The Missing Ingredient: Preparing the Enterprise for Consumer IT
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The Missing Ingredient: Preparing the Enterprise for Consumer IT
- 1. Title of slide goes here – 88 pt. Subject Title A + Bullet Point 1 + Bullet Point 2 + Bullet Point 3 Subject Title B + Bullet Point 1 + Bullet Point 2 + Bullet Point 3
- 2. Title of slide goes here – 88 pt. Subject Title A The Missing Ingredient: + Bullet Point 1 + Bullet Point 2 Preparing the 3Enterprise for Consumer IT + Bullet Point Subject Title B Rick Bauer | Director of Research & Development | CompTIA + Bullet Point 1 + Bullet Point 2 + Bullet Point 3
- 3. Who is CompTIA Trade association advancing the global IT industry for 30 years • Headquartered in the U.S. with offices in 11 countries • World’s largest provider of vendor-neutral IT certifications • 2 million plus IT certification holders • 2,000 member companies & 1,000 partners worldwide
- 4. Title of slide goes here – 88 pt. Subject Title A + Bullet Point 1 “them changes” + Bullet Point 2 + Bullet Point 3 Subject Title B + Bullet Point 1 + Bullet Point 2 + Bullet Point 3
- 5. More than Moore TECHNOLOGY METRIC MONTHS Fiber optic throughput Wavelengths per fiber 9 Optical network Dollars per bit 9 Wireless Bits per second 10 Communication Bits per dollar 10 Magnetic areal storage Gigabits per square inch 12 Digital cameras Pixels per dollar 12 Microprocessor Dollars per cycle 13 Supercomputer power FLOPS 14 RAM Megabytes per dollar 16 DNA sequencing Dollars per base pair 18 Pixels Per array 19 Hard disk storage Gigabytes per dollar 20 Chip MIPS 21 Microprocessor Transistors per chip 24 Bandwidth Kilobits per second per dollar 30* *Source: Ray Kurzweil: “Moore’s Law: The Fifth Paradigm, in The Singularity is Near
- 6. Title of slide goes here – 88 pt. Subject Title A + Bullet Point 1 + Bullet Point 2 10,000,000,000 + Bullet Point 3 Subject Title B Number of1 Smart Phones by 2015 + Bullet Point + Bullet Point 2 + Bullet Point 3
- 7. Title of slide goes here – 88 pt. Subject Title A + Bullet Point 1 + Bullet Point 2 7,000,000,000 + Bullet Point 3 Subject Title B NumberBullet New Wireless Devices by 2015 + of Point 1 + Bullet Point 2 + Bullet Point 3
- 8. Title of slide goes here – 88 pt. “Why is IT so slow?” Subject Title A “Why+ are they doing this to me?” + Bullet Point 1 Bullet Point 2 “Why can’t I just do it this way?” + Bullet Point 3 Subject Title B + Bullet Point 1 “Whatever; I’m outta here.” + Bullet Point 2 + Bullet Point 3
- 9. Title of slide goes here – 88 pt. Subject Title A + Bullet Point 1 + Bullet Point 2 + Bullet Point 3 Subject Title B + Bullet Point 1 + Bullet Point 2 + Bullet Point 3
- 10. Title of slide goes here – 88 pt. Confessions of a Recovering Subject Title A Control Freak CIO + Bullet Point 1 + Bullet Point 2 + Bullet Point 3 Subject Title B + Bullet Point 1 + Bullet Point 2 + Bullet Point 3
- 11. Perceived Benefits • Flexibility • Mobile Access: Anytime, Anywhere, Any Platform • Identity Management for Trusted, Semi-Trusted, Untrusted Access & Devices • New Strategies for Optimizing Employee Productivity • Self-Service Model for IT
- 12. Support for employees in the field 40% 25% Support for traveling employees 40% 21% Mobile connection with customers 31% 22% Support for employees working from home 35% 18% Building customized mobile apps 29% 11% Moderate Focus Heavy Focus Mobile commerce 25% 14% Source: CompTIA’s Trends in Enterprise Mobility study Base: 500 U.S. businesses (aka end users) in a variety of industries
