Mobile Becomes A Key Success Imperative For CIOsdocs.media.bitpipe.com/io_13x/io_134350/item... · Mobile Becomes A Key Success Imperative For CIOs ovember 12 2015 2015 Forrester

Mobile Becomes A Key Success Imperative For CIOsForrester Survey Data Highlights The Urgency For The CIO To Complete The Mobile Mind Shift

by Dan BielerNovember 12, 2015

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FORRESTER.COM

Key TakeawaysBusinesses That Are Most Mature In Mobile Also Have The Fastest Revenue Growth RatesForrester survey data highlights that the most “mobile-mature” organizations also have higher revenue growth rates than the mobile laggards. Mobility is thus an important revenue driver.

Mobile Should Be An Integral Part Of The Digital Transformation StrategyMany CIOs focus on providing basic enterprise mobility management (EMM). While EMM is an important part of the CIO’s mobile strategy, it is just the first steppingstone toward the connected enterprise and transforming into active digital ecosystems membership.

The CIO Who Fails In Mobile Will Lose His JobMobility is the single most critical tool to support the top strategic business imperatives. In his role as business enabler, the CIO must deliver high-quality mobile solutions to his organization or risk being replaced.

Why Read This ReportMobile is a vital part of the CIO’s business technology agenda to help improve customer experience, employee productivity, and new revenue channels. The most visionary and forward-looking CIOs, meanwhile, are currently building the steppingstones for their digital transformation. This report leverages Forrester’s survey data to depict the current state of the CIO’s mobile mind shift and his ability and willingness to support comprehensive mobile solutions.

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© 2015 Forrester Research, Inc. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. Unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378

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Table Of Contents

Mobile Success Reshapes The CIO’s Role

Mobile Pushes The CIO To Act As A Strategic Business Enabler

Businesses With Leading Mobile Solutions Are Ahead In Their Digital Transformation

Mobile Shifts From Tactical Measure To Business Enablement Strategy

Mobile Strategies Must Support Top Business Priorities

A “Strategy Light” Approach Undermines A Mobile Success

Focus On Process Transformation — Not Technology Implementation

Mobile Strategies Become Multistakeholder Efforts

Sourcing Evolves Into Ecosystem Management

Recommendations

Pursue Your Mobile Strategy As A Business Strategy

Supplemental Material

Notes & Resources

Forrester used data from its Business Technographics® surveys: Global Business Technographics Telecommunications And Mobility Workforce Survey, 2015; Global Business Technographics Mobility Survey, 2015; and Global Business Technographics Networks And Telecommunications Survey, 2015.

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Mobile Becomes A Key Success Imperative For CIOsForrester Survey Data Highlights The Urgency For The CIO To Complete The Mobile Mind Shift

by Dan Bielerwith Pascal Matzke, Carmen Stoica, and Karen Traikovich

November 12, 2015

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Mobile Becomes A Key Success Imperative For CIOsNovember 12, 2015

© 2015 Forrester research, Inc. Unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378

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Forrester Survey Data Highlights The Urgency For The CIO To Complete The Mobile Mind Shift

Mobile Success Reshapes The CIO’s Role

In the age of the customer, great mobile solutions are the basis for catering to clients, empowering employees, and optimizing supplier and partner relationships. Yet, the mobile mind shift has its roots in the consumer environment. Most of us have gone “mobile native” over the last few years, having grown accustomed to using apps on our smartphones and tablets at home. This has changed the way we think, look for information, communicate with others, and conduct transactions.

As a result, mobile is a fundamental part of the CIO’s business technology (BT) agenda. Providing better mobility support for employees and customers is a high or critical strategic network and telecommunications priority for 67% and 64%, respectively, of global telecommunications decision-makers.1 Thus, addressing this mobile mind shift will be the most important priority for any CIO and CTO in the years ahead. The successful CIO will transform his mobile strategy, delivering mobile moments for users and enhancing business processes, rather than just focusing on mobile technology implementation.

