How the Consumerization of IT Affects Your Business

A Microsoft Services Enterprise Architecture Paper

Chapter 3:

How the consumerization of IT affects

your business

Microsoft recommendations for a consumerization of

IT strategy

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Begin at the Beginning: Chapter 1: How to Build a Consumerization of IT Strategy

Abstract: The Consumerization of IT Reference Model and taxonomy presented in this white paper describe the business capabilities of a mixed-device and mixed-ownership strategy, provide a basis for a discussion of the benefits and challenges of consumerization, and identify methods for achieving business value from a consumerization of IT initiative. The business scenarios in this white paper highlight the potential of providing freedom of device choice while maintaining control over infrastructure; the scenarios are based on personas representing the users of consumerization of IT solutions.

Microsoft Services

Author: Arno Harteveld, IP Development Architect, Microsoft Services

Publication Date:

May 2012

Version: 1.0

We welcome your feedback on this paper. Please send your comments to the Microsoft Services Enterprise Architecture IP team at [email protected].

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How the consumerization of IT

affects your business

© 2012 Microsoft Corporation Page ii

Document readership: This white paper is intended for a high-level, non-technical audience of business/IT decision makers and stakeholders from human resources, finance, legal, and other business areas. This white paper supports Microsoft enterprise architects who participate in strategic discussions regarding consumerization of IT initiatives, and provides intellectual property content that may be excerpted, customized, and reassembled as appropriate.

Acknowledgments The author wants to thank the following people who contributed to, reviewed, and helped improve this white paper.

Contributors: Marc Ashbrook, Sjors Dignum, Chris Jackson, Robert Standefer

Thanks also to: Stella Chernyak, Ulrich Homann, Jeff Johnson, Eduardo Kassner, Samesh Singh, Detlef Kraus-de Weerth

© 2012 Microsoft Corporation. All rights reserved. This document is provided "as-is." Information and views expressed in this

document, including URL and other Internet website references, may change without notice. You bear the risk of using it.

This document does not provide you with any legal rights to any intellectual property in any Microsoft product. You may copy and

use this document for your internal, reference purposes. This document is confidential and proprietary to Microsoft. It is disclosed

and can be used only pursuant to a non-disclosure agreement.



© 2012 Microsoft Corporation Page iii

Table of Contents 1 OVERVIEW ...................................................................................................................................................... 1

2 THE CONSUMERIZATION OF IT REFERENCE MODEL ......................................................................................... 2

3 BUSINESS SCENARIOS AND PERSONAS FOR CONSUMERIZATION OF IT ........................................................... 7

3.1 UNDERSTANDING USER NEEDS THROUGH PERSONAS AND SEGMENTATION ....................................................................... 7 3.1.1 Segmenting users ..................................................................................................................................... 7 3.1.2 Defining work styles ................................................................................................................................. 8

3.2 WORK FROM YOUR PHONE .................................................................................................................................... 9 3.3 BRING YOUR OWN MEDIA TABLET .......................................................................................................................... 11 3.4 BRING YOUR OWN DEVICE FOR VENDORS ................................................................................................................. 13 3.5 THE BOARDROOM............................................................................................................................................... 15 3.6 HIGH-END SALES ................................................................................................................................................ 16 3.7 RETAIL SALES ..................................................................................................................................................... 18

4 STRATEGIES THAT SUPPORT BUSINESS SCENARIOS ....................................................................................... 20

4.1 GOING MOBILE STRATEGY .................................................................................................................................... 20 4.2 MODERNIZE THE DESKTOP STRATEGY ...................................................................................................................... 20 4.3 VIRTUALIZE STRATEGY ......................................................................................................................................... 21 4.4 BRING YOUR OWN STRATEGY ................................................................................................................................ 21

5 REFERENCES .................................................................................................................................................. 23

6 RESOURCES ................................................................................................................................................... 23



© 2012 Microsoft Corporation Page 1

1 Overview This white paper presents the reference model and taxonomy for the consumerization of IT, supported by business scenarios and strategies for supporting consumerization of IT initiatives.