- 13. Business Strategy Application Strategy Consumerized, Mobile Strategy Information Management & Security Business and IT Governance Strategy Strategy
- 14. People to Engage? Devices to Applications to • Employees Support? Mobilize? • Customers • Android • Email • Channel/Reseller • Blackberry/RIM • Field Service Ecosystem Partners • iPhone • Fleet Management • Supply Chain • Symbian • Business Line Ecosystem • webOS Applications • General Public • Windows Phone • Consumer Applications • Executive Level • Others • IT Personnel
- 15. Is there a thing of which it is said, “See, this is new”? It has already been, in the ages before us. —Ecclesiastes 1:10
- 16. Title of slide goes here – 88 pt. Subject Title A + Bullet Point 1 “We have all been here before” + Bullet Point 2 + Bullet Point 3 Subject Title B + Bullet Point 1 + Bullet Point 2 + Bullet Point 3
- 17. Challenge Historical Analogy Consumerization of IT Mainframe → Client Server Sophistication of the end user Client/Server → Web-based Applications 24x7x365 lifestyle Internet “always on” IT Architecture & Infrastructure, Current Business Imperative business justification Information Security (Regulatory Current Business Imperative Compliance Drivers)
- 18. Higher CIO Talents/Skills Mix Technical Skills Business Skills Political Skills Leadership Skills Lower 1960's 1970's 1980's 1990's 2000's Today
- 19. So what’s the point? The CIO and the organization faces not only the consumerization of information technology, but also the increasing velocity of technology diffusion into the enterprise. This a very good thing.
- 20. Challenges for the CIO • Sophistication of the end user • 24x7x365 lifestyle (was “work/life balance”) • Sourcing/ROI (Internal Rate of Return) • Architecture & Infrastructure • Information Security • CIO as THE LEAD strategic business champion • CoIT/Mobility touches ALL OF THE ABOVE
- 21. Title of slide goes here – 88 pt. The A Subject Title Missing Ingredient: Trained IT Professionals + Bullet Point 1 + Bullet Point 2 Trained Workforce + Bullet Point 3 Creative Learning Subject Title B + Bullet Point 1 Certified Solutions + Bullet Point 2 + Bullet Point 3
- 22. Brain Power, Compute Cycles, Mobility, Technology Choice and Human Evolution Brain Power Personal Mobility Frustration Compute Power Gap in Knowledge Personal Choice of Technology Worker Performance Expectations gap in Enterprise Mobility Deployment Onset of Mankind Industrial Revolution TV Sitcom Reality TV
- 23. Title of slide goes here – 88 pt. “People continue to be an organization's Subject Title A + Bullet Point 1 greatest Point 3 as well as its greatest asset + Bullet Point 2 + Bullet worry. That has not changed from 2007.” Subject Title B 2011 Security Report, Deloitte + Bullet Point 1 + Bullet Point 2 + Bullet Point 3
- 24. Mobility Insecurity Issues Lost device 56% Violation of company policy on corporate data 25% Mobile phishing attack 21% Mobile malware 17% Employees disabling security features on mobile devices 13% Source: CompTIA’s Trends in Enterprise Mobility study Base: 500 U.S. businesses (aka end users) in a variety of industries
- 25. Title of slide goes here – 88 pt. 40 percent of Subject Title A home, Point 1 + Bullet business, government and +channel users of information Bullet Point 2 + Bullet Point 3 technology believe human error is the Subject Title B leading cause of data loss, up from 11 + Bullet Point 1 + Bullet Point 2 percent in 2005. + Bullet Point 3 Kroll Ontrack, 2011 Report.