Mobile Pushes The CIO To Act As A Strategic Business Enabler

Forrester survey data suggests that not enough CIOs have a comprehensive vision for mobility. As a result, many CIOs underestimate the significance of mobility for their organization’s long-term success. The mobile mind shift has two fundamental implications for the CIO’s strategic focus:

› Fast-changing mobile user expectations drive technology design. In the age of the customer, mobile users have expectations for personalized, relevant, and responsive experiences. At the same time, sales and marketing expect end-to-end solutions for better customer journey mapping. Production and finance expect applications for inventory and asset management as well as supply chain optimization and partner-ecosystem management. Mobile technology design must reflect human expectations — not the other way around. Hence, CIOs must develop mobile solutions by involving business managers and designers in addition to top application developers. For instance, the UK supermarket chain Sainsbury’s involved employees to help developers and designers build business technology systems.2

› Companies without top-quality mobile online presence risk business failure. The growing number of smart devices, the increasing availability of mobile bandwidth coverage, and the decline in mobile-bandwidth charges are driving a shift in how employees and customers expect to interact with businesses. Information workers expect dedicated and great mobile experiences when dealing with organizations (see Figure 1). Those businesses that are unable to meet these expectations by developing the appropriate technological solutions will fail to attract new customers and struggle to retain their existing customers. Kodak is an example of a company that failed early on in the digital transformation process, partly because its efforts to create mobile moments with apps like SmileMaker were completely inadequate.3

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FIGURE 1 Users Expect Top Mobile Experiences And Push Mobility To The Top Of The CIO’s Agenda

“Please indicate how strongly you agree or disagree with the following statementsabout interacting with companies on mobile devices”

Note: Neutral responses are not included.

Source: Forrester’s Global Business Technographics® Telecommunications And Mobility WorkforceSurvey, 2015

Base: 7,238 global information workers

AgreeDisagree

I feel frustrated and annoyed when I goto a website that is not mobile-friendly

I expect companies to have a mobile app

I am more likely to return to a website inthe future if it is mobile-friendly

I expect companies to make theirwebsite mobile-friendly

52%

55%

65%

70%

23%

19%

13%

11%

Businesses With Leading Mobile Solutions Are Ahead In Their Digital Transformation

Mobility has become a critical building block for organizations’ strategic repositioning in the digital age and hence creates new objectives for the CIO to master. Leading CIOs know that:

› Businesses with the most mature mobile strategies have higher revenue growth. Organizations with higher revenue growth rates have done various things from a mobile planning perspective (see Figure 2). These organizations, for instance, use cross-functional teams consisting of business, developer, and IT professionals; have created mobile centers of excellence that include business and IT leaders to guide mobile projects; and have the skills they need to build, operate, and analyze mobile apps for customers.4

› Most business priorities are aimed at boosting customer engagement. Improving employee productivity remains the most important business initiative for CIOs, with 80% of global telecommunications decision-makers considering it a very important business initiative for network and telecommunications technologies to support.5 However, the age of the customer and the growing pressure on technology teams to support revenue-generating activities mean that business initiatives with a strong external focus are shifting higher up on the CIO’s agenda. Initiatives aimed at closer customer engagement (78%), tighter supplier relationships (76%), more effective selling (74%), and a faster go-to-market approach (70%) all rank high on the priority list of telecommunications decision-makers.6

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› Mobile is part of the wider digital transformation effort. While 57% of telecommunications decision-makers consider the implementation of EMM solutions as their third-highest priority among mobile initiatives, even higher percentages of telecommunications decision-makers — 59% and 58%, respectively — hope to leverage mobility for their innovation abilities and to support opportunities that the digital transformation offers to their organization.7 And size matters: 66% of enterprises with more than 1,000 employees consider leveraging mobile to improve their ability to innovate a high priority, compared with only 55% for small businesses with between 20 and 999 employees.8

FIGURE 2 Businesses With The Most Mature Mobile Strategies Have Higher Revenue Growth Rates

“Which of the following characterize your firm’s approach to mobile?”

Note: Not all options are shown. “Don’t know/none of the above” answers are also not shown.