This white paper is one part of the “Microsoft Recommendations for a Consumerization of IT Strategy” series. This series introduces the phenomenon known as the consumerization of IT, including strategies for supporting the proliferation of devices in the workplace and supporting work tasks on personal devices at diverse locations.

The full list of white papers that comprise this series is:

“How to build a consumerization of IT strategy”

“Considerations for a successful consumerization of IT architecture”

“How the consumerization of IT affects your business” (this paper)

“Security and governance strategies for the consumerization of IT”




2 The Consumerization of IT Reference Model The Consumerization of IT Reference Model presented in this section is intended to provide a comprehensive breakdown of all aspects of this domain. The model has added value in:

Facilitating discussions about the consumerization of IT

Ensuring that the concerns of all stakeholders are taken into account

Providing insight into the required level of support for the consumerization of IT in the enterprise

Providing guidance for customer organizations to implement consumerization of IT initiatives at the right level within their enterprises

The following diagram represents the Consumerization of IT Reference Model as a set of capabilities, and the following table describes the components of the model.

To address user concerns, the reference model includes the devices, applications, and collaboration capabilities that promote gains in productivity and improved user experiences.

To address IT concerns, the reference model identifies a number of IT management and security capabilities required to ensure the right service level and to protect the content accordingly.

Figure 1. Consumerization of IT Reference Model




The Consumerization of IT Reference Model focuses on the following capabilities and sub-capabilities:

Table 1. Consumerization of IT capabilities and sub-capabilities

Capability Sub-capability Description

Devices Smartphone Small, mobile device that fits in a back pocket, instant-on with long battery life

Runs a mobile operating system, patched by the vendor

Optimized for communication (voice, texting)

Media consumption is becoming mainstream

Often equipped with a touchscreen of limited size

Applications are distributed through app stores

Media tablet Thin, lightweight devices that fit in a handbag, instant-on and all-day battery. Runs an operating system with an optimized but limited feature set patched by the vendor

Hardware optimization allows devices to be thinner and lighter

Optimized for media consumption (video, music, books, periodicals)

Based on a touchscreen (typically with a multi-touch interface)

Applications are distributed through app stores

Tablet PC A notebook without a keyboard in tablet form factor

Meets all criteria for a notebook PC

Pen and on-screen digitizer

Touch and multi-touch supported

No keyboard (usually relies on stylus or touch screen input)

Applications are distributed by the enterprise





Hybrid PC A notebook (also known as an ultrabook) that has a keyboard in a tablet form factor with a touch screen.

Meets all criteria for a notebook PC

Pen and on-screen digitizer

Touch and multi-touch supported

Integrated keyboard


Notebook Integrated keyboard, multiple monitors can be connected

Different screen sizes from 10”– 17”

Hardware optimization allows devices to be thinner and lighter


Collaboration Content sharing Share content seamlessly with coworkers, vendors, and business partners inside and outside of the enterprise.

Communication Communicate through text, instant messaging, video, and presence with coworkers, vendors, and business partners inside and outside of the enterprise.

Search Find information across storage media and across content types, and filter search results based on the selection of attributes of the information.

Applications Consumer apps Install and remove consumer apps with business relevance using the marketplace of public apps (for example, LinkedIn, Facebook, Twitter), as well as applications used for non-business purposes.





Business apps Install and manage line-of-business applications through a self-service portal. These applications need to take into account smaller form factors and touch/gesture interfaces.

Identity and access

Identity federation Consume and exchange digital identities across different security domains, allowing applications to be accessed by business partners using cloud services.

Identity management Manage credential information of users and/or devices and publish or replicate this information across different platforms.

Authentication Establish a digital identity based on the validation of user-supplied credentials against an identity provider that can be hosted inside or outside an organization.

Connectivity Device authentication Enables access to a (limited) set of services from unmanaged devices. Can include a quarantine function that interrogates devices before granting access.