- 26. Mobility Policy Adoption Require passcode to unlock device 76% Ensure device is secured at all times 41% Encrypt data on device 40% Ensure OS/apps are up-to-date 33% Disallow "jailbreaking" of OS 26% Online service for tracking/wiping 25% Source: CompTIA’s Trends in Enterprise Mobility study Base: 500 U.S. businesses (aka end users) in a variety of industries
- 27. Title of slide goes here – 88 pt. Subject Title A + Bullet Point 1 “I was so much older then, + Bullet Point 2 I’m younger than that now.” + Bullet Point 3 Subject Title B + Bullet Point 1 + Bullet Point 2 + Bullet Point 3
- 28. www.cloudchallenge.com • Anchors knowledge gained during CompTIA Cloud Essentials training & preparation for certification exam • An exciting method to put theory into practice: “serious gaming” • Multiple scenarios, providing exposure to a broad set of issues • Single-player game; play online from anywhere, at any time • Learning can be fun and viral
- 29. CompTIA Mobility Certifications 2012-2013 • Vendor Enterprise neutral Mobility+ Mobility • Standards- Management based • Build by SME’s in the industry, for Mobility Mobile Security the industry Analysis & Management Architecture
- 30. Thought Leader Ecosystem: March 2012 Carriers AT&T, NTT, Deutsche Telekom/T- Customers Mobile, Verizon, Vodaphone Fortune 1000, Government sector Device Providers WiFi Device & Infrastructure Apple, Cisco, Google/Motorola, HP, Arriba, Avaya, Cisco, Google, HP, Huawei, HTC, Samsung Motorola MDM Providers Partner Organizations AirWatch, BoxTone, Excitor, Fiberlink, FancyFon, Good Technology, McAfee, CWNP, Enterprise Mobility Forum, MobileIron,Sybase, Symantec, IEEE, WiFi Alliance Tangoe, Zenprise.
- 31. Help Us Solve This Challenge What We Are Asking Today • Temperature Rating? • Serve on Mobility Certification Advisory Council? (Executive Level) • Recommend Subject Matter Experts (SME’s) for Certification Design and Develop (20-30 hours per certification)? • Mandate/Recommend in your Organization/Channel?
- 32. Consumer Devices in the Enterprise • Think (again) like an Optimist • Provision like an Economist • Secure like a Calvinist
- 33. Parting Questions • WLAN capacity and reliability to support the increase in mobile devices and applications (e.g., VDI)? • How do I test mobile applications? • How does my helpdesk function and how will that change? • How flexible is my IT culture right now? • How educated is my IT staff and my organization on this? • How is my IT department perceived by the rest of the business?
- 34. Let’s Get Prepared for Enterprise Mobility and the Consumerization of IT Rick Bauer, CompTIA R&D rbauer@comptia.org certification.comptia.org
Editor's Notes
- Roy Amara, the American futurist, said “we tend to overestimate the effect of a technology trend in the short run and underestimate the effect in the long run.” If that is true, then I think we can look forward to our children’s insight decades from now about how mobile computing platforms, device agnosticism, and the deployment direction of narrowly-prescribed business technology from centralized IT to other trajectories, including the ones chosen by the knowledge workers themselves, could certainly be one of those impacts we do not yet fully realize.
- about ComTIA
- Ray Kurzweil collected this information in 2005, and Kevin Kelly of Wired validated it again last year in his ground-changing book What Technology Wants. What’s interesting is that all of this is going in the direction of smaller and faster, and is not scaling in other worlds, particularly in energy consumption. That’s why Solyndra was a bad investment. Wired Magazine’s founder Kevin Kelly tells a Gordon Moore story that if the airline industry had the same sort of change in exponential rates as we see above, a modern commercial aircraft would cost $500, circle the earth in 20 minutes, and use only 5 gallons of fuel for the trip. Of course, it would be only the size of a shoebox.
- ADAPT OR DIE!