Source: Forrester’s Global Business Technographics® Mobility Survey, 2015

Base: 1,217 global telecommunications technology decision-makers of �rms withless than 10% YoY revenue growth

*Base: 915 global telecommunications technology decision-makers of �rms with10% or greater YoY revenue growth

We use cross-functional teams consisting ofbusiness, developer, and IT professionals

We use Agile development teams tobuild our mobile apps

We have changed customer processes as aresult of mobile services

We have a mobile center of excellence thatincludes business and IT employees and leaders

to guide customer mobile projects

Top performers (YoY revenue growth over 10%)*

36%

48%35%

Peers (YoY revenue growth less than 10%)

We have the skills we need to build, operate,and analyze mobile apps for customers

We supplement our internal development capabilitieswith agencies, mobile development boutiques,

and other specialists in consumer mobility

24% 42%

38%27%

21%

35%24%

29%19%

29%19%

20% 28%

We have changed employee processes as aresult of mobile services

We have changed corporate security orauthentication policies as a result of

mobile services

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Mobile Shifts From Tactical Measure To Business Enablement Strategy

Providing enterprise mobility management is just the first step toward the connected business and digital ecosystems membership (see Figure 3). Providing mobile device, app, expense, security, policy, and service management are all important for creating the enabling platform for the connected business. The connected business, however, demands much more from the CIO than EMM. CIOs must support requirements like cross-divisional mobile solutions, a hypercollaborative culture, user expectations for usability, and end-to-end business processes. In turn, the connected business is the precursor to businesses engaging in emerging digital ecosystems.9

Many technology teams pursue an ad hoc mobility strategy that falls short of a comprehensive mobile strategy. Few telecommunications decision-makers (25%, 22%, and 20%, respectively) rate the strategic customer engagement initiatives of product and service differentiation, driving mobile sales, and driving sales in other channels as one of their firm’s priorities for customer engagement on mobile devices.10 While these lukewarm attitudes are understandable, they also highlight that many CIOs still need to adjust their mobile strategies to support the top business priorities more effectively.

FIGURE 3 The Mobile Mind Shift Is About More Than Providing Enterprise Mobility Management

Devicemanagement

Appmanagement

Policymanagement

Securitymanagement

Servicemanagement

Cross-divisionalmobile solutions

Hypercollaborativeculture

User expectationsfor usability

End-to-end businessprocess

Faster innovation

Supply chainoptimization

More ef�cientproduction

Agile go-to-marketactivities

Systems of insight

Multidirectional �owof information

Enterprise mobilitymanagement

Connectedbusiness

Digitalecosystems

Expensemanagement

Systems of engagement

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Mobile Strategies Must Support Top Business Priorities

Mobility offers the CIO the opportunity to act as a business enabler by defending and improving his organization’s competitive advantage. To achieve this goal, the CIO cannot just oversee mobile technology projects. Instead, leading CIOs devise mobile strategies in order to:

› Boost user experiences and brand building through creating mobile moments. Mobile moments meet or exceed the mobile user’s expectation that she can get what she wants in her immediate context and moments of need.11 Delivering great mobile moments is all the more important for mobile brand building as ad blockers account for the most popular apps.12 Unfortunately, the scaling down of websites is still widespread and cannot create great mobile moments. Moreover, with only 16% of all app developers focusing on enterprise apps, it is especially critical for CIOs to focus on optimal user experiences in the work environment.13 CIOs must insist that app developers stick to tested rules of good app design such as simple navigation and menus, touch design, minimal forms, few images, use of mobile-specific features, and fluid layouts.

