©2011 Hewlett-Packard Development Company, L.P.

The information contained herein is subject to change without notice

SESSION ID 4480 MOBILITY TODAY AND IN THE

FUTURE: CONNECTING

EMPLOYEES ANYTIME,

ANYWHERE

Patricia Wilkey- HP Global Director Desktop &

Mobility

Mike Bennett- HP CTO Proctor & Gamble

Eleodor Sotropa- Associate Director Global Business

Services, The Procter & Gamble Company

Evolving Enterprise Mobility

3 HP Confidential

• More personally owned devices connected

– 73% of corporations allow some or all employees to

use personal-liable mobile devices for work

(Aberdeen)

– Smartphones present a security risk

– A single compliance lapse can cost a company up

to $2M. A single lost or stolen smartphone incident

may encompass multiple compliance lapses

(Aberdeen)

• Application Management Challenge

– 90% of Smartphone apps downloaded aren’t used

more than 10 times (Zenprise)

Professional Personal

BYOM (Bring Your Own Mobile)

4 HP Confidential

• Difficult for Enterprises to keep Personal-liable

devices from connecting to the network

–Policies restricting the use of Personal-owned devices

–Lack visibility into what devices are connecting, and who owns

them

• Moving beyond Blackberry brings risks

–ActiveSync offers lower support costs compared to BES

–ActiveSync does not offer any Mobile Device Management

features like BES

• BYOM will likely be the catalyst leading to Mobile

Device Management

Mobile Security

5 HP Confidential

• Poorly enforced IT Policies

–Enterprises lack the visibility to track and identify devices

–Virtually all data breaches involve missing, broken or unenforced IT

policies

• Poorly Protected Information

–Limited Security

–Mobile devices are targeted by Virus-makers

• Smartphones and Tablets are endpoints too

–They require monitoring and tracking just like PCs

–Lost or stolen devices represent the single largest security threat to

Enterprises

Mobile Device Management

6 HP Confidential

• Application Management

–Juggling the many different App Stores

–How to control who’s downloading and using the Apps?

• Back-end is not Agnostic

–Lack of solutions that integrate data and software from

multiple vendors

–Enterprises typically pick a vendor stack and follow that

path

• Endless stream of upgrades

–Constant flow of software updates to keep up with the

constant flow of new mobile devices

7

P&G’s 23 billion-dollar brands

Billion HP Confidential

• Founded 1837

• HQ in Cincinnati

• $78.9 Billion annual sales

• 127,000 employees

• More than 300 brands sold in 180

countries

• Operations in more than 80 countries

The P&G business need on mobility

8

• The market is changing – it’s harder to

reach our consumer

• Consumers are more demanding

than ever

• Our competitors – we have to work

harder to stay ahead

• Innovation is critical to sustaining long

term growth

• Increased productivity = time for

building capabilities and innovation

HP Confidential

9

Our starting point: A scattered structure

“Before”

HP Confidential

Business Implications • Duplicated services across regions

• Structural inability to take advantage

of economies of scale

• Inefficiently allocated staffing and

budgets

Rest of the World • Operating “independently” in countries

around the globe

Business Services • “Localized” and dispersed among

business units, brands, geographies

Statistics •Smart phones – BB

•Current BT and HP Contracts

•Key productivity tool

•Carriers

Strategy plank – Choice

10

• iPhone, ipad intro

• Beyond blackberry

HP Confidential

Mobility Transformation at Work

Strategy plank - Capability • iApp Store

• Pg2go

• Internal Apps

• App factory

• Recommended apps

Strategy plank - Scale

• Provisioning

• Support model change

• TEMS

Assessing the holistic mobility needs

11

• How could we really reshape

Mobility?

• Not just devices or

support…but all aspects of

business support systems…

HP Confidential

12 Footer goes here

Five steps to a foundation for business

transformation Going Global

Thinking Holistically

Growing in Partnership

Running as a Business

Measuring for Success

13

GBS mobility service centers

“After”

Cincinnati/

Columbus

San Jose

Newcastle

Brussels

Singapore Manila

HP Confidential

14

Five steps to a foundation for business

transformation

HP Confidential

Going Global

Thinking Holistically

Growing in Partnership

Running as a Business

Measuring for Success

15

Mobility services

HP Confidential

“Instantly Connected”

“Always On“

Smart Devices

Mobile Broadband

Mobile Voice

Misc Other

Remote Access

Mobility Service transformation

Blackberry

Non-Blackberry

Device HW

iPass

Tethering/Hot

Spot

Aircards/GOBI

ESP Cards

Cell Phones

Pagers

One Reach

PDA’s

Home High

Speed

AIWI

VPN

Corp Jet WiFI

VPN@Home

16

Five steps to a foundation for business

transformation

HP Confidential

Going Global

Thinking Holistically

Growing in Partnership

Running as a Business

Measuring for Success

The decision to partner

17

Why we did it:

• We needed: Another big step in our

business model

• What we realized: Could grow

stronger, faster if we tapped into the

strengths of external partners

HP Confidential

Leverage Our best, with Their best . . .

How we did it

18 HP Confidential

• Looked for What, before Who

–Industry leaders

–Strong cultural fit

–Strategic partnerships

• Committed to completing

streamlining and standardization

FIRST

19 HP Confidential

What we did

• Partnerships – $x million agreements

– 11 months start-to-finish

– 25,000 users

• Best-in-class industry leaders

• Strong commitment to partnership

• Clear measures for success

RotW

Logos

– BT

– Vodafone

– Symphony

– Mobi

20

Five steps to a foundation for business

transformation

HP Confidential

Going Global

Thinking Holistically

Growing in Partnership

Running as a Business

Measuring for Success

Picture of PCR i/o consumers

21 HP Confidential

Why: We wanted to help the

Company do more:

• Grow in breakthrough ways

• Double our business contribution in

the next 4 years

• Deliver lower cost, AND better

services, AND greater value

Running mobility as a business

22

Five steps to a foundation for business

transformation

HP Confidential

Going Global

Thinking Holistically

Growing in Partnership

Running as a Business

Measuring for Success

Measuring for success

23

• Scorecards

• SLAs

• KEAs

• User Sensing

• Top-to-Top Connections

HP Confidential

Key take-aways

24

• Mobility Services is a strategic

Productivity and Sales enabler

–Don’t stop at cost optimization

• Anticipate is key

–Get good at it

• Make a little, sell a little, learn a lot

–30-60-90 day plan

HP Confidential

THANK YOU