Enterprise Mobility and Its Impact on Information Technology

Mobile applications controlled enterprise mobility spending throughout 2014, with 62.5 % of businesses buying applications during the previous 12 months, and the trend shows no indications of abating, according to an industry file from the Enterprise Mobility Exchange (EME).

The media tablet market did not exist in early 2010. Now, countless workers use these tablets in the enterprise every day, and the tablet market is simply the pointer of the mobility iceberg. Just listed below the surface lies a torrent of developments that consists of mobile applications, social media, mobile health, cloud computing, mobile payments, interconnected machines, mobile collaboration and wireless technologies.

Mobile innovations have actually sped up the modification in the relationship between IT and users. In the past, IT had the unique technical expertise to understand which technologies were both feasible and beneficial, whereas users did not. IT also had the tools, time and charter to establish the required management and monitoring infrastructure to support those technologies. However, IT progressively no longer has the tools, time or exclusivity that it had in the past.

Unfortunately, IT is strained by an overwhelming range of regulatory, compliance, security, privacy, expense, organizational, policy and legacy technology restraints that dramatically shapes IT’s response to these modifications. Merely put, the innovation rate in mobile devices, social software and cloud computing is accelerating quicker than the enterprise adjustment rate. IT companies that cannot adjust to this new reality will lose their importance in the age of prevalent mobility.

Enterprise Mobility

A repeating theme in many of our conversations with Gartner customers is their battle with mobile governance. We specify governance as the management of individuals, policy and process issues. Enterprises often arrange their individuals into practical silos (for instance, personnels, legal, business managers, security group, networking group, application group or workstation group) to enhance functional efficiency. Such an organizational structure makes it difficult to fix mobility problems since the options frequently span many operational domains. An excellent example of this is the bring your own device (BYOD) policy obstacle. BYOD policies are not simply a matter of asking the security team to evaluate risk; they will also need input from users, business devices, human resources, legal, support workers, application developers and the networking team.

Many enterprises have the tendency to concentrate on a single overriding mobility problem (for example, security). Nevertheless, the desire to focus on a single issue can mask other essential problems and lead to unexpected effects. For instance, IT may choose to reduce risk by mandating that all BYOD devices access enterprise resources using server-hosted virtual desktop (SHVD) technology so that delicate data is kept off the device. But the choice to use SHVD technology might aggravate user experience (thereby decreasing performance) and enhance cordless LAN (WLAN) dependency (perhaps needing WLAN capital improvements) compared to other mobile solutions.

The process of developing mobile solutions typically requires that business deciding between various conflicting tradeoffs. The enterprise may believe that making the most of user experience is very important for a particular mobile solution and for that reason choose to build a resident mobile application rather of mandating using SHVD. The result of “moving” the user experience tab from “even worse” to “better,” moves the security risk tab from “less” to “more” (because delicate data is stored on the mobile phone) and moves the network dependency tab from “more” to “less” (due to the fact that mobile data is saved on the device rather of on a remote server).

Enterprises ought to develop mobile options using an enterprisewide architectural methodology. An architectural methodology helps IT by supplying a framework to consider all of the significant issues, emphasize interdependencies and facilitate choice making between clashing tradeoffs. Before creating a mobile architecture, the enterprise must develop a cross-functional architecture team that includes representatives from not only the IT organization however also magnate, HR, legal and the user community. The architecture group should use a repeatable and defensible methodology that iterates amongst lots of interdependent tradeoffs to develop and refine its mobile architecture.

The mobile group must consider the needs of all stakeholders by lining up business, user and IT point of views. The mobile group ought to produce a mobile architecture that:

  • Addresses a broad set of mobile requirements such as data mobility, application architecture, identity and security, wireless communication, management and governance.
  • Facilitates iterative choice making by guiding the team through a process of systematically making tradeoffs amongst conflicting requirements
  • Adapts to altering demands by encouraging constant experimentation and knowing.


Endpoint self-reliance describes a mobile architecture that enables an enterprise to protect sensitive information no matter the kind of mobile device or who owns that device. IT companies do not understand what kind of device or mobile operating system workers will wish to use next year or next month. That unpredictability is pressuring enterprises to create endpoint-independent mobile options. Mobile endpoint independence will make it possible for business to support and handle application service levels, no matter which devices their users wish to take advantage of.

