CIONET Mobility Survey 2013 Key takeaways to advance in mobile
What’s next.
Table of Contents _ Introduction ................................................................................. 3 2
Quick wins all around................................................................. 4 Drivers for mobile initiatives ..................................................... 5 What comes next ........................................................................ 7 Map out a long term roadmap by defining a mobile strategy............................................... 7 Leverage mobility as a true driver for transformation and innovation ....................................................................... 9 Get a view on how well you are doing by measuring the results................................................................................. 10 Align the organisation to the mobile strategy to increase the return on investment................................. 11 Make sure that the right applications and data are used in the processes by integrating mobility efforts with the company..................................................... 13 Position the user in the centre to increase the adoption rate............................................... 14 Make sure that your data is not out on the streets by ensuring security............................................................... 15 Conclusion ................................................................................... 16
Appendix....................................................................................... 17
Introduction Rapid technology developments in wireless connectivity and mobile devices marked the beginning of the mobility revolution. Next came the apps renaissance, when intuitive, engaging pieces of software, tailored for smart phones and tablets, began to change our day-to-day lives. This revolution has now reached businesses . Companies are engaging in various mobile initiatives to increase the efficiency of their workforce and to boost their sales, materialising many of the quick wins that can be obtained through mobility. However, to maximise the benefits that mobility offers, organisations need to start implementing a more corporate-wide approach to mobility. This imposes new challenges on today’s CIOs. Mobile is more than apps and automation of processes. It requires companies to build up new capabilities to develop and manage these mobile applications and devices, using mobility as a real driver for innovation.
This paper discusses the key findings from the CIONET Mobility Survey 2012. The purpose of the survey is to assess the maturity of a company’s mobility efforts, as well as to gain insight into the focus of these efforts. The survey is based on the Mobile Strategy Framework that is summarised in Appendix 1. A total of 142 respondents participated in the survey, representing companies from 13 different countries, various industries and corporate profiles. For more details on the survey and the respondent demographics we refer to Appendix 1. The responses to the survey provided clear insights on the state of mobility in today’s companies and the general trends across industries and countries.
Key takeaways for organisations that want to advance in mobile are to develop a mobile strategy and to rethink their operating and business model to leverage full mobile potential.
3
Quick wins all around 4
There is no doubt that mobility is and will be transforming businesses at almost every level and yield exponential returns as they converge. Unlike other technology trends mobility has the potential to impact businesses immediately. As the survey results in Figure 1 indicate, more than 80% of organisations consider mobility to be at least within the top 10 of their strategic priorities. Around 30% of organisations have mobility in their top 5 list of priorities and 12% of organisations say mobility is a top 1 or top 2 priority. In addition, 70% of the organisations already have a list with mobile initiatives that they are currently undertaking. Because mobile technology is so familiar, practical and accessible, organisations see mobile projects popping up in different corners
80% More than 80% of organisations consider mobility to be at least within the top 10 of their strategic objectives.
of their business. Focused in scope, simple in execution, and well understood by the business, these mobile apps and devices can provide quick wins.
Mobility has the potential to impact business immediately. It’s accessible, understandable, and its impacts are easily visible.
How important is mobility to your organisation?
12,06% Very high (top 1 or 2)
31,21% High (within the top 5)
4+14+393112A
4,26% Not a priority 13,48% Low (not in top 10)
39,1% Medium (within the top 10)
Figure 1
Drivers for mobile initiatives Mobility has the potential to affect companies’ efficiency in a variety of areas, from diversifying the workforce to entirely reshaping business models, and interacting with customers in new, innovative ways2. A distinction can be made between internal-oriented and external-oriented mobility. Internaloriented mobility can be seen as beneficial for the business and the employees or driven by the own IT department, while external-oriented mobility is focused on customers, suppliers and competitors. An overview of the possible drivers for mobile initiatives is presented in Figure 2. Companies indicate that the business is the main driver for mobility initiatives, followed by the IT department and the employees. External pressures such as the custom-
Drivers for mobile initiatives
5
ers, the competition and the suppliers are less important drivers for mobility. When the business or the customer is the driver for the mobile initiative, full support from senior executives is provided in more than 60% and more than 45% of the organizations respectively. On the contrary, support from senior executives is much less common when the IT department or the employees are the driver for the mobile initiatives and drops completely in case of suppliers being the main driver (Figure 3).