Remote access gateway Publishes applications to be used by managed and unmanaged devices that are outside the company network.

Management Configuration Centrally manage and enforce device configuration settings and deploy software updates.

Provisioning Centrally provision devices including user settings and applications from a self-service portal.





Inventory Centrally administer digital (applications and licenses) and hardware (device) assets; ensure personal and corporate devices are used in legally compliant ways.

Protection Content protection Protect content types (documents, presentations, spreadsheets, videos) from unauthorized usage.

Device protection Protect devices from unauthorized access and ensure information integrity through device profiling, storage encryption, and antimalware programs.

Network protection Secure the network connection between the device, data center, and cloud services.




3 Business scenarios and personas for consumerization of IT Many consumerization of IT scenarios exist, and a limited number are already surfacing in enterprises. This section describes typical consumerization of IT scenarios for different segments of users that have differing characteristics and work styles.

These scenarios should be evaluated against an enterprise’s needs and strategies. The list of scenarios and personas is not extensive, nor complete; however, it is intended to help you develop your own consumerization of IT strategy.

For more ideas about consumerization of IT scenarios, see the following articles about tablet computers:

“Enterprise Applications for Tablets”1

“The Future of Tablets”2

“9 Powerful Business Uses For Tablet Computers”3

3.1 Understanding user needs through personas and segmentation

When planning a consumerization of IT strategy, business requirements, policies, and scenarios are focused on the needs of different segments of users and the ways in which applications, devices, and connectivity support user work styles.

Planning teams can obtain a better understanding of the differing needs of users in the enterprise by first identifying user segments. Such segments are represented in the personas of the consumerization of IT scenarios in this section.

Two methods for segmenting users based on attributes are:

Gartner Segmentation Model4

Forrester’s Smart User Segmentation5

3.1.1 Segmenting users

Information workers are defined as anyone who uses a PC for work. They have a variety of titles, work habits, requirements, and expectations.

Microsoft has used qualitative and quantitative research in several countries to develop a picture of the different types of information workers, which can be segmented along three dimensions: the degree of technology engagement, the degree of collaboration, and work location flexibility.

Technology engagement: Casual to enthusiast Technology engagement represents the expertise and frequency with which employees use their devices and applications, as well as user perceptions and biases about technology.

Collaboration: Teams, tools and leaders Collaboration attributes include the amount of time working on team projects, frequency of use of collaboration tools, geographic distribution of the team, and the need for document management.

1 “Enterprise Applications for Tablets” Scott D. Nelson, David A. Willis. Gartner, June, 2011. 2 “The Future of Tablets” Passport. January, 2012. 3 “9 Powerful Business Uses For Tablet Computers” Chris Murphy. Information Week, February, 2012. 4 See “How to Use Gartner’s Segmentation Model for Mobile and Client Computing” 5 See “Business Insights Webcast: Smart Workforce Segmentation Helps to Better Identify and Meet Worker Need”

http://www.gartner.com/id=1724634

http://www.euromonitor.com/the-future-of-tablets-segmentation-forecasts-and-implications-for-related-products/report

http://www.informationweek.com/news/galleries/hardware/handheld/232600604?pgno=1


https://msevents.microsoft.com/CUI/EventDetail.aspx?culture=en-gb&EventID=1032480783&CountryCode=US




Location flexibility: Where and when employees get work done Location flexibility includes the number and variety of locations where employees use business applications, as well as the devices used in different locations (for example, desktops, laptops, and smartphones). Location flexibility also represents employee attitudes toward having flexible access to work materials.

These dimensions are illustrated in the following figure.

Figure 2. Users segmented along three dimensions

3.1.2 Defining work styles

The three dimensions described in the previous section help identify and describe work style segments, such as those listed in the following table.