- CIO of the first high school in America where every student had a notebook computer. We wired an entire 80 building campus, trained faculty, deployed systems, did the heavy lifting, and really made an improvement in the way learning took place. But we did it our way. We said it was driven by costs, and that we simply did not have the resources to support such a heterogeneous set of platforms, operating systems, software, etc., we did not have the plethora of web-based apps that could be delivered on any device. We said, “you can have any laptop you want, as long as it’s a Dell, and it’s black. To our administrators and faculty we said, “any cellular phone you want as long as it’s a Blackberry, and that’s black.” To those renegade teachers and faculty who worked for decades with Apple and Unix applications, we ripped them out, we did not support them. They were regarded as vermin on our otherwise pristine networks.It may have worked for a while, but it should not have lasted as long as it did.I heard the US justification for the war in Iraq stated as “we did it because we could” ; I think that was our justification for monolithic IT as well.So I went to the Betty Ford CIO clinic, and I went through therapy…me and Lindsey Lohan…for my TechControlManiaStep 1 - We admitted we were powerless over our monolithic platform addiction - that our networks had become unsupportive of and even hostile to innovation.Step 2 - Came to believe that a Power greater than myself could restore us to sanity—the power of trust, the trust that IT should have not only for the business units, but the business PEOPLE in those environments.Step 3 - Made a decision to turn our will and our technology policies over to a more collaborative model, as we understood that model to be…and we learned understanding from opening up the governance, and listening to our senior executives.Step 4 - Made a searching and fearless technology inventory of ourselves and our infrastructure.Step 5 - Admitted to the CEO, to ourselves and to another human being the exact nature of our wrongsStep 6 - Were entirely ready to have a better governance policy remove all these defects of characterStep 7 - Humbly asked the CEO to remove our shortcomings, and petitioned the CFO for the funding to make this happenStep 8 - Made a list of all persons and projects and platforms we had harmed, and became willing to make amends to them allStep 9 - Made direct amends to such people wherever possible, except when to do so would cause a data breach of personally identifiable informationStep 10 - Continued to take personal inventory, and when we were wrong, we promptly admitted it. We are wrong a lot more now, but somehow people are more forgiving.Step 11 - Sought through discussion, attendance at thought-provoking conferences, and regular engagement with people outside of IT to improve our conscious contact with the better angels of our newly collaborative and platform-inclusive behaviorStep 12 - Having had a spiritual awakening as the result of these steps, we tried to carry this message to other control freak CEO’s, and to practice these principles in all our affairs
- Here’s where having a theology degree from Harvard helps…always helped me understand the differences between Macs and PC’s
- what to do with the mainframe. The rise of personal computers, the introduction of networking, initial portability growing into mobility, growing heterogeneity in systems
- the perimeter and the direction of technology introduction in the enterprise is also changing
- Mobility, the Consumerization of the Enterprise does not cause as many problems as it reveals a dangerous dependency on only one modality of computing choice. In a world of heterogeneity in computing, placing all your digital eggs in one platform is not only dangerous, it could be deadly.
- got to get creativewe have a gaming culture“Serious Business Gaming”
- Consumer-driven mobility is accelerating in time and complexity: adoption rates, device mix, user choice complexity, trust parameters, refresh ratesMobility no longer perceived as a privilege, but enshrined as a right (executive leadership role as protector of workplace environment)The main driver for adoption of mobile devices will be employees, not IT.Technical and policy knowledge exists in stovepipes (R/F but not Wi-Fi, platform, OS, legal, compliance, security, applications), no one-stop provisioning for cradle-grave management of devicesThe “Big Pharma Phenomenon”
- Mobility, the Consumerization of the Enterprise does not cause as many problems as it reveals a dangerous dependency on only one modality of computing choice. In a world of heterogeneity in computing, placing all your digital eggs in one platform is not only dangerous, it could be deadly.
- Mobility, the Consumerization of the Enterprise does not cause as many problems as it reveals a dangerous dependency on only one modality of computing choice. In a world of heterogeneity in computing, placing all your digital eggs in one platform is not only dangerous, it could be deadly.
- got to get creativewe have a gaming culture“Serious Business Gaming”
- experience with ING Brusselsbeta with Red Hat, Rackspace, and Vmware….gaming teams, scoring….lost control of the class for an hour…..
- a lot more than a focus on the device or platform. Make sure you continue to keep your perspective, and delegate the operational details to the folks who can deliver them. Could be a good opportunity to source appropriately if you don’t have the talent inhouse.