2 Tech Trends 2013, Elements of Postdigital, Deloitte, http://www.deloitte.com/assets/Dcom-UnitedStates/ Local%20Assets/Documents/Consulting/Technology/ TechTrends13/us_cons_techtrends13.pdf
Senior Executive support per mobile driver
The business
47,48%
The IT department
25,18%
The employees
17,27%
The customers
8,63%
The suppliers
0%
The competition
0%
Figure 2
18+50132 + = 50+5684 + = 82+6058+ = 56+9054+ = 200= 200=
The customers
There is full support from senior executives
The business
There is limited support from senior executives
The IT department
The support is provided at BU level
The employees
The competition
The suppliers
Figure 3
6
Not surprisingly, companies indicate that the most important reason why they engage in mobile initiatives is to increase the efficiency and effectiveness of their employees, followed by the potential to reduce the cost of doing business. Though not a main driver, the third most important benefit companies aim to achieve through mobility is the possibility to enhance customer relationships. In line with the previous findings, the potential to increase the efficiency of supplier relationships, improving employee satisfaction and improving the sharing of knowledge and ideas are seen as less important benefits (Figure 4).
A large number of companies plan to implement mobile solutions for enterprise performance management and sales force automation within the next 12 months.
Looking at the type of mobile applications companies have already in place today, office productivity (email, calendar, contacts) is by far on top of the list. Closest followers are collaboration tools and social media. An explanation for this trend can be found in the fact that the ‘fit for purpose’ of mobile solutions is more clear within these areas, while applying mobility in domains such as HR, CRM and sourcing requires more effort and involves a bigger change in the way the organisation operates. When looking at the future, organisations plan to implement mobile solutions for enterprise performance management and sales force automation.
Gains in efficiency and effectiveness are the most important reasons for a business to engage in mobile initiatives.
Importance of mobile benefits Increase employee effectiveness and efficiency
79%
Reduce cost of doing business; Increase efficiency
74%
Improve customer relations (customer loyalty, brand loyalty)
72%
Offer new products or services
66%
Redesign business processes
65%
Increase the capabilities to leverage all information in the organisation
64%
Increase sales (attract new customers, upselling)
63%
Maintain employee satisfaction
61%
Improve sharing of knowledge and ideas
58%
Increase the efficiency of supplier relationships (eg. provide more accurate stock level)
48% Figure 4
What comes next It is true that mobility can yield many opportunities to realise quick wins. Nevertheless, to really benefit from the big opportunities and value that mobility holds, companies need to take a more carefully planned approach to mobility. It requires a shift from an ad hoc approach towards a more strategic and mature corporate-wide approach. However, survey results indicate that many organisations are not yet prepared for this stage. The following sections identify what we think are the next steps to take for companies who want to stay ahead of the mobility curve, which reflect areas in which today’s organisations often fall short.
7
The action points are (listed in order of importance): 1. Map out a long term roadmap by defining a mobile strategy, 2. Leverage mobility as a true driver for transformation and innovation, 3. Get a view on how well you are doing by measuring the results, 4. Align the organisation to the mobile strategy to increase the return on investment 5. Make sure that the right applications and data are used in the processes by integrating mobility efforts with the company 6. Position the user in the centre to increase the adoption rate 7. Make sure that your data is not out on the streets by ensuring security.
Map out a long term roadmap by defining a mobile strategy
1
Mobility can lead to big opportunities for a business, if planned carefully. At a Technology Innovation Event3 at Deloitte premises, attendants were asked if they agreed with the statement “My company does not have a mobile strategy”. Even more than half of the participants agreed with the statement as depicted in Figure 5. Eight to ten months later, no clear change in
3
Deloitte Technology Innovation Event, 27 March 2012, Event Lounge, Brussels
importance of mobility has been recognized. Almost half of the organisations that participated in this survey have an ad hoc approach to mobility. About one quarter of the organisations have a well-defined mobile strategy and the remaining quarter is defining a mobile strategy at BU level.
56% “My company does not have a mobile strategy”
8
Taking a closer look at Figure 6, we can see that there is a lot of variance in strategy definition per industry: on the one hand industries such as Construction, Life Science & Health Care and Manufacturing sectors confirm the overall findings while on the other hand, the Energy & Resources, Technology, Media & Communication and Public sector have a stronger tendency towards the definition of a mobile strategy.