Table 2. Consumerization of IT work styles and attributes

Non-PC worker

Generalist Road warrior Deskbound contributor

Tech realist

All star

Technology engagement

Low Low Medium Medium Medium High

Need for collaboration

Low Low Low Medium Medium High

Working location flexibility

Low Low High Low Medium High

For consumerization of IT scenarios, the All star, Road warrior, and Tech realist work styles are the most applicable because of the high level of technology engagement and requirement for location flexibility. The personas that represent these work styles in the scenarios in this section are Holly, Lisa, Frank, Steve, Blake, and John.




Table 3. Consumerization of IT personas and work styles

Business scenario Persona name Role Work style

Work from your phone Holly Corporate attorney Tech realist

Bring your own media tablet Lisa Business manager All star

Bring your own device for contractors

Frank Contractor Road warrior

The boardroom Steve Executive All star

High-end sales Blake High-end salesperson

Tech realist

Retail sales John Retail sales person Deskbound contributor

3.2 Work from Your Phone

Holly, a corporate attorney, uses her personal phone throughout the day for work tasks as well as for ordering groceries and obtaining travel directions. When she is away from the office, Holly reads work email and schedules appointments from her phone, knowing that the calendar and mail on her laptop will be synchronized with her phone.

Holly uses her phone for communications, but for reasons of security, compliance, and privacy she is only able to access legal files on her laptop at her company’s office. Her access privileges depend on her location. When she visits another office location for meetings, she is able to receive streaming media on her phone and access notes in a shared meeting space.

While driving to work, Holly listens to her email messages using the text-to-voice feature of her phone over her car stereo speakers; while waiting in public at the courthouse, she can privately read voicemail




messages that have been converted to text. She also uses her phone to receive instant messages from her colleagues, which often require her to take immediate action, such as contacting a client or virtually joining a meeting.

Even while driving home, Holly participates in a work meeting. After arriving home, Holly uses her phone to respond to her latest email messages and schedule meetings for the next day. She can then change her online status to “do not disturb.”

Table 4. Work from Your Phone Scenario Schema

Factor Description

Future scenario Holly and her coworkers bring their own devices into the corporate environment. They bring mobile devices such as smartphones and obtain immediate access to the corporate email and calendaring environment, communication facilities, and in some cases, access to line-of-business applications. By providing communication and social capabilities through web-based apps, workers can be more productive at the office or remotely.

(Holly uses her personal phone to read and write work email messages, schedule appointments, and send and receive instant messages. She is only able to access work files from her phone while in her office because of security restrictions.)

Culture change People are productive almost immediately when using their own mobile devices. By providing collaboration, communication, and business apps they can work at the office or remotely.

Top-line impact Increased productivity and reduced costs.

Business benefits Increase in productivity. Be productive outside of the workplace, faster response to business issues or needs.

Reduced costs: o Device procurement and provisioning o Mobile data plans o Support costs

Increased employee satisfaction.

Skills Ability to keep devices secure

Ability to work with collaboration, communication, and business apps.

Work responsibly with corporate data.




Factor Description

Enabling technologies

Social o Content sharing o Social networks

Communication o Email o Calendaring o IM/presence

Protection o Network protection o Content protection

Management o Configuration, provisioning, inventory management

Rules of engagement

Comply with corporate privacy and security standards

No storage of confidential documents on mobile devices

3.3 Bring your own media tablet

Lisa is a business manager who juggles hectic schedules and endless lists of responsibilities. She is working from home today to finish work and to prepare for her vacation. She uses her own PC to work at home, and will use a media tablet to keep in touch with work during travel.

Lisa uses her media tablet to check in with the airline, update her calendar, and download her boarding pass. She also uses it to check the traffic, and then uses a social media application to notify her friends of her travel plans.

Before departing the house, Lisa connects from her media tablet to the corporate timesheet application to log her holiday time, check her vacation balance, and set up an out-of-office message.




After arriving at the airport, Lisa uses her media tablet to answer email, and then quickly resolves a business issue by conducting an IM discussion with a colleague and sharing a document on her screen.

During her vacation, Lisa is able to access her email and work files via the Internet. Her virtualized environment runs in the corporate data center with all her data, applications, and settings, as if she was working in the office.

