Apperian 2014 Executive Enterprise Mobility Report

Executive Enterprise
Mobility Report2014
APPERIAN
CITO Research

Apperian 2014 Executive Enterprise Mobility Report 1
INTRODUCTION
Mobility should transform businesses,
but to reap mobility’s transformative
powers, enterprises need the right
combination of off-the-shelf and
custom enterprise apps. The key to
success is creating custom mobile
apps to support the business process-
es that make your company unique.
Companies most satisfied with their
mobility investments put more empha-
sis on custom apps, robust enterprise
app stores, and app management
capabilities. This is a key finding of
the 2014 Apperian Executive Mobility
Survey, which asked senior executives
about the progress of and satisfaction
with their mobility programs.
Apperian has performed surveys in
the past, but those focused on the
deployment of enterprise apps in the
workplace and polled users about the
impact of mobility at work. In its Exec-
utive Mobility Survey, Apperian sought
to find out how executives are leading
their mobility programs, what benefits
they are expecting, what metrics are
available to them, and what strategies
they are using to drive adoption.
Focusing on those in leadership offers
a more strategic perspective on mobil-
ity that can help identify best practices
and critical success factors, informa-
tion that everyone involved in leading
mobility initiatives can benefit from.
TABLE OF CONTENTS
Introduction
Survey Nuts and Bolts:
How We Did It and Who Participated
Key Findings
Supporting Business Processes Is the Prime Directive
Customer and Role-Specific Apps Offer Most Impact
Security Is a Widespread Concern
But Nothing Is Slowing the Momentum of Mobility
Investments Increase Adoption
Measuring Success with Mobility
What’s Driving Satisfaction?
Custom Apps: A Critical Success Factor
The Most Successful Develop More Custom Apps
And Use More Apps Overall
Working Hard to Drive Adoption
Internal Promotion
App Management
Enterprise App Stores
Help Desk
Gamification
Recommendations for Enterprise
Mobile Programs

SURVEY NUTS AND BOLTS
The 2014 Apperian Executive Mobility Survey was conducted by Gatepoint Re-
search and polled 100 executives in organizations actively engaged in using mobile
technology.
Gatepoint Research invited selected technology executives to participate. Survey
respondents included directors, vice presidents, and CxOs from very large firms
(81% of participants came from companies with annual revenues in excess of $500
million). They came from a range of industries: financial and business services, utili-
ties, retail, and manufacturing.
In this report, Dan Woods, Founder and Analyst at CITOResearch.com, analyzes
the survey results and suggests a program for taking advantage of the lessons that
emerge from the data. This report examines key findings, describes drivers of suc-
cess , and concludes with recommendations for mobility programs.
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

SUPPORTING BUSINESS PROCESSES IS THE PRIME DIRECTIVE
ii The main benefit sought by 67% of respondents is improved business processes,
followed by increased employee satisfaction (60%) and competitive advantage
(55%).
ii The mobile sweet spot is comprised of apps that provide a better experience for
a unique business process that may be used inside or outside the company.
ii Surprisingly, the desire to save money and drive new revenue were less frequent-
ly cited as benefits (39% and 20% respectively). After companies gain experience
with mobility, more may use mobility to drive new revenue and service delivery
opportunities.
KEY FINDINGS
What beneﬁts are you seeking with your mobility investments?
0% 10% 20% 30% 40% 50% 80%60% 70%
Improved business processes
Increased
employee satisfaction
Competitive advantage
Platform usage
New revenue or service
delivery opportunities
Other
Cost saving
67%
60%
55%
39%
30%
20%
2%
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

CUSTOMER AND ROLE-SPECIFIC APPS OFFER MOST IMPACT
According to survey respondents, apps that target customers and apps that serve
specific roles in the company offer the greatest impact on productivity and ROI.
Given the emphasis on custom apps for enabling particular business processes, it’s
not surprising that apps serving particular roles in the company are also high pri-
ority. One question that deserves further research is exactly which roles are being
enabled with mobile apps.
Apps for customers can increase revenue in multiple ways, including multichannel
interactions. Walgreens found that customers using their app before store visits
spent four times more than those who just visited the store. Customers engaged via
the app, online, and in the store spent six times more on average.
Role-specific apps, such as sales apps, may indirectly target customers. Cisco’s
SalesConnect offers sales a one-stop shop for everything from trending products to
contracts to videos. The app lets sales answer questions like, “What’s the Internet
of Everything, anyway?”.
KEY FINDINGS
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

KEY FINDINGS
What mobile apps do you believe will have the
greatest impact on productivity and/or ROI?
Apps for customers
Email/calendar/contacts
Role/function-speciﬁc apps
Apps for partners
Microsoft Oﬃce
Administrative apps
(e.g. HR, expense reporting, etc.)
(Rate 1-5, 1=Little or no impact; 5=High impact)
4.04
4.03
3.86
3.53
3.53
3.49
1 2 3 4 5
CUSTOMER AND ROLE-SPECIFIC APPS OFFER MOST IMPACT
CONTINUED FROM PAGE 4
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

