Skip to main content

The Consumerization of IT

How many of our colleagues use their own personal devices for business purposes? Now, here’s the burning question. How many employers are aware that they are using those devices? Employees using personal devices at work are part of a growing revolution known as the consumerization of IT, or bring your own technology (BYOT). According to a recent Unisys-IDC study, workers reported that they are using smart phones, laptops and mobile phones in the workplace at nearly twice the rate reported by employers. This disconnect between what workers are doing and what IT leaders believe is happening is echoed in a recent survey of IT security professionals which highlighted the security and management threats posed by the growing use of personal devices like smart phones on corporate networks. About 40 percent of IT security decision makers in the Cisco-sponsored survey said they had experienced a breach or loss of information due to an unsupported network device.

So what’s an IT organization to do? According to IDC, the number of workers using personal smart phones for work is expected to nearly double from 2009 to 2014, and so simply restricting access, failing to measure such practices and failing to provide support isn’t going to work.

According to the Unisys-IDC study: “By modernizing their policies, procedures, and IT systems to harness this trend, organizations have a rare chance over the next 3 to 5 years to leapfrog competitors and over turn existing business models--much as Apple and Google did with their own consumer-led IT business revolutions. Conversely, organizations that fail to prepare for and adapt to this consumer-driven movement will find themselves at a competitive disadvantage and will miss out on rare opportunities to avoid costs, increase their organizational productivity and flexibility, and appeal to a new generation of consumers and employees.” Some thought provoking trends for all of us out there managing services.

So how does an IT department prepare for this or deal with this situation if it already exists? Here are some recommended steps:
  • Do an inventory or baseline of all configuration items as well poll employees about what devices they have and are using both at work and personally. Do this in a way that it does not imply potential punishment, rather for better Knowledge Management of devices. 
  • Compare your inventory or baseline against your service catalog (both from the business aspect and technical services aspect). A widespread use of smartphones may indicate the need for such a means of enabling services. This will allow you to align technologies to the needs of the business and end-user customers.
  • Establish initiatives to identify and implement which of these devices you will move forward with as viable and acceptable means of using for the delivery of services.

 Be proactive in your efforts when it comes to understanding and using technology to enable and support the delivery of value to your customers. It will serve them and you now and into the future.

Comments

Popular posts from this blog

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.”  Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services, which is people. Because the people element adds variability, the service is variable. This holds true, especially for the value proposition—not eve...

What Is A Service Offering?

The ITIL 4 Best Practice Guidance defines a “Service Offering” as a description of one or more services designed to address the needs of a target customer or group.   As a service provider, we can’t stop there!   We must know what the contracts of our service offering are and be able to put them into context as required by the customer.     Let’s explore the three elements that comprise a Service Offering. A “Service Offering” may include:     Goods, Access to Resources, and Service Actions 1. Goods – When we think of “Goods” within a service offering these are the items where ownership is transferred to the consumer and the consumer takes responsibility for the future use of these goods.   Example of goods that are being provided in the offering – If this is a hotel service then toiletries or chocolates are yours to take with you.   You the consumer own these and they are yours to take with you.      ...

What is the difference between Process Owner, Process Manager and Process Practitioner?

This article was originally published in 2015. With the Introduction of ITIL 4, some of this best practice has changed. See  ITIL 4 and the Evolving Role of Roles . Updated Definitions in ITIL 4: Process Owner: In ITIL 4, the concept of 'processes' has expanded into broader 'practices.' Consequently, the Process Owner is now often referred to as the 'Practice Owner.' This individual is accountable for the overall design, performance, integration, and improvement of a specific practice within the organization. They ensure that the practice achieves its intended outcomes and aligns with the organization's objectives. Process Manager: Now commonly known as the 'Practice Manager' in ITIL 4, this role is responsible for the day-to-day management of the practice. The Practice Manager ensures that activities are carried out as intended, manages resources assigned to the practice, and oversees the practitioners performing the work. Process Practit...