Table 5. Bring Your Own Media Tablet Scenario Schema

Factor Description

Future scenario Lisa uses her own media tablet to communicate with colleagues, work collaboratively, and share resources, from any location.

Culture change People are productive almost immediately when using their own mobile devices. By providing collaboration, communication, and business apps they can work at the office or remotely.

Top-line impact Increased productivity, access to corporate applications outside of the office.

Business benefits Increased productivity o Be productive outside of the workplace, faster response to the business o Faster response to requests of the business o Increased employee satisfaction

Skills Ability to keep device secure

Ability to work with collaboration, communication, and business apps

Work responsibly with corporate data




Virtualization o Desktop virtualization


Management o Configuration management o Provisioning management o Inventory management

Rules of engagement






3.4 Bring your own device for vendors

Frank works as an independent contractor for several construction companies, and controls his own schedule while working for different customers. He uses mobile broadband and wireless hotspots to access the Internet from his worksites. He uses a single laptop/device of his own choosing.

Before leaving for work, Frank uses his laptop to check the weather and news, quickly scan his work email, and review his personal calendar. He also spends a few minutes browsing the latest news from his friends on Facebook. Throughout each day, Frank uses Facebook on his laptop to communicate with friends and family.

While driving to work, Frank listens to his phone read his email messages to him through his car stereo speakers. His messages include a status email about work completed during the previous night, and he is briefed prior to arriving at the job sites.

When he is on a job site, Frank connects to his corporate network through his smartphone to consult the latest construction documents. He conducts conference calls with others as needed, and displays and discusses proposed changes by sharing the screen of his laptop. When questions arise, additional colleagues join the conference calls from their own devices.

After he returns home, Frank works at his computer workstation, from which he has access to his corporate network and the latest construction design documents. He changes his online status to “do not disturb,” completes his work, and spends the evening with his son.




Table 6. Bring Your Own Device for Vendors Scenario Schema

Factor Description

Future scenario Contractors bring their own devices into the corporate environment. Notebooks are used to perform their project tasks and mobile devices for email and calendaring. Collaboration and unified communications are provided through portals and web apps that allow the contractor to communicate with employees and access relevant project documents. Internet access is available to contractors through secure network access.

Culture change Vendors are productive almost immediately when using their own IT assets such as laptops, mobile devices, and apps. By providing collaboration and communication capabilities through portals and web apps they can work at the office or remotely.

Top-line impact Reduce friction with on-board contractors to become productive while reducing costs.

Business benefits Increased productivity o Contractors are productive almost immediately

Cost reduction o Eliminating handling, provisioning, and procurement costs of devices

Skills Ability to keep device secure

Ability to work with collaboration, communication, and business apps





Virtualization o Client hypervisor



Rules of engagement






3.5 The boardroom

Executive decision makers such as John are increasingly adopting tablet computers for decision support. These roles are extremely time constrained and are often averse to computers in general. Tablet devices are replacing paper in fast-paced boardrooms. Such devices enable executives to attend meetings or conference calls with all supporting documents, a very large enabling factor for these roles. In general, information is prepopulated by an assistant, so an executive can focus on preparing more effectively for decision making.

Table 7. The Boardroom Scenario Schema

Factor Description

Future scenario Board members become more effective when less effort is needed to collect supporting materials for events during the day. All required materials are distributed digitally. Board members can read and annotate materials while offline, with local versions securely stored on a device. While at the office, supporting materials are synchronized with master versions on the network, and changes and annotations are available for other board members to review.

Culture change Board members are more productive when using tablet devices that provide the right information at the right time—by providing calendaring and associated documents in a secure way.

Top-line impact Board members become more effective.

Business benefits Reduced effort to collect relevant information o Information is up-to-date and reliable




Factor Description

Skills Ability to work with collaboration, communication, and business apps

Ability to take notes using an application on a device

Ability to keep device secure

Work responsibility with corporate data


Social o Content sharing

Communication o Email o Calendaring


Protection o Network protection o Content protection o Device storage encryption

Rules of engagement



3.6 High-end sales

People in the sales force, such as Mike, are adapting to tablet devices in a very rapid fashion. The tablet form factor is extremely well-suited for sales conversations because it does not provide a physical barrier like opening a notebook to display the screen.