› Predict change based on contextual data insights. Forrester data shows that 41% of telecommunications technology decision-makers collect data on mobile app and mobile web users.14 Only 12% say that they don’t capture any mobile user data at all. While the majority of those whose firms capture mobile user data, 54% use mobile data analytics to understand the performance of their mobile apps; 41% and 40%, respectively, use mobile data analytics to uncover new revenue growth opportunities and to develop insights on customer behavior based on contextual aspects.15 To build trust, CIOs must work with compliance and risk officers as well as marketing staff to develop transparent data policies as part of their mobile big data strategy.16

› Optimize back-end Internet of Things (IoT) systems through mobile accessibility. Mobile IoT solutions will play a central role in monitoring, navigating, metering, notifying, and tracking services like security provisioning, supply chain management, and smart home management. For instance, Novartis’ SMS for Life improves access to medicines in rural areas of developing countries. The solution uses a combination of mobile phones, SMS messages, the Internet, and electronic mapping technology to track weekly stock levels at public health facilities.17 Or take the beverage companies Damm Group in Spain or Brau Union in Austria, which empower their mobile sales forces to make decisions based on inventory data when negotiating commercial agreements.18

› Drive innovation through mobile collaboration and participation solutions. In the prosumer segment, mobile apps like Quip allow mobile users to work on the same document even in offline mode and synchronize the contributions by coworkers as soon as they find Internet connectivity. In the B2B space, mobile solutions are reaching a new level. For instance, easyJet uses smart glasses for aviation maintenance. Its engineers at international airports wear smart glasses during the inspection of aircraft. The advanced glasses allow engineers to take images of faulty aircraft parts and send those pictures back to the central engineering team in UK, where experts who sit hundreds of miles away can provide better clarity on specific technical issues.19

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A “Strategy Light” Approach Undermines A Mobile Success

Only 31% of software decision-makers indicate that their firms have a combined team that is responsible for developing the digital experience, covering both mobile and web engagement.20 It is concerning that a mere 9% say that they have a dedicated mobile center of excellence in the form of an independent organization working across multiple business units.

Ninety-four percent of telecommunications decision-makers face challenges as part of their mobility strategy. Not surprisingly, most CIOs focus on security as their prime challenge. Merely 18% of telecommunications managers struggle to provide a great mobile app performance, and only 16% worry that business lines don’t work together closely enough to create a comprehensive mobile strategy.21 Given the relationship between comprehensive mobile strategies and higher revenue growth (as shown previously), the biggest risks for CIOs therefore relate to:

› A lack of mobile steering committees and innovation centers. It is remarkable that still only a minority of telecommunications decision-makers — 44% and 46%, respectively — believe that creating cross-functional mobile steering committees as well as innovation centers for mobile technologies are high priorities.22 Such a mobile steering committee sets best practices for user experience, analytics, security, and other companywide mobility initiatives. As such, it is critical for turning mobility into a competitive advantage. For instance, Citi in Asia set up a central mobility team comprising 30 staff. Around this central mobile team, Citi placed business leaders to ensure that the mobile strategy gelled with the Citi Asia’s overall strategy. As a result, over 30% of all digital transactions now happen on mobile devices, and more than 7 million customers actively use the mobile banking service.23

› Too little staff reorganization or process redesign. Only 23% and 22% of telecommunications decision-makers, respectively, have changed their employee and customer processes as a result of mobile services (see Figure 4).24 Given the significance of mobile as part of differentiation efforts, it is concerning that merely 17% of telecommunications decision-makers say that they have reorganized their digital and nondigital staff as a result of mobile initiatives.25 For instance, Damm Group’s human resources (HR) and corporate services director says that “being closer to the customers who buy our products every day [by sharing, collecting, analyzing, and utilizing data at the point of need, anywhere and anytime] is a key differentiator for us.”26

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Focus On Process Transformation — Not Technology Implementation

Leading CIOs will manage mobile projects from a perspective of supporting specific business processes. The CIO will increasingly focus on customer-facing business processes such as customer service, sales, and decision support (see Figure 5). He will do this in addition to looking after traditional back-end business process like supply chain and order management as well as financial, field service, manufacturing, and HR processes. This means that CIOs must closely involve marketing and sales teams as part of their mobile activities in addition to managing the back-end business process. Therefore, leading CIOs act as business enablers on two fronts by:

› Providing systems of engagement and insight with redesigned front-end processes. CIOs will embrace business technology — the technology, systems, and processes to win, serve, and retain customers. Among telecommunications decision-makers, 46% and 45%, respectively, mention improved customer satisfaction and customer service as the top priorities of customer engagement initiatives on mobile devices.27 Customer-focused systems of engagement and insight

FIGURE 4 Only A Minority Of CIOs Are Tackling Strategically Important Aspects Of Mobile Strategy Evolution

“Which of the following characterize your firm’s approach to mobile?”