KEY FINDINGS
SECURITY IS A WIDESPREAD CONCERN
ii When asked about challenges to achieving mobility goals, security was most fre-
quently cited (77%). This is not surprising, but it’s also not slowing the prolifera-
tion of mobile application usage and development in the enterprise.
ii Less frequent but still a concern was lack of budget (41%) and poor quality of apps
(38%). Given the difficulty and expense of creating good apps, lack of budget and
poor quality of apps could be related. (One way organizations can increase the
quality of their apps is through user app testing, ensuring that the best possible
app is released.)
ii Issues related to managing mobility programs are also high on respondents’ lists
of challenges, with 37% citing how to determine ROI and 35% citing lack of man-
agement tools as important challenges.
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

BUT NOTHING IS SLOWING THE MOMENTUM OF MOBILITY
Deployment momentum shows no sign of slowing. Respondents overwhelmingly
indicate they are in the midst of large scale deployments to thousands of users (and
given the context of the survey, we believe the users in question are employees).
More than 70% plan to equip more than 1,000 users with mobile apps in the next
two years. About one third (33%) are rolling out apps to more than 5,000 users in
that timeframe.
KEY FINDINGS
How many users do you expect to equip with
mobile apps within the next two years?
0% 5% 10% 15% 20% 25% 35%30%
More than 5,000 33%
500 or fewer 20%
2,001 to 3,000 18%
501 to 1,000 10%
3,001 to 4,000 8%
1,001 to 2,000 7%
4,001 to 5,000 5%
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

INVESTMENTS INCREASE ADOPTION
Respondents described the types of investments they are making to drive adoption.
Creating apps for business processes was a strong focus, followed by investments
in training and analytics. This finding confirms that mobile technology is really just a
new form of process optimization for most respondents.
ii Mobilizing business processes is key (53% are creating apps to address core busi-
ness processes; this means internal app development or partners developing
apps).
ii Training is seen as crucial (49%).
ii The interest in analytics (43%) indicates that organizations are looking for more
metrics about their mobility programs.
What investments are you making to increase
mobile app adoption?
0% 10% 20% 30% 40% 50% 60%
Creating more apps to address
core business processes
Training
Analytics
Help desk
Agile development
cycle with user input
UI/UX improvements
53%
49%
43%
39%
35%
31%
KEY FINDINGS
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

MEASURING SUCCESS WITH MOBILITY
Respondents state that analytics track app usage, platform usage, and use by in-
dividuals. Most companies can tell who (54%) is using which apps (66%) on which
platforms (47%), but there is less visibility about where apps are being used (36%).
More than 70% of respondents state that they can’t detect data or device loss.
That’s surprising given their security concerns and indicates a need for metrics
about managing security and data leakage.
KEY FINDINGS
Do you have visibility into the following metrics
for your mobility program?
0% 10% 20% 30% 40% 50% 70%60%
Data loss/device loss
Where apps are used
How frequently apps are used
Platform usage
Who is using apps
Which apps are used
Network usage
29%
36%
39%
46%
47%
54%
66%
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

After analyzing the data, it became clear that some participants are happier than
others with their mobility programs. We looked at how satisfied the participants
were with adoption and found that satisfaction with adoption follows a normal dis-
tribution: 28% have low satisfaction, 34% have average satisfaction, and 35% have
high satisfaction. This begged a question: what are those with high satisfaction do-
ing differently?
WHAT’S DRIVING SATISFACTION?
How satisfied are you with the adoption
of mobile apps in your organization?
1 2 3 4 5
(Rate 1-5, 1=Unsatisfied; 5=Very Satisfied)
Low satisfaction Average satisfaction High satisfaction
40%
35%
30%
25%
20%
15%
10%
5%
0%
6%
22%
34%
28%
7%
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

CUSTOM APPS: A CRITICAL SUCCESS FACTOR
It seemed likely that the companies that were best at supporting business processes
had done so by creating custom apps. Custom apps provide a much better fit and
address problems aligned with a company’s specific needs.
Participants were asked about the source of their apps, whether internally devel-
oped, custom developed by a partner, purchased from a vendor, or available from
public app stores. They stated what proportion of apps in each category they had
currently deployed or planned to create.
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
What is the source of your mobile apps?
By satisfaction with adoption Current Planned
High
Satisfaction
Internally developed
17%57%
Low
Satisfaction
54%32%
Average
Satisfaction
35%38%
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
High
Satisfaction
Custom developed by partner
20%37%
Low
Satisfaction
43%14%
Average
Satisfaction
32%32%
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
Vendor developed
High
Satisfaction
14%66%
Low
Satisfaction
32%54%
Average
Satisfaction
26%38%
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
High
Satisfaction
Public apps
Low
Satisfaction
18%46%
46%
Average
Satisfaction
18%44%
14%
The numbers in each category do not add up to 100% because participants could
indicate that they did not plan to deploy apps from a particular source by checking
not applicable or leaving the question blank.
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