Looking forward, we can say that companies that want to be successful in the mobile age need to elaborate a strategic view on mobility, mixed with an enterprise-wide approach. Mobility cannot be disconnected from other technology trends that mark the post digital enterprise4, in particular cloud computing, social media, advanced analytics and cyber intelligence. Taken together, these trends enable a deep realignment between the business strategy and technology roadmap, reflecting growing expectations for both business and technology performance in the post digital era.
4 Tech Trends 2013, Elements of Postdigital, Deloitte, http://www.deloitte.com/assets/Dcom-UnitedStates/ Local%20Assets/Documents/Consulting/Technology/ TechTrends13/us_cons_techtrends13.pdf
Mobile strategy per industry
108+108+184= 112+112+176= 142+192+72= 168+224+16= 232+80108 + = 268+68+64= 284+116= 348+52=
Energy & Resources Technology, Media & Communication Public Sector Financial Services Customer Business & Transportation Manufacturing
We have an ad hoc approach to mobility
Life Science & Health Care
We are defining a mobile strategy at BU level
Construction
We have a well defined mobile strategy as part of the corporate strategy Figure 6
2
Leverage mobility as a true driver for transformation and innovation
Placing a “mobile veneer” over existing offerings and business processes can be a smart way to get value from mobility in a short amount of time. However, in order to really profit from mobility, it is not enough to create quick wins, but to consider mobility itself as a constant driver of innovation. Companies need to rethink the underlying tasks and processes targeted. As our society keeps evolving into the information age, the amount of data collected and reported is growing exponentially. Mobility is a practical answer to this need, but it also offers an opportunity to change the business language, to potentially deliver information in a refreshing, innovative and forward looking way. Mobility has the potential to change the traditional value chain, putting pres-
sure on existing retail and distribution channels. A reference can be made to the film, music and publishing industry. Companies that want to be prepared for the post digital age should use mobility not only to rethink their operational model but also to reinvent and enrich their business model. Together with other technology trends such as social media and cloud computing, mobility can fundamentally reshape the way we think and do business. Since the start of the internet revolution, the disruptive changes in technology have reshaped organisations, forcing organisations to build on their digital business model. However, putting a digital layer over the existing business model is not enough. Companies need to explore the ways in which these new digital channels, including mobile solutions, can
impact their value proposition. When fully leveraged, companies should see mobility as a compliment of traditional channels and eventually a replacement. Only those companies that smartly and proactively engage in these technological disruptions and that recognise the power of digital networks and knowledge flows will be able to succeed in the digital era. Figure 7 shows that over half of the organisations admit that they have a cautious approach towards mobility and a quarter of the organisations only uses proven technology. Only a small portion dares to set the example and engage early in mobile trends. Furthermore, only one fifth of all organisations use mobile applications to build new and innovative business logic rather than developing mobile interfaces on top of existing business logic.
9
10
There is a big difference in development approach of mobile applications per industry, as shown in Figure 8. Industries such as Construction and Manufacturing mostly buy existing applications. The Public Sector, Life Science & Health Care and Energy & Resources sectors are building their own applications while the Financial Services, Consumer Business & Transportation and Technology, Media & Communications sectors art touching the mobile possibility to leverage from its benefits. Furthermore, the R&D investment in mobility that is done by organisations is not yet very high. One third of the organisations perform research on mobility while the other two thirds do not invest in R&D specifically for mobility.
Do organisations develop mobile applications?
81+200+112= 112+192+96= 120+180100 + = 144+180+72= 172+17256+ = 184+184+32= 200+200= 300+3268 + =
Technology, Media & Communication Customer Business & Transportation Financial Services
Yes, we are developing new (innovative business logic leveraging the benefits of mobile specific features.
Energy & Resources Life Science & Health Care
Manufacturing
Yes, we are developing mobile interfaces on top of existing business logic.
Construction
No, we only buy existing applications.
Public Sector
Figure 8
3
Get a view on how well you are doing by measuring the results
“You can’t manage what you don’t measure” is an old management adage that is still true today. Many organisations do not yet measure what is going on with their mobile initiatives. Over 65% of the participants have no KPIs defined and less than one third has some basic KPIs to track internal and external adoption (Figure 9). Additionally, 30% of the organisations do not measure the success of mobile initiatives according to their business case and only half of the organisations do this only for major initiatives. It is obvious that many organisations still have a long road ahead in the journey to develop knowledge through measurement.
