Results from Forrester's Q2 2012 Forrsights Workforce Employee Survey show that more than two-thirds of North American and European information workers who use a computer for work an hour or more per day personally choose the smartphones or tablets they use for work, and 46% of information workers personally choose work laptops that are not on the company-approved device list. To address the increasingly complex mobile device landscape, many companies are deploying bring-your-own-device (BYOD) programs to support devices including smartphones, tablets, laptops or desktops. Successfully planning and implementing a BYOD program requires infrastructure and operations (I&O) executives to address the following four key issues.
1. Build Relationships Outside IT
Implementing a successful BYOD program requires cross-functional collaboration across many IT and business groups in the organization. The I&O team should take the lead in BYOD program development. However, I&O executives must collaborate with security and governance, sourcing and vendor management, application development, and enterprise architecture professionals to determine the correct strategy and tool set. It is also critical to include line-of-business executives, as well as legal and finance professionals, to develop corporate BYOD program policies and procedures.
2. Create A Shared, Multi-Year Vision
Proactively working with decision-makers to identify the potential ROI and impacts on corporate business processes enables the I&O team to create a consistent, shared vision of the overall goals and desired outcomes of implementing a BYOD program. This shared vision of the cross-organizational effects of the BYOD program ensures that line-of-business decision-makers and stakeholders understand what investments they must make to support the program.
As part of Forrester’s research into sales enablement, I recently took a journey to “plumb the depths” of sales battle cards. Why?
Sales reps at technology companies tell Forrester that they must understand their competitors if so that they can outmaneuver them during the sales cycle; but, these same sales professionals tell Forrester that, despite the best efforts of product managers, competitive teams, and sales operations, current battle cards are not consistent, instrumental tools that help win more deals.
And thus, my journey into battle cards begins.
During my career, I’ve worked in competitive intelligence at two technology companies, so I already had some strong opinions about battle cards. I tried to set my own views aside, though, and adopted Forrester’s methods of developing a hypothesis and interviewing professionals in the industry.
My initial research looked at the “thing” called a battle card – the layout, structure, and content with the goal of building battle cards that helped sales reps address competitive issues during customer conversations. While testing some really good ideas that came out of the interviews, I could see that the improved battle cards still weren’t enough to meet our objective – routinely helping reps win more deals.
I turned my attention to the “process” of building battle cards – specifically, how sales enablement professionals identify the competitive issues that merit battle cards, how they work with product managers and marketing teams to create the content for battle cards, and how they deliver battle cards to sales reps. While testing some really good process ideas that came out of the interviews, I could see that even when the groups creating battle cards actively work with sales, their points of view and professional skills are so different, that they miss important details.