Because media tablets and tablet PCs are thinner, lighter, and have longer battery life, they are very convenient for these ultra-mobile roles. A tablet is highly supportive when talking to a client because it can provide interactive, visual information that supports the conversation.

Examples of new opportunities enabled by tablets include making an immediate competitive analysis between businesses, or providing highly personalized information during the conversation, such as personalized mortgage information.

Table 8. Work from Your Phone Scenario Schema

Factor Description

Future scenario Sales representative are becoming more effective by always having access to accurate customer information during sales conversations, regardless of location. Conversations with customers become more intimate by displaying information that is personalized for the customer.

Culture change Sales reps are productive when new form factors such as media tablets or tablet PCs are available. In addition, touch-enabled applications provide a rich and customized experience for customers.

Top-line impact More effective sales

Business benefits Touch-enabled apps provide rich customer experience

Anywhere access to sales information

Anywhere access to sales applications

Reduction of paper-based sales collateral

Skills Ability to work touch-enabled business apps




Business apps o Sales advisory apps o Customer relationship management

Social communication o Communication o Social networking



Rules of engagement






3.7 Retail sales

Tablet devices such as those used by Adam are entering the retail world as well, with experiences differing based on application. Tablets notably provide local retailers an opportunity to compete effectively with on-line stores.

The types of devices that are used for retail applications are varied, because the experience of shopping may involve using one or both hands and tablets may interfere with that experience. In addition, shoppers may spend too much time looking at the screen of a tablet or phone, rather than interacting with products in the store.

Kiosks remain popular if there is a need to look for more information, such as finding an out-of-stock item online at another store, for example. However, some shoppers and diners enjoy the experience of using a tablet to obtain recommendations of a “personal shopper.” Cash registers themselves are increasingly being replaced by tablets, which provide an opportunity to reduce costs.

Table 9. Retail Sales Scenario Schema

Factor Description

Future scenario The retail experience is enhanced by touch-enabled applications that provide rich experiences for customers by providing new services, such as information about products or availability.

Culture change Employees need to embrace new ways of improving the retail experience of customers in retail locations. New touch-enabled applications enhance the shopping experience for customers.

Top-line impact Improve retail experience and compete with on-line stores.




Factor Description

Business benefits Improve the in-store experience

Provide additional in-store services, such as obtaining articles that are not in the store

Provide accurate information about products

Reduce costs by replacing dedicated devices

Skills Ability to work touch-enabled retail apps




Business apps o Retail sales apps o Cash register apps



Rules of engagement






4 Strategies that support business scenarios Each of the business scenarios included in this paper can be associated with one of the following consumerization of IT strategies:

Going mobile

Modernize the desktop

Virtualize

Bring your own

4.1 Going mobile strategy

Most Microsoft customers are looking into this strategy. They are interested in achieving productivity gains by enabling privately owned mobile devices, such as smartphones and media tablets.

Key concerns include:

Managing a diverse mobile platform

Protecting information flowing across mobile devices

Adopting applications for mobile consumption

Defining data ownership

Enabling technologies include:

Mobile device management infrastructure. System Center Configuration Manager 2012 and Windows Intune provide a rich platform to manage Android, iPhone, and Windows Phone devices and more.

Information protection. Active Directory Rights Management Services provide the infrastructure to help protect office content and other Information Rights Management (IRM)-aware applications. Windows Server 8 and Dynamic Access will provide an even more compelling solution.

Develop apps that accommodate smaller form factors and touch experiences. Windows Azure provides a number of toolkits to build compelling apps for devices.

4.2 Modernize the desktop strategy

One size no longer fits all. This approach brings in sought-after user choices in scenario-driven ways to provide employees the fashionable approach they seek and enhance their productivity.