KPIs defined to monitor the organisations mobile efforts 7,52%
65+27+8A
65,41%
No KPIs are defined. Basic KPIs are defined to track internal and external adoption. KPIs are defined to track the costs and benefits from mobile initiatives.
27,07%
Figure 9
4
Align the organisation to the mobile strategy to increase the return on investment
With the rise the new mobility trend, companies feel an urge to develop processes that manage their applications, devices, operating systems and contracts.
11
1. Mobile applications 65% of the participants admit that they do not have a formal process to design, develop, test and maintain mobile applications (Figure 10). Indeed, this can be a big shift for many IT organizations, and it typically requires new skills and capabilities that were not available within the traditional IT department. There are two paths to consider: on the one hand companies need the ability to address immediate needs through fit for purpose, short lived mobile applications (e.g. apps in support of company events or for marketing purposes), while on the other hand they need to figure out how to use the benefits of mobile apps to increase the efficiency of longterm processes (e.g. employee time registration).
Whatever you do, don’t panic. Just start chipping away at identified mobility wins, while keeping an eye on the larger sculpture you’re trying to create. You don’t need to have every detail of the overall vision mapped out. In fact, because mobility is changing so rapidly, that’s probably an exercise in futility anyway. As your organization gearsup and embarks on this journey a well thought and agile strategy will guide you through the identification and realization of the major opportunities.
Are Mobile application processes available in your organisation?
66+24+10A
9,85%
65,91%
No, the processes to design, develop, test and maintain mobile apps and devices are ad hoc. The processes are in place, some are even standardised. The processes are standardised to formal/well defined.
24,24%
Figure 10
As a consequence of this need for flexibility and scalability, traditional approaches to application development have become obsolete. Organisations that want to implement mobile solutions need to shift towards an agile development method. This development method is characterised by short incremental development cycles, focused on interaction and on the individual users. Prototypes and working software are developed continuously throughout the project in order to capture early and continuous feedback. This minimizes the overall risk and allows the development team to incorporate changes quickly while putting maximum focus on usability and end user acceptance.
Whatever you do, don’t panic. Just start chipping away at some easy mobility wins, while keeping an eye on the larger sculpture you’re trying to create.
2. Mobile device management
12
Organisations are doing better concerning the mobile device management. More than 60% of the participants stated that they have some form of mobile device management and half of the companies have a well-documented en generically executed mobile device management. In particular “Bring Your Own Device” is a trend in mobile device management that is announced by many sources in the last years. To get an understanding of the maturity of BYOD, organisations where asked if employees can access the network from their own devices, the results can be found in Figure 11. Surprisingly, 40% of the organisations do not let employees access their network form their personal devices. This is particularly true in the Financial sector, because of security reasons. On top of that, over 60% of the
organisations stated that the employees are on their own concerning support for their own devices. On the other side of the spectrum, the hardware, software and networking sector are the only ones that provide their employees with a budget to buy and use their own devices.
40+60 40%
40% of the organisations do not let employees access their network form their personal devices.
BYOD support in organisations
39+60+1A
0,76%
60,61%
38,64%
Employees cannot access the network from their own devices. BYOD is applied, employees are free to bring their own hardware but use corporate hardware for daily work. Employees receive a budget instead of corporate hardware and are free to purchase their own hardware. Figure 11
“Bring you own device” is a new trend that effects mobile device management and security.
3. Operating Systems Another challenge is the fragmentation in terms of Operating Systems, which forces companies to develop mobile applications on multiple platforms (Figure 12). It may not be surprising that Apple’s iOS is the most supported OS with almost 65% of the organisations who claim to support this OS. Google’s Android is on a small distance with 55% of the organisations supporting it. A bit further away are BlackBerry and Windows 8. It is very surprising to see that Windows 8 is already supported in over 20% of the organisations, considering its recent release date (October 2012). Over all countries and sectors, Apple’s iOS is most supported, except for Spain and the public sector with more support for Google’s Android.
4. Contract and vendor management
OS Support
64,29% iOS (Apple)
54,29% Android
37,14% BlackBerry
24,29% Windows 8
The upswing of mobile devices and apps requires organisations to reconsider their policies in terms of contract and vendor management. Even among companies that have already invested in mobility in the past, their contracts with service providers will typically apply to a fraction of their workforce. Once you give access to mobility to a wider portion of users, it is a good idea to re-examine older contracts, and potentially realize substantial cost savings.