Point of views

The following sections analyze mobility from several perspectives:


Mobile infrastructure offers the foundation upon which enterprises build their mobile solutions. It includes WLAN technology such as Wi-Fi access points (APs), mobile cellular equipment such as distributed antenna systems (DASs) and virtualization technology such as SHVD. Mobile facilities also includes the system management tools that enable business to provision mobile devices and to effectively triage, diagnose and mitigate issues.

Enterprise mobility is reliant upon the existence of a well-designed and prevalent facilities of WLAN and mobile cellular technology. Wireless started as a “good to have” convenience, but it has rapidly developed into a “need to have” need. Users expect prevalent service, high performance and seamless mobility. Satisfying this expectation is difficult for IT organizations because the variety of mobile devices, and mobile interactions traffic, is growing tremendously. In addition, many cordless systems were not created for mission-critical performance and smooth mobility. Many business have to invest time and capital in order to enhance network capability, reliability and manageability.

Lots of enterprises have actually neglected their wireless networks because they were focused on more pushing issues (for example, BYOD policies, mobile device management tools and mobile applications) and most users were not grumbling about the wireless network. However business are slowly realizing that they will need to buy WLAN and mobile cellular technologies in order to guarantee a robust cordless foundation.

A lot of enterprises define application delivery by physical devices. Any kind of failure (for instance, power supply or tough disk), device loss or theft, can halt user performance. An alternative to device-centric application shipment is emerging and is commonly described as user-centric or people-centric application shipment. Delivering traditional applications to people rather of to devices needs new financial investments in technologies such as SHVD, persistent personalization and application virtualization. Although virtualization might enhance the reliance on the cordless network, as compared to a resident mobile application, the result can yield significant overall cost of ownership (TCO) cost savings.

Virtualization manages many advantages, such as enhanced security, business connection and access to legacy applications. Still, the course forward is hard and can have a substantial effect on IT processes, application delivery architectures, management tools and security (for instance, data, endpoint and network access control). Complementary technologies such as relentless customization and server-based computing also have a significant function in supporting mobile compute designs.

System management is significantly more complex for mobile communication. Radio signals are challenging to control, simple to interrupt, and impossible to see. Many aspects can negatively affect wireless performance, consisting of bad network design, unpredictable station habits, and disturbance. In addition, modern-day communication systems include linked labyrinths of servers (physical, virtual and cloud-based), which communicate with endpoints (mobile and fixed) through networks (wired, wireless LAN and cordless WAN) run by various companies. The enterprise may not own the endpoint, the network or the servers, but have to eventually guarantee end-to-end service shipment and must support users when issues develop.

Enterprises should develop a system management group that is chartered with supporting this complex communication system. The team needs to make sure that the enterprise is gathering pertinent, precise and prompt performance metrics. These metrics supply a basis to assist optimize enterprise investments in technologies and people, fulfill required service levels and ensure user performance. The metrics also validate charges to users and help the enterprise quicker detect and handle incidents and issues. The group should also specify network triage obligation domains, document diagnostic procedures and ensure personnel are well trained and have access to the needed tools.

Users, Applications and Data

Mobile users (for instance, employees, consumers and partners) increasingly expect to integrate their individual and professional information using mobile devices. This expectation is driving enterprises to build mobile applications that make it possible for users to access enterprise data at any time, anywhere and on any device.

For many workers, the terms “workplace hours” and “work place” are anachronisms. Work versatility is a necessity, not an alternative. They integrate their professional/personal lives on their customer devices and use social networks to share, communicate and team up. Users typically have a much better sense than IT of what mobile services and products are feasible. They also feel empowered to use them, regardless of security concerns. The growing wave of consumerization, expectation and elegance has created a powerful force for change.

Mobile technology has also significantly altered customer expectations. Customers expect to use mobile technologies to research study, buy, sell, rent and rate essentially any services and product. Enterprises have an opportunity to grow market share and expand addressable markets using mobile technologies to offer competent clients with the specific services and products that they require, at the correct time and wherever they require them.