Key concerns include:




Supporting multiple device form factors

Meeting user expectations for richer device experiences

Recouping previously realized discounts achieved by buying in bulk

Recommended initiatives include:

Migrate to modern Windows versions and save money.

Reduce your application portfolio and application migration.

Leverage virtualization to reduce application deployment costs by reducing testing efforts and decrease time-to-deploy apps.

4.3 Virtualize strategy

Virtualization enables enterprises to quickly achieve business benefits from consumerization of IT by moving the desktop and/or applications into a datacenter. This strategy makes it easier to provide new desktops, but it requires an infrastructure investment.

Key concerns with this strategy include:

Roaming user experience across devices and locations

Protecting information

Reducing costs using virtualization technologies such as desktop virtualization and application streaming.

Delivering applications to privately owned devices using application gateways or cloud computing.


Virtualization for application streaming

User state virtualization for a great cross-device experience

4.4 Bring your own strategy

This strategy helps attract and retain talented employees and contractors, especially in creative roles.

Key concerns with this strategy include:

Supporting rich experiences with native apps for multiple form factors

Delivering applications and information in multiple ways

Managing a diverse platform




Protecting information


Productivity apps from the cloud, such as Office 365

IT management services from the cloud, such as Windows Intune

Virtualized desktops or apps (see the ”Virtualize” section)

Application gateways to publish apps to devices (see the ”Going mobile” section)

Cloud services to deliver apps to devices (see the ”Going mobile” section)

The consumerization of IT scenarios in this paper map to the four strategies in this section as shown in the following table:

Table 10. Strategies mapped to scenarios

Strategies

Scenario Persona Going mobile

Modernize the desktop

Virtualize Bring your own

Work from your phone Holly R R

Use your own tablet Lisa R R R

BYOD for vendors Frank R O R

The boardroom John R R R

High-end sales Mike R R R

Retail sales Adam R R

R = indicates this scenario is relevant for this strategy.

O = indicates this scenario could be relevant (is optional) for this strategy.

Begin at the Beginning: Chapter 1: How to Build a Consumerization of IT Strategy

Chapter 2: Considerations for Successful Consumerization of IT


http://az370354.vo.msecnd.net/whitepapers/Considerations-for-a-successful-consumerization-of-IT-architecture.pdf




5 References This paper refers to the following sources.

“Enterprise Applications for Tablets.” Scott D. Nelson, David A. Willis. Gartner, June, 2011.

o www.gartner.com/id=1724634

“The Future of Tablets.” Passport. January, 2012.

o www.euromonitor.com/the-future-of-tablets-segmentation-forecasts-and-implications-for-related-products/report

“9 Powerful Business Uses For Tablet Computers.” Chris Murphy. Information Week, February, 2012.

o www.informationweek.com/news/galleries/hardware/handheld/232600604?pgno=1

Monica Basso; Federica Troni. “How to Use Gartner’s Segmentation Model for Mobile and Client Computing.”

o www.gartner.com/id=1932415

“Business Insights Webcast: Smart Workforce Segmentation Helps to Better Identify and Meet Worker Need.”

o msevents.microsoft.com/CUI/EventDetail.aspx?culture=en-gb&EventID=1032480783&CountryCode=US

6 Resources The following resources provide additional information that might be of interest to the reader.

Persona Analysis for Initiative Planning, Marc Ashbrook

o http://eslibrary/Library/IP/EA IP/Persona Analysis for Initiative Planning.zip (accessible through Microsoft Enterprise Architect)

Download the whitepaper

Begin at the Beginning: Chapter 1: How to Build a Consumerization of IT Strategy Chapter 2: Considerations for Successful Consumerization of IT




http://www.informationweek.com/news/galleries/hardware/handheld/232600604?pgno=1




http://az370354.vo.msecnd.net/whitepapers/How-the-consumerization-of-IT-affects-your-business.pdf


http://az370354.vo.msecnd.net/whitepapers/Considerations-for-a-successful-consumerization-of-IT-architecture.pdf