Forrester Blogs › Category: mobility strategy

Enterprises In AP Must Build On Three Pillars To Manage BYOT Information Security

Posted by Katyayan Gupta on the Infrastructure & Operations Professionals Blog on April 30, 2013

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Katyayan Gupta

Information workers in organizations across Asia Pacific (AP) are increasingly using personal mobile devices, applications, and public cloud services for work. Forrester defines this as the bring-your-own-technology (BYOT) trend. This behavior is more prevalent among employees above the director-level (C-level executives, presidents, and vice presidents) than those below that level (individual worker, contractor or consultant and manager/supervisor). Data from Forrester’s Forrsight Workforce survey, Q4 2012 corroborates this trend in AP.

We believe that the BYOT trend will strengthen over the next two years in AP, primarily fueled by employees below the director level. Increasing options, quality and affordability of devices, apps, and wireless connectivity, coverage, and capacity will contribute to this expansion. In order to secure corporate data, organizations will need to:

  • Develop Corporate Mobile Policies: Organizations must build cross-functional teams to plan their mobile strategies. This should include representatives from different LOBs like finance, HR, legal and sourcing. Moreover, the policy must clearly define guardrails to provide flexibility to employees but within boundaries and in compliance with local regulations.
  • Identify Technologies To Secure Corporate Data: 29% of business-decision makers in AP report that the rising expectations of younger workers require businesses to push enterprise IT to keep technology current. This is why it is critical to identify both back-end and front-end technologies and suppliers that can optimize mobile device and application management in a secure manner. Focus should be on networking layer security and mobile device management solutions.
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Disruptive CIOs Focus On Business Outcomes

Posted by Khalid Kark on the CIOs Blog on April 2, 2013

Khalid Kark

The Renaissance was possible because of dissemination of ideas from the later 15th century. The availability of paper and the subsequent invention of the printing press in 1445 forever changed the lives of people in Europe and, eventually, all over the world. Previously, bookmaking entailed copying all the words and illustrations by hand, often onto parchment or animal skin. The labor that went into creating books made each one very expensive to make and acquire. The advent of the printing press helped produce books better, faster, and cheaper and led to disruptive cultural revolution.

We are experiencing a very similar phenomenon today. We are in the midst of digital disruption. The printing press of our time is platforms such as social, mobile, cloud and analytics that help propagate value to our customers better, faster and more cheaply than previously available options. So whether you are on board or not, this disruption is taking place; the two choices you have are: become a disruptive CIO or be disrupted.

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Do Banks Really Need To "Own" Mobile Banking?

Posted by John Brand on the CIOs Blog on August 28, 2012

Australian Banks have often been at the forefront of global banking trends, or at the very least, fast followers that learn quickly from the mistakes of others. In Australia, mobile banking has quickly become a "war" amongst the majors with a range of different banking services and approaches - from basic access to transactional histories, transfers, payments, integrated retail services, and even near-field-communications-based micro-payments systems.

But how much of the mobile banking channel do banks really need to own? Most banks no longer own or operate their own ATM networks. They control the flow of transactions through that channel, but they generally have little to no interest in owning the assets or operating ATM cash management processes. Mobile banking is a complex and costly business to be in. With the advent of Internet banking, it quickly became clear that the cost of delivering online banking services through the internet was rarely, if ever, a more cost-effective channel than the bank-owned and operated PC-based products (remember the dedicated dial-up modems!). But in theory it should have been. All of the cost modeling showed that it should be cheaper. Yet banks have continued to invest more and more in building out, maintaining, operating - and particularly securing - their Internet banking channels.

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