1. Always On. Always Connected.
Keeping Up With Mobility
The Accenture CIO Mobility Survey 2012 Enter u

2. Keeping Up With Mobility
Even while CIOs target mobility as a priority, they face
competitive and development challenges. What’s the best way
to develop a cogent strategy and stay ahead of the curve?
If the intense popularity of and focus According to two recent surveys by fragmentation of the mobile
on all things mobile – smartphones, Accenture Research, history is indeed device market, with tablets joining
tablets, connected devices, and mobile repeating itself. Mobile devices have smartphones and complicating
applications – seems familiar, it’s made the transition from being a development issues for Operating
because the 1990s Internet mania secondary device to being a primary System (OS)-specific or browser-based
is repeating itself. Think about it – device; hence they have become a applications. As always, too, questions
suddenly a new technology swept in, platform unto themselves, whether the regarding security and connectivity
threatening and promising to change enterprise supplies them or employees loom over any remote access strategy.
the way people worked. It became an can use their own on a “bring your own
instant priority for IT, but its multiple device” (BYOD) basis. They bring an As with the Internet, our research
facets weren’t so easily mastered. astonishing number of capabilities, but shows that successful CIOs should do
companies are still in the early phase three things: understand where in their
Companies spent money creating web of developing their mobility strategies. organization developers are creating
sites akin to “brochureware,” while While they scramble to develop their mobility applications; discern how to
savvier companies realized that, with mobile strategies, they must balance a quickly integrate them into a cohesive
some careful back-end investment, variety of issues. strategy; and then use that strategy
the Internet could not only offer as a foundation for competitive
data access to employees, partners, These issues include the monetization advantage.
and suppliers, but also represented of applications; accommodating
an unprecedented transactional the divergent needs of employees,
opportunity. The latter companies often customers, prospects, partners, and
thrived while the others floundered. suppliers; addressing the increasing
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3. Mobility Is Both a Priority and a Challenge
To gauge the perceptions of mobility among IT professionals,
Accenture Research surveyed several hundred CIOs and several
thousand application developers in North America, Europe,
Asia, and South America in late 2011.
The results were startling. When asked 100 percent of CIOs in China indicated Figure 1: More than two-thirds of organizations rank mobility as
to tally their priorities, 78 percent of mobility was their No. 1 or No. 2 (58 a high priority
CIOs placed mobility in their top five; percent) priority or their top 5 (42
some 38 percent put it in their top two percent) priority. The percentage was 85
How does mobility rank among your list of priorities for
priorities. Only 19 percent said it was percent for CIOs in Mexico, 84 percent your company in the next year?
in their top ten, and 3 percent said it for those in Brazil, and 77 percent for
garnered a “low” priority for them. US UK India Brazil China Mexico Total
those in India. The response from the
UK only trailed India by a percentage Very high (top 1 or 2) priority 26.0% 58.3% 33.3% 48.0% 58.3% 65.0% 37.9%
But the survey results also revealed point, but only 66 percent of the CIOs High (within top 5) priority 40.0% 60.0% 43.3% 36.0% 41.7% 20.0% 40.8%
some intriguing anomalies. When in the U.S. rated mobility as their No. 1
Accenture asked CIOs about their Medium (within top 10) priority 30.0% 24.0% 20.0% 16.0% 0% 10.0% 19.0%
or No. 2 priority or their top 5 priority.
priorities for the coming year, the Low priority 4.0% 0% 3.3% 0% 0% 5.0% 2.3%
answers diverged based on geography. Not a priority at all for our 0% 0% 0% 0% 0% 0% 0%
Far more CIOs in emerging markets are company in the next year
focusing on mobility compared to those Total 100% 100% 100% 100% 100% 100% 100%
in established markets. For instance,
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4. Why the disparity? We believe that draw the same conclusion regarding Figure 2: Countries mobile priorities differ across regions
emerging markets’ ability to capitalize greenfield status versus maturity. This
on greenfield opportunities may provide information is significant, however,
the answer; the emerging markets also for companies planning to develop
report a significantly higher lack of applications in those countries, in terms China 58%
interoperability with legacy systems. of understanding the thrust of the
33%
So by focusing on mobility, they can competitive landscape.