4,29% Other Figure 12
5
Make sure that the right applications and data are used in the processes by integrating mobility efforts with the company
While it may not be the first thing many people think of when implementing a mobile strategy, effectively managing and integrating the company data that is transferred between mobile devices should be a top priority for both network administrators and information managers. On the other hand, mobile solutions can deliver rich new layers of data, a definite advantage for decision makers. It makes questions such as the one version of the truth and timely access to up to date information more relevant than ever before. Additionally, finding the right balance between information access and information overload
can be extremely challenging, due to the wireless and screen size limitations. The current situation is that one third of the participants claim that there is no integration between mobile apps and back-end systems (Figure 13). Only 22% of the participants state that real-time information is captured and accessible at the moment of the transaction. This low number of real-time information access will be positively impacted by two things, the rising connectivity possibilities to open wireless networks and 3G networks and better management of security challenges.
Are mobile apps integrated with corporate data and back-end systems?
33+44+23A
22,56%
33,08%
44,36%
No Partially Yes, data is captured/accessible at the moment of the transaction.
Figure 13
13
Bu
e ss
Emp lo
are mobile Figure 14
User training
44,27% No user training.
sin
e n ts Cli
Concerning feedback on mobile applications, one quarter of the participants never capture feedback and 55% do it “sometimes”. As mentioned before, “to measure is to know”. Feedback from users is a very important part of this.
My
Supplie rs
More than half of the organisations state that usability is at least as important as other aspects of mobility and over 35% of the organisations even think that usability is more important. However, 45% of the organisations decide not to give training on how to use mobile applications and devices in an effective way.
Another 45% only trains specific groups of users (Figure 15). The main goal of these trainings is to serve as knowledge sharing event. Employees can share their experiences about how using their mobile devices and applications in an effective way.
es ye
To get the customer, supplier, employee and manager into the mobility story of the organisation, it is important to place the user in the centre of attention. Consider aiming for simple, intuitive, and efficient designs with an appealing user interface. Some of the most effective apps put usability in the centre of attention. That is what makes them so powerful. Failure to deliver on this promise will inevitably lead to users finding alternative mobile applications.
Social
14
Position the user in the centre to increase the adoption rate
company
6
With the move to mobile, business users expect the IT group to deliver capabilities that are on par with those they can get with a tap of the screen on their own mobile devices. 47,33% Specific groups of users.
8,40% Users across all functions and levels and even outside the boundaries of the organisation receive training or guidance. Figure 15
7
Make sure that your data is not out on the streets by ensuring security
Putting mobile applications and devices in the hands of a large number of people who are spread throughout your organization can introduce certain security challenges. As the number of mobile devices in the organisation increases, also related cyber treats prosper. Questions that might arise are: How do you manage data security at the device level and what happens when those devices are used to share information with other devices that aren’t owned by the enterprise? Will users jailbreak their devices for private reasons? What kind of security breaches can result from uncontrolled OS updates? Which users get which apps? What about apps that aren’t provided by the organisation? Are a username and password enough?
Multiple sources predict that in 2013, password re-use by employees for multiple accounts and human habits in forming passwords will pose a serious threat on security . And that is just the beginning. Because mobile devices can be so deeply entwined with other central enterprise resources (like for example offline databases), companies should have a plan in place to manage the whole chain of connections. It requires companies to rethink their security policies and explore new ways of cyber security.5
For this reason security remains an important challenge for mobility. Almost 85% of the participating organisations indicate that they have some form of mobile security. When the level of security is plotted against the size of the organisations in number of Full Time Equivalents (FTEs) in Figure 16, we can see that the level of security and the availability of security policies evolves with the size of the organization.
5 Tech Trends 2013, Elements of Postdigital, Deloitte, http://www.deloitte.com/assets/Dcom-UnitedStates/ Local%20Assets/Documents/Consulting/Technology/ TechTrends13/us_cons_techtrends13.pdf
Do organisations have a security policy related to mobility?
< 100
101 - 500
501 - 1.000
1.000 - 5.000
Size of organisation (# of FTEs)
No security policy or only some guidelines related to mobile devices and apps. 5.001 - 10.000
10.001 - 50.000
> 50.000
Yes, we have a well documented mobile security policy an mechanisms in place to ensure that users adhere to these policies at all times.
