Tablets drive worker productivity in part due to their hyper-portability, as I argued in a recent blog post. Workers can (and, we showed with data, do) use tablets in more places, places where they wouldn’t (and don’t) take their PCs.
The top question I’ve received about tablet hyper-portability is this one: “Tablets are very portable, sure, but are people using them as creation devices or as (mere) consumption devices?” The general assumption behind this question tends to be that “creation” activities are equal to “productivity,” while “consumption” activities are not. I believe this is a false dichotomy, however. Consuming the right information at the right time can increase worker productivity in and of itself. Let me offer a few examples showing how that can work:
Retail sales associates using tablets with customers. Retailers are equipping sales associates with tablets to use on the retail floor, creating richer interactions with customers – and driving higher sales.
Physicians conducting patient rounds with tablets. Physicians can gain rich, immediate insight into their patients’ health records – saving time and driving more accurate diagnoses in less time. They also use the tablets to show patients results (like x-ray images), creating a better patient experience.
Technology’s value to a business derives at least in part from its ability to increase productivity. The 1987 Nobel Prize winning economist Robert Solow demonstrated that technology increases the productivity of both capital and labor to create economic growth.
Some technologies radically reshape productivity. Take, for example, the cotton gin (1792), which fundamentally transformed labor. A quote from Wikipedia claims: “With a cotton gin, in one day a man could remove seed from as much upland cotton as would have previously taken a woman working two months to process at one pound a day.” By profoundly increasing worker productivity, the cotton gin revolutionized both the textile and agricultural industries.
We’re living through several technological revolutions of our own right now – in, for example, cloud services, mobility, and big data. One technology that leverages all three to some extent is the tablet, a device I follow very closely.
Tablets drive worker productivity through a variety of vectors. One of those vectors is portability. In our Forrsights Hardware Survey, we asked IT decision-makers who either support tablets today or plan to support them soon why they would do so. IT decision-makers’ #1 answer, at 62%? Because tablets are a “more portable form factor than the traditional laptop.” This response eclipsed end user preferences, ease of use considerations, and other possible answers.
On Sunday, February 24, TVs around the world were tuned to the 85th annual Academy Awards show (aka The Oscars). While the very first Academy Awards ceremony took place in 1929 — with guest tickets costing only $5 and fewer than 300 people attending the event in the Hollywood Roosevelt Hotel’s dining room — today the event is broadcast live to millions of fans across 200 countries. But The Oscars’ impressive growth in viewership is not the only thing that signifies the changing times; the technological advances that the awards program has embraced position the event as a leader in the modern-day media consumption landscape.
In 2011, Oscar.com’s supplementary footage offered an overwhelmingly popular second-screen viewing experience; it won an Emmy Award for Outstanding Creative Achievement in Interactive Media. Several weeks ago, the Academy launched a second version of the official Oscars app that engages consumers all year round but provides exclusive real-time updates during the dazzling event itself.
The Academy’s mobile development, which allows consumers to connect with supplemental real-time content for an enhanced entertainment experience, is a timely one: Forrester’s North American Technographics® Online Benchmark Survey (Part 2), Q3 2012 (US) shows that 69% of US online adults use Internet-connected devices while watching TV today. Not surprisingly, younger consumers are most likely to turn their devices into TV companions: 61% of 18- to 24-year-old multitaskers use a mobile phone to interact with programming-specific content.
“Hello, I’m J. P. Gownder, and I serve Infrastructure and Operations professionals!” That’s my new greeting to Forrester’s clients. (I borrowed – aka “stole” – this opening line from my excellent colleague, Laura Ramos, who recently rejoined the Forrester analyst ranks herself).
After eight years in a variety of roles at Forrester, I’ve joined the Infrastructure and Operations (I&O) team as a Vice President and Principal Analyst. I’ll be collaborating with analyst colleagues (please see below) on I&O’s forthcoming Workforce Enablement Playbook. I&O pros face the constant challenge of empowering their companies’ workers with devices and services to make them successful in their jobs… as well as navigating the growing challenge of employees who choose to bring their own technology to work instead.
More specifically, I’ll be researching at least five issues pertinent to I&O pros:
Carriers have lost a great deal of their relevance for end users. People of all shades, individuals, employees, information workers, etc, are looking for solutions that meet their demand, not connectivity per se.