CUSTOM APPS: A CRITICAL SUCCESS FACTOR
Custom apps include internally developed apps and apps developed by partners.
Off the shelf apps include vendor developed apps and publicly available apps, such
as those in public app stores.
THE MOST SATISFIED DEVELOP MORE CUSTOM APPS
Those with high satisfaction proportionally develop more apps internally (57%) than
those with low satisfaction do (32%). They also use partners to develop their apps
much more frequently (37% versus 14% for those with low satisfaction).
Those with low satisfaction do have plans to create custom apps, with 54% men-
tioning plans to create apps internally and 43% planning to hire partners to develop
apps on their behalf. This indicates an across the board acknowledgment of the
value of custom apps, which supports earlier findings related to the respondents’
main goal for enterprise mobility: to improve business processes and presumably
accelerate business itself.
AND USE MORE APPS OVERALL
Interestingly, those with high satisfaction also use as many or more off the shelf
apps than their less satisfied counterparts, with 66% reporting use of vendor apps
and 46% reporting use of public apps. This indicates a richer program of mobility
overall, with more apps available for users.
To balance out this point of “more apps,” it must be noted that apps are far more
narrowly focused than desktop applications, so more apps are required to provide
all the needed functionality.
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

WORKING HARD TO DRIVE ADOPTION
Participants were asked what strategies they were using to drive adoption. It seemed
likely that we’d see differences between those satisfied and unsatisfied with adop-
tion, differences that could provide evidence of what helps drive adoption.
What strategies are you using to drive app adoption?
By satisfaction with adoption Current Planned
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
High
Satisfaction
Internal promotion of available apps
43%40%
Low
Satisfaction
50%11%
Average
Satisfaction
59%18%
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
High
Satisfaction
App management software
29%60%
Low
Satisfaction
54%7%
Average
Satisfaction
59%26%
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
High
Satisfaction
BYOD
31%60%
Low
Satisfaction
32%54%
Average
Satisfaction
38%44%
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
High
Satisfaction
Private app store
Average
Satisfaction
32%29%
Low
Satisfaction
25%11%
40%31%
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
High
Satisfaction
Help desk
Low
Satisfaction
36%32%
Average
Satisfaction
15%50%
26%66%
0% 10% 20% 30% 40% 50% 70% 80% 90% 100%60%
High
Satisfaction
Gamiﬁcation
Average
Satisfaction
15%
Low
Satisfaction
11%
31%11%
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

Those most satisfied are doing five things differently from those least satisfied:
ii Promoting apps internally (40% versus 11% for those least satisfied).
ii Deploying app management software (60% versus 7% for those least satisfied).
ii Offering enterprise app stores (31% versus 11% for those least satisfied).
ii Providing a help desk to support users (66% versus 32% for those least satisfied).
ii Using leading-edge tactics like gamification to drive adoption (11% versus 0% of
those least satisfied).
INTERNAL PROMOTION
The highly satisfied group is working to promote apps internally, which makes
sense because they’re also more focused on creating custom apps. A company
is much more likely to promote custom apps because they are excited and in-
vested in them.
On the other hand, those least satisfied do plan to promote apps internally (50%);
they just aren’t doing it yet for the most part. Such efforts are likely to increase
adoption.
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

APP MANAGEMENT
Because the highly satisfied group is so focused on apps and is building more
of its own apps, it stands to reason that app management is a greater focus.
App management software supports the entire app lifecycle, including adding
apps, ensuring they are secure, and deploying them to all relevant users. Apps
and content are secured in a way that is integrated with the enterprise security
infrastructure.
The large investment in app management is likely the strongest evidence that the
high satisfaction group is doing something differently, and the numbers bear this
out: 60% of those with high satisfaction have app management software in place,
as compared with only 7% of those with low satisfaction.
We can also see app management software becoming pervasive in the future,
when you consider that 99% of those highly satisfied either have it or plan to
deploy it. Even those least satisfied recognize the value of managing apps: 54% of
them plan to deploy app management software.
ENTERPRISE APP STORES
Like the app store on your phone, having an enterprise app store makes it easier
for users to discover apps that can help them do their jobs. Many more of those
highly satisfied have an enterprise app store (31%), compared with only 11% of
those unsatisfied with adoption. Taking into account future plans, an additional
40% of those highly satisfied plan to offer an enterprise app store, compared with
25% of those unsatisfied with adoption.
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