Business partners such as providers, distributors and value added resellers (VARs), anticipate to use mobile technology to speed up time to market, improve customer fulfillment and boost earnings margins. For example, enterprises can use mobile applications to improve VAR training, reduce the sales cycle and improve supply chain logistics. These mobile efforts require thoughtful planning, development, deployment and continuous mobile application refinement.

The rush to develop mobile applications resembles the fast introduction of sites in the late 1990s. At that time, enterprises saw sites as a powerful channel through which to sell goods/services and to communicate with employees, clients and partners. Enterprises view mobile applications as providing a number of the exact same opportunities. However, unlike the 1990s, where deploying a basic website sufficed to obtain begun, merely having a mobile application is not. Significantly sophisticated user requirements are driving the enterprise to buy and develop applications that provide a sophisticated, powerful and instinctive user experience. The application needs to leverage the underlying native abilities (for example, GPS, cam and accelerometer) of the mobile device operating system and hardware. In addition, applications must progressively integrate location-aware abilities (for instance, mobile marketing) and social networking integration. Users want to be impressed.

As if this were not difficult enough, enterprises have to also deal with numerous complicating aspects such as brief device life cycles (less than 12 months), absence of mobile-friendly legacy applications, immature mobile application development tools, privacy issues, security dangers, development costs, competing application architectures and inadequate mobile application development competence. The mix of these making complex aspects, combined with increasingly requiring user demands, increases the complexity of mobile application development.

Mobile technology is a level playing field disrupter of communication, collaboration, content and social (3CS) software management technologies. Unified communications (UC) customers have to work on a wide range of mobile phones and tablets; today, many of them do not. Collaborative workspaces such as IBM Connections and Microsoft SharePoint must enable mobile workers to be full-fledged members of communities. That’s typically difficult today– in-house implementations of Connections and SharePoint are often unattainable from tablets, and workflow approvals in some cases can’t be performed from mobile phones.

Enterprises need to produce mobile-friendly portals and sites so that employees and consumers can easily access and read documents on varying screen sizes. Unfortunately, lots of companies still don’t do so. In addition, the expansion of devices has actually made a manual content synchronization process too burdensome, therefore driving workers to count on consumer services such as Dropbox. Social networks typically blossom through mobile phones– workers can alert others where they are, take and post images and otherwise create a stable stream of comments and questions. Nevertheless, enterprises typically continue to consider social software within the context of working at a desk and, for that reason, do not open its complete capacity.

Mobile data requirements are emerging as an essential factor in the design of mobile applications and user experience. Enterprises has to think about requirements such as data input/output (for example, transaction rate), accuracy (for instance, accurate as much as the 2nd, hour or day), synchronization, mobile device storage, back-end storage, processing complexity, risk sensitivity and privacy. The decisions that enterprises make to satisfy their mobile data demands can impact user experience, mobile application design, security, and privacy.

Security and Identity

Mobility has actually not changed the fundamental kinds of information security dangers that enterprises have to challenge. Risks such as harmful software, device theft and sensitive data loss existed prior to mobile devices. However mobility adds new twists, such as endpoint ownership, no dominant operating system, really short device life process, and immature management and security tools. Although sensitive data needs protection, the data have to be readily available to authorized users. Typically, enterprises protect the data by putting controls on the endpoint, however it might not be possible to position controls on the endpoint in a BYOD environment.

Enterprise security groups have actually lost control over the mobile endpoint. They progressively do not own the hardware or control the software on the device. The variety of devices and brief product introduction life cycles make it unwise for security teams to lock down every mobile device. Content-aware data loss prevention (DLP) solutions for mobile devices are at a nascent stage with little or no local native device abilities. In addition, endpoint protection platforms (EPPs) have bit, if any, support for mobile phones and tablets. Although security controls such as file encryption, device firewall programs and application controls vary from device to device, third-party items are readily available to enhance the controls and to supply management of heterogeneous devices.

IT companies need to attend to how users validate when operating mobile phones and tablets. Gartner defines authentication as “the treatment through which a user offers enough qualifications to satisfy requirements for access to resources.” Implicit within this definition is the idea of evidence; the organization has to have self-confidence that the entity at the other end of the deal is a legitimate user. Without first ensuring that the entity using the device is a genuine user, the enterprise can not take convenience in its other logical access controls to business systems. Although authentication is a major concern within mobility architectures, it is necessary to note that identity management systems have little to absolutely nothing to state in regards to how a genuine user validates to the mobile device.