avoid the hassle of integrating mobile Brazil 44%
applications with large back-end Other concerns complicate the rush
legacy systems, which were architected toward mobility. No matter where 28%
and built for very different business CIOs were around the world, cost
requirements and frequently require and security led the list of their US 38%
upgrades to accommodate 24/7 mobile concerns. Among CIOs, 50 percent
32%
traffic. In addition, they may not even cited concerns regarding security and
have deployed desktop applications, and 43 percent cited budgetary issues. India 37%
can use the increasing capabilities of Again, concern for these issues differed
smartphones and tablets to leapfrog PC extensively depending on geographical 43%
deployments. location – except in the U.S., where
the results were tied at 54 percent. Mexico 30%
The survey results also showed an Other stumbling blocks cited included
45%
interesting disparity when they a lack of interoperability with current
measured whether companies were systems and a lack of understanding UK 24%
focusing on internal capabilities, such about the benefits of mobility (both
as improving field service and customer at 26 percent); a lack of required skill 56%
service delivery for employees, versus sets for development and deployment
driving revenue through customer (18 percent), fractured ownership of
engagement on mobile devices. In some mobility within the organization (17 Enterprise: Improve field service/customer
cases, in fact, the split was considerable: percent); and lack of engagement service delivery with instant data access,
China CIOs were more focused on from senior executives (16 percent). capture and processing
employees over customers, 58 to 33 Interestingly, this indicates that the
percent, while UK CIOs were more bigger issues are technical rather Consumer: Drive revenue through customer
focused on customers than employees, than cultural, presenting a picture of
engagement on mobile devices.
56 to 24 percent. In this respect, Brazil companies ready to tackle mobility
was closer to China and Mexico was as long as they can get assistance
closer to the UK, so it’s impossible to overcoming the technological issues.
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5. Not surprisingly, the top issue for
CIOs was also an issue for application
developers. When developers were
asked to name the smartphone
platform with the best security,
none of the platforms received an
overwhelming endorsement: a little
more than half of the application
developers thought Apple Inc.’s iOS
operating system had the best, while
nearly one-quarter cited Google Inc.’s
AndroidTM operating system.
The results also clearly highlighted
the fragmentation of the mobile
device market. This manifests itself
not only in the vast number of mobile
platforms and devices, but also in
the question of whether to focus on
consumer (B2C) or employee (B2B)
applications. Application developers
rated fragmentation among devices
utilizing the AndroidTM and Blackberry®
platforms as particularly difficult to
manage, and both platforms scored
lower on their monetization potential
than the iPhone® and iPad® mobile
digital devices.
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6. Fragmentation complicates companies’ Another potential burden on resources:
ability to accommodate one of the decision whether to focus on
the strongest trends in mobility: inbound employee applications or
consumerization or BYOD. By allowing outbound consumer applications.
employees to run applications on Companies inherently understand that
any mobile device, IT runs the risk of offering an application to consumers
having its resources diluted further. At specific to them will likely increase
the same time, our research indicates customer interactivity and intimacy. But
the market is clearly still in flux, with the same divergent number of devices
BlackBerry® devices that were once on the employee side applies to the
rated as highly favored within the consumer side, complicating the issue
enterprise now receiving “low” or “very of multi-platform development.
low” engagement scores. Accordingly,
however, 52 percent of CIO respondents The issue of consumer applications
said they were taking a hybrid approach also relates to monetization, the ability
to development; that is, mediating to ensure that the results of mobile
both native and HTML5 development to development relate to quantifiable
create applications whose user interface revenue streams. 42 percent of all
runs at least partly in an embedded CIOs want to improve field service or
browser. customer service delivery with instant
data access, capture, and processing.
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7. On the consumer side, another 40 When asked which capabilities they cycle with improved access to back-end efforts to empower communication
percent want to drive revenue through were focusing on, the trend was systems and data quality for the sales and collaboration among employees
customer engagement. clear: process improvements. In the force. These two areas represented no matter where they were. 53 percent
One might think that all these obstacles next twelve months, some 48 percent the highest percentage of completed of CIOs reported being in the middle of
together constitute a Gordian knot for plan to make changes in processes, projects. projects to improve field and customer
mobility, one that’s not easily untied or workflow, and employee roles to better service activities.
even sliced. Nothing could be further incorporate mobility services in their An even higher percentage of CIOs
from the truth. Even as companies company. Nearly the same percentage (43 percent) were in the middle of
wrangled with the challenges of the plan to deploy employees dedicated
web fifteen years ago, they grasped to mobile efforts (47 percent). Within Figure 3: Nearly half of CIOs plan to make changes in processes, workflow
its inherent value. The same applies to the same 12-month timeframe, 41 and roles defined to better incorporate mobility services
mobility. percent plan to create a prioritized list
of mobility initiatives; 34 percent plan What components of a mobile strategy do you plan to have in place within the year?