Base: 2,236 global telecommunications technology decision-makers

17%

22%

22%

23%

23%

27%

31%

31%

40%

We have reorganized our digital and nondigitalstaff as a result of mobile

Our Agile teams work in two- to four-week sprints

We have changed customer processes as aresult of mobile services

We have changed employee processes as aresult of mobile services

We have changed corporate security orauthentication policies as a result of mobile services

We work with a reliable set of suppliers to design,build, and operate mobile apps for customers

We have the skills we need to build, operate, andanalyze mobile apps for customers

We have a mobile center of excellence that includesbusiness and IT employees and leaders to guide

customer mobile projects

We use cross-functional teams consisting of business,developer, and IT professionals

Note: Not all responses are shown.


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will focus on rapidly changing supply and demand dynamics. For instance, mobile wallet business Square provides a customer engagement solution that empowers businesses to track customers’ information, including name, contact details, preferences, and purchases.28 Square provides insights that show how often customers come in, how much they spend, and what they buy. Customers can communicate directly with businesses, and businesses can respond privately with messages or discounts.

› Enhance systems of engagement through mobile back-end processes redesign. CIOs will maintain cutting-edge information technology — the technology, systems, and processes to support and transform internal operations — that is based on systems of record. CIOs must ensure that legacy systems can migrate toward mobile clients, simplify the task of accessing mainframe data from mobile apps, and convert existing apps toward mobile apps, all while maintaining data and business logic.29 For instance, ING changed its systems of engagement to transform from one team of 1,800 people to 180 separate development and operations teams, each of which is responsible for creating and managing an application through its life cycle.30

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Mobile Strategies Become Multistakeholder Efforts

Mobility affects all technology areas of a business, including systems of record, systems of engagement, and systems of insight. This has implications for budget allocation and vendor selection.

› The largest part of the mobile budget is spent on devices. About 26% of the IT budget goes to spending on mobile-technology-related products, consulting services, and staff (see Figure 6). Forrester data shows that the majority of IT groups still spend their mobile budget on smartphones and tablets. In comparison, half as many technology and business decision-makers

FIGURE 5 Mobile Processes Aimed At Customer Engagement And Insights Are Top Priorities

“Which business processes are or will be the focus of those changes over the next 12 months?”


Base: 1,856 global telecommunications decision-makers for whom re-engineering business processesto better support mobile-based applications and innovation is a high priority

29%

29%

30%

32%

33%

34%

34%

34%

34%

35%

36%

37%

38%

39%

49%

Distributor/business partner support process

HR processes

Manufacturing processes

Field service processes

Financial and accounting processes

Order management

Supply chain processes

Customer onboarding processes

Engineering processes

Product design and development processes

Commerce processes

Marketing processes, including planningand execution

Decision support processes

Sales processes

Customer service processes

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spend on mobile big data solutions as spend on smartphones.31 Only a fifth spends on mobile app development tools. Thus, CIOs should opt for cheaper devices for those employees that don’t need the full range of high-end mobile features in order to free up budget for urgent mobile initiatives and app development.

› The department that pays decides. The majority of funding for mobile IT projects, 54%, still comes from the central IT budget. But the voice of business managers as part of the decision-making process for mobile projects will grow increasingly louder as business users already contribute 46% of the funding for mobile projects. This trend raises the risk for CIOs to lose influence over strategic budget-related decisions. To counter this trend, CIOs must redouble their efforts to act as strategic business enablers. Moreover, the CIO must support the CFO’s office and business leaders by implementing mobile procurement solutions.