Figure 16
15
Conclusion 16
Companies need to take an approach to mobility that allows them to realise quick wins, while keeping an eye on the larger picture. In other words: think big, start small, scale fast! Eventually, quick wins will run out, leaving the business and IT to deal with bigger questions and challenges. A smart approach to mobility recognises the importance of making a smooth transition from quick wins to an enterprise level implementation. The challenges discussed above illustrate how strategic vision and operational considerations must go hand-in-hand to smoothen the transition. It is also clear that most organisations are still in the early stages of this journey, and that a lot of additional effort and professionalization are required for organisations to succeed.
That is where mobility presents some of the most exciting opportunities for companies that are prepared to make the transition from doing the same things in new ways to doing things in a fundamentally different way. At present, the majority of mobile initiatives are internal-oriented, focusing on the business and the employees. This brings obvious advantages in terms of increased employee effectiveness and efficiency and reduced cost of doing business. However, various opportunities for innovation related to external forces such as customers and suppliers are still out there, waiting to be capitalised by those companies that want to take their efforts in mobility to the next level. And more than anything: remember that while you can innovate with mobility, mobility itself is in a constant state of innovation. New solutions will keep changing the game, so make sure you have a vision, even if it’s a little unclear, have a plan, be flexible and get cracking, because you can’t afford to be the last one to this party.
A smart approach to mobility recognises the importance of making a smooth transition from quick wins to a company level implementation.
Think big, start small, scale fast!
Appendix: Approach and Methodology 17
The Mobile Strategy Framework The CIONET Mobility Survey 2012 is based on the Mobile Strategy Framework as summarised in Figure 17 below. The Mobile Strategy Framework distinguishes between 3 mobile maturity stages: novices, experimenters and models. Each of the stages demands a different level of effort and capabilities. However, as the required effort and capabilities increase also the business value that the company can gain through its mobile initiatives increases.
The differences between the 3 maturity stages are described along 4 dimensions: -- Strategy: does the company have a mobile strategy, and if yes, at what level in the organisation (silo-based vs. organisation-wide)? -- Implementation: the degree to which the organisation has the right structures and governance in place to ensure the implementation of the mobile strategy (executive support for mobile initiatives, mobile collaboration, dedicated teams and processes for mobility, etc.). Also the impact of mobile solutions on the business processes is assessed as part of this dimension.
--
--
Measurement: assesses a company’s maturity regarding to its ability to track KPIs related to mobile initiatives and the use of mobile solutions within the organisation (i.e. capturing user feedback, define and tracking the business case for mobile initiatives). Technology: mobile maturity in terms of technology and expertise, including in-house development capabilities and the level of technological sophistication and innovation.
Organisation
Mobile Strategy Framework
NOVICES Purchase mobile devices & apps
EXPERIMENTERS Mobilise existing applications
MODELS Mobility-centric innovation
Organisation
Technology Strategy Implementation Measurement Technology -- No mobile strategy
-- Silo-based mobile strategy
-- Focus on the device. Give people the tools to be mobile
-- Focus on the application
-- Buy existing applications
-- User interfaces are developed on top of existing business logic
-- Low internal mobile expertise
-- Corporate data is integrated in mobile applications -- Data is captured at point/ moment of transaction -- High internal mobile expertise
-- Mobile strategy as part of corporate strategy -- Appropriate governance structures are in place to foster organisational wide collaboration -- High level of control, value of the mobile initiatives is tracked -- Development of new business logic -- Mobility is used to fundamentally change business processes
Figure 17
The Survey
18
The survey questions are based on the Mobile Strategy framework, each question relating to at least one of the 4 dimension of the framework (strategy, implementation, measurement and technology). The questions were formulated with the aim to gain insight into the company’s maturity for each of these four dimensions. An additional set of questions was added to capture the
focus of the company’s mobility efforts being on clients, employees, suppliers, the business, social media or a combination of these domains. The survey was sent to potential participants in the form of an online questionnaire. The survey’s objective was to identify general trends across industries and countries. As such, the target was to gather as many answers
as possible to ensure broad coverage, but not to constitute a representative sample across all dimensions. The main body of the questionnaire comprised 25 closed (multiple-choice) questions. The multiple-choice questions were formulated in such a way as to leave the least amount of freedom for interpretation by the respondents.