No matter what the obstacles, CIOs to have a dedicated mobile budget; and (Please check)
report a strong commitment to mobile 31 percent plan to deploy application
N = 238 Column N %
technology. On average, companies are lifecycle management initiatives for the
allocating 31% of their discretionary development, testing, and updating of Dedicated mobile budget(s) 33.6%
IT budget to mobility projects in 2012. applications. Prioritized list of mobile initiatives 41.2%
In addition, some 84 percent reported
Dedicated mobility-related employees 46.6%
either an extensively or moderately In addition to making changes to their
developed formal mobile strategy. That business processes to better enable Changes in processes, workflow and roles defined to better incorporate mobility services 47.5%
indicates both a strong commitment mobility, CIOs are already charging full Standard list of devices/platforms required to support 36.6%
to mobility’s advantages and a high steam into implementing their mobile Application lifecycle management (development, testing, distribution, updating) 31.1%
understanding of its potential benefits. priorities. When asked about what
Interestingly, emerging markets led in mobile services they plan to implement, KPI definition and ability to measure/report/analyze and act 18.5%
being committed to a strategy as well. CIOs cited streamlining operations None of the above 3.4%
In the U.S. and the UK, 76 percent of through the ability to track orders, Total 100%
CIOs indicated they had an extensively assets, or inventory from anywhere; 37
or moderately developed formal mobile percent had completed such efforts,
strategy; for India, Mexico, Brazil, and while another 37 percent were already
China, the figure was significantly executing them. Close behind that (35
higher at 94 percent. percent) was accelerating the sales
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8. Tackling the Challenges Through a Cohesive Strategy
Given that mobility—like the Internet before it—is equally
confusing and compelling, it only remains for IT to craft a
strategy for conquering it. Creating such a strategy means
first acknowledging the shift from applications containing
data, logic, and presentation tiers to one in which services
exchange information.
A strategy will also help keep the choices, such as whether you will choose to emphasize other key areas
obstacles from overwhelming multiple make applications available through highlighted by the survey results: sales,
internal, though uncoordinated, efforts. external application stores or internal internal collaboration, or applications
What goes into a mobile strategy? downloads. serving customer service.
Accenture sees three important
elements: technology, business Business Requirements. This element Management. Given the degree with
requirements, and management. encompasses identifying where mobile which the mobility market shifts, it’s
solutions are most important within important that CIOs maintain strong
Technology. This element spans your company, so you can prioritize oversight of their strategy, in order to
everything from platform choice to development efforts. Given the strong tweak it when necessary as conditions
development tools. Are you going to commitment that CIOs in emerging shift. It won’t be easy to establish your
internally standardize on one device, markets have toward mobile solutions, strategy because such an effort requires
or encourage the BYOD concept? This it may behoove other CIOs to not not only identifying future projects,
impacts your choice of development only make mobile solutions available but identifying current projects and
tools, which range from native to to employees in other countries, but ensuring that they are nudged toward
cross-platform or hybrid approaches. ensure they are localized properly. your ultimate goals.
It will also affect your deployment At the same time, companies may
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9. In essence, CIOs must embark on a three-step process to hone their strategy.
1 2 3
Step one: Discovery. Identify current
projects as well as future goals; keep
in mind that business units may be
Step two: Acceleration. Having
identified the projects you want to
pursue and the underlying technologies,
Step three: Innovation. Once you’ve
created a strong foundation for internal
progress, you can start looking at
Perhaps the most important thing to
remember is that you’re still aiming at
a moving target. Remember Internet
tackling applications on their own. promote acceleration by standardizing other capabilities to help make your time? You’re now living on mobile
your efforts as much as possible. Use mobile applications even more of a time. Devices continue to evolve, as
common code – aka an “application competitive advantage. How can you do application development tools. Just
factory” – for basic elements spanning target those key areas and create even as you had to do in Internet time, you
people, process, and tools. These help better tools for helping to reduce sales must focus on what aspects of mobility
reduce overlap and increase developer cycles or gathering customer insights at serve your business requirements most,
efficiency. Establishing common the moment they’re making purchase and recalibrate them periodically. While
interface elements for employees will decisions? Those kinds of insights are you can easily refresh some strategies
also help reduce training time and closer to reality than ever before, but every year or two, for the time being,
increase productivity. only if you understand your strategic you must reconsider your mobile
goals. strategy as often as every six to 12
months to verify that you’re still placing
your bets on the right trends.
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10. How Accenture Can Help Companies Devise a Mobile Strategy
For companies staking their claim in mobility, Accenture
brings a spectrum of capabilities as broad as the underlying
challenge.
