The first wave of consumerization there are five or six years has led many companies to look for new ways to cope with increased demands for mobility from employees experienced in technology.
The employees then bought their own tablets and smartphones and wanted the connect to networks and business applications. Under the weight of expectations of employees using personal devices in the workplace has become a coping strategy for the company, allowing employees to use a single personal device for work purposes and unprofessional.
Today, in 2015, the use of personal devices in the workplace seems an outdated trend. Other associated movements have emerged. As the choice of the device to use on the workplace, where employees make their selection from a pre-approved list of devices. Or use for personal devices provided by the company, as also available for non-business activities.
The use of personal devices in the workplace is she still d news and how do companies manage the use of mobile devices in the digital era? ZDNet.com met with experts to find out what it really happened to this trend.
Exploiting mobility in modern companies
Richard Corbridge, DSI Health Service Executive (public health system) in Ireland plunges five years back and think about how IT managers of the time would help the company make the most mobility. He remembers that the concerns of CIOs associated with the consumerization of technology were supposed to be allayed by two main trends: the use of personal devices in the workplace and gamification, whereby game mechanics are used in company.
“ The theory was that if we could use these two trends, each individual of each company was to become a computer superuser overnight,” Does tells -it. “We thought we could even eliminate certain service needs, since the computer was no longer the property of the company itself, but of his personality as a whole. ”
How is the theory is therefore translated in practice? Five years later, many strategies for using personal devices in the workplace were drafted, said Richard Corbridge, but there is a cruel lack of concretization. Even if companies know what they want to achieve in theory, the practical realities show that the basic objectives of BYOD are often not realized.
“ We still see two mobile phones in the hands of most leaders, especially in the public sector, where the idea of using personal devices in the workplace was just too hard to accept, “ he says. ” Regarding of gamification, it is increasingly apparent in the way consumers are persuaded to be part of a collective, but it has not really changed the thinking of many executive functions in companies . ”
Alastair Behenna, experienced IT manager and consultant to The CIO Partnership, for its part believes that the BYOD has reached a plateau. According to him, it is now standard practice in most companies allow individuals to use their personal devices for business purposes, even if it exists in many variants.
However, the impact of consumerization should not be taken for granted. Alastair Behenna specifies that the integration of the use of personal devices in the workplace in technology in terms of the strategy has produced great benefits to businesses, including helping to demonstrate how digital technologies can improve organizational processes . “ The use of personal devices in the workplace has been a trend of great use ,” he says.
“ She was a key catalyst that helped make the link between the old way of thinking (which wanted only a maximum computer control could work for the company) and new areas reflection, which suggested that companies could release systems and services to the benefit of innovation, growth and personal responsibility. ”
Integration of BYOD in good working practices
Omid Shiraji, former CIO at Working Links, said meanwhile that the use of personal devices in the workplace has not necessarily disappeared; it is still on the strategic roadmap of many companies. What remains a problem for most companies, he believes, is the large amount of legacy technologies.
“ Many CIOs are paralyzed by enterprise software and security requirements ,” he laments. “ These long-standing issues can hinder the speed of evolution, especially for established companies. Creating a mobile strategy is probably much easier for a company that has just been created. ”
Inherited constraints are not the only concern. User requests in a digital world changing faster than the strategies developed by companies to exploit mobility. This development means many subtle variations of strategic BYOD also have defects.
Omid Shiraji considers that the choice of the device to use in the workplace, for example, is probably too rigid strategy to meet the demands of mobile workers. Offer employees to select from a short list of tools is not enough. Access to device was approved by the company may be perceived as an advantage once the trade; Today, says Omid Shiraji is almost irrelevant.
“ Ask an 18 year old if a smartphone is a decisive argument for a position and laugh at you ,” he says. “ Employees are used to having a choice outside of the work environment and they want choice in the business. If you give them an iPhone, they will want an Android device, and vice versa . You probably can never satisfy all users with devices you offer them as part of a strategy that leaves the choice of the device to use on the workplace. ”
David Reed, Head of IT operations and data to the Press Association, acknowledges that managing a fleet of mobile devices can be a challenge, especially when the company is trying to satisfy employees who want to use a single device to both business and personal purposes.
“ Even if employees are more comfortable with the devices they use, it also means they can access documents, data and services outside the control of IT. At the Press Association, we wanted to centralize the control , “says David Reed. “ The strategy of use for personal devices owned by the company has enabled us to provide our team members a high-end mobile device they want to use. ”
David Reed worked with EA operator to provide employees of the Press Association 850 intelligent devices from different manufacturers, including Samsung, Apple and HTC. The approach uses mobile data management systems EA, including MobileIron, to ensure compliance with mobile security policies are managed centrally.
“ Thus, we were able to define policies that have been implemented on each device, for example on the complexity and length of the password ,” he recounts . “ We also have decided that journalists can see or not and what applications they can use, we can lock or delete the contents of the remote device if lost or stolen. This is of an essential safety feature that we would never get centrally with a strategy for the use of personal devices in the workplace. ”