› Mobile budgets are growing. Only a minority of telecommunications decision-makers, 24%, claim that budget scarcity is a major challenge.32 The majority of business and technology decision-makers claim that spending will particularly increase over the next 12 months for projects related to cloud, mobile, and data.33

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FIGURE 6 Business Leaders Contribute Nearly Half Of The Total Mobile Budget


Base: 2,151 global telecommunications technology decision-makers and businessdecision-makers (20+ employees)

*Base: 2,972 global telecommunications decision-makers (20+ employees)

Mobile technology spending26%

Other technology spending74%

“What percentage of your firm’s IT budget goes to spending directly onmobile-technology-related products, consulting services,

telecommunications, and IT/development staff?”

Business funding IT funding

Central IT budget — funding for mobile*

46% 54%

Sourcing Evolves Into Ecosystem Management

With mobility affecting all parts of the business, the saying “horses for courses” describes the selection process when choosing a mobility vendor. Depending on which mobile business requirements a CIO is pursuing, a different set of mobility vendors comes into consideration. In addition, the CIO will increasingly work with:

› Vendor partner ecosystems rather than single vendors. With the growing maturity of mobile solutions that organizations implement, the vendor selection process becomes more complex for the CIO. CIOs will need to look for vendors that design solutions based on an open architecture. Aggregation platforms based on open APIs and standards will be essential tools for CIOs. For instance, OpenStack provides open APIs to internal customers and partners to support emerging vendor partner ecosystems.34

› Cloud-based mobile services that will elevate the role of SaaS players as vendors. Seven out of 10 telecommunications decision-makers rank bandwidth upgrades as top strategic network and telecommunications priorities (see Figure 7). However, mobility support for employees,

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cloud applications, and mobility support for customers are priorities for 67%, 64%, and 64%, respectively. All these figures are up from the previous year and indicate increasing urgency to address mobile cloud solutions. This will have implications for the vendor sourcing process. Forrester data shows that when acquiring off-the-shelf mobile applications for smartphones or tablets, 46% of telecommunications decision-makers use the mobile implementation from a SaaS provider. Only 15% of organizations tell employees which applications the company has approved for them to purchase from a vendor’s application store.35

FIGURE 7 There Is A Growing Urgency For Implementing Cloud And Mobility Solutions

Source: Forrester’s Global Business Technographics® Networks And Telecommunications Survey, 2015 andForrester’s Global Business Technographics® Networks And Telecommunications Survey, 2014

Base: 3,627 global telecommunications decision-makers*Base: 3,140 global telecommunications decision-makers

“Which of the following initiatives are likely to be your company’s/group’s top strategic networkand telecommunications priorities during the next 12 months?”

(High or critical priority)

Upgrade Internet bandwidth capacityat data centers

Upgrade access bandwidth capacity forbranch of�ces

Increase network bandwith capacity

Provide more mobility support foremployees

2014*2015

65%69%

64%

64%68%

69%

Expand use of cloud/as-a-serviceapplications

Provide more mobility support forcustomers

Expand use of over-the-topcommunication solutions

Rationalize or consolidatenetwork vendors

Expand a BYOD program

Expand machine-to-machine orInternet-of-Things initiatives

Use more third-party managedtelecom services

67%62%

64%58%

64%59%

62%53%

59%53%

54%47%

53%42%

51%43%

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Recommendations

Pursue Your Mobile Strategy As A Business Strategy

The successful CIO will develop a comprehensive mobile strategy by defining the objectives that his organization can obtain from mobile solutions. To proceed from here, you should:

› Develop a clear mobility road map. Conduct a detailed inventory analysis of the status of the existing mobile activities regarding revenue creation, customer engagement, back-office optimization, and brand enhancement. Define the methodology for mobile app scoping, prototyping, and testing. You can lean on the IDEA-cycle approach for mobile app design.36 Set goals for when objectives should be achieved, and choose metrics that you can measure.

› Reach out to business-line managers. Contact the head of strategy to discuss the impact digitalization will have on your organization. Assess how your business needs to react and what role mobile technology will play as part of digitalization. Reach out to the head of marketing to define which mobile moments can deepen user engagement and enhance user experiences. Meet regularly with interdisciplinary teams comprising at least app developers, designers, and marketing managers to develop these mobile moments.

