple comprises companies from 13 dif-
ferent countries, in particular European
countries, as shown in the table below.
The main part of the responses (77%)
was captured through the CIO of the
participating company.
Responses from a wide variety of
industries were collected. The chart
below (Figure 18) shows the distribution
of industries participating in the survey.
Most responses were captured from the
Financial Services sector, representing
almost 18% of the sample group.
Organisations from all sizes are repre-
sented in the survey, reflecting a good
sample of small, medium-sized and
large organisations. The size of the or-
ganisations is expressed both by the size
of the annual revenues (Figure 19) and
the number of FTEs (Figure 20).
Number of respondents per industry
26+50+64+50+32+24+14+14+8
13
25
32
25
16
12
7
7
4
Energy & Resources
Financial Services
Customer Business & Transportation
Public Sector
Technology, Media & Communication
Construction
Life Science & Health Care
Manufacturing
Other
Figure 18
< € 5 Million
€ 5 Million - € 50 Million
€ 50 Million - € 500 Million
€ 500 Million - € 5 Billion
€ 5 Billion - € 50 Billion
> € 50 Billion
Figure 19
Annual revenues of the respondents
6+13+40+30+7+4+A
5,80%
13,77%
39,86%
3,62%
7,25%
29,71%
19. 19
The size of the IT department of the
majority of the participating companies
ranges from less than 20 FTEs up to
500 FTEs, with almost an equal distribu-
tion within this range. This is illustrated
by the graph in Figure 21. Only 12% of
the companies indicated to have an IT
department comprising more than 500
FTEs. More than 1 out of 2 participating
companies spends less than 3% of their
annual revenues on IT.
It was also found that 80% of the par-
ticipating companies spend less than
10% of their IT budget on mobility, while
even the majority of companies (more
than 60%) dedicates less than 5% of
their IT budget to mobility (see Figure
22).
< 100
101 - 500
501 - 1.000
1.001 - 5.000
5.001 - 10.000
10.001 - 50.000
> 50.000
Figure 20
Number of FTEs of the respondents
6+22+15+29+10+11+7+A
6,43%
22,14%
15%
6,43%
11,43%
10%
28,57%
< 20
21 - 50
51 - 100
101 - 500
501 - 1.000
1.001 - 5.000
> 5.000
Figure 21
Number of FTEs within the IT department
of the respondents
25+25+19+19+6+4+2+A
25%
24,29%
2,14%
4,29%
5,71%
5%
19,29%
19,29%
Not in the
budget
< 5%
5% - 10%
10% - 15%
> 15%
Don’t know
Figure 22
Percentage of the IT budget dedicated to mobility
by respondents
5+61+19+8+5+2+A
5%
61,43%
2,14%
7,68%
18,57%
20. About CIONET
We are CIONET, the biggest commu-
nity of IT executives in Europe. Bringing
together over 3500 CIOs, CTO’s and IT directors from wide
ranging sectors, cultures, academic backgrounds and genera-
tions, CIONET’s membership represents an impressive body
of expertise in IT management. CIONET’s mission is to feed
and develop that expertise by providing top-level IT executives
with the resources they need to realise their full potential.
CIONET develops, manages and moderates an integrated array
of tools and services from the online CIONET platform – the
world’s first social network for CIOs – to a range of offline
networking events, conferences, workshops and executive
education programmes all tailored to top-level manage-
ment. CIONET also provides exclusive access to the latest
research through regular online and offline publications and
a number of value adding partnerships with key players from
the academic and corporate worlds.
Faced with the rapidly changing role of today’s IT execu-
tive, CIONET not only helps its members keep up with the
pace of change but empowers them to take an active role
in shaping the future of their field, always challenging them
with “What’s next.”
What’s next.
This survey was organised and conducted by Deloitte Belgium, in close collaboration
with CIONET and the CIONET Special Interest Group “Enterprise Mobility”, consist-
ing of the following collaborators: Peter Strickx (Fedict), Jean-Claude Blaimont
(McCain Foods), Wim Claeys (ING), Peter De Bruyne (ING), Hendrik Deckers (CIONET),
Gerdy De Clercq (Belgacom), Frank De Saer (FPS Economy), Werner de Wever (Bosal
International Management), Tim Groenwals (bpost), Catherine Hellebaut (3M), Nick
Marly (RIZIV-INAMI), Pierre Masai (Toyota Motor Europe), Kalman Tiboldi (TVH),
Erwin Van den Brande (CIONET), Stijn Van den Enden (ACA IT Solutions) & Johan
Vandewalle (ACV)
CIONET and Deloitte would like to thank all the European CIONET members
who kindly accepted to participate in this survey and share their insights with the
community.
This report was prepared by Deloitte Belgium: Patrick Callewaert, Christian Combes,
Aleksej Choukhman, Bart van der Heijden, Britt Joosten & Thomas De Jaeger.
Design: echtgoed.be