Its international presence gives it Its Accenture Mobile Services group In the specific area of developing For the technology perspective, this
insight into global mobility issues, helps clients tackle mobility in a variety mobile strategies, it has crafted a requires identifying:
which encompasses an understanding of ways. In addition to helping clients multi-step methodology for companies
of both cultural and technological seize opportunities for growth and to follow. Initially, Accenture Mobility • What devices should be used?
issues relating to development, manage the demands of an always- Services helps clients understand the • What applications are necessary?
deployment, and connectivity. In on environment, it helps clients ramifications of a mobile strategy, • Do they need to be built or can they
addition, it brings cross-industry use mobility to run their businesses both from the business and technology be acquired?
knowledge that helps clients use more efficiently. Whether it involves perspective. For the business • What should the network
mobility to deepen connections with efforts to improve connection and perspective, this includes identifying: infrastructure look like?
consumers, employees, businesses and communication with their workforce, • How will the applications integrate
even machines. their customers, or their partners, • Who’s going to use the mobile with back-end applications?
Accenture Mobility Services’ experience application? • How will the applications be secured?
in nearly every industry brings in-depth • What business processes they touch? • How will the applications be
understanding of how businesses can • What capabilities they need? configured, deployed, maintained,
achieve growth through mobility. • What internal support structure is and updated?
necessary?
• What training is necessary?
• How should functions be governed?
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11. Once Accenture Mobility Services, in Within Accenture Mobility Services
collaboration with the client, answers as well are teams of savvy developers
these questions, they begin the three- experienced in all facets of mobile
step strategic planning approach. applications. Whether clients need
In the Assessment phase, Accenture Apple® iOS, AndroidTM, or cross-
Mobility Services benchmarks the platform HTML5 applications, the
clients’ mobility capabilities and Accenture Mobility Services team can
identifies opportunities. In the Blueprint provide the requisite knowledge.
phase, Accenture Mobility Services
defines standards and capabilities Combining all these capabilities,
that should be supported for a future Accenture Mobility Services offers
vision of mobility. Then it develops help with applications, devices and
an implementation roadmap to guide platforms, managed services, and
potential mobility growth. business integration services. With
this unique combination of consulting
and development skills, Accenture and
Accenture Mobility Services have the
capabilities to lead companies from
strategic opportunities to success in
their mobile deployments.
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12. To learn more about Accenture
Mobility Services, visit:
www.accenture.com/mobility
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13. Methodology employee (B2E),business to consumer Rights to trademarks referenced herein,
(B2C), business tobusiness (B2B) and other than Accenture trademarks,
In January 2012, Accenture conducted machine to machine(M2M) business belong to their respective owners. We
an online survey with 240 IT opportunities. Accenture offers disclaim proprietary interest in the
professionals (directors of IT, CIOs, CTOs, mobility and embedded software marks and names of others.
Directors of Technologies and Chief services across a wide range of • Apple, iPad, iPhone: Apple®, iPhone®
For more information Mobility Officers) across 23 industries industries,devices and platforms, and iPad® are trademarks of Apple
in 12 countries: Australia, Brazil, China, including Symbian,Microsoft® Inc., registered in the U.S. and other
on Accenture Mobility France, Germany, India, Italy, Japan, Windows® Mobile, Windows® countries.
Mexico, Spain, United Kingdom, and Phone, Android™, Blackberry®, • iOS: IOS is a trademark or registered
Services please scan the United States. Half work for companies iPhone®,Java™, Linux, and MeeGo™. trademark of Cisco in the U.S. and
that generate between USD$500 million other countries and is used under
2D barcode and USD$1 billion in annual revenues; license.
the other half between USD$1 billion About Accenture • Android: Android is a trademark of
and USD$5 billion. The January research Google Inc.
also included an online survey of nearly Accenture is a global management • Blackberry: BlackBerry® and related
4,000 mobility application developers consulting, technology services
trademarks, names and logos are
based in Africa, Asia/Pacific, Europe, and and outsourcing company, with
the property of Research In Motion
North America, who create applications, more than 244,000 people serving
Limited and are registered and/or
products and services for employees clients in more than 120 countries.
used in the U.S. and countries around
and enterprises, as well as consumers. Combining unparalleled experience,
the world. Used under licence from
comprehensive capabilities across all
industries and business functions, Research In Motion Limited.
About Accenture Mobility Services and extensive research on the
world’s most successful companies,
Accenture is focused on enabling its Accenture collaborates with clients to
clientsto achieve breakthrough growth help them become high-performance
throughoutthe rapidly changing mobile businesses and governments. The
ecosystem. TheAccenture Mobility company generated net revenues of
Services group offersfive mobility US$25.5 billion for the fiscal year
services including consulting, ended Aug. 31, 2011. Its home page is
software services—applications, www.accenture.com.
softwareservices—devices and
Copyright © 2012 Accenture
platforms, managedservices, and
All rights reserved. business integration services.
Accenture, its Signature, and These are designed to help
High Performance Delivered organizationsembrace business to
are trademarks of Accenture.
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