› Reorganize staff and change business processes. Mobility offers businesses, especially product-oriented organizations, the chance to move away from a functional business-unit-led and siloed organization toward a highly collaborative customer- and user-driven organization. As the CIO, your aim is to embed mobile technology management fully in end-to-end business processes.37 In order to extend the mobile mind shift throughout the entire organization, you should assign mobile technology experts to work closely with specific business lines.

› Know your limits and reach out to third parties for support where necessary. No CIO can expect to master all aspects of his mobile strategy exclusively with in-house resources. You must develop strong partnerships with mobile vendors in those digital ecosystems that are relevant to your organization. In addition to selecting vendors with the right expertise, track record, and regional presence, work only with those vendors that invest time and effort to understand your specific business requirements and that are committed to long-term partnerships.

› Keep an eye on emerging mobile technologies. No CIO can ignore the mobile technologies that help deliver benefits for great mobile moments. It is no longer sufficient for CIOs to just create a mobile web page or an app or to embrace an enterprise mobility management solution. Mobile technologies affect the entire value chain of a business. The CIO as a business enabler must be an expert on the most important mobile technologies and understand why they matter to his business and how his business should go about exploiting them.

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Supplemental Material

Survey Methodology

Forrester’s Global Business Technographics Mobility Survey, 2015 was conducted using an online survey fielded in March and April of 2015 of 3,513 business and technology decision-makers located in Australia, Brazil, Canada, China, France, Germany, India, New Zealand, the UK, and the US from companies with two or more employees.

Forrester’s Global Business Technographics Networks And Telecommunications Survey, 2015 was conducted using an online survey fielded in January 2015 of 3,627 business and technology decision-makers located in Australia, New Zealand, Brazil, Canada, China, France, Germany, India, the UK, and the US from companies with two or more employees.

Forrester’s Global Business Technographics Telecommunications And Mobility Workforce Survey, 2015 was conducted using an online survey fielded in January 2015 of 7,238 information workers located in Australia, New Zealand, Brazil, Canada, China, France, Germany, India, the UK, and US from companies with two or more employees.

Forrester’s Business Technographics Global Software Survey, 2014 was conducted using a mixed methodology phone and online survey fielded in July through September 2014 to 3,308 business and technology decision-makers at companies with two or more employees.

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Forrester’s Business Technographics provides demand-side insight into the priorities, investments, and customer journeys of business and technology decision-makers and the workforce across the globe. Forrester collects data insights from qualified respondents in 10 countries spanning the Americas, Europe, and Asia. Business Technographics uses only superior data sources and advanced data-cleaning techniques to ensure the highest data quality.

We have illustrated only a portion of the survey results in this document. To inquire about receiving full data results for an additional fee, please contact [email protected] or your Forrester account manager.

Endnotes1 Source: Forrester’s Global Business Technographics Networks And Telecommunications Survey, 2015.

2 Source: Clare McDonald, “Sainsbury’s hackathon showcases digital lab to improve customer services,” ComputerWeekly.com, September 17, 2015 (http://www.computerweekly.com/news/4500253698/Sainsburys-hackathon-showcases-digital-lab-to-improve-customer-services).

3 Source: Pete Pachal, “How Kodak Squandered Every Single Digital Opportunity It Had,” Mashable, January 21, 2012 (http://mashable.com/2012/01/20/kodak-digital-missteps/#Pf5Eql2_WZqy).

4 Source: Forrester’s Global Business Technographics Mobility Survey, 2015.

5 Source: Forrester’s Global Business Technographics Networks And Telecommunications Survey, 2015.

Initiatives with an external focus are visible on the agenda of technology decision-makers in the following report. See the “The Role Of Telcos In Digital Ecosystems: Gaps Between Ambition And Reality” Forrester report.

6 Base: 3,627 global telecommunications decision-makers. Source: Forrester’s Global Business Technographics Networks And Telecommunications Survey, 2015.