HELP DESK
If people can’t make mobile apps work for them, they stop using them. How can you
prevent initial frustration from leading to giving up? One effective method is to have
a mobile help desk. Some 92% of those highly satisfied with adoption either have a
help desk (66%) or plan to (26%).
By contrast, 68% of those least satisfied either have a help desk for apps (32%) or
plan to offer one (36%).
Help desks appear to be an easy way to improve adoption. Some app management
platforms offer hands-on features that allow support personnel to remotely control
or configure a user’s app, helping them with setup or assisting them with features
remotely.
GAMIFICATION
Gamification is a relatively new strategy and not yet widely implemented. Still, it’s
interesting that 11% of those with high satisfaction are using gamification and an-
other 31% plan to.
For those least satisfied, no one is currently using gamification and only 11% plan to.
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

For Enterprise Mobile Programs
RECOMMENDATIONS
The key finding of our analysis reveals that custom developed apps focused on busi-
ness process improvement are the most sought after and produce the best results.
ii The main benefit sought by 67% of respondents is improved business processes.
ii The most frequently cited investment to increase adoption of mobile apps is
creating more apps that address core business processes, cited by 53% of re-
spondents.
ii Those most satisfied with adoption are creating more custom apps.
ii Those most satisfied with adoption are working harder on many fronts to drive
adoption among users.
Here are a few additional recommendations based on my own research and
observations about successful enterprise mobility programs:
ii Invest in app management software and enterprise app stores.
QQ Do not wait to invest in app management and enterprise app stores. It is clear
that those most satisfied with app adoption are using these tactics and that
less satisfied segments plan to.
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

ii Be sure to segment your users.
QQ Important business processes are rarely generic. Users have different needs
and talents that must be taken into account. Think like a marketer and create
formal segmentation and improve it over time.
ii Consider the technology setup of the people you are supporting.
QQ While we are all mobile, we are also not only mobile. Consider how to support
the use of an app in all the contexts in which users work.
QQ It is crucial to understand how are you going to allocate business processes
across devices and platforms.
ii Lower the cost of implementing and deploying apps.
QQ Hybrid web apps are a great way to easily mobilize internal websites.
QQ Model-driven app development tools such as ViziApps can make it easier to
create apps rapidly.
QQ By deploying such apps with proper analytics, you can learn what people need.
RECOMMENDATIONS
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

ii To speed up app development, invest in an API.
QQ A program to improve management and operational skills of APIs is a crucial
enabler for mobile app development.
ii Choose the right form for each application.
QQ Certain types of apps will be friendlier to specific classes of devices (tablet ver-
sus smartphone for example).
ii Patterns for developing apps will quickly emerge. Use them to your advantage.
QQ App patterns include supporting a role, supporting one process step, or pre-
senting data.
QQ Strategies for management and maintenance will vary based on the needs of
the apps.
Successful mobility programs should make it as easy and low cost as possible to
experiment with new types of apps to support business processes and should use
metrics to determine what makes the most difference.
Metrics and analytics are key for evaluating where to deploy resources in creating
mobile applications that offer competitive differentiation. Companies will need to
evaluate mobility management solutions in order to provide those metrics and ad-
dress concerns around mobility management.
RECOMMENDATIONS
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs

ABOUT CITO RESEARCH
CITO Research is a source of news, analysis, research and knowledge for CIOs, CTOs,
IT and business professionals. CITO Research engages in a dialogue with its audi-
ence to capture technology trends that are harvested, analyzed and communicated
in a sophisticated way to help practitioners solve difficult business problems.
ACKNOWLEDGMENTS
www.citoresearch.com
TABLE OF CONTENTS
Introduction
Key Findings
Internal Promotion
App Management
Help Desk
Gamification
Mobile Programs
ABOUT OUR SPONSOR
Apperian is a mobile appli-
cation management (MAM)
company. The Apperian EASE
platform delivers enterprise
mobility services that enable
many of the world’s largest cor-
porations to securely manage
the full lifecycle of mobile apps
for iOS, Android and Blackber-
ry. Apperian is empowering the
liberated enterprise to support
the BYOD revolution.
ABOUT GATEPOINT RESEARCH
Gatepoint Research, a subsidiary of
SimplyDIRECT, uses opt-in, invitation-only,
custom surveys to collect industry re-
search in order to gain insight into user
needs, analyze IT and business trends,
forecast innovation direction and general-
ly support critical decision-making. Survey
responders are thought leader executives
in functionally relevant roles in leading
technology companies. Gatepoint stresses
the quality of each responder to achieve
highly valid and representative data.
www.apperian.com www.gatepointresearch.com

Apperian 2014 Executive Enterprise Mobility Report

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Apperian 2014 Executive Enterprise Mobility Report