Number of respondents per industry
After excluding incomplete, duplicate or inconsistent responses, the final sample included 142 valid responses. The sample comprises companies from 13 different countries, in particular European countries, as shown in the table below. The main part of the responses (77%) was captured through the CIO of the participating company. Responses from a wide variety of industries were collected. The chart below (Figure 18) shows the distribution of industries participating in the survey. Most responses were captured from the Financial Services sector, representing almost 18% of the sample group. Organisations from all sizes are represented in the survey, reflecting a good sample of small, medium-sized and large organisations. The size of the organisations is expressed both by the size of the annual revenues (Figure 19) and the number of FTEs (Figure 20).
26+50+64+50+32+24+14+14+8
The participants
Energy & Resources
13
Financial Services
25
Customer Business & Transportation
32
Public Sector
25
Technology, Media & Communication
16
Construction
12
Life Science & Health Care
7
Manufacturing
7
Other
4
Figure 18
Annual revenues of the respondents
6+13+403074A
3,62%
5,80%
7,25%
13,77%
29,71%
39,86%
< € 5 Million € 5 Million - € 50 Million € 50 Million - € 500 Million € 500 Million - € 5 Billion € 5 Billion - € 50 Billion > € 50 Billion
Figure 19
Number of FTEs of the respondents 6,43% 11,43% 10%
28,57%
6+22+152910117A
19 6,43%
< 100
22,14%
101 - 500 501 - 1.000 1.001 - 5.000 5.001 - 10.000 10.001 - 50.000
15%
> 50.000
Figure 20
Number of FTEs within the IT department of the respondents 2,14% 4,29% 5,71% 19,29%
19,29%
25+25+19642A
25%
< 20 21 - 50 51 - 100 101 - 500 501 - 1.000 1.001 - 5.000
24,29%
> 5.000
Figure 21
Percentage of the IT budget dedicated to mobility by respondents 2,14% 5% 7,68%
18,57%
5+61+19852A
5% 61,43%
Not in the budget < 5% 5% - 10% 10% - 15% > 15% Don’t know
Figure 22
The size of the IT department of the majority of the participating companies ranges from less than 20 FTEs up to 500 FTEs, with almost an equal distribution within this range. This is illustrated by the graph in Figure 21. Only 12% of the companies indicated to have an IT department comprising more than 500 FTEs. More than 1 out of 2 participating companies spends less than 3% of their annual revenues on IT. It was also found that 80% of the participating companies spend less than 10% of their IT budget on mobility, while even the majority of companies (more than 60%) dedicates less than 5% of their IT budget to mobility (see Figure 22).
This survey was organised and conducted by Deloitte Belgium, in close collaboration with CIONET and the CIONET Special Interest Group “Enterprise Mobility”, consisting of the following collaborators: Peter Strickx (Fedict), Jean-Claude Blaimont (McCain Foods), Wim Claeys (ING), Peter De Bruyne (ING), Hendrik Deckers (CIONET), Gerdy De Clercq (Belgacom), Frank De Saer (FPS Economy), Werner de Wever (Bosal International Management), Tim Groenwals (bpost), Catherine Hellebaut (3M), Nick Marly (RIZIV-INAMI), Pierre Masai (Toyota Motor Europe), Kalman Tiboldi (TVH), Erwin Van den Brande (CIONET), Stijn Van den Enden (ACA IT Solutions) & Johan Vandewalle (ACV) CIONET and Deloitte would like to thank all the European CIONET members who kindly accepted to participate in this survey and share their insights with the community. This report was prepared by Deloitte Belgium: Patrick Callewaert, Christian Combes, Aleksej Choukhman, Bart van der Heijden, Britt Joosten & Thomas De Jaeger.
About CIONET We are CIONET, the biggest community of IT executives in Europe. Bringing together over 3500 CIOs, CTO’s and IT directors from wide ranging sectors, cultures, academic backgrounds and generations, CIONET’s membership represents an impressive body of expertise in IT management. CIONET’s mission is to feed and develop that expertise by providing top-level IT executives with the resources they need to realise their full potential. What’s next.
CIONET develops, manages and moderates an integrated array of tools and services from the online CIONET platform – the world’s first social network for CIOs – to a range of offline networking events, conferences, workshops and executive
education programmes all tailored to top-level management. CIONET also provides exclusive access to the latest research through regular online and offline publications and a number of value adding partnerships with key players from the academic and corporate worlds. Faced with the rapidly changing role of today’s IT executive, CIONET not only helps its members keep up with the pace of change but empowers them to take an active role in shaping the future of their field, always challenging them with “What’s next.”
Design: echtgoed.be
