Republished from IDC Community

Enterprise Mobility Management (EMM) has become a mainstay of mobile deployments today and is recognized as a must for any enterpricyberse company. While EMM handles the basics of securing mobile devices and protecting corporate data and assets, it falls short in several areas, included Man-in-the-Middle attacks, Malware, phishing attacks and modified devices (jailbreaking, etc.). For this reason, a new security add-on has taken shape in the industry: Mobile Threat Management (MTM) software. This cutting-edge technology in the mobile space is just now coming into its own and being recognized as a key need by enterprise executives, augmenting EMM to fully secure devices.

IDC sees the mobile threat management market gaining momentum as more enterprises decide that EMM/MDM and native sandboxing and segmentation on mobile operating systems (OSs) are not enough to meet overall mobile threat management needs. According to IDC’s 2017 U.S. Enterprise Mobility Decision Maker Survey, half of U.S. enterprises and SMBs have deployed some form of mobile device security solution — mobile antimalware, mobile threat management, or mobile app scanning. An additional one-third of U.S. businesses not using MTM today plan to deploy this technology in the future.

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Originally published on the IDC Community blog

IDC research shows that a unified approach between IT executives and managers and LOB  and product teams accelerates transformation outcomes, notably around speed, quality, and customer experience outcomes.

By placing emphasis on four core areas: leadership, collaboration, culture, and metrics; enterprise executives can unite IT and LOB to streamline digital transformation (DX). The main goal is to create an environment where the organization can continue changing down the line, minimizing the interruption of workflows, sustain the changes, improve measurement capabilities,  and encourage better integration between and among teams of talent, company culture and policies.

Creating a proper leadership team is the first step to success in DX and that leadership team must consider how participating teams will collaborate and/or integrate. They must push through difficult cultural and political issues that arise during the planning and implementation processes. Further, they need to create the “right culture” that will allow their organization to overcome adverse political, technology and process situations.

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Originally published on the IDC Community blog

In the Part 3 of this blog, we focused on the essential area of effectively allocating different skillsets of the IT organization to further your innovation initiatives. Of course, another key focus is how the IT organization operates.

As more organizations work through digital transformation, they are finding that many existing development practices and processes do not necessarily work in this new phase of computing. This is leading many executives to embrace the idea of Agile development and all the trapping that go with that, including the transformation of their workspaces and the interactions of team members. However, the shift to Agile is not without issues: many organizations are finding that legacy systems, long-time employees, and tried and true processes are often at odds with the new ways of Agile.

IDC’s CIO Sentiment Survey results show that 48% of organizations are still focusing on Waterfall approaches when it comes to legacy application development, with Agile only being used for innovation projects.

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Originally published on the IDC Community blog

After identifying the more strategic role the CIO must take on to face digital disruption of the IT organization in Part 2 of this series, there is the question of utilizing the right talent resources to effectively continue the digital transformation journey.

The DX transition requires specialized talent that isn’t always readily available or accessible within the existing workforce, or within the allocation of the existing workforce. For this reason, it is urgent for CIOs to look at their overall priorities and determine how to best allocate their existing workforce, supplement their workforce with outside vendors, and cultivate changes in their culture that will entice a diminishing workforce.

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Originally published on the IDC Community blog

41% of CIOs prefer to focus on operations rather than face digital disruption: This was the hot button for the previous blog post, The Changing Role of IT Leadership: Part 1 – Leading IT Through Digital Transformation (DX). Our data also shows that the role of the CIO is changing from a support function to a strategic function: 62% of CIOs report to the CEO.

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Originally published on the IDC Community blog

Despite this information, data from IDC’s CIO Sentiment Survey suggest that most CIOs are focusing more on continuing operations than making their mark to cut through the digital disruption — 41% of CIOs prefer to focus on operations rather than face digital disruption. These CIOs are focusing on what they know best and what is low risk, rather than taking on critical challenges such as siloed organizations, resistance to change, or ineffectual corporate cultures to aim for high reward through riskier targets. But successful CIOs are see these targets as attainable and are shifting their focus to effectively win the DX challenges.

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jetsuitexI travel a lot and have experienced the best and the worst of travel, but regardless of how good the airline is, there is one thing that never changes, the dreaded airport security process. One of the places I fly often to is Los Angeles, where I originally hail from (well Pasadena, and as they say “no one is really from LA, but if they are from LA then they are probably really from Pasadena.”) Anyway, it’s a quick jaunt from San Jose (SJC) to Burbank (BUR). The flight is just long enough for a drink to be served and almost finished before they have to pick up your cup for landing, so it makes sense for us to trek down there via plane. Except, the airports can add anywhere from 2-3 hours to the travel time which makes the trek almost long enough where we say, hell let’s just drive (4.5 hours if Waze provides proper speed trap info). This has been our family’s (and I’m sure many others) classic conundrum when heading down south. That was, until this week.

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2017predictionsReleased our 2017 CIO Predictions and currently working with my colleagues on a multi-part series diving deeper into where CIOs will be focusing their money and talent this coming year. Check out the full press release and the predictions.

Today’s IT organizations are divided into two camps: those that thrive by effectively leveraging digital technologies, new business models, and entrepreneurial cultures; and those that are saddled by technical debt, plodding business processes, and lack of a digitally-fueled vision for the future. To help CIOs and IT executives successfully lead their organizations through accelerating digital transformation, International Data Corporation (IDC) today unveiled IDC FutureScape: Worldwide CIO Agenda 2017 Predictions (Doc #US41845916).

Full Release

futurescapeBe sure to join me on November 2nd as I discuss our predictions for the future of the CIO with my colleagues. Registration is free! During this webinar we will discuss the key predictions that will impact CIOs and IT professionals over the next one to three years. Senior IT leaders and line-of-business executives will come away with guidance for managing the implications these predictions harbor for their IT investment priorities and implementation strategies.

IDC FutureScape: Worldwide CIO Agenda 2017 Predictions

Hope you can join!

JennettMWCIf you haven’t seen my latest webinar, it’s available on demand. But if you just want to grab some good info out of it without watching, check out this article from IT World Canada.


Mobility is no longer just about letting devices into the office, it’s about meeting the expectations employees and customers have about accessing data and getting things they want in real-time.

In a recent webinar, Opening the Gates: Creating a Mobility Strategy That Empowers the Business, Mike Jennett, research VP for IDC’s IT executive program, said enterprises need to think more broadly about mobility and be prepared for devices that work autonomously as well as understand that employees and customer are behaving much more like a 24/7 consumer. “It’s up to IT to build the infrastructure and tools to support that.”

Read more: http://www.itworldcanada.com/article/beyond-byod-why-enterprise-mobility-needs-to-transcend-traditional-it/385166#ixzz4FX9BKhYx