In our view, four trends matter significantly for carriers since they strike at the heart of their customer facing relationships in the shape of changing end-user behaviour:
Applications have become the focal point for end-users. Phone or connectivity features are less interesting. The carrier brand is not seen as the destination to turn to for app-demand. Merely 18% of business users would turn to a carrier for apps compared to 49% who go directly to the classic app stores. Carriers ought to get closely involved in HTML5 development as it paves the way for OS-independent Web-based apps, thus potentially limiting the influence of operating systems like iOS or Android over the ecosystem. Carries must strive to accommodate where possible app developers to remain somewhat influential ecosystems players.
Users buy devices directly. There is an increasing push by device manufactures (traditional like Samsung and Apple and emerging such as Google, Amazon etc) to sell devices directly to the customer, both business and consumer, and outside the carrier channel. This robs carriers of their main service distribution channel and undermines their potential to monetise value added services.
Carrier-selection is becoming more ad-hoc and temporary. The emergence of embedded software SIMs “interrupts” the relationship between user and carrier. End-users will increasingly be able to select carriers after they purchase a device and for certain circumstances like content consumption or for international roaming. As a result price wars for basic connectivity will increase once again.
Think you developed a secure mobile app? Think again. Many mobile app developers have a naive notion of app security that leads them into believing their apps are secure when they are not. Some developers authenticate users and encrypt passwords and think that they’re all set, but there could still be security holes so wide you could sail a ship through them. The results of releasing an insecure app can include financial loss, reputation tarnish, lawsuits, and Twitter shame.
When designing your mobile apps and mobile backend services, be sure to consider the six security properties of confidentiality, integrity, availability, authentication, authorization, and nonrepudiation (see Figure below). Simply considering how each security property applies to your app won't make it more secure. You will need to perform threat modeling on your design and find solutions to secure your app based on your specific technology and use cases. Don't forget that the mobile backend services must be secure too.
As my colleague Sarah Rotman Epps so aptly observes: the third generation of iPad is a gut renovation masquerading as incremental innovation. The new iPad looks basically the same but now carries a snappy 4G radio and a much more powerful graphics processor than its predecessor. The big hardware advance lies in the components, particularly in the graphics processor to handle the high-fidelity Retina display and rapid-response touchscreen control. How will an iPad with much better graphics and a faster network connection affect the enterprise?
Some Forrester data from our workforce surveys and forecasts to set the stage:
More than 90,000 iPad-only apps are available today. Forrester clients in a wide range of industries — media, software, retail, travel, consumer packaged goods, financial services, pharmaceuticals, utilities, and more — are scrambling to determine how to develop their own iPad app strategies (or browser-based iPad strategies).
Clients are asking us to help them address both challenges and opportunities associated with the iPad: How do I develop an app product strategy for the iPad? Does the browser matter, too? What will make my app or browser experience stand out from the competition? How will an iPad app complement my smartphone and Web properties?
If you are navigating these sorts of decisions, I'd like to invite you to a very exciting event being hosted by an analyst on my team, Sarah Rotman Epps. Sarah's holding a Workshop on July 27 (in San Francisco) to help clients like you separate the hype from the reality and take concrete steps toward developing a winning iPad app and browser strategy.
The Workshop: POST — Refining Your Strategy For iPads And Tablets
This Workshop focuses on refining your strategy for reaching and supporting your key constituencies through iPads and other tablets. We'll take you through the POST (people, objectives, strategy, and technology) process, helping you to:
Understand where the tablet market is going based on Forrester's latest data and insights.
Apply what other companies have done to your own tablet strategy.
Today The New York Times is reporting that Apple is changing its policy for allowing apps to deliver content that was paid for somewhere other than in the app where Apple would get a cut. This came to light when Sony was forced to explain why its iPhone and iPad apps were not being released as promised. This is important to illustrate clearly because this is not just about Sony. In fact, it is expected that Apple will apply this same policy to existing apps over the coming months. The most obvious target is Amazon.com's Kindle store, but we have no reason to believe it will stop with eBook retailers; instead, this policy should also affect magazines, newspapers, even videos and games.
This represents a shift for Apple. Going back to the iPod days, Apple only sold music because it helped sell iPods. When Apple added the iPhone app store, it allowed Amazon to add a Kindle app because it would only make iPhones more valuable to potential buyers. The same held true for the iPad. But now that the company has built such a powerful ecosystem of devices, content, and consumers, it appears Apple is eager to ensure it can collect any and all tolls along its proprietary highways. I note this with some irony because it was just three weeks ago that I praised Apple's surprising openness in a report explaining the iPad's rapid growth: