Six Vital BYOD Stats – And The Bigger Productivity Picture

Most organizations have now adopted BYOD policies, permitting or encouraging employees to use their personal computing and communications devices at work. Though the embrace of BYOD varies—small companies are more likely to adopt BYOD than large enterprises, tech companies more than government, U.S. firms more than those in Europe—a clear majority of respondents in a recent survey by Tech Pro Research “say that their organization is using or planning to use BYOD.”

BYOD stats and impact on productivityIt is easy to see why employees want to use their own devices, with reasons ranging from familiarity to freedom. Meanwhile, employers often see the shift (despite additional security measures required) as a way to save money. And research compiled by BMC Software indicates BYOD users work longer hours. But do BYOD policies ultimately improve productivity?

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Three Practical Strategies for CIOs in the Digital Enterprise

The tsunami of change washing over the landscape for CIOs can perhaps best be summed up by the phrase “digital enterprise”—a catchall term encompassing the fundamental redesign of business processes to adapt to big data, the Internet of Things, the consumerization of IT, cloud computing, and other developments.

CIO strategies for the digital enterpriseThe movement is nearly universal: in a recent Altimeter Group survey, 88 percent of “digital strategy executives interviewed said their organizations are undergoing formal digital transformation efforts this year.”

And there is no shortage of opinion about how this is reshaping and expanding the responsibilities of CIOs: a Google search for “CIO role digital enterprise” yields more than 920,000 results.

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The Technology HR Managers Want Most

“‘What’s the one thing human resource information system (HRIS) managers hope to accomplish’ with new HR technology?,” Aliah D. Wright asked recently on SHRM.org.

The answer, she reported in Wanted: Amazon.com-like Experience with HR Tech, is to “improve user experience,” based on fresh research from Information Services Group (ISG).

ERM portal combining HRIS plus other enterprise shared servicesThis isn’t surprising, given the link between workplace technology and employee satisfaction. Wright quotes Debora Card, a partner at ISG: “As the ‘war for talent’ heats up, CEOs recognize that their employees—especially Millennials—expect their interactions with HR departments to be as easy and engaging as shopping on Amazon.”

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The IT Skills Enterprises Need Next

As the focus of IT departments shifts from providing information and infrastructure to improving business processes, the mix of skills they require is evolving as well.

Writing on ZDNet, Brian Sommer contends in As IT’s industrial age ends, the humanist era begins that:
Which IT skills will be vital in 2015?

“Systems of Record are giving way to Systems of Engagement. User Interfaces are being updated to permit a better User Experience. Cloud solutions are displacing on-premises applications. Lighter, leaner IT groups are using utility computing (e.g., public) cloud solutions. Developers are building mobile and e-commerce apps. The list just goes on and on.”

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Cloud Computing and Legacy Applications: Why an Evolutionary Approach Works Best

While change is a constant in IT,  there’s no question that the technology developments of the past couple of years and what’s in store for the coming year are…different. The confluence of cloud computing, BYOD, consumerization, shadow IT, low-code platforms, the Internet of Things (IoT), and big data, among other trends, is creating challenges that are bigger, faster, and more disruptive than ever before.

Mainframes remain vital in the cloud computing era
Image credit: Enterprise Tech

In IT Leadership 2.0: Transform Yourself or Fade Away on CIO Insight, Frank Wander writes:

“A giant wave is crashing over IT as we know it. Our industry is one where waves regularly come and go, each one pushing something we held precious into the past. We have come to understand that technologies have a limited life span. It is an accepted notion in our industry. But this current wave is different—it is a tsunami, and IT leaders are in danger of being swept away.”

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How ERM Helps With Employee Retention

To enhance their competitiveness (or to address the expectations of stakeholders, in the case of government agencies), organizations have been investing in new and better technology for decades. These investments are generally made to meet one (or some combination of) of four primary objectives:
Technology that makes employees happy

  • to reduce costs;
  • to improve product or process quality;
  • to accelerate workflow; or
  • to enable new capabilities.

Employees were provided with and trained on the use of new technologies and tools in order to do their jobs more effectively and efficiently. True, in many cases new technologies made employees jobs easier, but the primary objectives for new investments were still focused on operational and financial benefit for the enterprise. Continue reading “How ERM Helps With Employee Retention”

Six Key Takeaways from the HDI – itSMF USA Service Management Report

IT service management (ITSM) principles are being embraced in shared service functions (HR, finance, facilities, etc.) in an increasing number of organizations. Whether applied within the enterprise or by service providers, ITSM tools and practices are helping to improve processes and reduce service costs. The results are better alignment between IT and business functions, faster service fulfillment, and happier end users.

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Four Ways CIOs Can Embrace Consumerization 2.0 and Help the Business

Consumerization is the most sweeping change in IT in the past 20 years. Millennial workers, who’ve grown up with mobile phones, social networks and ecommerce sites are bringing their personal technology to work—and not just asking IT to adapt, but increasingly working around it.

As Frank Palermo notes in his InformationWeek article, Hey CIOs, Stop Saying ‘No’ To Consumer Tech, “According to Gartner, in 2012-2013, 64% of enterprises said mobility projects forged ahead without the full involvement of IT.” Employees are bringing their own mobile devices to the office, storing company data with consumer online services like DropBox, and in some cases developing custom cloud-based apps, even in heavily regulated industries which have resisted these trends until recently.

How CIOs can embrace consumerization 2.0Of course, consumerization 2.0 and its manifestations do not mean the end of IT as a vital function. Recent high-profile data breaches such as those at Target and Home Depot serve as bracing reminders that it’s imperative to keep corporate data secure, and that requires management by IT professionals.

Contending that “Security and other new challenges arising from the consumerization movement mean that CIOs need to make sure that services are secured, tested, reliable, and integrated into the enterprise application stack,” Palermo outlines four best practices CIOs can use to “establish themselves as a formidable business partners, avoid shadow IT, and, most important, remain relevant.”

Design for mobile first. Considering that smartphones and tablets now account for more than half of all Internet access, that’s not a bad strategy. At the very least, mobile access should be taken into consideration in the early stages of designing any new business applications.

One valuable approach is to design what Forrester Research calls smart process apps, or SPAs. The technology advisory firm defines these as “a new category of business application software designed to support processes that are people-intensive, highly variable, loosely structured, and subject to frequent change. Smart process apps fill the gap between systems of record and systems of engagement by automating both structured and unstructured work activities in support of collaborative processes.”

By narrowing what is truly needed by your users due to the restrictions of screen size, application designers are forced to simplify what are often complex user experiences.  This simplicity is often what consumers crave and is seldom found in enterprise applications.   These core processes can then often be translated to desktop interfaces leading to a cleaner, more flexible approach.

Leverage the cloud. As noted here previously, “Business application developers working within large enterprises want to build applications in the cloud. But they would prefer to spend their time coding and testing, not managing cloud infrastructure.” Users, too, often favor cloud applications for functions like file storage, collaboration, and project management.

IT needs to provide users either with safe ways to utilize commercial services or with company-approved alternatives that protect vital data. Whether providing cloud services and applications to developers or users, IT can use an enterprise request management (ERM) approach to provide users with a single, intuitive portal through which they can compare and request those services and apps based on their capabilities, costs, and other information.

Protect and secure mobile devices. Interest in using personal mobile devices at work (BYOD) skyrocketed starting in late 2011. Many IT groups initially resisted this movement, but as remote management tools improved and the potential for cost savings became apparent—not to mention strong preferences on the part of employees to utilize their personal smartphones over company-supplied Blackberrys—they began working to accommodate these devices rather than shun them.

Though security concerns remain, the use of training and awareness-building, combined with improved tools for securing devices and their data, have increased business and IT acceptance of BYOD. Generally, organizations that have embraced BYOD have reduced their mobile access and hardware costs, improved flexibility, and make their employees happy.

Be social. Palermo recommends enterprises use internal social discussion tools such as Yammer “that invite all levels of the organization, without hierarchy, to exchange ideas or voice concerns.”

Facebook and Twitter aside, social capabilities can also be built into business tools and applications for functions such as discussing business metrics and collaboratively resolving enterprise-level problems.

Though consumerization adds challenges and complexity to the roles of the CIO and IT staff, it also provides new opportunities to respond to user needs and even proactively offer new capabilities that are an extension of cloud, mobile and social technologies.

Next Steps