The conversation of mobile devices and identity has focused upon making use of mobile device services as an authenticator for accessing resources via another computing platform. For example, users may go into a one-time password that is produced on a mobile device for access to resources via their PC or Mac. Since smartphones and tablets have become viable computing platforms for end users, enterprises must also focus on user access to business resources by means of the mobile device, assisted in by authentication methods such as X. 509 certificates, software one-time password (OTP) customers and out-of-band communication.

Third-party management software vendors are hurrying to fill the void developed by the immature endpoint security and identity controls. Mobile phone management (MDM) software supplies the capability to define and enforce mobile policies throughout a variety of hardware and software platforms. Some MDM options offer container technology to separate enterprise information from personal information. Managed containers separate enterprise information from nonenterprise information on a mobile endpoint. The information held within a managed container is secured through using authentication (the user is required to confirm to the container prior to accessing information held within it) and typically, however not constantly, encryption. The MDM centrally handles the container so that configurations can be set by the enterprise. Information held within a handled container can be gotten rid of without impacting other information or applications on the mobile endpoint device.

Enterprises typically have problem with tablet and smartphone management. The variety of smartphone operating-system features, quick evolution of smartphone devices and the inability of MDM options to support every feature and device make the examination of MDM systems a huge obstacle. Intensifying this obstacle is a fragmented MDM market that makes it hard to develop a baseline meaning regarding what MDM capability is necessary and sufficient for most enterprises. Products differ substantially in their product features, techniques of device control, application management controls and ability to segregate personal and professional information. Enterprises ought to pick an MDM system as a short-term, tactical financial investment.

Professional Effectiveness

Enterprises are struggling to adjust to new employment standards– norms that have remained in place for generations but are changing due to the fact that of wireless networks, portable devices, social networks and cloud-based options. In the past, employees were anticipated to work “9 to 5” at “the office.” They made use of company-owned computer systems, servers and networks to perform their responsibilities. Management prevented workers from participating in personal activities while at work, and most employees worked together only while in face-to-face conferences.

New norms have actually rapidly replaced the old ones. Employees now work at whenever and from any location. They frequently use personally owned mobile devices and interact over home Wi-Fi networks. Workers regularly integrate individual and professional activities and use their cellphones to help them merge those activities. They store enterprise data on public cloud servers and synchronize the data in between employer and employee-owned devices. Collaboration can now occur anywhere using social platforms such as Apple FaceTime, Google Chat and Microsoft Lync. Conventional methods about “how to use the phone” are paving the way to protocols such as “IM prior to calling, call prior to checking out.”.

Mobility has changed the way workers interact with their tools. Instead of using the desktop PC to do everything, workers now have the alternative of doing parts of their deal with different devices, using the very best device for the current task. A worker can get an email notice on a smartphone, dash off a quick reply on a tablet, gather more truths through some call from the vehicle, and after that author a detailed file– with supporting spreadsheets– as soon as back at the office through a desktop PC.

Doing deal with a desktop PC commonly indicates opening multiple applications (for example, email, a collaborative work space and a content management system) and after that copying and pasting information between them. Smartphones and tablets come with that integration built in. For example, a realty representative taking images (content) through a smartphone can use several button clicks to email it (communications) it to colleagues for their help in estimating a suitable sale price (collaboration) as well as post it to Facebook and Twitter (social) for viewing by potential customers. It isn’t really that the exact same thing could not be done using other devices (for example, PC, video camera and GPS)– it’s simply quicker, simpler and can be done from more places.


The explosive growth in mobility, social networks and cloud computing provides the enterprise with huge opportunities and obstacles. Mobility needs that enterprises make choices among lots of interdependent tradeoffs. Gartner recommends that enterprises create mobile solutions using an enterprisewide architectural methodology. An architectural methodology helps IT by providing a framework to consider all the significant concerns, highlight the interdependencies and facilitate decision making between clashing tradeoffs.


Source: Gartner

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