For more on this topic, see the “The Role Of Telcos In Digital Ecosystems: Gaps Between Ambition And Reality” Forrester report.



9 Digital ecosystems empower the CIO to become a critical business enabler by providing a technology platform to redefine approaches toward innovation, knowledge management, supply chain optimization, product development, and sales and marketing. To read more on digital ecosystems and connected business, see the “Use The Power Of B2B Digital Ecosystems” Forrester report.


11 Source: “Embrace The Mobile Mind Shift,” Forrester Research (https://solutions.forrester.com/mobile).

12 Source: Dan Frommer, “The most popular paid iPhone app right now is an ad blocker,” Quartz, September 17, 2015 (http://qz.com/504879/the-most-popular-paid-iphone-app-right-now-is-an-ad-blocker/).

13 Source: “Developer Economics Q3 2014: State of the Developer Nation,” Developer Economics, July 18, 2014 (https://www.developereconomics.com/reports/developer-economics-q3-2014/).







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16 The recent blunders by companies like Spotify in managing customer data privacy concerns appropriately underline the risk that organizations expose themselves to by implementing weak big data strategies.

17 Source: “SMS for Life,” Novartis (http://malaria.novartis.com/innovation/sms-for-life/index.shtml).

18 Source: “Damm Group Equips Field Sales Team with New Levels of Data and Insight through Mobile Solution Developed with Accenture,” Accenture press release, March 3, 2015 (https://newsroom.accenture.com/industries/consumer-goods--services/damm-group-equips-field-sales-team-with-new-levels-of-data-and-insight-through-mobile-solution-developed-with-ccenture.htm).

Source: “Maintaining Beer Supply with a Mobile Sales Force,” SAP (http://www.sap.com/customer-testimonials/consumer/brau-union.html).

19 Source: Lilian Mutegi, “EasyJet deploys Epson smart glasses to improve service efficiency,” CIO, June 5, 2014 (http://www.cio.co.ke/news/top-stories/easyjet-deploys-epson-smart-glasses-to-improve-service-efficiency).

20 Source: Forrester’s Business Technographics Global Software Survey, 2014.



23 Source: “Citi: Citibank: A Bank in Your Pocket,” YouTube, April 10, 2015 (https://www.youtube.com/watch?v=CfUeOXaN2B0).



26 Source: “Damm Group Equips Field Sales Team with New Levels of Data and Insight through Mobile Solution Developed with Accenture,” Accenture press release, March 3, 2015 (https://newsroom.accenture.com/industries/consumer-goods--services/damm-group-equips-field-sales-team-with-new-levels-of-data-and-insight-through-mobile-solution-developed-with-ccenture.htm).


28 Source: “Customer engagement,” Square (https://squareup.com/customer-engagement).

29 Source: Michael Azoff, “Unlocking Systems of Record With Web and Mobile Front-Ends: CA App Services Orchestrator for Creating Contemporary APIs,” CA Technologies, March 21, 2015 (https://www.ca.com/us/register/forms/collateral/ovum-unlocking-systems-of-record-with-web-and-mobile-front-ends.aspx).

30 Source: “ING Delivers Value to Customers Faster with 1,500 deployments a week with Docker,” Docker, January 25, 2015 (https://www.docker.com/sites/default/files/CS_ING_01.25.2015.pdf).



33 Source: Forrester’s Business Technographics Global Software Survey, 2014.

34 The value of digital ecosystems ultimately stems from collaborative behavior as businesses leave behind the age of manufacturing and distribution. To read about more examples of business ecosystems, see the “Use The Power Of B2B Digital Ecosystems” Forrester report and see the “Brief: OpenStack Is Now Ready For Business” Forrester report.


36 Source: “Four Steps To Win In The Mobile Moment,” Forrester Research (https://solutions.forrester.com/mobile/landing-61Q6-3213EB.html).

37 This report presents the case study of Royal Philips. It highlights the strategic decisions that Philips has made to transform itself into a connected business. See the “Case Study: Philips’ Journey Toward Becoming A Connected Business” Forrester report.






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